How To Create A Small Business Marketing Strategy That Will Triple Your Profits This Year

What does a small business marketing strategy mean to you? Some people automatically think in terms of their company’s long-term goals. When they start their small business, they create a long-term business plan, including a marketing strategy, that will help them develop their company over time. Others think of a small business marketing strategy as a single campaign. They create a marketing campaign for one product or service they offer, and create a series of marketing tools that will help them sell that product or service.

While both may technically be correct, there is a distinct difference between the two. One creates a stream of income for a short period of time (typically a few weeks to a few months), while the other ensures you have a stream of income coming in on a regular basis.

In order to ensure an effective small business marketing strategy, you must have three things in place.

1. Multiple marketing tools in place. Every day a person is marketed to 60-100 times. You see banners on the sides of busses, advertisements in newspapers and magazines, and coupons in your mailbox. It’s easy to see why marketing tends to become almost non-existent in our minds.

But the thing that a good marketer realizes is that he has to use different marketing tools to reach different target audiences. Everyone has a different attention span. Everyone is searching for different products and services at different times. A good small business marketing strategy has multiple tools in place to capture a prospects attention when he or she is ready for our product or service.

The key is to knowing who your ideal clients are. The more you know about them, the more you’ll be able to reach them in a manner that’s best for them. Good marketing tools are:

* direct mail postcards

* direct mail letters

* advertisements in magazines

* advertisements in newspapers

* neighborhood postcard packs

* door hangers

* flyers

* brochures

* promotional products

* tradeshows

* billboards

* bus stops

* school buses

* regional transportation systems

* sponsorship of school athletics

* and much more

An ideal small business marketing strategy will encompass many of these types of tools, and have campaigns set up using select tools at different times throughout the year.

2. Use those marketing tools over long periods of time. Once you have your marketing tools in place, continue to use them again and again. Probably the biggest mistake a small business owner makes is to grow tired of his own marketing campaign, and abandoning it before it’s realized its full potential.

The average campaign takes a person 8 – 12 times of viewing the same material to recognize the information and take action. If you quit running a campaign before you reach the 8 – 12 times average, you won’t achieve your desired results.

An ideal small business marketing strategy will provide goals to seek out longevity in marketing campaigns. While nuances of a campaign can change (i.e. changing ad advertisement to showcase seasonal products) the structure of the campaign should always remain the same.

3. Use those marketing tools in many different places. Your prospects come from a variety of different sources, and have a variety of different interests. Mailing your brochure out to prospects is a great way of marketing; but you may also do well by placing your brochure in offices of complimentary businesses. Advertisements may work well in your local newspaper; but they may do just as well in an industry trade publication. Direct mail postcards may inspire a lot of people to pick up the phone and call you; but it may motivate more people to visit your website.

Creating a handful of tools to use in your campaigns provides you with the resources. Getting those tools into the hands of your prospects is what requires a plan.

An ideal small business marketing strategy will be a long-term plan that involves creating marketing tools, putting them into the appropriate places, and leaving them in place long enough to let them work.

Copyright 2006 Vision Business Concepts Inc

Marketing Tip – Small Business Owners Need a System to Keep in Touch With Contacts and Build Sales

Many small business owners know keeping in touch with their contacts is an important part of their marketing plan. However, all too often, keeping in touch is a sporadic effort. Sending birthday cards or an e-mail newsletter is something that can be done “later.” The problem is “later” never comes. 

Small business owners need to build a marketing calendar that includes when and how each person (or group of people) is going to be contacted.  The best way small business owners can keep on top of their contact efforts is to have some type of system in place.  The system should be as easy and as automatic as possible.
  
There are many software tools you can use to organize your contacts.  Microsoft Outlook and Excel are great programs.  With either of these, you can merge with Microsoft Word to create phone lists, mailing labels and personalized letters. More sophisticated contact management programs you can purchase include ACT! and Goldmine.  
 
