Marketing Articlestxt1

Landing Your First Customers
Once you identify your target market, explore these shoestring ideas for making
contact.
By Sean M. Lyden | November 25, 2003
URL: http://www.entrepreneur.com/marketing/marketingbasics/article57382.html
Q: I'm still in the early stages of starting my business, but I don't know how t
o begin getting the word out to potential customers. Should I take out an ad in
the local paper? Do I need to send out a press release? Help!
A: When I raised money for a dotcom start-up a few years ago, potential angel in
vestors would say things to me like, "Your business concept seems sound and your
marketing and PR plans all look well and good, but tell me: Where are you going
to get the first five customers who will actually pay for your product? Because
until you have them, I don't see how you really have a business here."
Strong words, but how true! We can talk about writing press releases, taking out
ads and sending out mailers. Yet, think about it. In tangible terms, how are yo
u going to get those first few customers? Your first customers are so critical t
o your success because they:
Legitimize your offering, demonstrating that yes, there is indeed a market for y
our products and services.
Provide valuable feedback to help you improve your business operations.
Give you real testimonials, which you can leverage in subsequent marketing campa
igns.
Tapping Your Warm Market
Where do you find your first customers? Well, ask yourself this question: Who ar
e the people most likely either to buy from you or send you good referrals? Yep,
those are the people you know-your "warm market." How do you approach them and
get the word out? The first step is to build your initial list of warm contacts.
Here are 10 questions to stimulate your thinking:
1.
Who are your personal friends-and their friends?
1.
What about your school connections? Brainstorm a list of classmates, tea
chers, fraternity brothers, club members and so forth.
2.
Who are your business connections? These include former employers, emplo
yees and customers.
3.
Who are contacts within your civic activities? Are you a member of any c
ivic clubs like Optimist International, Rotary or Kiwanis? What about fellow chu
rch or synagogue members? Think of all the organizations you belong to.
4.
Who are your contacts in trade associations you've been a part of over t
he years?
5.
Who are the tradespeople you know? Include folks like your lawyer, pharm
acist, doctor, dentist, plumber, insurance agent, hairstylist, mechanic and even
your babysitter or nanny.
6.
Who are your neighbors-both past and present?
7.
Who do you know through your sports and hobbies, such as hunting, fishin
g, running and golf?
8.
Who are the people you know because of your home? These contacts include
your mortgage lender, real estate agent, builder and so forth.
9.
Who are the contacts you have through you and your spouse's families?
You know quite a few people, don't you! Now, how do you leverage this list to la
nd your first customers? Here are a few cost-effective ideas to get you started:
Send a personal letter and follow up with a phone call a week to 10 days later.
In this letter, announce your new business. Offer a free consultation or a speci
al discount, something to create interest and excitement in what you're doing. P
erhaps you could offer to pay a "bird-dog" fee to those contacts who send you re
ferrals who buy from you.
Use the telephone. Call some folks to "catch up." Find out what they're doing an
d then share about your business.
Set up breakfast, lunch or coffee meetings. Set it up as a "feedback session" wh
ere you present your product or service in a low-key manner as a way to solicit
feedback from the person. At the end of the meeting, ask the person for referral
s to people who might benefit from your offering.
Sean Lyden is the CEO of Prestige Positioning (a service of The Professional Wri
ting Firm Inc.), an Atlanta-based firm that "positions" clients as leading exper
ts in their field-through ghost-written articles and books for publication. Clie
nts include Morgan Stanley, IFG Securities, SunTrust Service Corp. and several p
rofessional advisory and management consulting firms nationwide.
Add Value to Get Your PR Noticed

Provide knowledge in your pitch, and editors just might bite.
By Al Lautenslager | December 16, 2002
URL: http://www.entrepreneur.com/marketing/publicrelations/prbasics/article58066
.html
Q: I have a two-part question. I want to do a press release to advertise my busi
ness, but I was advised against it. I thought PR was a good way to advertise? Wh
at can I do further with the press release to get noticed if editors don't like
me to advertise with it?
A: A lot of businesses, especially those on a shoestring budget, many times conf
use PR with advertising and promotion. Ask someone how they are marketing their
business, and you're likely to get an answer related to one or more of the follo
wing: marketing, PR, sales, advertising and promotion. Many times, press release
s are constructed as clearly promotional. I've said it here many times, and I sa
y it just about every time I talk about marketing and PR: Editors hate promotion
.
Sometimes, entrepreneurs are so busy in their business that they hire someone el
se to construct the press release or an entire campaign. This is a very good thi
ng. Entrepreneurs should spend time on what they do best--and unless they're in
a PR-related business, PR probably isn't their strong suit, making it a good can
didate for outsourcing. When outsourcing PR, you and your outsourced partner hav
e to be very careful not to build in a purely promotional message or angle to th
e information communicated to the press. Do not make a press release a disguised
brochure. Editors will see right through this and ignore your release; they may
even remember you and ignore future releases, even though you may have some nug
gets of good information.
Sometimes when communicating with the media, you'll want to include additional i
nformation in the press release. Again, this information should not be purely pr
omotional. You will get plenty of exposure, PR and notice if you offer something
of value. The key is to produce a nice giveaway for your audience while at the
same time promoting your business.
Some technology businesses have come up with a technology guide. A guide that's
filled with information of use to those requesting it will most likely be consid
ered valuable. You can bet those receiving it will remember where it came from-and if that company's services are needed, they would be top-of-mind because of
the value offered via their media efforts. I know of one such tech guide that's
been downloaded hundreds of times. Some businesses have even requested their own
branded copies to distribute to their audiences.
The point is this: PR can be used as advertising if done in the right way. Edito
rs know why companies and individuals want PR. Editors also love it when their r
eaders receive something of value (the giveaway) from their publication. Getting
your brand and company name in front of hundreds is easy if you can give reader
s something useful and valuable--not a sales brochure or direct promotional mess
age contained in a press release. Editors know the difference.
Alfred J. Lautenslager is an award-winning marketing and PR consultant, direct-m
ail promotion specialist, principle of marketing consulting firm Marketing Now,
and president and owner of The Ink Well, a commercial printing and mailing compa
ny in Wheaton, Illinois. Visit his Web sites at http://www.market-for-profits.co
mand http://www.1-800-inkwell.com, or e-mail him at al@market-for-profits.com.
Ivan Misner: Networking

Want to Join a Networking Group?
With six types to choose from, narrowing the field will help you find the group
s that are best for your business.
By Ivan Misner | December 23, 2002
URL: http://www.entrepreneur.com/marketing/networking/article58210.html
Q: There are many types of networking groups out there. How do I know which ones
to join?
A: There are at least six types of business organizations to consider joining in
order to develop your business through networking. Depending on your time const
raints, select at least two or three groups for participation. However--and this
is critical, no matter what groups you end up participating in--remember that i
t's not called "net-sit" or "net-eat," it's called "net-work," and if you want t
o build your business through word-of-mouth, you must "work" the networking grou
ps you belong to.
Casual Contact Networks
The first of the six types of networking groups are casual contact networks. The
se are business groups that allow many people from various overlapping professio
ns. There are no restrictions on the number of people represented in any profess
ion. These groups usually meet monthly and often hold mixers where everyone ming
les informally. Casual contact networks may hold other meetings where there are
presentations by guest speakers on important business topics or discussions on i
ssues concerning legislation, community affairs or local business programs.
The best examples of these groups are the thousands of Chambers of Commerce and
similar groups active worldwide. These groups offer participants an opportunity
to make valuable contacts with many other entrepreneurs in the community. They o
ffer significant breadth to your goal of developing a word-of-mouth-based busine

ss because they enable you to meet hundreds of other businesspeople.
Strong Contact Networks
Strong contact networks are groups that meet weekly for the primary purpose of e
xchanging referrals. They often restrict membership to only one person per profe
ssion or specialty and tend to be more structured in their meeting formats than
casual contact networks. Their meetings include open networking; short presentat
ions by everyone; a longer, more detailed presentation by one or two members; an
d time devoted solely to passing business referrals.
Such organizations require a far greater commitment from their membership. They
usually have a set agenda, with part of the meeting dedicated to actually passin
g referrals you've picked up for members during the previous week. A good exampl
e of this type of organization is BNI, a group I founded in 1985 that is now one
of the largest of its kind.
Community Service Clubs
Community service clubs give you an opportunity to put something back into the c
ommunity where you do business while making valuable contacts and receiving good
PR to boot. Community service clubs can be fairly good sources of word-of-mouth
business. Such groups exist primarily to serve the community; however, they can
also provide an excellent opportunity for businesspeople to meet regularly and
develop relationships.
Although there is almost no overt networking, long-term friendships, which are c
ritical to the success of a solid word-of-mouth-based business, are established.
Good examples of these groups include Rotary, Lions and Kiwanis Clubs. In many
ways, community service clubs were the original networks. The oldest, Rotary, wa
s established in 1905 by Chicago lawyer Paul Harris with the idea that one perso
n from each profession would belong and members would, among other things, help
each other in business.
Professional Associations
Professional associations, or what futurist and author John Naisbitt calls "Know
ledge Networks," have existed for many years. Association members tend to be fro
m one specific type of industry, such as banking, architecture, personnel, accou
nting or health. The primary purpose of a professional association is to exchang
e information and ideas.
Your goal in tapping into such networks is to join groups that contain your pote
ntial clients or target markets. A simple procedure for targeting key groups is
to ask your best clients or customers which groups they belong to. This will giv
e you an immediate list of at least three, and probably as many as 10 to 12, gro
ups from which to choose.
Your best customers retain membership in the associations that offer the greates
t value or for which there is some key strategic or competitive advantage. Simil
arly, the prospects you wish to target may, in many ways, operate like your best
customers and have many of the same needs.
Here are some examples of professional associations:
American Society of Personnel Administrators
Certified Life Underwriters Association
National Association of Professional Organizers
American Bar Association
American Medical Association
National Speakers Association
Social/Business Organizations
Each year, more groups spring up that serve as both business and social organiza
tions. Groups such as the Jaycees and various singles/business clubs openly comb
ine social activities with business or networking, giving you an opportunity to
combine work with a little pleasure. If you're interested in combining work with
social activities, I recommend the Jaycees. They tend to be very focused and pr
ofessional.
Women's Business Organizations
Women's business organizations have been instrumental in shaping the nature of c
ontemporary networking organizations. With the proliferation of women business o
wners in the 1970s and '80s and the difficulties they had in joining the "old-bo
ys' networks" in place, many women formed structured, well-organized groups that
met to network and provide professional support. These groups were created not
as service clubs but as bona fide networking organizations. Many made no pretens
es; the members were there to network, and everything else was secondary.
Women's business organizations are very diverse. The one thing they have in comm
on is that they tend to be concerned with education and professional development
as well as networking. Some are casual contact networks; some are strong contac
t networks. Others are industry-specific professional associations, such as Wome
n in Construction. The benefits of membership depend on the type of group you jo
in.
For many women, such groups can be an excellent and nonthreatening way to increa
se their business. Surprisingly, many women's organizations allow men in their m
embership. Assuming the man conducts himself professionally, he can truly benefi
t from membership and participation because he'll be more widely recognized with
in.
Despite all that we've covered thus far, some people tell me they simply don't h
ave time to go to business meetings regularly. I understand that objection well.
If you feel this way, let me suggest that you stop reading this article, pick u
p your telephone and start making cold calls instead. Or, if you prefer, open yo
ur checkbook and start writing checks for more advertising. If you're serious ab
out developing word-of-mouth business, there is no quick fix; you must meet peop
le in a planned and structured way.
Which groups should you join? Don't let chance decide where you're going to spen
d your time and effort. Remember, the key is to diversify your activities. Don't
put all your eggs in one basket; one type of business organization won't serve
all your needs. Consciously select a well-rounded mix of organizations, with no
two of the same type. If you have associates, partners or employees, consider th
eir participation when deciding which groups each of you will target.
Ivan Misner is the founder and CEO of Business Network International(BNI), which
has more than 2,700 chapters throughout the world. He is also the author of fiv
e books, including his New York Times bestseller, Masters of Networking, as well
as Entrepreneur Press' forthcoming Masters of Success.

Anticipating Referrals
If you're not sure what to expect from your marketing efforts, take these varia
bles into account.
By Ivan Misner | January 27, 2003
Q: How many referrals per month should I expect to get from my networking effort
s?
A: The number of referrals you should expect to receive is dependant on the type
of business you're in and the effort you exert to develop your network. Some pr
ofessions receive more referrals than others. For example, a florist is going to
get many more than a real estate agent. However, the florist will have to sell
a lot of flowers to make up for one real estate sale. Hence, the type of profess
ion can somewhat determine a range in the quantity of referrals. Having said tha
t, however, the actual number that someone in a specific profession can get vari
es dramatically depending on their efforts to develop those referrals.
This variation depends on how they "work" their networks. You remember the old c
omputer adage "garbage in, garbage out"? It means that if you put bad informatio
n into the system, you're going to get bad information out of the system. Well,
one's networking efforts are very much the same. The results you can expect to g
et out of your efforts will be based on the quality of people you put into it.
I recently conducted an Internet survey of business professionals in which I ask
ed, "What percentage of your business comes from word-of-mouth or referrals?" Ev
en I was surprised by the results. More than two-thirds of the respondents said
they received 70 percent or more of their business from word-of-mouth. Only 14 p
ercent said that referrals accounted for less than 30 percent of their business,
and only 2 percent said they got no business from word-of-mouth! Clearly, wordof-mouth and referrals are critical to the success of many businesses today. The
question is, how do you increase it?
First, consider professions that are part of your contact sphere. These are busi
nesses that have a symbiotic relationship to yours. Contact spheres are the buil
ding blocks of your referral business because they help to build a solid base of
repetitive referrals for you. Read "Developing a Networking Contact Sphere" for
a more thorough explanation.
Next, you should diversify your networks. That is, you should participate in dif
ferent kinds of networking groups so that you may have a diverse cross section o
f businesses and professionals as part of your center of influence. Click here f
or more information.
It's important for you to understand that you must first build the foundation I
speak of above before you can have high expectations for developing referrals. B
ased on research that I conducted at the University of Southern California a num
ber of years ago, I found that the average participant in a strong contact netwo
rk or a business development network (groups that meet weekly and allow only one
person per profession, and whose primary purpose is to pass business referrals)
generated, on average, 4.2 referrals per member, per month, or roughly 50 refer
rals per person, per year. See Chapter 8 of my book The World's Best Known Marke
ting Secret(Bard Press) for additional information about the payoffs of networki
ng.
Please note that there are many intervening variables to this number. In my stud
y, these variables included such things as length of membership, the profession
they represented, the years of experience, the level of participation and more.
One thing that didn't seem to make a difference was gender. Both men and women g
enerated substantially similar numbers of referrals throughout their participati
on.
To summarize, the number of referrals you can expect will vary depending on your
profession and your efforts in the networking process. However, on average, I'v
e found that many businesspeople can generate more than 50 referrals per year vi
a their participation in a single networking organization. What makes this numbe
r truly significant is that most people would agree that a referred contact is m
uch easier to close into business than other types of contacts. I believe this i
s the reason that so many businesses say they generate most of their business th
rough referrals and word-of-mouth.
Now They Know

Getting word of your business out on the street is worth any price, but with th
ese 7 marketing techniques, it's actually pretty cheap.
By Gwen Moran | Entrepreneur's StartUps February 2003
URL: http://www.entrepreneur.com/marketing/marketingideas/article59170.html
It's the chicken/egg syndrome of start-up: You need to spend money to bring in c
ustomers, but you don't have money to spend until you get customers. Too often,
new business owners treat marketing as an optional expense. The truth is, if you
don't dedicate an adequate budget of time and money to marketing, it's unlikely
you'll attract enough customers to sustain and grow your venture.
The good news is, many small businesses have successfully marketed themselves on
a shoestring. By applying creative solutions to marketing challenges, you can g
et the word out to prospective customers without going for broke. Simply keep in
mind these seven secrets to successful small-budget marketing, and you'll be we
ll on your way to big-time results.
1. Have a game plan. By creating a marketing plan that includes goals, vehicles
and budgets for time and money, you gain significant advantages. Planning six to
12 months ahead gives you a broader view of your marketing needs and expenditur
es. Use that information to take advantage of volume discounts on advertising, s
ervices and printing by committing to a schedule in advance. You may also be abl
e to negotiate longer payment terms on products and services related to promotin
g your business. Most important, a plan will help you stay focused, and you'll b
e less likely to make purchases that aren't in your company's best interest.
Chris Larson learned about the importance of marketing focus when he launched O'
Plenty Animation Studio in 1990. Because he launched his studio on the New Jerse
y shore, an unlikely place to find a character animation company, it was easy fo
r O'Plenty to capture the attention of local media. Larson found efforts not tar
geted toward specific niche markets-TV producers, corporate advertising executiv
es and animation producers-drew in large numbers of unqualified leads.
"Sticking with a plan helped us avoid marketing opportunities that would cost us
a lot of time," says Larson, 35. "The more focused we stayed, the less we had t
o deal with that."
News releases about new productions and new hires are sent only to the trade med
ia that his best prospects read. And low-cost demo reels of work his studio has
produced for other clients routinely capture interest in his company.
2. Sell yourself. As you craft a plan, become your own toughest customer. Ask yo
urself why you should invest in each marketing opportunity. Does it hit your tar
get? Is it cost-efficient? What will it do for your business? If your idea doesn
't pass with flying colors, rethink it.
3. Get good "marketing mileage." Elevate your efforts so they include many oppor
tunities for attention. When Daryl Lynn O'Connell, 38, opened Anita's Joy Gift S
hoppe, she saw the value of working with charities. But rather than just cutting
a check, O'Connell makes events out of their fund-raisers. The charities get a
forum for raising money and cultivating relationships, and each soiree brings cu
stomers into the shop.
Besides using news releases, O'Connell publicizes events by posting signs in her
store, sends mail to her customer list and taps the charities to spread the wor
d. Because she works with nonprofit organizations, her events get picked up as f
ree public service announcements on radio stations. The result is more marketing
mileage than she would have gained by merely making a donation. Since launching
in 2000, Anita's Joy has moved to a bigger store in Manasquan, New Jersey. O'Co
nnell believes her promotions played a large part in building her customer base.
"When they realize they're taking part in a fund-raiser," she says, "they retur
n again and again."
4. Partner up. By partnering with other businesses in your marketing efforts, yo
u can expand your circle of influence and slash your budget. Jennifer Graham, 27
, owner of Le Palais Boutique, a bridal shop in Grand Junction, Colorado, has te
amed with a photographer and a florist to pass around each other's marketing mat
erials. Because they all targeted the same market-brides-the arrangement boosted
business as the three businesses referred and promoted each other.
Pounding the pavement for partners worked for 37-year-old Dawn Forrest Armstrong
. Her Phoenix company, K-OS Designs produces reflective stickers for motorcycle
and other helmets. Armstrong sought endorsement from national and international
safety organizations and used their testimonials in her marketing, giving her cr
edibility with prospects. The organizations also link to her Web site. The incre
ased traffic has resulted in double-digit increases in annual sales.
5. Find diamonds in your own backyard. Every time you reach out to customers, yo
u have an opportunity to reinforce your marketing message. By using vehicles you
already have, you can increase your outreach and get more business from existin
g customers. For example, turn monthly bills into opportunities to mail buying s
uggestions based on past purchases or to share good news about your company.
When Boston-based Palladion Services Inc. received a coveted write-up in The Bos
ton Globe, the company turned it into a promotional mailer. As a result of the c
ompany's reputation, built through its marketing and service, customers are ofte
n referred to Palladion. "When people make a referral, they want to be sure you'
re going to do the job well," explains partner and vice president Patrick Knight
, 36. "By showing them we received this positive coverage, we reinforced the fac
t that our reputation is well-earned."
Within your place of business, you may have ample opportunity to inexpensively r
each out to old and new customers. When Armstrong got her business started, she
had little budget for trade-show space. Instead, she attended motorcycle rallies
and handed out free samples of her product as a "gift" to those wearing or carr
ying their helmets.
"That started a dialogue about the product," she says. "I got great customer fee
dback and new ideas for a cost of about $50."
Marketing Mishaps
While there are plenty of ways to mess up a marketing campaign, new business own
ers typically fall prey to four particular pitfalls:
1. Saying too much: When you jam too many messages into any one marketing vehicl
e, you risk losing your audience entirely. Focus on one or two key messages for
each marketing effort.
2.Being inconsistent: If each piece of your print marketing materials looks as i
f it's from a different company, you're not likely to be effective.
3. Cutting your marketing budget first: When cash flow dips, it's more important
than ever to keep up your promotional efforts. Don't be tempted to make marketi
ng your first cut when it's time to slash expenditures.
4. Hiring a big agency with a small budget: Like most businesses, advertising, p
ublic relations and other marketing consulting agencies come in different sizes
and price points. If you need to hire help on a shoestring, look for a small to
midsized agency where your dollars and your business will be treated with the re
spect they deserve.
Theories on how to set a marketing budget range from a certain percentage of net
revenues to whatever is left after all the bills are paid. While there's no for
mula to tell you the "right" number, these guidelines can tell you whether you'r
e in the ballpark.
1. Check out your competitors. With a bit of sleuthing, you can discover how you
r competitors are reaching their customers and estimate their expenditures. If t
heir efforts appear to be working, you might consider matching their marketing d
ollars.
2. Find similar noncompeting businesses and find out what they're doing. Industr
y associations and even the Net are great ways to find people who do what you do
in noncompeting markets. You may be surprised that many business owners are eag
er to help each other-especially when they're not vying for the same customers.
3. Budget more for a start-up. It takes more effort-and often, more money-to mak
e a name for a new business.
4. Review your plan periodically and adjust your expenditures accordingly. Just
because you have a plan doesn't mean your expenses are written in stone. Be sure
to review how your marketing dollars and time are being spent to see what's wor
king and what needs to be modified.
The bottom line when it comes to your marketing budget is-well, your bottom line
. Be sure the amount you dedicate is going to be manageable for your business.
Marketing Mishaps to Avoid
While there are plenty of ways to mess up a marketing campaign, new business own
ers typically fall prey to four particular pitfalls:
1. Saying too much: When you jam too many messages into any one marketing vehicl
e, you risk losing your audience entirely. Focus on one or two key messages for
each marketing effort.
2.Being inconsistent: If each piece of your print marketing materials looks as i
f it's from a different company, you're not likely to be effective.
3. Cutting your marketing budget first: When cash flow dips, it's more important
than ever to keep up your promotional efforts. Don't be tempted to make marketi
ng your first cut when it's time to slash expenditures.
4. Hiring a big agency with a small budget: Like most businesses, advertising, p
ublic relations and other marketing consulting agencies come in different sizes
and price points. If you need to hire help on a shoestring, look for a small to
midsized agency where your dollars and your business will be treated with the re
spect they deserve.
Gwen Moran helps small businesses with marketing through consulting and writing.
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The Golden Rule of Networking: Stay in Touch With Your Clients
Six ways to foster solid relationships with clients, year after profitable year
By Ivan Misner | February 17, 2003
Your business thrives on you making contacts and getting new business. What happ
ens after you've made the sale and they are now a client? How often should you b
e in touch with that person? What are some rules of thumb for keeping in touch a
nd nurturing your relationship? Staying in touch is an important part of the net
working process. Here are several tips for keeping in touch and strengthening yo
ur business relationships:
1. Spread out your contacts. Regardless of the type of relationship with your cl
ients, regular contact is generally good. Two short meetings or phone calls are
more beneficial than one long session. Each meeting becomes an opportunity to st
rengthen the relationship and to enhance your visibility and recognition.
2. Schedule predictably. Stay in touch with your clients regularly. Train them t
o expect to hear from you at certain times. For example, if you usually contact
certain customers during the first week of every quarter, they will come to expe
ct it and will budget time for you. If they don't hear from you, they may actual
ly call to see how you are doing on their own.
3. Make each contact lead to the next. Before concluding a meeting or telephone
conversation, schedule the date of your next contact. In written correspondence,
close by stating the date your customer should expect to hear from you again: "
I'll send you a note or e-mail by the end of the quarter." Having made the commi
tment, you're more likely to follow through. This practice establishes a chain o
f contacts, with each meeting leading to the next.
4. Assume responsibility for making contact. You can't control whether clients w
ill contact you, but you can control when you contact them. Take the initiative;
stay in touch with your customers. This is especially important for your most i
mportant clients. When clients or customers do not feel cared for, they are more
likely to try someone else. By staying in touch with them, you are much more li
kely to head off potential problems down the road.
5. Invite them to networking events. One way of making sure to stay in contact w
ith your customers is to invite select ones to some of the networking events tha
t you go to. This is a great way to meet with them periodically while getting yo
u out of your cave to network and to meet other people.
6. Stick to your plan. As you achieve success in establishing routines with your
sources, some of them may begin taking initiative with contact. Don't let this
interfere with your contact schedule--that is, when they initiate the call, don'
t count it as one of the contacts you've scheduled.
Ivan Misner is co-author of the New York Times bestseller Masters of Networking.
He is the founder and CEO of BNI, the world's largest referral organization wit
h more than 2,400 chapters in 13 countries around the world. He also teaches bus
iness courses at California State Polytechnic University, Pomona, and resides in

Southern California with his wife and three children. Dr. Misner can be reached
at misner@bni.com.
Expanding With a Business Alliance

Alliances are worth their weight in business gold.
By Julie Bick | Entrepreneur Magazine March 2003
URL: http://www.entrepreneur.com/growyourbusiness/businessstrategies/article5970
6.html
In eight minutes, you can meet that special someone. Tom Jaffee, the mastermind
behind Boston-based 8minuteDating.com, found even more than that at one of his m
atchmaking parties.
At a typical 8minuteDating event, single men and women gather at a restaurant, c
hat one-on-one for eight minutes, and then move on to the next table. After the
event, couples who like each other can meet again. Last January, Adam Segel, an
executive with Tele-Publishing International(TPI), happened to be having dinner
with his mother at a restaurant that was hosting an 8minuteDating event at the s
ame time. TPI runs the personal ad pages for 550 newspapers in the United States
.
Never one to pass up an opportunity, Jaffee, 40, introduced himself and sat down
at Segel's table for about eight minutes. Each quickly described what they did,
their needs and what they could offer the other. So, like many singles at the e
vent, they exchanged e-mail messages and eventually met again in person to see i
f they were right for each other. It wasn't the typical way to form a business a
lliance, but it worked.
No matter how it is formed, a smart business alliance can help you enter a new m
arket, reach more customers, freeze out a competitor or fill a gap in your compa
ny's abilities. These partnerships take many forms, from joint sales calls or di
stributing each other's wares to developing new products or services. And this n
ewfound competitive advantage can happen without a major cash infusion.
The first 8minuteDating event was held in Boston in February 2001. The company h
as since expanded rapidly and will host more than 1,000 events in 40 cities by t
he end of 2003. While the 8minute formula has been successful, Jaffee struggled
with the issue of reaching audiences in 40 different locations. At the same time
, TPI's Segel was looking for a way to add more customer value to his product.
TPI made an offer. They would work with newspapers to advertise 8minuteDating ev
ents in the personal pages, and, in return, the newspapers would be co-sponsors
of 8minute's events. "Speed-dating is the hot thing among singles, and we wanted
our name associated with it," Segel says.
For Jaffee, who expects 8minuteDating to bring in more than $1 million in 2003,
teaming up with TPI's personals sections seemed like the perfect way to reach hi
s audience. "People who check out the personal pages are already taking action t
o meet people," Jaffee says. "We're just offering them an additional way to do i
t."
The cross-promotion worked like cross-pollination. At 8minuteDating events, free
coupons and contests spurred the attendees to try the local newspaper's persona
l ads, and in the newspaper, advertisements for the 8minuteDating events drove a
ttendance. Jaffee's 8minuteDating has grown tenfold in the past year. He hasn't
measured exactly how much of the growth can be credited to TPI, but he thinks it
's significant.
Jaffee believes the alliance has been a success because each company made it a p
riority. "We shared a goal that was critical to the success of both businesses,
to reach more people in our target market," he says.
Now the two companies are going further, with TPI appearing on the 8minuteDating
Web site. More joint activities are being planned. "A partnership in stages mak
es a lot of sense," explains Emer Dooley, a business professor at the University
of Washington, Seattle. "Once the two organizations start working together, the
y can see how well they operate as a team, if their joint objectives are being m
et, etc. From there, they can add layers or activities to benefit both."
"The beauty of our alliance is that it can expand with 8minuteDating's growth,"
says Segel. "Every time they start events in a new city, TPI will already be the
re with our personal ads in the newspapers. Talk about a match made in heaven."
While some entrepreneurs find a partner through serendipity, others take a much
more studied approach. Nancy Michaels, president of the Lexington, Massachusetts
, consulting company Impression Impact, was casting about for a place to offer h
er small-business seminar, "Creative Marketing Strategies." After some research,
she saw that Office Depot was trying to differentiate itself from competing off
ice-supply chains. "Just looking at the Office Depot Web site, you can see they
want to add value to their small-business customers," says Michaels, 39. "They w
ant to provide knowledge and expertise."
As an entrepreneur, Michaels lives by one rule: Go to the highest-ranking person
in an organization for a decision. So when she came up with the idea to give se
minars in the Office Depot retail space, she decided to speak to Office Depot CE
O Bruce Nelson. But how does a small-business owner meet with a captain of indus
try? In Michaels' case, by bidding a thousand dollars at a charity auction in Ja
nuary of this year to have lunch with him.
Michaels heard Nelson speak at an event set up by the Women's Business Enterpris
e Council (WBENC) and Office Depot in Boca Raton, Florida. At the event's silent
auction fund-raiser, she bid $1,050 for lunch with Nelson.
At the ensuing lunch two months later, Michaels pitched Nelson on her idea: She'
d give small-business seminars at Office Depot retail sites. Offering business c
lasses could make Office Depot a regular destination for more current and potent
ial customers each week. Attendees would be charged a small fee for the class an
d given in excess of that value in Office Depot coupons, another incentive to bu
y in the store.
Starting at the top worked. From her meeting with CEO Nelson, Michaels then met
Office Depot president of North American stores Jerry Colley and worked out a ve
rbal agreement to test the in-store seminars. "The key to selling the idea of an
alliance is doing your homework," says Ian MacMillan, professor of management a
t the University of Pennsylvania's Wharton School in Philadelphia. "Spend time g
etting to know all your putative partners, then carefully target the potential p
artner that best fits your needs. Then spend time putting together a professiona
l pitch showing why the two of you fit."
Jeff Brown, the 43-year-old CEO of Seattle's RadioFrame Networks, takes a differ
ent approach. He says a great alliance is all about matching corporate cultures.
"Two companies can have a common goal, but if they approach it in different way
s, both can get incredibly frustrated," he explains. "We were lucky and found a
partner who approached things just like we did."
It all started when Brown and RadioFrame founder Rob Mechaley, 52, saw the frust
ration of people who had to run to the window to make cell phone calls at confer
ences. They figured installing radio transmitters inside buildings would make ce
ll phone signals clearer, take the load off the local cell phone tower, and pave
the way for a wireless LAN inside the building as well.
Before the partners built the system, though, they wanted to make sure someone w
ould buy it. RadioFrame then focused on Nextel as a potential customer because N
extel didn't have as much network capacity as some other telecommunications carr
iers, and would therefore value the additional bandwidth that the indoor radio t
ransmitters would provide.
Mechaley and Brown had previously worked for McCaw Cellular and knew some former
colleagues who had gone to work for Nextel. Those colleagues helped them find t
he decision-makers in Nextel's technology area. By 2000, just a few months after
RadioFrame was founded, the team had already drawn up a bill of materials to sh
ow Nextel how much the system would cost and a general technical plan of how the
y would create it.
Fortunately, the managers at Nextel were so intrigued by the idea, they decided
they would not only buy the finished product, but would also help RadioFrame cre
ate it. The two companies were eager to work together, so even before the contra
ct was signed in April 2001, engineers were flying between the Reston, Virginia,
headquarters of Nextel and Radio-Frame in Washington state.
Nextel offered up senior engineers and product planners with suggestions on the
features customers would want. After initial development at RadioFrame, the team
flew back to the East Coast to test the product in Nextel's labs.
RadioFrame used its innovative business idea to enlist cash, infrastructure reso
urces and guaranteed sales--all from one source. From initial talks with Nextel
in mid-2000 to a product on the market at the end of 2001, RadioFrame now suppli
es systems to Nextel every month.
"We really worked hand-in-hand with Nextel, from user requirements to how to phy
sically get the finished product into their distribution systems," says Brown. "
When people from both companies refer to each other as we,' you know it's a close
relationship."
Find Your Match
Alliances can get you on the fast track to become more competitive. With a compl
ementary partner, your business can blend products, distribution, technical know
ledge, infrastructure or cash to propel you to a new level of success. The flexi
bility and power boost they provide can be a key strategic tool for today's entr
epreneurs. And the best part is that they can go wherever your ideas take them.
Consider This
Don't just check out your prospective partner's financials--check out their inte
grity. What have other companies' experiences been working with them?
Brainstorm as many potential pitfalls as you can. It's easy to imagine all the u
pside (but often not all the downside) scenarios.
Once you've found a partner, use a letter of intent to outline goals and objecti
ves. This document can clarify the project, and if it's not looking great, you c
an get out of the deal before you're in too deep.
Limit your own liability: Don't guarantee anything with personal assets.
In case things go sour, create a backup plan for your company to use your resour
ces another way or get your money back.
Monitor the work. Make sure whatever is supposed to be happening is happening. A
udit personally.
Get Some Answers
Questions to consider before finalizing an alliance, from Emer Dooley, who lectu
res on strategic management at the University of Washington:
What are everyone's objectives? There are three sets of objectives: yours, your
partners' and the alliance's. Figure out all three in advance and determine whet
her they're compatible.
Is it a great deal for both sides? Don't just negotiate to get the best for your
self. If the other side thinks the deal is unfair, they won't put much effort be
hind its success. Who's holding the reins? Know how dependent you will be on you
r partner. Negotiate a credible commitment so you're not subject to "hold up," w
here they've got you over a barrel.

What happens if you break up? Establish a set of exit conditions around default
and failure to meet objectives. Make sure you understand and have control over h
ow (and in what jurisdiction, if it comes to that) these disputes will be resolv
ed.
Julie Bickis the author of All I Really Need to Know in Business I Learned at Mi
crosoft.

Network Like a Pro
Want people to talk about your business? Time to take your networking skills to
the next level
Q: I want to start a business selling products and/or services over the Internet
, and I think word-of-mouth marketing would really help attract traffic. My ques
tion is, how do I overcome the obstacle of being an incorrigible cave dweller? I
have never been a good mixer--it's just not my style. Are there ways I can work
around this weakness, or must I become an extrovert in order to succeed?
A: In her book Skills for Success: A Guide to the Top for Men and Women, Adele S
cheele describes a cocktail party where she met someone who was hesitant to intr
oduce himself to total strangers. Scheele suggested that he "consider a differen
t scenario for the evening. That is, consider himself the party's host instead o
f the guest." She asked him, if he were the host, wouldn't he introduce himself
to people he didn't know and then introduce them to each other? Wouldn't he make
sure people knew where the food and drinks were? Wouldn't he watch for lulls in
conversations or bring new people over to an already-formed small group?
Scheele's new acquaintance acknowledged the obvious difference between the activ
e role of the host and the passive role of the guest. A host is expected to do t
hings for others, while a guest sits back and relaxes. "There was nothing to sto
p this man from playing the role of host even though he wasn't the actual host,"
Scheele concluded. And there is nothing to stop you from being far more active
when you're with a large group of people, either.
Along this line, I recommend that you volunteer to be an ambassador, or a visito
r host, at the networking groups you belong to--someone who greets all the visit
ors and introduces them to others. If you see visitors sitting, introduce yourse
lf and ask if they'd like to meet other members.
If there are many other visitors to meet, ask another member to help you by intr
oducing the visitor to the rest of the membership so that you can get back to me
eting new visitors. By using this technique, you'll start to develop excellent n
etworking skills and get great exposure to many business professionals in a shor
t time. Over the years, I've found that people who are naturally shy or uncomfor
table have great success using this technique.
A distinguishing characteristic of self-made millionaires is that they network e
verywhere. Most important, they do it all the time--at business conferences, at
the health club, on the golf course or with the person sitting next to them on a
plane. This fact alone should motivate you to place yourself in situations wher
e you can meet new people. As you feel more comfortable with this process, you'l
l find it easier to sit between strangers at business meetings or strike up a co
nversation with people at the spa.
It's important to find the time to leave your cave and meet other qualified busi
ness professionals regularly, or you'll never develop a prosperous word-of-mouth
-based business. Networking is a contact sport! If you don't develop effective r
elationships, you can't possibly create a powerful, diverse and reliable network
of contacts.

Be Remembered at Networking Events
How to use memory hooks to stand out in a crowd
By Ivan Misner | March 24, 2003
Q: I'm often at networking events where I have to stand up and briefly introduce
myself to many people all at once. Do you have any suggestions on how I can imp
rove my introductions?
A: Memory hooks are excellent tools to use when you are introducing yourself to
many people at networking events. A memory hook is something in your introductio
n that so vividly describes what you do, people will be able to visualize it cle
arly in their mind's eye. This visualization of your product or service makes it
easier for them to refer you whenever they meet someone who needs your service.
For example, many years ago I met a telephone equipment sales rep at a networkin
g meeting. When his turn came to give his 60-second commercial, he painted a viv
id picture in everyone's mind about the type of company that needed his product.
He said, "The next time you're in someone's office, look at their telephone sys
tem. If they have a phone system with fat wires, they need me."
He explained that old phone systems use thick wires, while new, more advanced sy
stems use thin wires. Consequently, anyone with fat wires has an old, inefficien
t phone system, and he could offer that person a more cost-effective alternative
. To this day, every time I go into someone's office I look under the secretary'
s desk to see if the phone system has fat wires! (I've had more than one secreta
ry say to me, "Dr. Misner, is there something you're looking for under my desk?"
) It's been more than 10 years, yet I still remember that memory hook as though
it were yesterday. The result is that this salesman, in effect, has many "salesp
eople" like me out in the business community looking for businesses that need hi
s service.
A good memory hook doesn't have to be funny, but it helps. A skin-care consultan
t once rose at a meeting I was attending and said: "If you have a face, you coul
d use my products. If you know someone who has a face, they could use my product
s." A lot of people remembered her because of her humor in describing her target
market. She went on to explain to everyone that her products were not just for
women, but for men, women and children--anyone with a face.
At a different meeting, a rotund fellow who owned a popular Italian restaurant s
tood up. While holding his belly out for all to view he exclaimed, "As you can s
ee, I'm a walking billboard for our pasta!" He proceeded to describe in mouth-wa
tering detail how his restaurant used only the finest cheeses, handmade pasta an
d a wonderful slow-cooked sauce made from the freshest ingredients. By the time
he was finished, all the people in the room were ready to finish their networkin
g in his restaurant.
And then there was the gentleman who stunned his networking group by saying: "Di
d you ever want to shoot a relative? Call me, I'm a photographer!"
Here are some other notable memory hooks I've had the privilege of being hooked
with over the years:
Chiropractor: "You'll feel fine when your spine's in line." Or, "We're always gl
ad to see you're back."
Dentist: "We cater to cowards." Or, "My filling station is downtown, where I put
the bite on decay."
Electrical contractor: "For your commercial and residential electrical needs give
us a call and we'll check out your shorts."
Hairdresser: "If your hair is not becoming to you, then you should be coming to
me."
Lawyer: "Before you turn to dust, see me for your will or trust."
Maternity-shop owner: "We carry everything for you but the baby."
Plumber: "Remember, a flush is always better than a full house."
Realtor: "I help people find a home--not a house, but a home. Not a place where
you live, but a place where you love to live."
Therapist: "I have the owner's manual for your mind."
Water filter representative: "Either buy a filter or be a filter."
I've always believed that memory hooks like these were money in the bank. One da
y, before starting a workshop I was giving in Glendale, California, for about 60
businesspeople, I watched as a young dentist stood up and gave his brief introd
uction to the assembled group: "I'm a dentist. I believe in the tooth, the whole
tooth and nothing but the tooth, so help me God." After everyone finished laugh
ing, he gave his name and phone number and sat down.
I realized this was the perfect opportunity to test my theory regarding people r
emembering memory hook presentations better than other presentations. So later i
n the morning, when I was talking to the group about the importance of well-thou
gh-out presentations, I asked for them all to stand. When they were all standing
, I asked them, on the count of three, to point to the person who believed in "t
he tooth, the whole tooth and nothing but the tooth, so help me God." Not much t
o my surprise, all 60 people pointed to the dentist, without hesitation!
If you take the time to develop good introductions at group events, people will
take notice. If you don't, you're losing a great opportunity to someone else who
will.
Kim T. Gordon: Marketing

Give Customers an Experience to Remember
Stop focusing on what your product or service does. Instead, emphasize what cus
tomers will get out of buying from you.
By Kim T. Gordon | April 07, 2003
URL: http://www.entrepreneur.com/marketing/marketingcolumnistkimtgordon/article6
0742.html
Q: We've been marketing our company's products and services successfully for sev
eral years now. But lately, our results have been declining. We have good produc
ts, but our repeat business is not what it should be. Any advice?
A: Perhaps you're feeling the bite of a recent change in customer focus. Right n
ow, customers are less motivated by promises concerning products or services alo
ne and are showing greater interest in what they can expect from the "ownership
experience." Instead of marketing what your product or service does, the questio
n is: What kind of experience are your customers hoping to have when they buy fr
om you?
A recently released Wunderman Brand Experience Scorecard, a study that demonstra
tes the importance of customer experience, concluded that brand experience drive
s loyalty. It showed that consumers will even pay a premium for the brands they
feel provide a better overall experience. And what bothers customers most is whe
n the reality of owning a product or using a service doesn't live up to the expe
ctations raised by the company's marketing.
For many entrepreneurs, this means changing from a purely productor service-driv
en approach to one that emphasizes what the customer can expect after the purcha
se. For example, suppose your company marketed a machine with only eight moving
parts--an improvement over competing products that are more complex and conseque
ntly subject to greater operational problems. To be consistent with today's new
marketing approach, you wouldn't simply market a machine that promises less freq
uent breakdown. Instead, you'd need to take it one step further and market the b
enefits of the ownership experience. For example, less frequent breakdown will r
esult in lower-cost operation and peace of mind for purchasers.
Match Perception With Reality
The Wunderman Scorecard shows that "performance"--whether a company and its prod
ucts and services meet needs better than others--is only one part of the equatio
n. Another extremely important factor is "treatment," or the degree to which cus
tomers have favorable interactions with your company.
What happens when a customer has a problem or a question? How easily is it resol
ved? The difference between perception--the expectations raised in marketing--an
d reality is often a stumbling block for entrepreneurial businesses. For example
, if your marketing program promises prompt, 24-hour technical support, but even
ing callers have to spend 20 to 30 minutes on hold waiting for service, percepti
on and reality clash. Or suppose you send out a direct-mail piece offering a mon
ey-back guarantee. Your sales staff is briefed, but when they're unavailable, yo
ur office staff is unsure of how to handle the calls. As a result, there's a dis
connect between the promises made in your marketing and the reality customers fa
ce when measuring the experience they have working with your company.
Take a Test Drive
Whether your business has three or 30 people on staff, customers must receive co
nsistent, positive support in order to remain loyal and for your business to bui
ld repeat sales. Unlike large businesses, which typically use outside call cente
rs where personnel are trained to handle customer interactions in a proscribed w

ay, small businesses tend to take customer calls in-house. So it's vital to keep
all members of your staff up-to-date on your marketing programs and train them
to handle inbound calls--yes, even the bookkeepers if they sometimes answer the
phone.
To make sure you're not letting customers down, try experiencing each contact po
int in your organization from the customers' point of view. You can evaluate how
your company performs by hiring a mystery shopping firm or asking several frien
ds to test your company's customer service performance by calling or stopping in
with a variety of problems or questions over the course of several weeks. That
should give you the information you need to improve customer interactions, and i
t will provide important clues to the ways you can more effectively market the o
wnership experience.
Kim T. Gordon is an author, marketing coach and media spokesperson-and one of th
e country's foremost experts on entrepreneurial success. Her newest book, Bringi
ng Home The Business, identifies the 30 "truths" that can make the difference be
tween success and failure in a homebased business. Kim offers one-on-one coachin
g by telephone to motivated individuals, providing practical marketing advice an
d budget-conscious strategies unique to your business. To receive free how-to ar
ticles and advice, get information on coaching and appearances, read a book exce
rpt, or contact Kim, visit http://www.smallbusinessnow.com, a huge site devoted
exclusively to marketing your small business.