Marketing Tools for Keeping in Touch
 
There are a variety of different marketing tools small business owners can use to keep in touch. Here are just a few ideas.
 
E-mail newsletters are a great way to communicate with a large group of people. There are a number of great on-line resources available for e-mail newsletter creation and management. Use e-mail newsletters to provide product information, announce sales, and promote special events. 
 
Real greeting cards (the kind that come in an envelope with a stamp) are great marketing tools to use at Christmas, birthdays and other times of the year.  In fact, the best time a small business owner can send a greeting card is when there is no real reason to send a card! A card sent in August will be remembered much more than one sent in December.

Savvy business owners know that phone calls, personal visits and lunches are always appreciated. The key there is to remember the marketing message when scheduling those calls or visits. Yes, having coffee with a long-term client is great. But be sure to let the client know that you have a great new product that can dramatically help him or her. Too often business owners get wrapped up in the social aspect of personal visits and forget to ask for more business!

The most important part of any system is using it regularly.  If you are very busy, or have a hard time working with schedules, you are better off delegating or outsourcing.  If you have an assistant, that person can print letters, write e-mails, even sign Christmas cards for you.  That leaves you free to work on other areas of your business.

If you don’t have any help in your office, outsourcing is the answer. There are a number of local and on-line services that help business owners with their marketing. Or, try using a virtual assistant.  The marketing money you spend to outsource these routine tasks will be repaid many time over with the new business you get.

Remember — the key to a successful system is to have it automated as much as possible. The less work you have to do, the more likely it is to be done on time, and the more likely you are to get referrals!

Leadership Tips – Small Business Requires Faster Decisions

Introduction

This leadership tip has something in it for managers everywhere, but it’s particularly targeted at those of you with large company backgrounds who have made career moves to smaller businesses that you own and/or manage.

My background is primarily in large scale management of IT organizations. The companies where I’ve worked were places where changing a process or behavior took some time. I always thought I was quicker than most, and action oriented. As a small business owner, I found I had to be much quicker.

I’ll offer this leadership tip in the form of a story. It’s a story of how taking your eye of the ball can cost you money, and worse than that can cost you customers.

My First Small Business

I opened a small personal services business. It was located about an hour from my home office, and with all my other commitments I knew how important hiring the right manager would be for this shop. It took a few tries, but I found one with a good background and references, and she seemed to quickly develop loyalty to the business and to me.

For the first six months we grew slowly but steadily. We were behind plan in terms of customers and revenue, but the trend was up. There were a few staff issues, but overall turnover was okay. I decided to invest a little more in marketing to try and get more new faces in the door.

Over the next three months, customer counts were mostly flat, and average sale was actually down a little. Concerned, I visited the shop a few times more than usual. The people were not as upbeat as they had been. When asked about that, they attributed their moods to less business and less enjoyment of the job. I wondered about seasonality, the economy, and whether I needed even more marketing investment.

Want to know what was really going on? My trusted manager had some personal problems that I had not been aware of before, and was exhibiting some totally unacceptable behaviors:

  • Criticizing staff in front of customers
  • Intimidating staff, letting them know they were at risk of being fired, and telling them I was out to get them.
  • Stealing money by voiding transactions and other means

The Damages

I’m still figuring out how much money all this cost me, but the money is only today’s problem. The customers I’ve lost are a more serious longer term issue, because many of them won’t be coming back.

When I figured out what was going on, I moved quickly to fire the manager. There were only two problems:

  1. I was too late, and there had been several months of damage done;
  2. There was collateral damage. I had to fire two other employees who had adopted the attitude and behaviors of the manager.

Today, I’m working on putting together data to see if I can assemble a case for prosecuting the employees and the manager. An even higher priority, though, is the work I’m doing to recruit and orient new staff and develop a recovery plan for our customer service reputation.
This leadership tip was a painful lesson that I hope never to repeat.

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