Promoting an Event
Your special event won't be so special if nobody hears about it. Here's how to
power up your promotions.
By Kim T. Gordon | Entrepreneur Magazine May 2003
URL: http://www.entrepreneur.com/marketing/publicrelations/specialevents/article
61128.html
Special events are an effective and affordable way to gain high visibility for y
our growing firm. Couple your event with a comprehensive publicity program, and
you can reach new audiences, enhance your image or brand, or even catapult to na
tional prominence--like Clarendon Cheesecakes, the tiny Clarendon, New York, che
esecake company that held a pie-eating contest to raise money for a national cha
rity and landed coverage on NBC's "Today" program.
First, you need to decide what makes your event newsworthy. Each type of media h
as different requirements. Magazines, including trade press, have lead times of
three to five months and are usually interested in advance features on noteworth
y industry events and stories about celebrities or causes, while newspapers and
radio stations are looking for local angles. Many radio personalities are often
available for special appearances, and hiring one guarantees you'll get lots of
on-air mentions.
TV is a visual medium, so you're less likely to get coverage of a speaker standi

ng behind a podium--unless the speaker is making a highly newsworthy announcemen
t--than if the speaker is met at the airport by 200 schoolchildren. More TV crew
s are assigned during the week, so it's best to schedule your event on a weekday
between 9 a.m. and 3 p.m.
To communicate with the press, you'll need a media alert or press release, and a
press kit. A media alert is used to announce the event and provide specifics, i
ncluding when and where it will be held, what will happen and who is involved. A
press release, on the other hand, carries news, and it should include facts and
quotes from key individuals.
The goal of your media-relations efforts should be to acquire pre-event publicit
y, coverage of the event and post-event stories. The real secret to winning cove
rage is to send your information numerous times to the same media outlets over a
period of a month or more. Then follow up with each contact by phone to "pitch"
your event.
During your event, designate a media area staffed by fully briefed members of yo
ur team who can distribute press kits to reporters. Be sure to collect business
cards from the press or have them sign in.
After the event, follow up with reporters who attended; send thank-you notes to
those who run stories. Media that were unable to attend may still be interested
in doing post-event stories, so be prepared with terrific photos and a summary w
rap-up to distribute to select press. This persistent attention to detail and fo
llow-up will help ensure comprehensive coverage.
You can contact marketing expert Kim T. Gordon, author of Bringing Home the Busi
ness, at www.smallbusinessnow.com.
Finding a Market for Your Services

Does anyone need what your business is offering? To find out, the best approach
is the direct approach.
By Paul and Sarah Edwards | Entrepreneur Magazine May 2003
URL: http://www.entrepreneur.com/startingabusiness/findingcustomers/marketresear
ch/article61164.html
Q: I'd like to start a bookkeeping, tax and payroll service. If I were to conduc
t a survey to see if there's a need for my service, how should I proceed?
Name withheld
A: Business services like bookkeeping and payroll have the advantage of enabling
you to identify specific prospective clients whom you can interview face-to-fac
e, by phone or using a mailed survey. Chances are, you'll be able to talk with q
uite a few business owners by going door-to-door in an office building or storeto-store with locally owned businesses. Your questions may actually prompt some
businesspeople to become clients.
Also consider asking the opinion of "gatekeepers" in the small-business communit
y. These might include staff members of business organizations such as the chamb
er of commerce and leaders of merchant associations.

Phoning is another choice, but you may find it's easier to talk with people when
you actually meet them at their place of business. It's difficult to make the k
ind of impression over the phone that would cause a prospect to say, "I could us
e that right now."
Unless you offer a small gift or prize drawing, don't expect much response from
a mailed survey questionnaire. If you choose to use a questionnaire, use snail m
ail and include a stamped, self-addressed envelope. Unsolicited e-mail can cause
resentment.
You'll spend more time exploring these direct approaches, but it will cost a gre
at deal less money. You'll also get a better idea of whether there's really a ma
rket for your business.
Paul and Sarah Edwards' latest book is Why Aren't You Your Own Boss? Leaping Ove
r the Obstacles That Stand Between You and Your Dream. Send them your start-up q
uestions at www.workingfromhome.com.
Increase Your Customer Base

Loyalty programs, coupons and other ways to drive new traffic to your business
By John Burtzloff | April 14, 2003
Q: I've been in business for several years and have been able to maintain a stea
dy stream of customers through word-of-mouth. However, I am interested in increa
sing my customer base. How can I use marketing and advertising to promote my bus
iness and draw in new customers?
A: If your business has decreased because of reasons outside your control (such
as the economy), advertising alone may not remedy your situation. But if your in
-store or Web site traffic has slowed down because prospective customers need mo
re information about your products or need an incentive to buy, you may want to
promote your business through several efficient and cost-effective methods.
Loyalty programs are one of the best ways to reward customers for their patronag
e and acknowledge frequency. For example, Worldwide Gift & Loyalty in Oxnard, Ca
lifornia, offers a program based on smart cards that enables small and midsized
businesses to issue and redeem electronic gift and loyalty cards, with programs
tailored to an individual merchant's needs. Merchants can increase customer loya
lty and build store traffic by offering frequency points, points for purchases a
nd rebates on purchases, all of which can be implemented and tracked through the
program. Here are some other ideas:
Coupons generate traffic and reward a customer visit.
On-hold phone messages educate and inform prospects and customers about your pro
ducts and services while they wait to speak to a representative.
Articles and press releases about your business submitted to magazines, newspape
rs, business journals, chambers of commerce and so on can be great ways to broad
en your exposure.
Networking through leads groups, local chambers of commerce, Rotary clubs and so
on help promote your business in your local community.
Event sponsorship can get your business's name in front of your local community
and enhance your reputation as a concerned and caring neighbor.
Do You Have a Question?
Visit our Expert Center to ask our experts your most pressing business questions
.
Promotional items (such as pens, pencils, coffee cups and mouse pads) printed wi
th your company logo can help customers and prospects remember who you are and w
hat you offer.
Free link exchanges with other Web sites bring visitors from other Web sites to
yours.
Search engines can get your Web site at the top of a user search. Register with
Google, AltaVista and other successful search engines to place your business fir
st.
Plan Your Campaign
If you employ these marketing efforts and determine that your business still nee
ds the boost of paid advertising, consider the following steps to plan your camp
aign:
Clearly identify your target audience. Categorize your customer database and pro
spects demographically; determine age, sex, marital status, profession, geograph
ic region and so on. Who are you trying to reach? Where are they? Why is your pr
oduct or service right for them?
Define your message to reach your audience most effectively. Use your customer d
emographics to target your message. Keep in mind that a "tastes great" message a
ppeals to one type of audience, while "less filling" strikes a chord with anothe
r. Focus your message.
Calculate your advertising budget. Many companies allocate 10 to 25 percent of t
heir gross revenues for advertising, which includes ad design, production and me
dia placement. Determine what you want to accomplish first, then set the right b
udget that works for your business.
Select your best medium. Once you define your audience, create your message and
calculate your budget, you need to select the right medium, which can include: p
rint (newspapers, magazines or the Yellow Pages), broadcast (radio and televisio
n), online (Internet, Web sites and search engines), direct mail (brochures, pos
tcards or anything mailed to customers and prospects) and outdoor (billboards an
d transit). Often, a combination of media will serve your purposes best.
Measure your results. After you begin to advertise, you should get a sense of it
s effectiveness. Does your in-store or online traffic increase after your ads ru
n? Do your customers bring in copies of your ads and request the merchandise pic
tured? Ask your customers where and how they heard about you. This will help you
evaluate what you advertised, as well as the effectiveness of your messages, yo
ur media selections and your expenditures.
Once you decide you want to advertise, consider what media are available and how
they can benefit your business:
Online advertising includes banner ads, pay-per-click search engines, as well as
online classified and standard ads. Online advertising is most effective when y
our ad appears on Internet Web sites that are compatible with your products and
services and reach the same audience you want to reach.
Newspapers, particularly local and regional publications with smaller circulatio
ns, can be an affordable and effective advertising medium. If you want to reach
the largest audience, Sundays offer increased circulation, but that day will pro
bably cost more. And if you sell a food or grocery product, you might select the
day the paper publishes its food section.
Yellow Pages advertising is particularly effective when a prospect in your commu
nity looks for a business in your category. Appearing in the Yellow Pages can pu
t you top-of-mind with a prospect.
Magazine advertising can provide a very targeted audience. Where newspapers prov
ide general information, magazines can be more focused. (Sports, fashion, electr
onics and the like all have dedicated magazines.)
Direct mail brochures, postcards and mailers can be very effective if you target yo
r audience and mail your brochures or postcards frequently. Lists are available
by demographics and geographic locations from professional list brokers. If you
open a small retail establishment, you may want to send a mailer with dollars-of
f coupons to all households within a 2 mile radius of your store. You can easily
measure the effectiveness of the mailer when customers come in to redeem their
coupons.
Radio lets your message reach a larger, more general audience. You might want to
buy several radio spots and group them together to ensure that the listener ret
ains your message and name. Radio stations can also help you produce a spot.
TV reaches a larger audience than any other medium and is usually the most costl
y. For small businesses, network television advertising can often be prohibitive
. However, small businesses can reach a targeted market by advertising on local
cable channels. Just remember that repetition is the key. You want your TV spot
to run at least five to seven times, but preferably more. And since producing a
TV spot can be very expensive, cable systems usually have production capabilitie
s and can offer small businesses the advantage of a professionally produced spot
at an affordable cost.
Promoting your business is not just about advertising. Marketing the right produ
ct at the right price to the right market segment at the right time, in addition
to public relations, are both important elements to your overall business mix.
Conduct your advertising research first and then set a realistic budget. Make ce
rtain your media choices reach your target markets, meet your business objective
s and fit your budget. Get the message to your customers that you have products
and services that will meet their needs. Communicate that you want their busines
s. The most effective methods and media depend upon your products, your target c
ustomers and your creativity.
Cardservice International Senior Vice President of Sales John Burtzloff is in ch
arge of sales strategy and execution and thus is responsible for managing all as
pects of the company's marketing, communications, telesales, check guarantee, ne
w accounts and sales support activities.

How to Network With a Large Group
A simple game of "business card bingo" will get the introductions rolling.
By Ivan Misner | April 28, 2003
Q: I am the co-founder of a local women's networking group. The organization has
grown to more than 400 women, with 120 in attendance at some meetings. We are l
ooking for ways to network with such a large group. Having each person do a pers
onal introduction takes too long for the entire group. Any help or advice would
be greatly appreciated.
A: Networking with such a large group is both good and bad. It's good because th
ere are many people that your members can meet. However, it can also be a proble
m because it's very easy to get lost in the crowd with so many people involved.
There are several things you can do to make a large group's networking efforts m
ore effective. If you have a speaker and there are tables around the room, you c
an use the tables as the focal point for networking exercises. Ask everyone to s
it down and do a 60-second introduction at their table. Depending on whether a d
inner is involved, you would even be able to have everyone switch tables at leas
t once, move to another table and repeat the process. I've been at several large
networking events (with as many as 500 people) where this process worked incred
ibly well because it was very well-orchestrated.
It's important with this technique to ask people to sit at tables where they don
't already know the majority of other people. That helps to ensure that people a
re really networking rather than simply sitting with their friends.
It's also good to add something to the mix from time to time. For example, you m
ight instruct everyone to include in their introduction some other businesses th
at they are currently looking for, or trends that are occurring in their industr
y or any other point of interest that breaks up the routine a little bit.
If you don't have tables for people to use as a focal point for smaller networki
ng opportunities, there are a number of things you can do for larger group-netwo
rking situations. One of my favorites is "business card bingo." This is how it w
orks:
First, as you enter the room, you drop your business card in the "bingo box," as
does everyone else. You are then given a "bingo card," and you write your name
in the center square.
Next, you circulate with everyone throughout the room. To complete the card, you
need to meet 24 other people, collect their business cards and have them write
their names in the open squares.
Later, someone calls off the names on the business cards that everyone dropped i
n the bingo box when they arrived. Regular bingo rules apply thereafter. The win
ner is the first person with five names in a row, either across, down or diagona
lly. This person receives one of the many door prizes that are often given at th
ese events. Of course, everybody really wins, because everyone makes new contact
s through the process.
The bottom line here is that as the networking group leader, it's important for
you to provide exercises and activities that get people to actually network. I h
ave found that people, like water, tend to seek the path of least resistance. Wi
thout some structured activities at networking events, they will often do what i
s easiest, not what's best. Therefore, it's very important that you offer exerci
ses and activities that remind them that it's not called "netSIT" or "netEAT; it
's called "netWORK," and in order to have a successful networking event, your me
mbers need to "work" the network.
Ivan Misner is the founder and CEO of Business Network International (BNI), whic
h has more than 2,700 chapters throughout the world. He is also the author of fi
ve books, including his New York Times bestseller, Masters of Networking, as wel
l as Entrepreneur Press' forthcoming Masters of Success.
Most Valuable Players

Slashing prices to keep up with the big chains can spell disaster for the avera
ge entrepreneur. It's better to stick with what your business does best: Offerin
g customers value-added services.

By Joshua Kurlantzick | Entrepreneur Magazine June 2003
URL: http://www.entrepreneur.com/sales/customerservice/article61882.html
John Reid should be worried. The owner of SPC Office Products, a chain of office
supply stores, Reid has watched as self-service giants like Staples and Office
Depot have come to dominate his industry. The closest self-service behemoth is o
nly 45 miles from one of his SPC locations in western Oklahoma-a distance that,
Reid says, "in our area is like nothing, since people drive that far for dinner.
" But Reid, 47, is not concerned.
Over the past decade, SPC has expanded from one to six stores, kept sales up-rev
enues were $7.2 million last year-and expanded its roster of large clients. How
has Reid competed against the two office behemoths, which have more than 2,000 s
tores combined and enormous catalog and Web-based supply systems? Reid has convi
nced residents of western Oklahoma that, even if Staples or Office Depot offer p
roducts for slightly less, SPC can provide crucial value-added services-services
that, in Reid's view, "are just enough to convince people they should come to u
s rather than drive 45 miles away."
Searching for New Value
Reid's situation is hardly unique. Over the past 10 years, consumers have been
presented with many new avenues for buying products and services. Industries fro
m office supplies to health food to books have become dominated by huge chains-c
hains that can offer lower prices on high-value products in predictable retailin
g environments, and that can blanket areas with mass-market advertising. Target
is a prime example: Once known as a low-end chain, Target now sells designer clo
thing on the cheap and has poached thousands of customers from small fashion sho
ps. Meanwhile, the Internet has made it easier for consumers to seek high-value
products online and comparison shop among many stores.
Entrepreneurs have scrambled to survive. The number of independent bookstores ha
s fallen by nearly half over the past 10 years, says the American Booksellers As
sociation, a trend repeated in many other industries. In western Oklahoma, Reid
says, nearly every other local chain of office supply stores has gone out of bus
iness.
According to business and marketing strategist Arnold Sanow, many entrepreneurs
have tried to compete with the larger chains on price-almost surely a losing mov
e. "Small businesses cannot win price wars since they do not have the bulk purch
asing and margins," Sanow says. "They have to use a different tack."
Increasingly, this tack means not competing on price, but convincing customers t
hat small businesses offer more value. To do so, successful entrepreneurs adopt
several strategies. Like Reid, many emphasize value-added services. These servic
es can cement customers' trust and foster the belief that entrepreneurial busine
sses provide more homespun authenticity. According to branding experts like Paco
Underhill, author of the bestselling book Why We Buy: The Science of Shopping(T
ouchstone Books), authenticity is a value highly sought after these days-hence t
he popularity of Saranac, Sierra Nevada and other microbrewed beers that project
an image of locally made authenticity.
Services that make consumers think they're receiving more value can take on seve
ral forms. For many companies, service means regularly traveling around the coun
try to meet with large customers and gauge their needs. Judy George, founder of
Norwood, Massachusetts-based Domain Home Fashions, a small chain of home furnish
ing shops in the Northeast, says she spends as much time as possible on the road
chatting with her clients. Candy Nichols, owner of a chain of children's clothi
ng stores in New York City's suburbs, uses a similar tack: She sends personal sh
oppers to some customers' homes with racks of clothes so clients don't have to l
eave their houses to shop.
In other cases, value-added service simply means always having a knowledgeable e

mployee available to handle customers' needs, something very few large corporati
ons can do. (Large companies like Dell Computer and Southwest Airlines that do o
ffer a high level of service and a human touch have prospered enormously.) For R
eid, this level of service requires spending the money to have more employees on
the floor than his giant competitors.
John Moretti, owner of Fountain of Youth, a health-food store in Westport, Conne
cticut, provides this level of service by personally greeting every customer who
comes through his door and asking each one what he or she is looking for. "We a
ctually have benefited from having [health-food chain] Wild Oats open near us,"
says Moretti, 54. "People see some things at Wild Oats, don't understand what th
ey are and come into my store. I greet them, they get advice about these product
s they saw, and they wind up buying many things." (Moretti answered Entrepreneur
's questions via cellphone, and he occasionally broke off the interview to welco
me each customer who came in.)
For Audiophile Internationalco-founders John and Marianne Turton, 49 and 47, res
pectively, this level of service necessitates educating themselves so thoroughly
about old records that they can provide more information about each LP than nea
rly any music store owner in the country. Operating their Web-based vintage reco
rds business from their home in Fair Oaks, California, the Turtons outsource tas
ks they know less about, like Web design, and spend nearly all their waking hour
s listening to records, writing commentaries about each LP, and personally commu
nicating with customers by e-mail.
To provide this level of service, you must empower your employees. "Allow your e
mployees to educate themselves about the business and make important decisions s
o they have a stake in the company," says Sanow.
Though large companies often can pay slightly higher salaries, entrepreneurial c
ompanies are better able to offer employees a variety of roles and greater invol
vement in the business, allowing them to more easily empower employees, notes bu
siness consultant Jerome Klein, president of JHK Marketingin San Rafael, Califor
nia.
Many successful entrepreneurs also back up their commitment to value-added servi
ce with a guarantee. The Turtons vow that customers can return anything for any
reason, and despite that risky strategy, Audophile has prospered, garnering almo
st 3,000 regular customers. Other entrepreneurs take even larger risks-risks nec
essary to show customers the value of their services. Angela Llamas-Butler, 38-y
ear-old founder of Pittsburgh software company Delta System Designs Inc., got a
contract from the local police department in 1999. When one of the other firms w
orking on the contract went out of business, Llamas-Butler decided her firm woul
d take on the defunct company's workload-for free. By doing so, she sacrificed h
undreds of thousands of dollars in potential fees. The gamble worked: Her dedica
tion to providing service impressed the police department, which ultimately gave
her a new, larger contract.
Marketing experts believe entrepreneurs should move away from accepted methods o
f advertising to promote their value-added services. For one, they say, entrepre
neurs should not shy away from comparing their services to those of large chains
. "There used to be a bit of accepted wisdom that small businesses should not ev
en mention big retailers," says Sanow. "But in today's incredibly tough retail e
nvironment, break that wisdom emphasize your service by comparing it to big compan
ies' lack of service." To draw these comparisons, many successful entrepreneurs
spend much of their time studying large competitors to find their weaknesses. On
the road, Judy George often interviews random people as they exit other furnitu
re stores. The Turtons frequently surf eBay to compare the auction site to their
operation. John Reid spends hours each week examining Staples' and Office Depot
's Web sites, quarterly reports and other public information.
Marketing consultants also suggest that entrepreneurs generally avoid radio and
TV advertisements. "If you want to emphasize that you provide a high degree of p
ersonal service and, therefore, differentiate yourself on value, you really can'
t get that message across in a TV ad," says Klein. "To push your personal servic
e, you need a personal style of advertising, like newsletters or face-to-face co

ntact." Armed with information comparing SPC Office Products to Office Depot and
Staples, Reid's employees travel through Oklahoma visiting potential customers
in person. Sanow suggests entrepreneurs periodically send frequent customers an
invoice that says "no charge" on it, thereby offering them a free product or ser
vice in an innovative way.
Personalizing service means using technology judiciously. Zipcar, a Boston-based
car rental company battling giants like Avis, uses the Web to handle most reser
vations, but, unlike its competitors, it bans automatically generated confirmati
ons for Web reservations. Instead, a Zipcar customer service representative send
s a personal reply to each customer, explaining the car rental and its policies.
Show 'Em What You're Worth
When Angela Llamas-Butler, president of Delta System Designs Inc., a Pittsburgharea information consulting firm with seven employees, decided three years ago t
o seek out more public-sector clients, she worried that her company would strugg
le to demonstrate its value. "Dealing with the public sector is a totally differ
ent game than pleasing private-sector clients, and we had not sought out governm
ent contracts before," Llamas-Butler says. "The ways we showed we were valuable
to our older clients did not necessarily translate to government clients like po
lice forces."
Still, Llamas-Butler's company showed that entrepreneurs can learn to provide va
lue to a range of customers. Delta System took extra time to work with its new p
ublic-sector clients, find out about their most pressing problems and learn to d
eal with the bureaucracy. Issues had to be managed while satisfying all the rele
vant authorities who needed to sign off on a given deal. "We would make sure any
consulting services we provided jibed with that local government or department'
s traditional approach to handling problems [to] build our credibility," LlamasButler says. "We tried to understand their culture rather than just saying 'We h
ave the answers.'"
In other cases, entrepreneurs convince consumers they are providing value by act
ually charging more for their products. "Small businesses need to find niches to
survive, and often one of the best ways to survive is to move into higher-end v
ersions of what you have been doing," says Klein. "In the higher-end market, it
is easier to compete with large companies, and since people have a 'you get what
you pay for' mentality, becoming more expensive and specialized creates an idea
of value to your consumers."
In the mid-1990s, when it was struggling to break even, Seghesio Family Vineyard
s, a wine grower in Healdsburg, California, decided it could convince customers
of its wines' value and boost revenues by reducing production and raising prices
. Seghesio slashed output by nearly 75 percent, abandoned some of its lower-end
wines, and boosted its average price to $20 per bottle. Sales have rebounded, an
d Seghesio has once again become one of the most popular California producers. S
imilarly, Sanow notes, one of his clients, a travel agency, gave up its general
business and focused on making bookings for a few specific Hollywood production
companies. In so doing, it became established as a higher-end company that offer
ed more attention and value to its clients. Of course, while taking their busine
ss upscale, entrepreneurs must remember to avoid big chains' core products or se
rvices.
Good Advice
Entrepreneurs at a loss for how to add value to their businesses can draw on a r
ange of resources for ideas and assistance. Many marketing and branding consulta
nts have Web sites full of free information and advice about competing on value.
Some of the best sites include Helios Consultingand business and marketing stra
tegist Arnold Sanow's site. And don't forget Entrepreneur.com.
Consultants are also happy to provide more extensive (paid) advice. Try smaller
consulting firms for more reasonable prices. Other potential sources of assistan
ce include Small Business Development Centers and university marketing departmen
ts.
Though a range of experts have written books on adding value to your business, v
ery few are readable and useful. Paco Underhill's Why We Buy: The Science of Sho
pping(Touchstone Books), which gives some suggestions about offering value to co
nsumers, is an exception. Well-reported and lively, it mixes readable prose and
useful tips. Other useful books include Al and Laura Reis' The 22 Immutable Laws
of Branding(HarperCollins) and Jack Trout's Differentiate or Die(John Wiley & S
ons).
Joshua Kurlantzick is a writer in Washington, DC.

Build Relationships That Last
Follow these three phases of relationship marketing and networking, and your co
nnections will be here to stay.
By Ivan Misner | May 26, 2003
Q: How do "relationship marketing" and business networking relate to one another
?
A: Effective networking is all about building relationships. Successful business
people understand that networking and relationship marketing are more about "far
ming" than they are about "hunting." It's about building long-lasting connection
s with other professionals.
Relationship marketing involves building deep networks strongly rooted in a bond
or connection that is developed over time with other people. Among the most imp
ortant connections are those with your referral sources, with prospects these re
ferral sources bring you and with customers you recruit from the prospects. Thes
e relationships don't just spring up full-grown; they must be nurtured. As they
grow, fed by mutual trust and shared benefits, they evolve through three phases:
visibility, credibility and profitability. We call this evolution the VCP model
.
Any successful relationship, whether a personal or a business relationship, is u
nique to every pair of individuals, and it evolves over time. It starts out tent
ative, fragile, full of unfulfilled possibilities and expectations. It grows str
onger with experience and familiarity. It matures into trust and commitment. The
VCP model describes the process of creation, growth and strengthening of busine
ss, professional and personal relationships; it is useful for assessing the stat
us of a relationship and where it fits in the process of getting referrals. It c
an be used to nurture the growth of an effective and rewarding relationship with
a prospective friend, client, co-worker, vendor, colleague or family member. Wh
en fully realized, such a relationship is mutually rewarding and thus self-perpe
tuating.
The first phase of growing a relationship is visibility: You and another individ
ual become aware of each other. In business terms, a potential source of referra
ls or a potential customer becomes aware of the nature of your business--perhaps
because of your PR and advertising efforts, or perhaps through someone you both
know. This person may observe you in the act of conducting business or relating
with the people around you. The two of you begin to communicate and establish l
inks--perhaps a question or two over the phone about product availability. You m
ay become personally acquainted and work on a first-name basis, but you know lit
tle about each other. A combination of many such relationships forms a casual-co
ntact network, a sort of de facto association based on one or more shared intere
sts.
The visibility phase is important because it creates recognition and awareness.
The greater your visibility, the more widely known you will be, the more informa
tion you will obtain about others, the more opportunities you will be exposed to
, and the greater will be your chances of being accepted by other individuals or
groups as someone to whom they can or should refer business. Visibility must be
actively maintained and developed; without it, you cannot move on to the next l
evel, credibility.
Credibility is the quality of being reliable, worthy of confidence. Once you and
your new acquaintance begin to form expectations of each other--and the expecta
tions are fulfilled--your relationship can enter the credibility stage. If each
person is confident of gaining satisfaction from the relationship, then it will
continue to strengthen.
Credibility grows when appointments are kept, promises are acted upon, facts are
verified and services are rendered. The old saying that results speak louder th
an words is true. This is very important. Failure to live up to expectations--to
keep both explicit and implicit promises--can kill a budding relationship befor
e it breaks through the ground and can create visibility of a kind you don't wan
t.
To determine how credible you are, people often turn to third parties. They ask
someone they know who has known you longer, perhaps done business with you. Will
she vouch for you? Are you honest? Are your products and services effective? Ar
e you someone who can be counted on in a crunch?
The mature relationship, whether business or personal, can be defined in terms o
f its "profitability." Is it mutually rewarding? Do both partners gain satisfact
ion from it? Does it maintain itself by providing benefits to both? If it doesn'
t profit both partners to keep it going, it probably will not endure.
The time it takes to pass through the phases of a developing relationship is hig
hly variable. It's not always easy to determine when profitability has been achi
eved--a week? A month? One year? In a time of urgent need, you and a client may
proceed from visibility to credibility overnight. The same is true of profitabil
ity; it may happen quickly, or it may take years--most likely, somewhere in betw
een. It depends on the frequency and quality of the contacts, and especially on
the desire of both parties to move the relationship forward.
Shortsightedness can impede full development of the relationship. Perhaps you're
a customer who has done business with a certain vendor off and on for several m
onths, but to save pennies you keep hunting around for the lowest price, ignorin
g the value this vendor provides in terms of service, hours, goodwill and reliab
ility. Are you really profiting from the relationship, or are you stunting its g
rowth? Perhaps if you gave this vendor all your business, you could work out ter
ms that would benefit both of you. Profitability is not found by bargain hunting
. It must be cultivated, and, like farming, it takes patience.
Visibility and credibility are important in the relationship-building stages of
the referral marketing process. But when you have established an effective refer
ral-generation system, you will have entered the profitability stage of your rel
ationships with many people--the people who send you referrals and the customers
you recruit as a result. All this is critical to successful relationship market
ing and networking.

Smart New Marketing Tactics to Boost Sales
Even on a limited budget, you can call attention to your business using these e
ffective marketing strategies.
By Kim T. Gordon | June 02, 2003
2282.html
Q: We're looking for the best way to market our small business but are stuck try
ing to come up with new tactics to reach our prospects within our budget. Any ad
vice?
A: Sometimes choosing the best marketing tactics is like going to a restaurant w
ith an unlimited menu. Even entrepreneurs with tight budgets or small niche mark
ets have dozens of options. And it can be hard to separate the best from the res
t. A great tactic meets three criteria:
It reaches your most qualified prospects.
It puts your message in the right context.
It gives you enough space/time to tell prospects what to do.
A business that specializes in cabinet refacing, for example, could run local ca
ble TV spots during home-remodeling programs, including kitchen design shows. Th
e spots would reach a qualified target audience in the appropriate context--when
they were in the right frame of mind and most likely to be receptive.
Every great marketing tactic allows space or time for a call to action. This can
be as simple as a toll-free number on a billboard or as complex as a direct-mai
l package with multiple offers. But an effective tactic always tells prospects w
hat to do next. Can't come up with a group of tactics? Here's a virtual smorgasb
ord of ideas to get you started.
Outdoor media: Some examples include billboards, subway and bus signage, taxi to
ps and skywriting.
Online advertising: Display ads on targeted sites, including skyscrapers and the
new half-page ads, and ads in online newsletters that reach qualified opt-in li
sts are often affordable options.
Direct marketing: Try direct mail, where individual pieces are sent to rented li
sts, or marriage mail, such as ValPak, which is a low-cost way to reach househol
ds in targeted ZIP codes. E-mail solicitations to opt-in lists are a lower-cost
alternative to traditional direct marketing and work best in combination with an
effective Web site.
Broadcast advertising: Radio advertising can be an excellent choice due to its a
bility to reach specific target audiences through select programming. Television
advertising is more accessible than ever, thanks to local cable systems and a r
ange of networks with niche programming.
Print advertising: Whether you use trade or consumer press, you have many option
s for display and classified ads. You can purchase local, regional or national e
ditions of many consumer magazines. And if you wish to market in select cities b
ut find the major daily newspapers too costly, consider alternative weeklies.
Nontraditional media: From stickers on fruit in supermarkets to your message on
stadium snack trays, here's your chance to be highly creative.

Shows and displays: Consumer expos, trade shows and conferences provide one-on-o
ne time with prospects. For manufacturers and distributors, retail displays make
products stand out from others on the shelves.
Public relations: There are many forms of PR, such as media relations, special e
vents, promotions and satellite media tours. Lower-cost tactics include articles
written for targeted Web sites and participation in discussion lists frequented
by your audience.
Quick Tips
1. For a well-rounded program, combine sales activities with your marketing tact
ics. On a limited budget, more sales tactics may equal less out-of-pocket market
ing costs, but you will expend more time interacting with prospects.
2. Build your program starting with tactics that reach prospects who are activel
y pursuing the kinds of products or services you offer. Then, add tactics as nee
ded to reach prospects wherever they are in the sales cycle.
3. Track your responses by coding your ads, using multiple toll-free numbers and
asking prospects where they heard about you. That way, if a tactic stops workin
g, you can quickly replace it with a better choice.
Pump Up Your Sales With Powerful PR

Never underestimate the positive effect good PR can have on your bottom line.
By Tony Parinello | June 01, 2003
URL: http://www.entrepreneur.com/sales/findingprospects/article62374.html
Q: I've just started a homebased carpet-cleaning business. How can I get some fr
ee publicity in my community?
A: Carpets to computers, potato chips to microchips--whatever kind of business y
ou're in, you need to think about the wonderful world of public relations. PR si
mply means getting public visibility for your product, service or solution in th
e geographic area where your business operates. For instance, if James R. Entrep
reneur hires a big-name PR firm that happens to land him an interview on the Opr
ah Winfrey Show, it may give his ego a big boost. But if his local prospects hap
pen to miss the show, he's missed the boat and the business!
Here's a list of "the least you need to know" when it comes to effective PR:
1.
Write down the goals of your PR program. In other words, what results are you lo
oking for? The announcement of a new business, a new product, a recent accomplis
hment or a philanthropic endeavor?
1.
Identify the "whom" and "where" of the individuals you're wanting to rea
ch. This includes age group, annual income and profession, as well as the geogra
phics of where they reside, play, shop and work.
2.
Identify the media that this group of would-be prospects would normally
read, watch and be exposed to. Compile a list of magazines, newspapers, radio an
d TV programming. Identify the associations and organizations that they belong t
o and participate in.
3.
Write (or have someone write for you) a short press release that explain
s what your business does better than anyone else in your area of expertise or w
hat you want to announce.
4.
Write down on three index cards what your three most powerful benefits a
re if someone were to use your products, services and solutions. You'll need thi
s when you talk to anyone from the media.
5.
Consider going online to www.bacons.com and purchasing the media contact
list that applies to your product, marketplace, demographics and geographic ter
ritory of your target audience. Note: Bacon's has it all: print, radio and TV. I
f you'd like, for a small fee, they will actually send your press material out t
o the media list you specify! I love one-stop shops, don't you?
6.
Go to the library and find the Directory of Associations. Use it to pick
the associations and organizations that most of your potential prospects probab
ly belong to. For example, if you have a product for refinishing and protecting
furniture, then the American Furniture Builders Association may make sense.
7.
Write or have written for you a short 800to 1,000-word article on a topi
c that you are an expert on that directly relates to your product, service and/o
r solution.
8.
Send your press release to the contacts on your list, which you either p
urchased from Bacon's or compiled at the library. Wait five business days and th
en call the recipients of your press release. Have your index cards handy so you
can put your best foot forward and get the contact interested in what you've go
t to offer. If you don't make contact, leave a voice-mail message. Just make sur
e you follow up--the key here is to be persistent in an appropriate way.
9.
As you're following up on your press release, you'll also need to send y
our article out to the associations and organizations you identified in step 7.
Here again you'll need to call and follow up.
According to experts, you should be prepared to endure seven attempts to make co
ntact with media representatives in print, radio and TV. You will notice, howeve
r, that if you take the time and energy to spend a little of your hard-earned ca
sh on PR, your business will grow and prosper during the times when others are m
erely surviving.
Tony Parinello is the author of the bestselling book Selling to VITO, the Very I
mportant Top Officer. For additional information on his speeches and his newest
book, Secrets of VITO, call (800) 777-VITO or visit www.sellingtovito.com.
Define Your Target Audience to Grow Your Sales

Who is your target customer? If you have more than one answer to this question,
it's time to retool your marketing plan.
By Karen E. Spaeder | June 01, 2003

URL: http://www.entrepreneur.com/marketing/marketresearch/article62414.html
Q: My partner and I are getting started with a small business selling golf equip
ment and diecast collectible cars. We have a retail shop and sell on eBay and at
flea markets. We have branded ourselves as a "sporting goods and hobby shop," b
ut we need to know: How do we grow this business to become extremely successful?
With all the competition, how do we find our niche market and obtain a piece of
the pie?
A: My immediate reaction to your question--before even considering how to grow y
our business--is that it sounds like you are doing two very different things: se
lling golf equipment and selling diecast collectible cars. For a retail store, t
his could be confusing: If someone is in the market for golf equipment, is that
person going to be interested in collectible cars? And even if they are interest
ed in both, are they likely to purchase both at once? Perhaps you are in a situa
tion where someone comes in to shop for golf equipment and happens to look at (a
nd maybe purchase at a later date) your cars, and vice versa. But my instincts s
ay that if you are going to keep growing, you'll need to separate the two busine
sses.
The reasons to separate the businesses, either by creating two different retail
concepts or by eliminating one of the concepts altogether, will become clear if
you sit down and write a detailed marketing plan. This plan is what is going to
help you grow and build your sales. You are likely at a point in your business w
here you have a steady stream of loyal clientele, but to go beyond that and reac
h new customers, you need to give yourselves some clear direction about who exac
tly that customer is. (Take a look at our How to Create a Marketing Plan guide f
or assistance in writing your plan.)
Think of it this way: If you go into a hardware store, you are probably going in
to buy something very specific. Any browsing you do will be minimal and will be
related to the one or the few projects you have in mind. If there were, say, an
auto-parts store connected to the hardware store, while you might sneak a peak,
you probably aren't going to buy. Likewise with the auto-parts customer--they'r
e not interested in the hardware store (at least not at that moment). You have t
wo different customers shopping in one store. If you keep trying to market to bo
th of them, you are going to exhaust yourself--and your budget.
Separating these two businesses will give you the freedom to focus on one niche
at a time. Assuming you don't have the resources to open an entirely new retail
store at the drop of a hat, my suggestion would be to pick one or the other for
the brick-and-mortar location. Use your marketing plan (and perhaps a revamped b
usiness plan) to determine which concept will bring in the most revenue. Alert y
our existing customers of the imminent change--and make plans to sell one or bot
h types of products on eBay.
My instincts again tell me that a brick-and-mortar golf store would bring in mor
e money than a collectible-car store. They also tell me that it makes sense to s
ell collectible cars on eBay, where collectors love to troll about, looking for
rare treasures--not to mention it's much simpler to ship a small collectible car
than a set of golf clubs. I did a search for "diecast collectible cars" on eBay
, and I only came up with two results--which could mean you have the potential t
o carve out a nice niche on eBay, if you market your product correctly. (Refer t
o the eBay seller guidelines for more help on properly selling your product.) Bu
t don't take my word for it--do some research. And remember, you can sell both t
ypes of products, but I'd recommend easing into these changes to your business-for your sake and your customers'--rather than doing everything at once.
As for the flea markets, take a look at how much money you are actually bringing
in from them. Evaluate whether it is worth it to spend a Saturday hawking your
wares to people who could wind up being one-time customers--or whether your time
and money would be better spent on cultivating the relationships you have with
loyal customers. In the long run, those people are more likely to bring in the d
ollars you need to grow your business--and get you a piece of that proverbial "p
ie."
Karen E. Spaeder is editor of Entrepreneur.com and managing editor ofEntrepreneu
r magazine.
Take Advantage of Free PR

Smart, no-cost ways to get your name out and generate attention for your busine
ss
By Al Lautenslager | June 16, 2003
.html
Q: I know I need to do some PR, but I have little to no budget for it. Are there
some things I can do for free?
A: PR is popular because it is very cost-effective and it works. If you send out
one press release, for example, and it gets into print, it could generate nice
business. The return on your investment is infinite, since the press release did
n't cost you anything to write and distribute (unless you hired someone to do it
).
Sending out a press release is just one example of free PR. There are many reaso
ns for sending out a release: introducing a new product or service, celebrating
an anniversary, winning an award, reaching a milestone and so on. Doing this on
a regular basis is key to keeping your name in front of your customers' and pros
pects' eyes and being at the top of their mind when it comes to awareness. Let's
look at some other free PR:
Writing articles: Articles don't have to be long; they just need to be informati
ve. Share your experience. Cite your wisdom. Tell a story. Make a list. These ar
e all things you can write an article about. Everyone is more of an expert in on
e particular area than another. Writing about how to do something is always some
thing of value to readers. Writing articles gives you instant credibility, too.
Submitting online, as well as offline, provides another good chance to get your
name in print at no cost. Be sure to put your contact information in a contact r
esource box at the end of the article.
Newsletters: Writing a newsletter is another way to keep your name top-of-mind.
This can be online or offline. Online newsletters are often referred to as e-zin
es; offline newsletters are printed and mailed. Both contain content valuable to
your target market and many times advertise your products and services. It's al
ways been said that your best prospect is a current customer. Advertising to cur
rent customers is your best bet to get more business. E-zines are e-mails to you
r permission-based e-mail database. The cost of this is nothing, yet the return
potential is infinite.
Public speaking: Speaking in front of an audience usually makes you an expert. P
eople like to buy from experts. If they're in your audience, then they'll rememb
er your expertise and come to you when they need your product or service. Chambe
rs of commerce are also good targets, but so are all the service clubs that need
luncheon speakers. Speaking is free, and it's just like making a sales call to
many people at one time.
Free reports: Offering a free report online is a good way to get an e-mail from
prospects so you may market to them later. This is the whole basis of permission
-based marketing, or opt-in lists. You can do the same thing offline. If you're
doing a postcard campaign and you offer a free report, you can get an instant ap
pointment from the postcard or at least a phone call. You can increase the respo
nse of a direct-mail program from 1 percent to double-digit percentage returns.
The free reports can be a dressed-up article, a list, a survey that you've done
or some research-based information. Use your imagination here.
Radio: Radio is expensive, you say? Not if you are being interviewed or calling
in on a talk show. Getting interviewed is free, except for your continual follow
-up with producers. Calling in is free, but sometimes it's hard to relay contact
information. Both of these work, especially when supplemented with other market
ing strategies.
Online forum participation: There are many online newsgroups or forums for a par
ticular subject area. Participating in these is another way to get your name out
. Advertising is not usually permitted. Participating by answering and asking qu
estions will position you as an expert and a resource for others. Many online fo
rums will let you put an e-mail signature with a link to your site or message wi
th another site linked. Take full advantage of this; these links get clicked oft
en when of interest to the forum participants.
Letters to the editor: A little-known secret that's a good follow-up to a press
release is a letter to an editor. This is free PR. Many times a letter to the ed
itor has a better chance of getting published than the actual press release. Som
etimes you'll get a press release published with editorial comments from the edi
tor. The letter to the editor is a great place to respond to editorial comments
as well as to further state a position. You'd be surprised how many people read
this column in publications. This is also another way to become friends with the
editor. If they see you enough and match you with a newsworthy press release, t
hen your chances of getting a press release in print increases.
These are just some of the many free PR avenues that can increase the top-of-min
d awareness with your target customers and prospects. As always, it's best to do
this as part of an overall marketing plan with measurement and follow-up.
ny in Wheaton, Illinois. Visit his websites at www.market-for-profits.comand www
.1-800-inkwell.com, or e-mail him at al@market-for-profits.com.

What's Better: A Lead or a Referral?
Knowing the difference between the two can make your marketing efforts go much
more smoothly.
By Ivan Misner | June 23, 2003
Q: What's the difference between a lead and a referral?
A: A lead is a contact that may come from any number of sources. This contact is
generally not expecting your call. For example, if someone gave an insurance ag
ent a list of people who just bought new homes, that might be considered a good
set of leads. Unfortunately, because the prospects are not expecting a call from
the agent, it's basically not much better than a cold-call.
However, a referral is the opportunity to do business with someone in the market
to buy your product or service who's been told about you by a mutual friend or
associate. In other words, when you contact them, they already know who you are
and what you do. It is stronger than just a lead because the prospect has talked
to your mutual acquaintance and is generally expecting the call. Hence, they ar
e referred.
Once a referral source has given you the name of a person to call, it's up to yo
u to do the rest. A referral is better than a lead because you can use the name
of the referral source to open the door. What more could you hope for? Actually,
there is quite a bit more you can expect from referral sources that have been p
roperly developed.
There are many different shades of referrals. According to material developed by
the Certified Networker Program, there are at least 16 shades, or levels, of a
referral.
The shades of a referral vary in quality according to how much involvement your
referral source has invested in preparing the referral for you. The more time an
d effort your referral source puts into qualifying, educating and encouraging th
e prospect before you become involved, the higher the quality the referral shoul
d be. Conversely, if your referral source only passes a prospect's name to you,
most of the work of developing that prospect into a customer falls on you, and t
he likelihood of turning that prospect into a customer diminishes significantly.
Of course, the effectiveness of your referral network in providing you with qual
ity referrals depends on the amount of work you do to develop the sources in you
r network. There are many ways to encourage your referral sources to become acti
ve and enthusiastic members of your marketing team. These efforts determine the
shade of the referrals you will receive over time.
The shades of a referral can range from merely receiving the name of a prospect
to obtaining a referral that is a customer waiting to make a purchase. Here are
three examples that are fairly representative of the broad range of potential re
ferrals you can develop with your referral sources over time:
Referral Shade No. 1: You are authorized to use someone's name. Once referral so
urces have authorized you to use their name, you can feel fairly certain that yo
u've established a good level of credibility with them. By allowing you to say t
hat he or she endorses your product or service, your source has given you valuab
le leverage with the prospects that know them; however, the problem with this sh
ade of referral is that the work of developing the prospect still rests with you
. Once you've conveyed that your mutual contact recommends you and your business
, the task of selling really begins.
Referral Shade No. 2: A meeting is arranged. Your referral source moves beyond t
he role of a promoter to that of a facilitator. He or she takes the responsibili
ty of working out the details of getting you and the prospect together so you ma
y discuss the business opportunity further.
Referral Shade No. 3: The deal is closed. In this scenario, the sale is closed b
efore you even contact the prospect. On the strength of your referral source's e
fforts, nothing else is required from you except to deliver the product or servi
ce and collect the payment. This is the strongest of all referral shades and is
indicative of a networker who has cultivated a strong relationship with his refe
rral source.
A referral is almost always better than a lead. But don't forget that there are
many shades of a referral, and the development of those shades depends on the de
velopment of the relationships that you nurture. The key in developing long-term
referrals rests with the relationships you develop. The information, support an
d referrals that you assemble will be based on your relationships with the other
individuals and businesses you know.

Test Your Product or Service First
It's not as expensive as you think--and it's crucial to your success.
By Kim T. Gordon | July 07, 2003
2938.html
Q: I've created a new product that I think customers will really want to buy. At
this point, I'm finalizing the packaging and marketing approach. What should I
do next?
A: Like many enthusiastic entrepreneurs, you have a terrific idea for a new prod
uct or service, and you're rushing headlong to bring it to market. Just be sure
you don't skip a vital step--testing. There's a big difference between thinking
you have the next great idea and proving that it's something your target audienc
e is willing to pay for. Some entrepreneurs skip the testing phase altogether be
cause they think it's too costly or difficult. But there are many forms of affor
dable research, and even a modest amount of testing can make the difference betw
een success and failure, whether you're launching a new product or service or si
mply want to increase sales for your business.
Use market research to answer questions, including:
Who will be your customers?
What are their characteristics, likes and dislikes, and purchasing habits?
Do they presently purchase the kind of product or service you offer?
How often, where and how?
Are they brand-loyal?
What product or service features will induce them to switch?
How much will they pay?
Which promotional programs will have the greatest appeal?
Which product names, slogans and packaging do they prefer?
Where do they learn about products and services like yours?
Mix It Up
Primary research can be quantitative or qualitative. Quantitative research, such
as surveys, mall intercept studies and telephone polls, examines statistically
projectable samples of a specific population and allows you to generalize your r
esults to larger groups. Focus groups and personal interviews fall under the hea
ding of qualitative research, which is more subjective and uses a smaller number
of sample subjects.
Often, a combination of quantitative and qualitative research works best. Suppos
e you've just created a new product--an educational puzzle for children. You cou
ld start testing it with an online survey conducted among a sample base of paren
ts with children in the proper age group. Then you could move on to informal foc
us groups. Rather than use a focus group facility and professional moderator, yo
u could get the necessary qualitative information by inviting groups of parents
and children to your home or office to play with your new toy. That way you coul
d ask questions and observe consumer reaction at the same time with very little
cost.
Or let's say you own a store that specializes in speedy delivery of window shade
s and blinds and are considering adding custom curtain design to your list of se
rvices. You could start with a survey of your current customers, focused on whet
her or not they'd be interested in the new service. This could be as simple as a
sking customers a question or two when they come into the store, or you could cr
eate a formal questionnaire. If you got a positive response, your next step migh
t be telephone interviews with a sample base drawn from your targeted prospect g
roup.
Find Qualified Help
To find a qualified research firm, visit www.quirks.com. This site provides a se
archable database of companies that specialize in a broad spectrum of research t
ypes, including Web-based surveys, which are increasingly replacing phone, mall
intercept and mail surveys, thanks to their quick turnaround time and dramatical
ly lower costs.
In all, there's an effective form of research to suit every need. So to make sur
e your latest and greatest idea is the winner you're hoping for, put it to the t
est.
Make Your Advertising Work for You

It's not enough to be creative. Here's how to make sure your efforts get result
s.
By John Burtzloff
URL: http://www.entrepreneur.com/advertising/howtoguides/article63226.html
Q: I have used different types of advertising--including direct mail, coupons an

d newspaper ads--to increase my store traffic. I've recently been approached by
a fellow merchant in a different product category who asked if I wanted to buy a
dvertising space on the bottom of his store's receipts. I thought this was a gre
at idea! What other types of innovative advertising methods should I consider?
A: Congratulations on your ability to think creatively and your willingness to e
xplore alternative promotional efforts. Keep in mind that creative advertising i
s great, but it must be effective to be considered successful. Effective adverti
sing can only be developed when your strategies are based on solid business prac
tices, such as:
Competitive analysis: Who are your competitors? What are their target markets? H
ow do they reach their targets? How do you differentiate yourself from your comp
etition?
Target market: Who are your customers and what do they need and want? Do you hav
e a broad market (like McDonald's) or a narrow one (such as Relax the Back store
s)?
Competitive positioning: What market position best differentiates you from your
competitors? Are you the lowest-priced? The highest value? Do you offer the best
product selection? Your advertising message must focus on your value propositio
n--that is, what do you offer that no one else does?
Budget: How much can you spend to reach your target market? Budget will drive yo
ur choice of media, such as newspaper, coupons, direct mail, radio, cable TV and
so on.
Brand building vs. selling products or services: Do you want to create brand awa
reness, so your customers ask for your product by name (think Coca-Cola), or do
you want to drive traffic to your store or Internet site (such as Macy's or macy
s.com)? These are two very different strategies.
Most small to midsize businesses, particularly retail businesses, want their adv
ertising to deliver a sales message and drive traffic to their location. Therefo
re, regardless of how creative or entertaining your message, you want your messa
ge to influence your audience to act (that is, come into your store and buy--or
at least try--your products).
Creative Techniques
There are thousands of ways to generate creative advertising--including coupons,
promotional items, on-hold messages, event sponsorships and charitable events.
Highlight the benefits your products offer your customers to give yourself a dis
tinctive advantage over your competition. Here are some ideas to start your thin
king:
Retail cross promotions work with compatible products and services. For example,
the local dry cleaners gives each customer a flower from the neighboring floris
t shop, and the flower merchant gives each of her customers a dollars-off coupon
for the cleaners. Or the local veterinarian offers a stack of coupons for the l
ocal pet-supply retailer. This is where those sales receipt cross promotions can
be really effective.
Local sponsorships increase awareness of your company's name and perform a commu
nity service. That local dry cleaners buys the Little Leaguers' uniforms and get
s his name promoted at every ball game.
Floor graphics are a new point-of-sale technique. Design images or write slogans
on the retail floor to stop customers in their tracks or lead them where you wa
nt them to go. Some merchants produce their images on adhesive, easy-to-remove f
ilm. Others use tiles that temporarily replace the regular floor.
Painted walls can be a canvas to creatively highlight your product or service, i
f your zoning and your landlord permit. A local retailer who sold a variety of g
ift items called her store Carousel of Gifts and painted all four walls to resem
ble a merry-go-round for shoppers, a not-so-subtle way to keep her store name to
p-of-mind with her customers.
Interactive product demonstrations lend themselves to local fairs, flea markets,
parks, farmers' markets and picnic grounds for on-site advertising. Show your c
ustomers how your products work. Let them touch, feel or taste it. If you can, o
ffer free samples.

Sponsored Web site links may drive traffic to your Web site and increase sales.
For example, a recent Google search for designer purses brought up hundreds of o
nline retailers. Contact a number of search engines for their listing options.
Yellow Pages may not seem too creative, but it is an opportunity to "out-adverti
se" your competition in a side-by-side venue. Here's your chance to set your bus
iness apart, catch your customer's eye and get him to call you, not your competi
tor. Put the most information about your product or service in the most attentio
n-getting format (using headlines, messages, logos and graphics).
Cable TV is very focused to geographic areas (neighborhoods) and demographic tar
gets (show selections) and is much more affordable than network TV advertising.
In addition, your local cable company can produce your commercials cost-effectiv
ely.
Community special sections may be published by your local newspaper, but adverti
sing in them is generally much less expensive than the daily edition. Often, the
weekly or biweekly sections are delivered to selected ZIP codes, making the aud
ience very targeted.
Free special reports or white papers are some of the least expensive and most po
werful advertising methods. A well-written report validates your industry expert
ise and demonstrates to your target audience how much you know about the product
s they want. Your report should be completely free of references to your company
or your products since you want to reflect your expertise, not promote your pro
duct or service. Credibility is the key.
Creativity is commendable. But effectiveness will build your business. With the
right planning and focus, your advertising can accomplish both. Never lose sight
of your audience or what they want and need. Be sure your advertising messages
communicate that clearly, effectively and frequently.
Cardservice InternationalSenior Vice President of Sales John Burtzloff is in cha
rge of sales strategy and execution and thus is responsible for managing all asp
ects of the company's marketing, communications, telesales, check guarantee, new
accounts and sales support activities.
PR Ideas for the Small Retail Shop

Appeal to consumers--and boost your business--with these simple PR strategies.
By Al Lautenslager | July 21, 2003
.html
Q: I own a florist shop. What are some PR ideas I can use that are more suited f
or a small retailer vs. a big business?
A: That's a great question. So many times we think of the big PR firms working w
ith big businesses, while the rest of us try to come up with our own PR angles.
PR for the retail world is a little different than PR for the service or manufac
turing world, although there are many common characteristics. The goal is still
to get the word out about your business and your products or services.
With a retail business, you want your "news" or PR information to appeal to cons
umers, not necessarily other businesses or investors. Consumers are usually attr
acted to retail businesses because of something they've heard or seen. They coul
d have been referred, they might have responded to a coupon, or perhaps they dro
ve by and saw your sign. Using PR to enhance all these things is the key to spre
ading the word and getting more business.
Florist shops, and really any retail business, have the advantage of being able
to tie into holidays. The spirit of gift-giving does wonders for retail gift buy
ing and marketing, and there's always an event to tie into. Doing something uniq
ue--above and beyond just a standard gift-giving theme--will further accelerate
PR. Special-interest articles on relevant topics--such as "The History of Valent
ine's Day" or "How the Christmas Poinsettia Came to Be So Popular"--can provide
newsworthy angles. Feeding the news community with this information positions yo
ur business not only as the resource for information related to holidays, but al
so as the place to shop for the respective gifts.
Other PR strategies perfect for retailers are those related to events or contest
s. The event could be an open house, or a "meet the expert," "meet the mayor" or
"meet the press" event. Contests could be simple things, such as guessing the n
umber of roses in a car or predicting the day the last petal will fall off the r
ose. Another idea might be for customers to come in and guess the flower by its
smell and get 25 percent off their order. These suggestions may sound corny, but
hopefully they'll get your imaginative juices flowing.
Since we're discussing the florist business here, a how-to session is another ne
wsworthy PR event. Classes on flower arranging, flower pressing, rose garden gro
wing and so on come to mind. These can be listed in the newspaper's list of comm
unity events, getting your name in front of prospective customers.
Community and philanthropic events are newsworthy, too. For example, get the wor
d out that for every rose purchased for Valentine's Day, your business will dona
te one dollar to the American Heart Association. Or let customers know if your b
usiness is donating flowers to the local church for the 100th Sunday in a row.
Establishing relationships with local reporters and editors will enhance your op
portunity to turn these newsworthy ideas into published news. Just like any othe
r PR, making your story, information or event as newsworthy as possible will get
editors' attention and separate you from a "me too" competitor. This type of PR
, however, is just one marketing weapon and should supplement all the other mark
eting you do at the same time. For instance, supplement your PR efforts with sig
nage, radio ads, newspaper ads, Yellow Pages advertising, displays, coupons, sal
es, packaging and overwhelming customer service.
At the end of the day, good PR will come from the very basics of all PR--whether
that business is retail-, manufacturing-, serviceor nonprofit-oriented. Those b
asics are the press release, a newsworthy angle to a story and a relationship wi
th an editor. Marketing is made up of many, many things--and one of those things
is simple PR.
m and http://www.1-800-inkwell.com, or e-mail him at al@market-for-profits.com.

Making Introductions That Last
Tips for getting your networking contacts to remember you
By Ivan Misner | July 28, 2003
Q: What are some of the things I need to consider to improve my personal introdu
ction to people at networking meetings?
A: Your primary goal in networking is to increase the amount of business you get
. To do this, you must make meaningful contact with other business professionals
who can use your services, refer someone else who can use your services, or bot
h. One of the fundamental elements of this process is making effective introduct
ions. The ideal introduction is brief and memorable--one that provides enough im
pact to arouse the interest of those to whom you're introducing yourself and get
them to join your word-of-mouth team.
Think of networking as a relay race. Your personal introduction serves the same
purpose as passing the baton from one runner to the next. Because you have to re
ach out and pass the baton to the next runner, and he or she in turn has to reac
h back and receive it, the baton pass is a cooperative effort.
When planning your personal introduction, your goal is to deliver information an
other person or group would be interested in hearing about, and recognize that t
hey may be interested in giving you some information about themselves to pass to
another runner.
The baton exchange takes place in an instant; there's no time or chance for a se
cond attempt. If the baton is not placed in the open hand of the next runner, it
will fall to the ground. Personal introductions can suffer the same fate. A poo
rly planned personal introduction can fall on deaf ears. It won't be passed on.
Whether you're introducing yourself to an individual or a group, you have a choi
ce of how you deliver your message. The primary vehicle for your introduction is
your verbal presentation.
Does your introduction work? People will judge not only the message, but also th
e messenger. How you look, carry yourself and listen will affect what others do
with the message you've delivered. As you network, your underlying hope is that
people will use your products or services and pass your message on to others who
will also use your products or services.
When participating (even as a guest) in various business organizations, you may
be asked to introduce yourself. Preparing a script for this process will improve
your results. One of your scripts should be an overview of what you do. Other p
resentations can address various aspects of your product or service. Here is a r
ecommended sequence for your brief introduction:
Your name
Your business or profession
A brief description of your business or profession
A memory hook that includes quick, ear-catching phrases
A benefit statement of one particular product or service you offer--what you do
that helps others
Your name and your business profession are easy enough. A brief description, a m
emory hook and a benefit statement can be separate items, but more often they ar
e intertwined in your message. For example, it's easy to combine your business a
long with the benefits of your product or service. I suggest you tell people wha
t you do as well as what you are: "I'm a financial planner, and I help people pl
an for their future," or "I'm an advertising and marketing consultant, and I hel
p companies get the most out of their advertising dollar." These explanations ar
e more effective than saying, "I do financial planning," or "I plan advertising
campaigns."
In many situations, you'll be introducing yourself to only one or two people at

a time. Some networking organizations have all the members stand at each meeting
, and in round-robin fashion, give a one-minute overview to the entire group. If
you're a member of a group like this, it's vitally important to vary your prese
ntations.
Many people who are in business groups that meet every week have a tendency to s
ay the same old thing time after time. From what I've seen, many weekly presenta
tions are done weakly. If you don't give some thought to varying your introducti
on, many people will tune you out when you speak, because they've already heard
your message several times. Your best bet is to give a brief overview, then conc
entrate on just one element of your business for the remaining part of your pres
entation.
By breaking your product or service down to its most basic form, or lowest commo
n denominator, you will be able to effectively describe to other people the type
of work you do. In other words, talk about:
A specific product or service
A selected target market
Unique benefits to a particular group
Your qualifications as a professional in your industry
Handouts or, if applicable, samples that you can show and discuss will help you
make a strong impression. The more things people can see, hear, feel and touch,
the more likely they are to remember your message. The more they remember, the m
ore likely they are to refer you.
As you make presentations, always consider the needs of your audience and limit
your discussion primarily to those areas. If you're giving a short presentation
to a large group, focus on the part of your business you think will benefit most
of the group. If you're talking to only one or two people, find out as much as
you can about them.
If you take the time to develop good presentations, people will take notice. If
you don't, you are losing a great opportunity to someone else who will.
PR Is More Than Just Press Releases

There are many ways to communicate your message. Try these 5 methods on for siz
e, and watch the word spread like wildfire.
By Al Lautenslager | August 18, 2003
.html
Q: I know I need to get my business's name in front of customers, but I'm not su
re how to do it. What PR strategies do you recommend?
A: Just like any other form of marketing, PR should have its own plan within the
marketing plan. Guerrilla Marketing teaches us to establish a marketing calenda

r that will guide us, help us budget and be an evaluation tool when determining
effective marketing methods. The same goes for PR: A separate plan or guiding to
ol makes for a more effective PR program and overall marketing approach.
We often think of PR as our name or company name being printed in a particular p
ublication. While this is good and part of any good PR program, effective PR can
take many forms. Marketing is made up of many, many things working together fro
m many directions all toward your target market. The more of these things that y
our target market hears and sees, the easier it is to sell your product or servi
ce. That's when you know marketing is doing its job.
Here are even more ways to get your name out. Make sure they're included in your
PR plan:
1. Events: These can be open houses, celebrity visits, clearance sales, "meet th
e owners" events or other events that give you a reason to invite customers and
prospects to your place of business. The most important invitee of all for effec
tive PR is the media. This includes newspaper officials and reporters, editors,
management and similar titles from radio and TV stations. Meeting people from th
e media also gives you a reason to follow up later, which helps you establish go
od relationships with those that control the news and features. Related to an ev
ent is the press conference. These are usually held to introduce a new product o
r person, provide a response to a situation, or handle anything else that's extr
emely newsworthy.
2. Fact sheets, newsletters and brochures for customers and prospects: This almo
st sounds more like part of the marketing plan vs. the PR plan, but these market
ing vehicles can be tailored to support PR and one-time situations and enhance m
edia relations. Add members of the media to the distribution list for these.
3. A PR firm: You can make your company seem more newsworthy and media-friendly
by hiring a PR agency. This doesn't have to be done on an ongoing basis. There a
re PR professionals who will work with you event by event or project by project.
This should only be done if it's part of your overall plan and the budget is in
line with your company financials.
4. FAQ development: Radio and TV people, believe it or not, sometimes have troub
le selecting topics to fill their air time and finding good people to interview.
A radio or TV interview opportunity might arise in the near future, so take som
e time now to prepare yourself. Compile a list of answers to anticipated questio
ns or questions that make your point. These FAQs can also be included in your me
dia kits, posted on your Web site and distributed when meeting with customers an
d prospects.
5. Speaking engagements: Nothing gets the word out more than the spoken word. Wh
en you speak to a group, you are the center of attention, competing with no one
for share of mind. You're also in a situation where you can best communicate you
r marketing message. Speaking is a great form of PR. Many times the speaking eng
agement is publicized ahead of time, and sometimes the media will show up at suc
h events. This increases the likelihood of post-event PR. This is all synergized
when you are an expert on a particular subject.
As you can see, PR can be more than just a press release. A planned approach tha
t utilizes many different methods will increase your probability for success and
generate the kind of PR you want for your business. Make it part of your plan!

Incentive Programs That Really Work
Get creative in your efforts to drum up new business by encouraging existing cu
stomers to send friends your way.
By Ivan Misner | August 25, 2003
Q: I am part owner of a graphic design company in Tulsa, Oklahoma. We want to gi
ve referral fees to individuals who pass out our business cards and obtain new c
lients for us. Can you offer some advice on this?
A: You can greatly enhance your word-of-mouth-based business by designing creati
ve incentives for people to give you referrals. Yet of all the key techniques fo
r making the system work, this one seems to frustrate people the most.
Historically, finder's fees, or referral fees, have been used as an incentive fo
r giving someone referrals. Although finder's fees can be appropriate, I don't b
elieve they are necessarily the best technique to employ in most situations. (An
d sometimes, they may even be illegal, depending on your profession and the stat
e in which you practice--so consult your attorney before you offer them.) Here i
s an excellent example of a non-monetary incentive system:
Years ago I went to my chiropractor for a routine adjustment. Several weeks befo
re, I had referred a friend to him who had recently been in an accident. As I wa
lked into the waiting room, I noticed a bulletin board that was displayed promin
ently on the wall. The bulletin board read, "We would like to thank the followin
g patients for referring someone to us last month."
Actually, there was nothing unusual about this sign. It had been there on each o
f my previous visits, except this time my name was posted on it. I took notice a
nd was pleased, but I didn't give it a second thought until a month later, when
I returned and saw that my name was no longer on it. Instantly I thought, "Who e
lse can I refer to the doctor so that my name will be put back up on the board?"
For the record, I did come up with another referral for the good doctor.
Something like this may not work for everyone. But if it worked on me, I'm sure
it will have a positive effect on others. The key is to select several incentive
options so as to impact as many people as possible.
An incentive in this context is anything that gets people to refer you to others
. Many doctors' offices use the technique listed above (after asking their patie
nts for permission first due to privacy concerns). It works well for at lest two
reasons:
1.
The bulletin board is a continual reminder to patients that the office wants the
ir referrals.
1.
People like to be recognized for their efforts.
Some health-care professionals offer a free visit when a referral becomes a new
patient. Other business professionals send small gift baskets, bottles of wine,
flowers or certificates for their services or the services of other businesses i
n the community. Depending on the type of product or service you offer and the r
elationship with your referring parties, you may also employ:
Free estimates, samples or analyses
Additional products or services for no extra cost
Product or service discounts

Product or service time extensions
Extended phone consultation privileges
Extended or life memberships
Exclusive or charter memberships
Group discounts
Extended warranties
Reduced costs on peripheral items or services
When you offer any type of discount or novelty item as an incentive for referral
s, keep in mind what your cost would be to generate a new client or customer fro
m scratch, including the cost of printed literature, advertisements, sales calls
, phone time, meetings, appointments and so forth. You can readily see that the
cost of gaining a new client through a referral incentive program is almost alwa
ys lower. Incentive programs also help you sell more products or services more f
requently to your existing customer base; again, these are sales that are genera
ted at a far lower marketing cost and effort.
No matter what form of incentive program you use, the fact that you offer incent
ives means that your potential for generating word-of-mouth business will increa
se. The question is, what type of incentive will work for you?
To meet the challenge of finding the right incentive program, tap into the assis
tance and insights of other people. An effective way to do this is to invite abo
ut 10 people you know to meet with you. Include a representative sample of your
customers/clients/patients, business associates, partners and friends. Their pur
pose is to think up incentives you could offer to produce more word-of-mouth for
your business. Host a lunch or dinner for the group, and either take copious no
tes or tape-record the meeting. Invite those who are willing to donate about two
hours for your benefit (and receive a free meal, of course).
Creativity is the key to any good incentive program. People just naturally like
to help each other, but especially when they know their efforts are successful.
Let your contact know when a referral he or she has made comes through, and be a
s creative as you can.
How to Make the Most of a Business Event

Throw a shindig--and get some great PR at the same time.
By Al Lautenslager | September 15, 2003
URL: http://www.entrepreneur.com/marketing/publicrelations/specialevents/article
64222.html
Q: I heard that sometimes hosting an event can generate good PR. How can I get t
he most out of my event?
A: Hosting an event for your business or at your business can be the equivalent
to getting an article published in a targeted publication. The focus is what mak

es it so effective. The event can take the form of an open house, a ribbon-cutti
ng ceremony, a seminar or a guest appearance by a celebrity, political official
or someone else of significance. Once you decide that you are going to have an e
vent, there are a few things to do to get even more bang for your PR buck.
Let your target market know that you are having an event. An announcement can be
made first with a press release to publications that reach your target market.
Hand out fliers at your place of business, with customer orders and at any netwo
rking sessions you attend to get the word out about your event. A follow-up pres
s release as the event approaches further instills your name into an editor's li
st as a progressive promoter and a business worthy of news. Target local publica
tions, national publications, trade publications, personal newsletters and any p
ublication linked with your business or organization.
If you are having a speaker or another guest of honor, a separate press release
announcing the appearance of that person can be issued. Consider releasing a ser
ies of press releases for the event, depending on the nature of the event. The a
nnouncement of the special guest can come from you, the host, or sometimes speak
ers and guests like to announce themselves appearing at a particular event. The
more coverage, the better.
Invite the media with handwritten invitations. Just like a party, invite the peo
ple you want to attend. Send invitations to the media, your customers and import
ant prospects, friends and family. It's even OK to include a copy of the first p
ress release with your invitation to further emphasize the importance of the eve
nt.
At the event itself, announce the media representatives that are present and pre
sent them with press passes and/or special name tags. Press people like to feel
special and have special access.
Have plenty of press kits available to pass out to those attending. Pass them ou
t not only to the media representatives, but also to your guests. Customers and
prospects should receive any and all press releases that you issue. If you don't
have a press kit, make one. They are not that hard to put together, they don't
have to be fancy and they don't have to include volumes of material. A sample pr
ess kit might be the press release announcing the event; a bio on any speaker or
guest; a fact sheet on the company's history, product or service; and a bio on
the owner/president of the company. That's the basic information; anything more
is gravy. This will also help the media write their follow-up stories about your
event. You can even be so bold as to write a suggested article as a "template."
Include in the press kit a frequently asked questions list about the company, pe
rson, product or service written in interview form. This makes it easier for rad
io and TV people to interview you or pick a few questions for press.
Most importantly, hire a photographer or carry around a digital camera. You will
want your event recorded. Offer the media electronic photos for their publicati
ons. Post printed photos at your place of business and include them in any follo
w-up thank-you notes to your guests.
Send persistent, automatic e-mails to inform, educate, sample and entertain pote
ntial attendees. I recommend two per week starting three months before registrat
ion is cut off.
Ask potential attendees to send contact information for five people who they thi
nk would be interested in attending, and ask them to send out the soliciting e-m
ail to two others not included in the original five.
Use a hook. Offer a free report, such as "How to gain more out of life by attend
ing these events" or "Top 10 ways to budget your time," to those in attendance.
Have a pre-event contest, with the winner to be announced at the event.
These are just a few ideas that will give your event a big bang. Using your imag
ination to come up with a few more will increase your PR immensely. The goal is
to get noticed and get people talking about your business.

Creating an Effective Business Card
The right business card will help you make a great first impression.
By Ivan Misner | September 22, 2003
Q: Business cards are an important part of a first impression when networking. D
o you have any recommendations on what makes an effective business card?
A: You're correct, business cards are very important, and they do have an effect
on someone's first impression of you when networking. Therefore, it is importan
t to tailor your card to the impression you're trying to make.
Have you ever tried on an article of one-size-fits-all clothing? It didn't fit y
ou all that well, did it? That's why clothing manufacturers make different sizes
, and if you want something that's absolutely perfect, you spring for some extra
bucks and go to a tailor.
Business cards are part of your marketing materials. When you're designing your
marketing materials, you certainly want them to be tailor-made. Using a generic
approach in your ads, brochures and Web sites won't set you apart from the crowd
; it won't tell people what's distinctive about you, your business, your product
s and services. It won't cause you to be remembered.
When you advertise your services or products, being specific marks you as an exp
ert. Networkers know that the more you bring your unique personality, needs and
capabilities into your business identity, the more referrals you're likely to re
ceive. The same applies to your marketing materials. To get the kinds of custome
rs you want, good marketing requires you to be specific about what you do and wh
at makes you unique.
A business card is an integral part of a good marketing plan. For its size and c
ost, it is probably the most powerful part. So it's especially important that yo
ur card be one that is memorable and makes a favorable impression. Otherwise, it
will probably get tossed into a drawer full of ancient, smudged, forgotten card
s that keep accumulating long after the businesses they represent have faded awa
y. That is, if it doesn't get dropped into the nearest circular file.
Your card should display the same design and basic information as your other mar
keting materials. But a business card is not a brochure or catalog; space is lim
ited, so you must choose your words and images carefully. Which information is a
bsolutely essential? What else can you include that will help persuade a prospec
t to contact you? Equally important, what should you leave out? Too much informa
tion can dilute or obscure your message.
How do you solve this space-vs.-content problem? A good approach is to break the
essentials down into three areas: identity, credibility and clarity. Identity a
nd credibility are concerned with what you should include on your card at a mini
mum; clarity is more about what to leave off.
Choose a card style that's appropriate for your business, industry and personal
style. If you're a funeral director, you don't want to be caught handing out day
-glow cards with cartoon figures on them. If you're a mechanic whose specialty i
s converting old Beetles into dune buggies, a formal, black-on-white engraved ca
rd will probably be drooped into the nearest circular file. Start with the style
that best supports the business image you wish to project. Here are five differ
ent card styles for you to consider:
Basic cards: This is a good card style when utility is all you need. It's a no-n
onsense approach that can appeal to clients and prospects who would not be impre
ssed by fancy design features--the people who want "just the facts, ma'am." The
design is simple, and the information is clear and concise. A basic card is usua
lly printed in black ink on plain white or cream stock.
Picture cards: Having your face on your card--whether it's a photograph, a drawi
ng or a caricature--helps a contact remember you the next time she sees you. Ima
ges representing a product or services, or a benefit your business provides, can
help you communicate your business better than dozens of words. Color is often
helpful on a picture card, too.
Tactile cards: Some cards are distinguished not so much by how they look as by h
ow they feel. They may use nonstandard materials, such as metal or wood, or have
unusual shapes, edges, folds or embossing. Tactile cards tend to be considerabl
y more expensive than regular cards because they use nonstandard production proc
esses such as die cuts.
Multipurpose cards: A card can do more than promote your name and business--it c
an also serve as a discount coupon, an appointment reminder or some other functi
on. It may also provide valuable information that the average person may need. F
or example, a hotel may include a map on the back of its card for any guests who
are walking around the vicinity. A card of any type can be made multipurpose by
adding these types of features.
Outside-the-box cards: A wildly original, fanciful or extravagant presentation c
an draw extra attention. Creativity knows no bounds--except the amount of money
you wish to spend. I've seen examples of these types of cards that were made of
chocolate or that folded out into a miniature box to keep small items in. One of
the most notable was a dentist's card that included a small compartment for den
tal floss to be pulled out. These are all examples of "outside-the-box" thinking
.
For more detailed descriptions of these and other types or categories of busines
s cards, take a look at the book It's in the Cards. In it, my co-authors and I r
eview more than 2,000 business cards from 10 countries and select more than 200
examples of some of the best, which are shown throughout the book in full-color.
I have one other recommendation about networking and business cards. If you coll
ect cards by the dozens at conferences, trade shows, mixers or sales meetings, y
ou may find that a card scanner is a huge timesaver. They generally come in palm
-sized devices and can be used anywhere there's electricity. They make an image
that can be downloaded onto your computer, where they can be read by your databa
se software. We used CardScan by Corex to track the thousands of cards we review
ed for our book. It's a great type of device for any master networker who needs
to manage his or her business cards.
Publicize Your Business With Radio Interviews

Tips for using this medium to your advantage
By Al Lautenslager | October 20, 2003
.html
Q: How can I generate PR by radio interviews, and what do I say if I get one?
A: Just like the publishing of your press release in a publication, radio PR is
free advertising. And just like PR in a publication, some of the same considerat
ions must be given to radio PR.
In a publication, a directed press release needs to be newsworthy. At the least,
it has to be of interest to the readership of the publication. In radio, a radi
o interview must be of interest to the "listenership." You don't interview a bus
iness author on a home and gardening show. You don't interview a public official
on a technology and computer show. And just like publication PR, interviews and
news items are generated by press releases-so don't forget to add your local ra
dio stations to your press release distribution list.
One way to generate a radio interview is to attach a list of frequently asked qu
estions to your release that are pertinent to the topic. In most situations, the
host of the radio show will read from your list of questions and lead you throu
gh the discussion of your topic. One thing to remember, regardless of the questi
ons the host decides to use, is that you must always have a key message. You sho
uld plan it out in advance. Just like PR in a publication, this is not purely pr
omotional. If you land a radio interview and turn it into an on-air sales pitch,
consider it your last interview at that station and a guarantee to turn off you
r audience. During your interview, use that key message as something to refer ba
ck to. Your audience will remember you and your key point if you make it more th
an once.
Prepare yourself for curve balls thrown by the interviewing host. Don't expect h
im to read your FAQ sheet verbatim or go in order. Practice with someone much li
ke you would for a vocabulary test. Try not to always say, "That's a good questi
on." That usually implies that your answer will not be as good as expected.
During the course of the interview, you are considered the expert of your topic,
so talk with confidence and use facts. Tentative answers and conjecture will fl
op the interview.
It's OK to say, "I'm not sure about the answer to that" or "I don't know." Just
use this as an opportunity to bring the host back to your key points and message
s.
Never answer a question from the host with a question. That also spells doom in
the radio interviewing business. The host typically wants to do less work than y
ou during the interview. If he has to start answering your questions, he won't b
e a happy host. And a happy host is a good host in the radio PR world.
Even though you are prepared and you have your list of questions, a question cou
ld come your way that will totally throw you off guard. That's why practice is i
mportant. Being light on your feet will pay off in these situations.
One more note: If you know of the interview ahead of time, don't forget to issue
a press release announcing your slot on the station. This will double the effec
t of your PR.
Radio stations have a lot of time to fill. Listen to how many subjects they cove
r during a particular time slot on the radio. Multiply this by all the radio sta
tions in the country and the time slots during the day. There's a greater demand
for radio appearances that generate radio PR than you think. Contacting the pro
ducer of each show via a press release is the start of your radio media relation
ships. The good news is, if you're good in your interview, you will be asked bac
k. You can also offer yourself as an emergency backup if a particular guest does
n't show or runs into a conflict.
Radio PR is there for the asking. Working and focusing on the asking will public
ize you and your business.

Building a Think Tank for Your Business
Use existing contacts and make new ones to create your own expert network.
By Ivan Misner | October 27, 2003
Q: I've heard the term "knowledge network." What does it mean, and how does it f
it into my business networking efforts?
A: As a business professional, you need a constant supply of information to achi
eve success. You must stay aware of trends and issues and keep up with rapid eco
nomic and technological changes to become and stay competitive. Your "knowledge
network," or what I call the information component of your network, consists of
your most knowledgeable sources, the people who can provide you with the knowled
ge and expertise you need to run a successful operation.
You may have already discovered that it's next to impossible to keep up with all
this information on your own. There is simply too much of it, and your own incl
inations and time limitations steer you toward some kinds of knowledge but cause
you to neglect others. You may be strong in marketing and business planning, bu
t weak in personnel and legal matters.
Fortunately, the knowledge you lack is always someone else's specialty, so you c
an turn to others for help. This is what you are preparing to do when you set up
your network's information component--a web of contacts who know and understand
what you must do to achieve success in your profession or business and who have
the experience to help you achieve your goals.
Step 1: Categorize your information or knowledge network members.
There are usually at least a few people who can help you deal with certain issu
es or special problems that you may encounter in the business or profession you
are in or are interested in entering. In lieu of specific knowledge, you must kn
ow in advance whom to contact and where to go to get the information you need. H
ere are the kinds of people you should include in your information network:
People like you: There are some real advantages to seeking out people who have t
he same interests and goals as you and who are trying to achieve the same thing
you want to achieve. They are collecting the type of information you need, and v
ice versa. Partnering with them can help you both get it faster by dividing the
research effort.
People who are in your profession: As a rule, your best information sources will
be people who are doing successfully what you want to do (perhaps in a differen
t location or serving a different clientele). They will be aware of current tren
ds and issues in your field and may have already faced some of the challenges yo
u are now facing. Try to identify and speak with three to five individuals who f
it this category. They will have current directories, manuals and information ab
out upcoming events related to your profession, as well as relationships with ve
ndors you may need to hire.
People who were in your profession: Find out why these people are no longer in t
he profession. What happened to their business? What are they doing now? Did the
y make the right decision to leave the profession? Talk with those who were succ
essful and those who were not. Depending on the industry and the length of time
the person has been away from it, this information may be valuable in helping yo
u plan.
Authors: People who write or produce books, articles, audiotapes and videotapes
on your profession are key subject experts. They usually have broad or deep know
ledge about procedures, systems, technologies, tactics and developments in your
field. A few tips from these individuals could save you money and time.
Regulators: People who regulate, audit or monitor professionals in your field ca
n certainly tell you stories about the legal, procedural and operational pitfall
s that you might run into and probably know how to survive them. You may even di
scover legal loopholes that can make life and business easier.
Trainers: The wonderful thing about trainers is that they specialize in impartin
g knowledge. They help people understand the basics; they introduce new technolo
gies, procedures and techniques. Try to gain access to their training materials;
if necessary, sign up for training sessions.
Consultants: Professionals use advisors and consultants to help them solve probl
ems that they find difficult to handle alone or deal with impending change. Some
consultants are generalists, while others are specialists. Most are skilled in
assessing problems.
Members of professional organizations: People who are active members of trade, b
usiness and professional organizations are prolific sources of information. Thei
r membership gives them access to directories, newsletters, seminars, presentati
ons, calendars of events and more. By networking, they stay in touch with indust
ry issues and trends. Spending time with them will help you discover new ways to
do things.
Step 2: Identify your information network members.
Using the Information Network Component Tool here, first write the names of peo
ple you know, or know of, who fit each category. Write as many names as you can
think of before you do anything else; try to name at least three people in each
category. If necessary, you can use a name in more than one category, but it's b
etter to come up with as many individuals as possible. Remember, it's informatio
n you're after, and more people means more information. Once you've written down
as many names as you can think of, go back and fill in the contact information
for each one.
When you've completed as much of this as you can, start connecting with these pe
ople to enhance and improve your knowledge network. As you do this, your network
and the information you need to build your business will expand and grow.
7 Steps for Generating New Business Opportunities

Follow these guidelines for creating a plan that will help you bring in more bu
siness.
By Linda Kazares | November 03, 2003
URL: http://www.entrepreneur.com/growyourbusiness/exploringnewmarkets/article652
10.html
Entrepreneurs often live with the hope that if they build it, customers will com
e. But in today's economy, it takes a lot more than hope to get people to purcha
se your products or services: New business-building practices are a must if you
want to expand.
Another necessary element is a clear-cut plan for growth. But many entrepreneurs
get obsessed with creating the perfect plan. Or they never get around to puttin
g one together. Crafting a plan is necessary, quick and effective. And we can sh
ow you how to do it. The following seven steps should take you no more than four
hours to complete-a small price to pay for a tremendous upside. The result? A r
oad map that will infuse new energy, enthusiasm and vision into your company's g
rowth plans. So let's get started.
Step 1: Focus on your core product. A very successful e-newsletter entrepreneur
has built his business around this mantra: "Prospects buy when they trust your v
alue is applicable to them and believe your company is stable." This strong posi
tion allows him to constantly check up on the services and value he's providing
his customers. Keep this statement in mind as we go through the rest of the seve
n steps, because internalizing this mantra is the key to a solid plan.
It's common in small, service businesses that the entrepreneur feels he or she m
ust do everything the "big guys" do to compete. The truth is, small-business own
ers can really never compete in the same way. So it's essential for small busine
sses to differentiate themselves by focusing on the unique capabilities and core
products they bring to prospects. Specialization is the entrepreneur's greatest
asset.
Step 2: Keep your pitch simple. The last time you asked someone at a party what
their company does, did you get a clear, concise response? Or did your eyes glaz
e over by the time they got to the end of their explanation? My guess is, it was
probably the latter. Now imagine that same pitch being presented to prospects w
ho don't have a glass of wine in their hands to distract them! It's not a pretty
picture.
What every company needs is a simple "elevator pitch." That's a short, concise m
essage that can communicate your message to a prospect in 30 seconds or less. It
explains the value your product or service provides so the prospect understands
why it's applicable to them.
Try this little exercise to test your pitch clarity quotient. Ask someone who do
esn't know what you do to listen to your pitch. Explain what your company does,
and watch for signs of fatigue-eyes watering, lids getting heavy, and so on. Of
course, you may have the perfect pitch. But if you don't, you'll recognize it ri
ght away from verbal and physical responses.
Step 3: Stay true to who you are. Knowing who you are and what gets you excited
(and bores you to tears) will help you reach your goals. Nothing can derail a gr
owth plan more than discomfort and procrastination-it's simply human nature to p
rocrastinate over things that cause discomfort. And there are dozens of daily bu
siness requirements that every business owner detests. If you're finding yoursel
f putting things off, it's time to start delegating

Stay true to who you are and what you do best: Hand off those tasks that will bl
ow you off course because you don't like doing them, so you don't! Stretch and g
row your capabilities in alignment with your interests and expertise. If account
ing is your nemesis, hire a bookkeeper. If your personal organization is out of
control, hire a temp to set up a new filing system. Always make sure that you're
focused on your priority "A" tasks and delegate your Bs and Cs.
Step 4: Map it. Mapping your capabilities with your target clients' needs is an
excellent way for you to determine your service strategy. You'll find that while
you may be perfectly skilled in many areas, you're going after customers who do
n't need your particular expertise.
One common trait among many entrepreneurs is the urge to "cast a wide net" by be
ing all things to all companies. In almost every case, however, a small business
flourishes because it has a narrower service offering. Remember, a small compan
y's value is that it can specialize in unique, top-quality services.
Develop a list of decision-making criteria that you expect your clients to use w
hen choosing a provider in your industry. Then rank yourself (and be brutally ho
nest) in terms of where you'd be positioned in each category. After this intense
evaluation, make sure that your elevator pitch is still on target.
Step 5: Utilize marketing tools that work best for you. When deciding on a marke
ting strategy, implement one that fits your personality and the customers you se
rve. For instance, if you're terrified of getting up in front of a crowd, don't
schedule yourself to participate on a panel in the hopes of generating business.
You'll derail your efforts if you don't perform well.
Identify the top two marketing tools you've used in the past that have worked fo
r your company. Let's say that's cold calling and a Web site. Then start adding
new ideas for a fresh perspective. When selecting your marketing tools, also eva
luate them from a financial and cost basis. Decide what will yield the best retu
rn on your efforts. Each tool should lead to a revenue-producing result in one w
ay or another.
Step 6: Implement a plan of action. Up until now we've been in the planning mode
, but now it's time to dig in and put it to work. Your action plan will also giv
e you the map you can use to measure your progress.
Establish goals that can be reviewed at three and six months. At incremental poi
nts within each three-month period, keep checking your plan to see if you're mee
ting your goals. If you find you're missing the target, ask why. Were the tools
appropriate for your target customer? Did you integrate the strategy, or did you
just focus on one of the tools?
And don't forget to plug in specific actions that you'll do every day to help yo
u meet your goals. That daily strategy will keep the goals of the plan top of mi
nd.
Step 7: Exercise the plan. This final step is really straightforward: Just do it
: Complete the daily actions, and then do something extra to accelerate your suc
cess plan. If you approach your plan and get butterflies in your stomach, either
get over it or substitute an action that you're comfortable with so you stay on
course. Don't let unplanned tasks waste precious time that should be applied to
ward reaching your goal. And most of all-enjoy the process!
Linda Kazares is the founder of Face-to-Face Connect. A committed entrepreneur w
ith more than 25 years experience in sales, marketing and channel development, L
inda is also an author, publisher and public speaker who presents seminars to en
trepreneurs that focus on developing strategies for new business-building practi
ces.
How to Reach Your Target Audience

Narrow your focus to get your message out to potential clients.
By Roy H. Williams
URL: http://www.entrepreneur.com/advertising/adcolumnistroyhwilliams/article6524
2.html
Q: I am the president and CEO of a residential and commercial cleaning service t
hat I started last year, and so far I have eight continuous clients who I got by
word-of-mouth. How can I narrow my target audience to attract new clients?
A: Let's begin with the idea of "narrowing" your target audience. Theoretically,
since your cleaning service is currently both residential and commercial, your
target currently includes everyone in your local area. So your first decision is
how to limit yourself geographically. I suggest that you focus your energies on
only one section of your city and then expand your selected zone as finances, o
rganizational skills and available manpower permit. Choose a specific section of
the city and focus your efforts there.
Your second choice is whether to target residential or commercial accounts. Due
to the specific nature of the marketing challenge you face, my suggestion is tha
t you go after commercial business.
Advertising costs in the major cities are extraordinarily expensive, so traditio
nal mass media--television, radio, newspaper, outdoor--is usually out of the que
stion. You simply don't have the money.
This brings me to the good news and the bad news, which, interestingly, are one
and the same: Time and money are interchangeable. You can always save one by spe
nding more of the other. In other words, your ad budget is going to be measured
more in shoe leather than in dollars. You, or someone you hire, will have to mar
ch into the front doors of the businesses in your targeted trade area and delive
r a business card attached to a memorable and useful novelty, such as a little d
ust pan/whisk broom combination in which the whisk broom snaps into the dust pan
for easy storage. There are a thousand such novelties that can be purchased and
imprinted with a message, such as "Please call us to do your cleaning," and you
r business's phone number. Just type "advertising novelties" into any search eng
ine, and you'll find several companies anxious to help you.
The phone number on both the business card and the novelty gift should ring a ce
ll phone that you are prepared to answer 24 hours a day. There are two reasons f
or this: The first is because you are a service company, and no single statement
communicates a stronger commitment to service. Second, when you drop off the no
velty and business card to the receptionist and ask him or her to "please give i
t to the operations manager or other person in charge of making sure the office
is clean," that phone is often going to ring before you have traveled very far,
meaning that you just happened to catch someone who had been thinking about hiri
ng a company such as yours, but hadn't quite gotten around to it. When that cell
phone rings, you need to be able to pop right back in and seal the deal.
This strategy is ancient, tested and reliable. The only way it can fail is if yo
u don't walk in enough doors. Do you have the discipline to walk into 50 new bus
inesses every day? If you do this faithfully, you will have called on 250 busine
sses at the end of a week, 1,000 in a month, and your business will easily have
doubled from its current size of "eight continuous clients."
The only other thing you need is to post a super-simple Web page online that tel
ls about your company. Be sure your Web page includes your city name, as well as
the words "24 hours," "commercial cleaning" and the name of the area you have t
argeted. The electronic spiders sent out by the search engines will soon find yo
ur Web page, and your name will pop up when someone in your area is searching on
line for a cleaning service. Yes, the search engines are rapidly replacing the Y
ellow Pages. I do not suggest that you buy an ad in the Yellow Pages at this tim
e.
Nicknamed "the Wizard of Ads" by an early client, Roy H. Williams and his staff
have often been the unseen, pivotal force in amazing come-from-behind victories
in the worlds of business, politics, and finance. Williams is the author ofThe
Wizard of Ads, Secret Formulas of the Wizard of Ads, Magical Worlds of the Wizar
d of Ads, Accidental MagicandFree the Beagle.
Guerrilla Marketing in a Tough Economy

To succeed during an economic rough patch, you have to think--and act--like a s
uccessful guerrilla marketer.
By Jay Conrad Levinson | November 17, 2003
The following was excerpted from Surviving and Thriving in Today's Economy, a sm
all-business resource booklet published by BellSouth. To download the complete b
ooklet, visit www.surviveandthrive.net.
Tough times don't have to be as tough as you think. In every down economy, some
businesses lose money while others seemingly coin money. The plain fact is that
guerrillas have an advantage during tough times. They are able to work in relati
vely shorter time frames. Their penchant for information enables them to react m
ore quickly and creatively to market needs.
Guerrilla marketing is quite different from traditional marketing. Guerrilla mar
keting means going after the conventional goals of profits, sales and growth but
doing it by using unconventional means, such as expanding offerings during gloo
my economic days to inspire customers to increase the size of each purchase.
Guerrilla marketers are aware that their prospects are more likely to recall mar
keting messages delivered consistently during a fragile economy, even if they ar
e smaller and less frequently delivered. So, their companies market even when th
e economic situations is in its darkest days, with messages that convey they und
erstand the market and the goods and services are priced accordingly.
Instead of asking that you invest money, guerrilla marketing suggests you invest
time, energy, imagination and knowledge instead. It puts profits, not sales, as
the main yardstick. It urges that you grow geometrically by enlarging the size
of each transaction, having more transactions per year with each customer, and t
apping the enormous referral power of current customers. And, it does it through
one of the most powerful marketing weapons around the telephone.
It preaches fervent follow-up, cooperation instead of competition, "you" marketi
ng rather than "me" marketing, dialogues instead of monologues, counting relatio
nships instead of counting sales, and aiming at individuals instead of groups.
The guerrilla lives by different rules during tough times than during boom times
. The guerrilla attacks when the competition retreats, and the attack is concent
rated where the guerilla offers specific product or service advantages. Retreati
ng companies leave voids in the market, ideal niches for guerrilla companies.
All guerrillas realize that the process of marketing is very much akin to the pr
ocess of agriculture. Their marketing plans are the seeds they plant. Their mark
eting activities are the nourishment they give to each plant. Their profits are
the harvest they reap. They know those profits don't come in a short time. But c
ome they do if you start with a plan and commit to it the real secret of successfu
l marketing during rugged economic times.
Guerrillas know that many companies have scrubbed or reduced their marketing bud
gets to combat tough times and that I will cost those firms three dollars for ev
ery dollar formerly spent to reach the same level of consumer recognition and sh
are of mind they previously enjoyed.
"In a dog-eat-dog economy, the Doberman is boss," said Edward Abbey, the author
and naturalist. In this regard, the Doberman and the guerrilla have a lot in com
mon.
Guerrillas know that they must seek profits from their current customers. They w
orship at the shrine of customer follow-up. They are world-class experts at gett
ing their customers to expand the size of their purchases. Because the cost of s
elling to a brand-new customer is six times higher than selling to an existing c
ustomer, guerrilla marketers turn their gaze from strangers to friends.
This reduces the cost of marketing while reinforcing the customer relationship.
To guerrillas, follow-up means marketing to some of the most cherished citizens
of planet Earth their customers.
When your customers are confronted with their daily blizzard of junk mail and un
wanted e-mail, your mailing piece won't be scrapped with the others, and your email won't be instantly deleted. After all, these folks know you, identify with
you, trust you. So they'll be delighted to purchase or at least check out that new p
roduct or service you're offering. They'll always be inclined to buy from a comp
any they've patronized.
In an ugly economy, the telephone is a remarkably effective follow-up weapon. Do
n't use the phone to follow up all of your mailings to customers, but research p
roved that it will always boost your sales and profits. Sure, telephone follow-u
p is a tough task. But it works. Anyhow, no one ever said that guerrilla marketi
ng is a piece of cake.
E-mail ranks up there with the telephone, possibly even out outranking it. It's
inexpensive. It's fast. It lets you prove that you really care. It helps strengt
hen your relationship.
Lean upon your website as well. Instead of telling your whole story with other m
arketing, use that other marketing to direct people to your site. Then, use the
site to give a lot of information and advance the sale to consummation. A key to
online success is creating a brief and enticing e-mail that directs readers to
a website that give enough information for a person to make an intelligent purch
ase decision.
Guerrillas are able to think of additional products and services that can establ
ish new sources of profits to them. In any kind of economy, they are on the aler
t for strategic alliances fusing marketing efforts with others. This kind of coope
rative marketing makes sense at all times, but makes the most sense during tough
times, when companies must market aggressively while reducing their marketing i
nvestment.
In gloomy economic days, when everything else seems to be shrinking, think in te
rms of expanding your offerings. Do absolutely everything you can to motivate cu
stomers to expand the size of their purchase. Prove that buying right now is a s
hrewd move because of the tough times.
In marketing to customers and to non-customers, show that you are fully aware of
the economic situation and that you have priced your goods and services accordi
ngly. Even though your marketing is always truthful, exert even more of an effor
t during bad times to make it sound truthful. Candid language is a powerful weap
on. Admit that times are tough; admit that people must be extra careful when buy
ing things; explain that you're fully aware of the economy and are taking specia
l steps because of it.
The Internet and your bookstore are teeming with a treasure trove of marketing t
actics that can help you weather the toughest of times. But learning about them
is only half the battle. When you begin putting them into practice, you'll assur
e that the real tough times are those faces by your competition.
Jay Conrad Levinson is the author of the Guerrilla Marketing series of books, no
w in 39 languages. His latest venture is his online text and video report, Guerr
illa Marketing Bombshells.
On Location
Making your business the star of the big screen could mean big bucks and local
exposure.
By Nichole L. Torres | Entrepreneur Magazine December 2003
When Steven and Scott Parker rented out Watson Drugs, their 1950s-era drugstore
and soda fountain, to the Hollywood film community, it was more than a favor. Fo
r this father-and-son team, permitting Tom Hanks and his crew to film the 1996 m
ovie That Thing You Do! in their Orange, California, establishment was a way to
keep their business alive.
No strangers to filming, Steven, 43, and Scott, 60, had allowed both TV and film
to be shot within their vintage walls since Scott purchased the store in the 19
70s. "When [Hanks' crew] filmed here, we were having a really hard time keeping
our heads above water," says Scott. The rental fee paid by the production helped
get Watson Drugs over the rough spot. More important, the film drummed up susta
ined interest in the store and the local community. Today, wide-eyed tourists re
gularly visit Watson Drugs to the tune of more than $4 million in annual sales.
Business owners may think filming means nothing but inconvenience-noise, bright
lights and parking restrictions or street closures that drive customers away. Bu
t in reality, say experts, filming usually injects major funds into a local econ
omy. When Planet of the Apes was filmed in the Ridgecrest, California, area, it
contributed $3.4 million to the region.
To minimize inconvenience, businesses should communicate with film crews and loc
al film commissions before filming starts, says Kathleen A. Milnes, senior vice
president at the Entertainment Industry Development Corp. (EIDC) in Hollywood, C
alifornia. When crews want to film in the Los Angeles area, they first go to the
EIDC, which notifies the community and works to alleviate any concerns.
What if Hollywood knocks on your door wanting to film in your store? Do your hom
ework, says Ray Arthur, director of the Ridgecrest Regional Film Commission. Wor
k out a deal to secure specifics like times for crews to start and finish, with
a payment schedule for overtime and other contingencies. Local film commissions
can help you cover your bases and ensure the filming is a good experience. "Here
's a group of 100 to 200 people who, drop money on the ground for a few days and
leave," says Arthur. "You couldn't ask for a better industry to come to your to
wn."
Why You Need PR

Getting the word out about your product or service should always be a priority.
By Al Lautenslager
.html
Q: Why is public relations important for my company?
A: According to Public Relations News, "Public relations is the management funct
ion which evaluates public attitudes, identifies the policies and procedures of
an individual or an organization with the public interest, and plans and execute
s a program of action to earn public understanding and acceptance."
While the public part implies inclusion of things like public affairs, community
relations, investor relations, public press conferences, media events, internal
communications and crisis communications, it also involves a lot of behind-thescenes, non-public activity. It could involve simply the writing of a press rele
ase, but it could also involve coordinating media contacts for an event or confe
rence, securing credentials, lobbying for article placement and the like.
Sometimes public relations is an effort to influence the public. This is especia
lly true for political action groups, associations and other groups. Sometimes p
ublic relations is community relations. Just look around your own community to s
ee how many companies and organizations have a community affairs initiative or a
person in charge with a related title. In larger, publicly held firms, this per
son is sometimes the director of investor relations. Investors are a public enti
ty, so in this case public relations is appropriate.
What the public wants to hear is a good story. Good PR is the telling of a good
story. The better the story, the better the acceptance by the public and the bet
ter the public relations. Of course if the story is especially appealing to thos
e that could be your clients, then you could have a PR homerun. In this case, it
is communication with your target market that may or may not be very public.
PR's importance is changing, according to The Fall of Advertising and the Rise o
f PR (HarperBusiness). American marketing strategists Al and Laura Ries argue th
at public relations has become the most effective way to build a brand. Well-kno
wn brands like The Body Shop, PlayStation and Harry Potter spend little on brand
-name advertising. The same is true for many entrepreneurial companies like your
s. Business owners become known in their respective fields of concentration many
times through public relations and the associated media generated.
PR is communication in many ways with your target market. Maybe instead of publi
c relations we ought to call it target market relations or TMR. You may be commu
nicating about a new product, spreading news about your company or making a majo
r announcement. You want to communicate publicly, but the only people you care a
bout are potential prospects, customers or investors, in the case of a partnersh
ip or a public company. One exception may be communication to a group that you a
re trying to influence for the best interest of your company and target market.
An example of this is lobbying government.
Define what your public or target is in your public relations effort. This is be
st done by defining your target market and then any sub-segment. Lining up publi
cations and broadcasts with the market and the segments will define what the pub
lic is for your public relations.
The bottom line is to get word out about you, your company, your products and se
rvices to those who could potentially buy from you. Public relations is just one
part of marketing, as marketing is made up of many things. The good news about
PR is the cost and the effectiveness when it's in front of your target market.


Referrals and the Do Not Call Registry
What does this new law mean for your business's networking efforts?
By Ivan Misner | November 24, 2003
Q: How will the Do Not Call Registry here in the United States affect my ability
to follow up on referrals for new business?
A: The Do Not Call Registry in the United States is great for companies that foc
us on getting a large part of their business through word-of-mouth. It is, howev
er, a huge blow for telemarketers.
The main purpose of this registry is to give people added protection against tel
emarketers by prohibiting phone calls to consumers who have put their phone numb
ers on the National Do Not Call Registry. The registry has been accepting listin
gs since June 27, 2003, from consumers who choose not to receive telemarketing s
ales calls. Consumers can place their telephone numbers on the registry by makin
g a toll-free phone call or by going to the registry Web site and signing up the
ir personal numbers (including mobile phone numbers). Registrations are good for
up to five years and must then be renewed to stay in force.
Two separate rulings earlier in 2003 established that the FTC lacked the authori
ty to run the registry. However, this prompted Congress to pass, and President B
ush to sign, a bill clarifying the FTC's role in record-breaking time (which ill
ustrates the level of frustration that the public has with telemarketers).
At the time of this writing, the Do Not Call Registry is fully functional, with
more than 54 million phone numbers registered in the system. More importantly, m
ore than 50,000 complaints have already been filed reporting violations of the r
ule. Telemarketing abusers may be subject to a fine of up to $11,000 for each in
fraction of the registry rules.
Clearly, you do not want to do anything that would put you in jeopardy for this
type of fine. Therefore, the way that you follow up on referrals is very importa
nt because you do not want to be confused with a telemarketer when calling someo
ne on the registry.
Here are some points to remember when following up on a referral:
The registry provisions do not apply to business-to-business calls, except for t
elemarketers selling nondurable office and cleaning supplies to businesses. Othe
r than that exception, you should be safe to follow up on a referral by contacti
ng the person on his or her business phone number.
You may follow up on any referral to a home number (even those on the registry)
if, and only if, the person you are calling has given you written permission to
call them. An electronic signature or e-mail is acceptable as written permission
.
There is an "established business relationship" exception to the Do Not Call reg
ulations. The regulations define this as anyone who has purchased your product o
r service within the past 18 months. This means that you may contact anyone (eve
n if they are on the registry) if your company has done business with them in th
e last year and a half.
For more information on how the Do Not Call Registry may apply to your business,
visit the registry's Information for Business page.
This new legislation is great news for any business that relies heavily on refer
rals and understands and follows the above procedures. For those of us who think
referrals are important, look at the new regulations this way--the U.S. governm
ent has just legislated something that makes referrals more important than ever
and cold-calling more difficult than ever. This should be a wake-up call for the
many companies out there who are still training their sales force to build thei
r business through telemarketing. Networking, relationship marketing and referra
ls are the wave of the future for doing business. If you want to be successful i
n today's business environment, it will be increasingly important to build skill
s in this area.
How to Get Editors to Read Your Press Releases

Understanding these considerations, mistakes and myths will increase the probab
ility of publication.
By Al Lautenslager | December 15, 2003
URL: http://www.entrepreneur.com/marketing/publicrelations/gettingpress/article6
6048.html
Q: What can I do to increase my chances of having my press releases used by a ne
wspaper or magazine?
A: Whether you're creating your PR, thinking about creating it or you're just ab
out to launch it, beware of these shortfalls, mistakes and other considerations:
Editors hate promotion. The purpose of publicity is to inform the public about n
ews, events, people and things of that nature, not to tell a story. Editors and
reporters are sensitive to what the reader wants to read. Since a significant po
rtion of news in a news publication comes from press releases, editors want to s
ee news. They hate promotion. If your press release contains information that is
purely promotional and you try to disguise it as news, editors can pick out the
promotion a mile away. Don't do it. Save yourself the time and aggravation. Edi
tors and reporters form opinions and perceptions about those that submit release
s. If you continue the promotional angle, you will get the reputation of being a
promoter. When you have real news to communicate, editors will then ignore you
because of that reputation. Think news. Put yourself in the editor/reporter's sh
oes and the reader's shoes, and communicate newsworthy facts, not personal, prom
oting stories.
Don't put out a press release announcing a time-sensitive event the day beforeha
nd. Planning a publication and laying out a publication takes more time than ove
rnight. Even though you see yesterday's events communicated in today's newspaper
, it doesn't mean there was a happenstance layout with no prior planning done. E
ditors and copy editors have a place for breaking stories, event announcements a
nd general PR. Respect the fact that there is a degree of planning involved. Tur
n in any press releases related to time-sensitive events early enough so that an
editor can plan accordingly. Communicating information today about an event tom
orrow is not soon enough for most editors. Planning your own PR and associated p
ress releases must be part of your event, product launch or personnel planning.
Make sure that your publicity has a news angle to it. You now know editors hate
promotion. What they do like is news. Creating a newsworthy angle to anything in
creases the probability that something will get published. Sometimes just using
the word "news" in the headline of a press release will indicate that. Usually a
nything with a time or date associated with it is considered news. Think announc
ements, events, happenings and occasions.
Local angles to national stories are also considered news. These sometimes can b
e human-interest stories. The national story is more newsworthy and satisfies th
e news requirement of most editors. Anniversaries are news. Promotions in manage
ment are news. Seminar announcements are news. New product information is news.
Consider what readers want to read. Put yourself in their shoes. Some news doesn
't matter to the readership. This is where identifying your target market comes
in. You want to publicize in those places that are seen by your target market. I
f a particular publication doesn't necessarily reach your product market, there
is no reason to communicate your news. A business seminar announcement is of no
use to a gardening club. Reorganization in the largest business in town is of no
interest to sports junkies. Consider the publication; consider the readership;
consider what else is publicized in a particular publication.
Don't call the editor to see when your release might run. Over half of the press
releases an editor receives are discarded, ignored or not used. Press releases
hit an editor's e-mail inbox or his or her fax machine sometimes like popcorn--t
here's more than can be handled, managed and certainly published. An editor is g
enerally in charge of other publication content. The day in the life of an edito
r is a case study in prioritization and time-management. Receiving a phone call
from everyone who sent in a press release is an obstacle they don't need nor cho
ose to deal with. Once again, if you bug an editor and ask about placement, you
will get a reputation. Editors need to be handled with TLC.
If you do contact editors or reporters, first ask them if they are "on deadline.
" Sometimes there is reason to contact an editor. Maybe it's returning a phone c
all they made to you for more information. The first thing you should say when p
honing an editor is, "Are you on deadline?" Sometimes it's 3:00 p.m., and they h
ave a 5:00 p.m. deadline they are trying to meet and have three hours worth of w
ork to cram into those two hours. Fielding a call related to prospective PR ruin
s that time-management. Editors want the opportunity to say, "I'm busy, leave me
alone, I still want to talk to you but I've got a deadline." Don't be offended
by this; its part of the PR business.
Paid advertising generally has no bearing on publicity placement. One myth is th
at paid advertisers get preferential treatment for PR placement. This is a myth.
Editors generally don't talk to the advertising department. Now common sense do
es prevail when trying to take care of larger accounts and great advertisers. Th
ere may be an occasion where preference is given, but the general rule of thumb
is that you won't get preferential treatment for PR if you advertised.
The tips mentioned above also apply to broadcast news; just replace the word "ed
itor" with "producer."
Understanding some of these quirks, rules, myths and considerations will increas
e your probability of getting your news placed in the publications that your tar
get markets read.


Managing Your Business Cards
Try these tips for organizing all those business cards you've accumulated.
Q: Can you give me some suggestions on managing the multitude of business cards
I collect from people I meet at networking events?
A: You've been diligent in attending networking functions-making connections, ge
tting your name before the public-and you have a mountain of business cards to p
rove it.
But you've accumulated so many names, professions, specialties and companies tha
t you can't remember who does what. How can you get this jumble of valuable cont
acts organized in your mind? How can you keep the information at your fingertips
? It can be done, but it will take some planning.
There are many ways to do it, but the system that works best for you depends mai
nly on two factors: the nature of your business and the way you process informat
ion. With so many different kinds of businesses, the way you organize networking
contacts will probably be uniquely your own.
Whatever system you set up, the most important factors in maintaining it are to
(1) be consistent in the way you organize and use it and (2) keep the informatio
n in it up-to-date. Each time you return from a meeting, conference, trade show
or out-of-town trip and prepare to catch up on what's happening at the office, t
he first item on your agenda should be to record and organize the new contact in
formation you've gathered. Your starting point is all those new cards you've bro
ught back with you in your pocket, briefcase, suitcase, gym bag, purse or comput
er case. And if you're a really savvy networker, you will have collected several
cards from each contact, one to use in your card-filing system and the others t
o use when making referrals.
Let's break the work down into three clear tasks. To integrate the new informati
on into your existing network, you need to do three things: prioritize, organize
and follow up on your contacts. You will follow your own inclinations, preferen
ces and criteria for accomplishing each of these tasks, but the end result of yo
ur efforts should always be to strengthen, extend and enhance the effectiveness
of your network of contacts.
Prioritize
Regardless of your system, the first thing you need to do is sort your contacts
according to their potential importance to your network. Your time is valuable,

and if you're like most people in these busy times, you have to ration it. I re
commend a triage system:
The A list consists of contacts with whom you definitely want to develop relatio
nships and maintain regular contact, whose cards you want to keep near at hand.
This category can be further subdivided into three groups:
Prospective clients.
People you will refer to others.
People who will pass referrals to you.
The B list includes contacts whose cards you might want to keep for possible ref
erence, but that will not be developed under any of the A-list criteria. These a
re people with whom you don't expect to stay in regular contact other than sendi
ng them an occasional sales letter, promotional piece or newsletter. To simplify
your filing system, it's usually best to keep these cards separate from your Alist cards.
The C list is everybody else-people or industries you don't want or expect to co
ntact. There's no reason to keep these cards, so if you're short of desk space,
throw them away. But think carefully before you toss them: Haven't we all droppe
d something into the trash, only to regret it a day or two later? A separate car
d box might become a lifesaver. You can note the date of contact on the back of
the card and leave it in the C box for a few months or a year. Go through it per
iodically and cull the ones you've had the longest and never used. In the meanti
me, your C-box cards will come in handy as bookmarks or toothpicks.
Organize
Any two-way relationship, whether personal or business, is based on a familiari
ty with each other's interests, skills, preferences, ambitions, desires, charita
ble activities, hobbies and other factors. It is also based on making contact of
ten enough to avoid being forgotten or ignored. These two principles guide the w
ay your A list helps you build and maintain relationships.
Once you've done your triage and have sorted everything into three piles, you ca
n start to organize your A-list database by alphabetizing your cards, grouping t
hem by region or industry or profession, cross-referencing them or applying any
other criteria that fit your profession and your business habits.
There are two principal ways of setting up your database: the old way and the ne
w way. The old way is a manual filing system. The new way is a computer database
. I talk about both at length in a book I wrote with Dan Georgevich and Candace
Bailly called It's in the Cards. Take a look at Chapter 14 for more information
on organizing your contacts.
Follow Up
Your filing system may differ, but the importance of using it to make and maint
ain contact is vital. Write out a schedule and set goals for making contacts. Yo
u could set aside 30 minutes each day to look through your file and choose someo
ne to call. Or you could leave the time factor open and set a goal to call five,
10 or 20 contacts, new and old, every week. Keep an eye out for people and even
ts you can discuss and choose the people most likely to be interested in or able
to benefit from these opportunities.
Few of the people you meet for the first time at a business mixer are going to e
xpress a need for your product or service, but that doesn't mean you have nothin
g to offer them. Recommend the people on your A list by distributing their cards
at other functions you attend. Let them know you've passed their card to an ind
ividual, recommended their business and that the prospect is expecting a call.
Once you've made that first contact, you need to keep building on it. One import
ant way to do this is to follow up on previous contacts. A few weeks after your
note to someone, follow up with another note or a phone call to ask whether the
referral worked out. This will remind that person of your interest in his or her
business and other pursuits. It will also reinforce his or her resolve to look
for ways to return the favor.
Here are other occasions for calling a contact:
Follow up on a topic of conversation.
Request information about the contact's company.
Give a referral.
Arrange a meeting with someone the contact wants to know (and which you can atte
nd).
E-mail, fax or send news or information that may be of interest to the contact.
Invite the contact to an event.
Send a thank-you card or congratulations on a success.
There are as many reasons to make and follow up on contacts as there are people
and events combined. The important thing in developing your network is to start
with the business card. Give yours away freely in the certainty that something w
ill come of it down the line. Obtain cards from others in the knowledge that you
will find some way to be of benefit to each person that you can make a part of
your network.

The Importance of Diversity in Networking
When joining a networking group, it's best to find one with members from variou
s backgrounds.
Q: I recently visited a networking group, but I'm hesitant to join because it is
mostly made up of small-business owners and salespeople. I think it would be be
tter to join a networking group of business-to-business professionals who I can
relate to and who are looking for the same type of contacts that I need. What is
your opinion?
A: When it comes to business networking, you never know who people know. One of
the important keys to being successful at building a powerful personal network i
s that of diversity.
I've run a large business networking organization for the past two decades. I of
ten speak to people who tell me they want to network exclusively with other busi
ness professionals who work with clients in a similar socioeconomic target marke
t-in other words, they want to network with business professionals with similar
clients. Although it is good to include these people in your personal network, a
ny attempt to network with them exclusively would be a tremendous mistake.
It is human nature to congregate with people who are very much like us. People t
end to cluster together based on education, age, race, professional status and m
ore. The bottom line is that we tend to hang out with people who have experience
s or perspectives similar to ours. Often, most of our friends and associates are
friends and associates with each other as well. The problem with this is that w
hen we surround ourselves with people who have similar contacts, it may be diffi
cult to make connections with new people or the companies we desire to do busine
ss with.
A diverse personal network enables you to increase the possibility of including
connectors, or linchpins, in your network. Linchpins are people who in some way
cross over between two or more clusters or groups of individuals. In effect, the
y have overlapping interests or contacts that allow them to link groups of peopl
e together easily.
When it comes to networking, diversity is key because it allows us to locate the
se connectors between clusters of people. According to Wayne Baker, author of th
e book Achieving Success Through Social Capital, "Linchpins... are the gateways.
They create shortcuts across clumps" or groups of people.
The best way to increase the number of linchpins in your network is to develop a
diverse network, not a homogeneous one.
Having developed more than 3,000 networking groups in 16 countries around the wo
rld, I can categorically state that the strongest networking groups I've seen ar
e generally ones that are diverse in many, many ways. The more diverse the netwo
rk, the more likely it will include overlapping connectors or linchpins that lin
k people together in ways they never would have imagined.
One of the problems in understanding this concept is a somewhat built-in bias th
at many people have about networking with individuals that are outside their nor
mal frame of reference. Let me give you an example. A good friend of mine in Bos
ton, Patti Salvucci, recently told me an amazing story.
Salvucci runs dozens of networking groups for BNI (Business Network Internationa
l) in the Boston area. She told me about one of the groups she was visiting rece
ntly that met in a private meeting room at Fenway Park. She said that she arrive
d a little early to the meeting and noticed an older gentleman setting up coffee
mugs in preparation for the meeting. Well, Salvucci is a master networker, and
so she struck up a conversation with the man while waiting for members to arrive
. In talking to him, she was really taken by the amazing tenor of his voice. She
mentioned to him that he had an incredible voice and asked what he did before t
his. The gentleman informed her that he used to be a commentator for CNN. He wen
t on to tell her that in his later years, he wanted to work in a less-hectic job
as well as live closer to his daughter. He decided to take on the job of managi
ng the owner's suite at Fenway Park in Boston because it gave him an opportunity
to be close to his family while having a less-hectic career later in life.
Salvucci asked him about some of the people he met during his time in broadcasti
ng. He shared many great stories with her, including an interview that he had do
ne with JKF the week before he was assassinated. He also talked about meeting Ma
rtin Luther King, Jr. and Nelson Mandela. It was an interesting conversation tha
t she genuinely enjoyed.
Later, when the meeting was in full swing, one of the regular members, Don, publ
icly mentioned that he would really like to do a radio talk show someday and was
looking for some contacts that could help him pursue this dream.
"Do you see that guy over there?" Salvucci asked, pointing to the ex-CNN comment
ator. "Have you seen him before?"
"Yeah," said Don. "He's the guy who sets up the coffee for our meeting."
"Did you know that he used to be a broadcaster for CNN?" Salvucci asked.
Don said, "Wow, I had no idea."
Salvucci suggested that Don introduce himself and learn a little more about the
man he'd seen every week for several months. After all, he just might be able to
make a connection for Don in the broadcasting industry.
The irony in this story is that he had seen the man on many occasions but had no
t struck up a conversation with him because he felt they had little, if anything
, in common. The truth is, when it comes to networking, not having a lot in comm
on with someone means that person could be a connector for you to a whole world
of people that you might not otherwise be able to meet.
Some of the strongest networking groups I've seen over the past two decades are
ones that are diverse in many ways. They have a good mix of members based not on
ly on race and gender, but also on profession, age, education and experience. Th
e more diverse your network, the more likely you are to make overlapping linkage
s between clusters of people. The more linkages you can make between clusters of
people, the stronger your network can be.
If you wish to build a powerful personal network, branch out. Build a diverse ne
twork of professional contacts that includes people that don't look like you, so
und like you, speak like you or have your background, education or history. The
only thing they should have in common with you and the other people in your netw
ork is that they should be really good at what they do. Create a personal networ
k like that, and you'll have a network that can help you succeed at anything.
Promoting for Pennies

Marketing costs weighing you down? Here are 20 creative ways to boost business
without breaking the bank.
By Gwen Moran | Entrepreneur's StartUps February 2004
Startup businesses need to maximize every opportunity for promoting themselves.
Surprisingly, that doesn't necessarily mean pricey advertising campaigns and tim
e-consuming promotional programs. Many startup business owners overlook simple,
inexpensive opportunities to promote themselves, reinforce their brands and incr
ease sales through vehicles they already have in place. These opportunities cost
far less than most traditional marketing methods and have been very effective f
or many entrepreneurs. Here are 20 methods to get you going.
1. Invoices: Stuff your statements with special offers or information about new
products and services. Graphic designer and marketing consultant Jo Schloeder, 4
1, sent coupons for a free hour of services from her Wall, New Jersey, firm, Cre
ative Approach Inc. Since few people in her line of work use coupons, it got att
ention-and several new projects.
Cost: a few cents to print an information sheet.
2. On-hold programming: Use on-hold time to communicate to a captive audience. I
nstead of playing elevator music, use that valuable time to remind customers abo
ut special promotions or relay useful information.
Cost: Record it yourself, and it's free. Professional systems may run upwards of
$40 per month. Find providers in the Yellow Pages under "Phone Systems" or "Onhold Messaging."
3. Cash register receipts: If you generate receipts for your customers, they sho
uld include more than just a transaction record. Dave Ratner, 52, owner of Dave'
s Soda & Pet City in Springfield, Massachusetts, an award-winning chain of pet-f
ood and soft-drink retail stores, uses register receipts to periodically tell cu
stomers about specials, events and product reminders in his four stores.
Cost: If your register offers customizing options, $0. If not, staple receipts t
o information slips for pennies.
4. e-Mail signatures: When you get an e-mail from Eva Rosenberg, 50, publisher o
f TaxMama.com, you'll also get her contact information, a description of her sit
e's unique selling points, and a tip about what's new at her site. The Northridg
e, California, tax consultant says her e-signature has helped customers find her
contact information easily and has also helped facilitate media interviews.
Cost: $0.
5. Voice-mail messages: Instead of wasting time with instructions on leaving a m
essage, remind callers to visit your Web site or take advantage of upcoming seas
onal promotions. You could also use your company's tag line or slogan in the mes
sage to reinforce awareness.
Cost: $0.
6. Phone manner: Be sure whoever answers the phone at your place of business is
upbeat and helpful to callers. "That person is your vice president of first impr
essions," says Ratner. Employees fielding phone calls should be able to answer s
imple questions or know where to get answers, especially when a customer or pros
pect calls.
Cost: $0.
7. Stickers: They're not just for preschoolers. When Rosenberg launched her tax
consulting business and Web site, she bought 100 red heart stickers that said, "
We love referrals."
"We plastered them on everything that went out of our office, and business poure
d in," recalls Rosenberg. "Simply telling people we wanted referrals made a big
difference."
Cost: $7.50 for 100 stickers.
8. Frequent-buyer clubs: Ratner believes in rewarding loyal customers with gift
certificates to his store. He tracks purchases, and when customers get to a cert
ain dollar amount or quantity, they get a gift certificate for anything in the s
tore. For nonretail businesses, other ways to apply this might be a discount or
free gift after a certain number of hours or frequency of purchases.
Cost: For 500 small, black-and-white punch cards to track purchases, approximate
ly $50 to $75. If your point-of-sale or invoicing system already has a method of
tracking volume, you can do so internally for even less.
9. Product shipments: When you ship or deliver products, include an extra catalo
g, sales sheet or coupons in the package, making it easier for customers to plac
e additional orders.
Cost: a few cents to a few dollars per piece.
10. Occasion cards: Send birthday cards, Thanksgiving cards, congratulations car
ds-they're great ways to let customers know you care.
Cost: about $1.50 per card, plus postage.
Help on the Cheap
If you still need assistance in developing your marketing plan, here are a few p
laces to turn for lowor no-cost help:
Your local Small Business Development Center: This resource can provide help wit
h marketing and much more.
The Service Corps of Retired Executives (SCORE): SCORE offers free counseling to
start-up or established business owners.
Your local college: If you can offer a meaty assignment, you may be able to attr
act a marketing student to intern with your company in exchange for credit. If n
ot, see whether the college has a marketing or advertising club that can help.
Trade associations: Your industry group may offer assistance, statistics and res
earch that can help you refine your marketing. Visit the association Web site, o
r call for help.
11. Employees: Empower employees to solve customers' problems and motivate them
to bring customers back. Ratner says, "I make each employee sign a piece of pape
r stating, 'I understand that my number-one job, no matter what I was hired for,
is to make the customer come back.' This lets my employees know that we're seri
ous about customer service."
12. Business cards: Schloeder advocates printing information on both sides of yo

ur business card. "Why should it have just your name, address and phone number,
when you can include a description of your company, hours of operation, mission
statement or other important information?"
Cost: a few cents per card.
13. Signage: Look for other ways to use signage-at events or even on your vehicl
e. A local ice cream shop owner tools around my town with the name of his sweet
shop on a magnetic sign affixed to the side of his car. Everywhere he goes, he's
promoting his business.
Cost: about $40 to $75 for a magnetic panel.
14. In-store venues: Your windows, countertops, reception area, walls and other
on-site features of your business are great advertising vehicles. Frame advertis
ing campaigns, and put them on your walls. Create minisigns for your countertops
. Adorn visible windows with appropriate displays or graphics.
Cost: inexpensive frames for ads, $10 to $30 each; minisigns from your computer
printer, pennies; a window artist, about $25 to $50 per hour.
15. News releases: Get to know your local media, and learn how to make yourself
part of the headlines. A news release announcing the involvement of Schloeder's
company in developing a regional Web site ended up netting a small write-up in a
local newspaper. Over the course of two days, she received more than a dozen ph
one calls from prospective clients.
Cost: 37 cents.
16. Your expertise: Tax Mama Rosenberg routinely self-syndicates articles about
tax planning and other areas of expertise to local newspapers across the country
. These vehicles often have thousands of readers and are hungry for well-written
, informative content. Get a list of newspapers at www.newslink.org.
Cost: $0.
17. Networking: Head to your local chamber of commerce or other networking group
s with a pocketful of business cards. If your business is more national in scope
, attend appropriate trade shows and conferences. By networking with her competi
tion, Rosenberg landed referrals from others in her field when they've had too m
uch business or a conflict of interest.
Cost: $0.
18. Referral bonuses: Inspire customers to act as your sales force by giving the
m an incentive to bring you new customers. This may include a discount off their
next service or a small gift or credit on their account. Be sure to ask new cus
tomers where they heard about your business so you know when a customer has made
a referral.
Cost: a few dollars.
19. Speaking: Rosenberg markets her business through seminars, teaching prospect
ive clients about the tax issues about which she's so savvy. If you have a way w
ith words, seek out opportunities to speak in front of appropriate groups. This
positions you as an expert in your field. Look for groups in your newspaper's ev
ent calendar, or check with your local library, which may keep a list of social,
civic and business groups.
Cost: $0-and sometimes, you may receive payment for speaking.
20. Charities: Teaming up for a good cause-whether by donating products or servi
ces or volunteering your time on a nonprofit board of trustees-fosters goodwill
within your community. Most of the time, these activities are also rewarded by p
ublicity or promotion through the charity. You can get even more mileage out of
the event by posting photos in your place of business or sending out your own ne
ws release. It's a great way to do well by doing good deeds.
Cost: the wholesale cost of your time or product.
A Penny Saved...
Shel Horowitz may be the king of penny-pinching promoters. The Hadley, Massachus
etts, marketing consultant and author of Marketing Without Megabucks: How to Sel
l Anything on a Shoestring (AWM Books), among other titles, generally spends not
hing on his own promotions. Through a combination of paid speaking engagements,
barter and information-sharing, he's been able to bring in lucrative marketing a

nd copywriting assignments that pay about $125 per hour for clients as far away
as Cyprus, Europe and Japan. Here are some of the tactics he's used:
Bartering: In exchange for writing copy for a local Yellow Pages, he received fr
ee advertising in the book.
Recruiting free help: For his first Web site, he hired an intern who created the
site in exchange for the experience.
Creating a presence on the Net: Horowitz is active in Internet discussion groups
and works on generating publicity to get his name-and business-in print.
Information-sharing: In some cases, Horowitz, 47, is paid to speak to groups or
write articles to share his expertise. In these cases, his marketing becomes a r
evenue stream.
Horowitz shares more of his frugality on his Web site, www.frugalmarketing.com.
Gwen Moran is a writer and consultant specializing in marketing.

Giving Incentives for Referrals
It pays to encourage people to spread the word about your business.
Q: How important is it to offer some type of incentive for people who give me re
ferrals?
A: Everybody loves referrals, and one thing I've learned is that they also love
to be recognized for giving referrals.
In a survey I conducted with Robert Davis (published in our book Business By Ref
erral), incentives were found to be one of the most important methods of generat
ing referrals for successful business professionals. Incentives can range from s
imple recognition, such as a thank you, to monetary rewards based on business ge
nerated. Nearly one-quarter of all respondents in this international survey cons
idered incentives an effective generator of referrals.
Creativity is the key to any good incentive program. People just naturally like
to help each other, but especially when they know their efforts are successful.
Let your contact know when a referral he or she has made comes through and be as
creative as you can.
I've heard many novel ways businesspeople reward those who send them referrals.
A female business consultant sends bouquets of flowers to men. A music storeowne
r sends concert tickets. A financial planner sends change purses and money clips
.
I know of an accountant who thanks those who successfully refer a client to him
by paying for a dinner for two at an exclusive restaurant located at least an ho
ur drive from their homes. This approach firmly plants the accountant in the min
ds of his referral sources: They won't be able to use it right away, because the
distance requires that they plan for it. As the date approaches, because it has
been planned, they'll be talking about it (and probably about the accountant).
Later, when the referring party runs into someone else who might need an account
ant, who will he recommend?
One realtor I met in Northern California told me that for almost six years, he o
ffered a $100 finder's fee to anyone giving him a referral that resulted in a li
sting or sale. Yet during that time, he had only given away about a dozen finder
's fees. He decided it was time to try another kind of incentive.
Since he lived on a large parcel of land in prime wine country, he had begun gro
wing grapes in his own vineyard. A thought soon occurred to him: Why not take th
e next step? He began processing the grapes and bottling his own special vintage
wine. After the first harvest, he had a graphic artist design a beautiful label
, which he affixed to each bottle. He told all his friends that he did not sell
this wine; he gave it as a gift to anyone who provided him with a bona fide refe
rral.
He gave away dozens of cases in the first three years-half the time it took him
to give away a dozen cash finder's fees. Yet each bottle cost him less than $10
to produce. This special vintage wine makes him infinitely more money than givin
g away a handful of $100 finder's fees.
It sometimes amazes me, even now, how something as simple as a bottle of wine ca
n be such a powerful incentive for people to give you referrals. But the explana
tion is really quite simple: It's special. A bottle of wine that can't be bought
can be worth 10 times what it cost to produce when it's traded for something as
valuable as a business referral.
Remember, finding the right incentive is a big challenge-especially if you want
to score big by building word-of-mouth business. To make it easier on yourself,
get opinions and feedback from others who have a significant interest in your su
ccess.
Don't underestimate the value of recognizing the people who send you business. A
well-thought-out incentive program will add much to your word-of-mouth program.
Implement a PR Strategy in 7 Days

Building publicity for you and your business can be done one day at a time.
By Al Lautenslager | March 15, 2004
.html
Q: I want to generate publicity for my business, but I don't really know where t
o start or how to go about it. Can you help?
A: Here's how to generate publicity for you and your business by spending just a
little of each of the next seven days on PR:
Day 1: Determine your target.
Make a list of all the publications in your target market area. These will most
likely be newspapers, such as weekly newspapers, daily newspapers, regional busi
ness journals, free about-town advertising fliers and chamber of commerce newsle
tters. I would shy away from national publications unless you have a dynamite na
tional story or you have a connection at a national publication. Next, determine
the radio and television stations in your target market area. This includes AM,
FM, public radio, college radio stations and the like.
Day 2: Develop a database of contacts from day one.
From each of the publications, determine where your news or announcement would b
est fit. Once you have done this, find out who the primary editor or reporter is
for this part of the publication. Sometimes this is a feature editor, a feature
reporter, a pool reporter or the managing editor. Do not send your press releas
e to anybody and everybody at a particular publication. Do the same thing for ra
dio and TV producers: Find out who assigns the news to reporters. Find out who e
dits the on-air news.
Day 3: Determine what PR story you will communicate.
Brainstorm PR topics. Are you making an announcement, communicating a change, st
ating an opinion or revealing a finding? Do you have a local angle to a national
story? Is your information newsworthy and not promotionally slanted? All you ne
ed is 12 topics to average one press release per month for one year. However, do
n't let this schedule stop you from reporting news when it happens or making an
announcement.
Day 4: Write the actual press release.
Editors love people who speak their language. A one-page press release that open
s with who, what, where, when and why will make them happy and increase your pro
bability of getting into their publication. Include some background information,
a quote from you or another high-ranking person in the organization and the con
tact information. That's all there is to a press release. It doesn't have to be
a long thesis. It doesn't have to have every single detail in it. If the reporte
r wants to do more of a story, he or she will call to develop further.
Day 5: Send your press release to those in the database you established on day t
wo.
Some editors prefer faxed press releases, yet there is a growing trend toward re
ceiving them by e-mail. Very rarely are press releases snail-mailed; however, so
me still are when photos are part of the release. Finding out your editor's, rep
orter's or producer's preference will increase your chance of publicity.
Day 6: Use your press release for other things.
Because of the sheer number of press releases generated, they cannot all be publ
ished. Don't let this stop you from issuing the release and trying to generate p
ublicity. There are other things you can do with press releases. You can post th
em on your Web site in the media room area. You can use them as direct-mail piec
es to customers and prospects. You can use them as handouts on sales calls or pu
t them on the other side of your fliers. Use your imagination here, and you will
be surprised at the unique ways you have to generate publicity and ultimately b
uzz about you and your business.
Day 7: Continue your efforts to establish relationships with editors, reporters
and producers.
The more relationships you have with your targeted publications, the increased l
ikelihood you have of getting publicity. The time to do this is not when you hav
e a breaking news story. Take your time in this area and spread out your efforts
. Then when you do have that breaking news or blockbuster story, you'll know who
to contact directly and quickly for the biggest PR impact.
Spending just a little bit of time each day on these seven steps will make you a
n expert in the PR arena. The most appealing part of all about this kind of PR s
trategy is the cost. In the spirit of guerrilla marketing, this is not high-doll
ar marketing, but rather marketing that relies on your time, energy and imaginat
ion.
Al Lautenslager is the president and owner of The Ink Well, a commercial printin
g and mailing company in Wheaton, Illinois, and the principal of Market For Prof
its, a Naperville, Illinois-based marketing consulting and coaching firm. He can
be reached at al@market-for-profits.com or through his Web site, Market for Pro
fits".

Making the Most of Networking Opportunities
Start by learning how to tailor your networking approach for different occasion
s.
Q: Aren't there times when networking is just not appropriate? I feel like I am
never able to just relax and enjoy an event in order to be a successful networke
r.
A: Although I advocate that networking is a lifestyle and that you need to incor
porate it into everything you do, I also believe that you must honor the event.
This means that in some cases you are going to network a lot differently than yo
u would in other cases. For example, networking at a chamber mixer is one thing,
while networking at a church social is something completely different.
First, we must understand what I mean by "networking." I believe that networking
is part of the process of developing your social capital. Building your social
capital hinges on the development of meaningful relationships with other people.
Since one should always be working on building meaningful relationships with ot
her people, he or she should always be networking. However, that doesn't mean so
meone should always be trying to sell something to someone, because that rarely
facilitates the development of meaningful relationships. Herein lies the misinte
rpretation of the practice of networking. Some people think that networking mean
s to be constantly selling your products or services.
To me, networking means that you should constantly build relationships. The best
way to build relationships is to help someone whenever possible. A good network
er has two ears and one mouth and should use them proportionately. Hence, if you
understand networking to be the process one uses to develop relationships and b
uild one's social capital, then it makes sense that someone should network every
where-including the church social. They key is that you must honor the event.
To truly honor the event, you need to network appropriately. That means your net
working approach must be different in a chamber meeting compared to a social eve
nt. In both cases, you should make contacts, put people together, help others an
d build relationships. However, you should not be actively promoting your busine
ss in one of those two groups. (Hint: It's not the chamber.) Instead, at a churc
h function, you should simply focus on putting people together and helping other
s.
Let me give you an example of what I mean. Last year, I had the opportunity to a
ttend a formal dinner put on by the "Friendly Sons of St. Patrick." This was a b
lack-tie social event, not a business networking dinner, yet I was able to make
a great contact that ended up being immensely successful for me (and, I hope, fo
r one of the people I met there).
You see, seated at my table were a prominent senior partner to a major internati
onal law firm, a former member of the Beach Boys and Buzz Aldrin, part of the fi
rst mission to set foot on the moon and now an entrepreneur as the founder of th
e ShareSpace Foundation. During the course of the evening, I mentioned to Aldrin
that I was working on a new book entitled Masters of Success. He's certainly at
tained a well-known level of success and has some very strong feelings about the
future of the space program, so I thought he might be interested in sharing his
thoughts in this new book. After getting to know each other better, I asked him
if he would be interested in contributing a chapter to the book. He was. Conseq
uently, he is one of the prominent contributing authors to a book that is about
to be released, and I believe it's a win-win for both of us.
As you can see, it is desirable to keep your networking goals in sight at all ev
ents and opportunities, without becoming a networking vulture or someone that ev
eryone else runs from when they see you coming. Honor the event and tailor your
networking strategies so that you fit in without being tuned out.
Another very important aspect of successful, active networking is to be sincere.
There are people who are so successful at networking that they are able to netw
ork virtually everywhere, and it's because they really care about making connect
ions for others, not just for themselves. I have seen that those who network exc
lusively for selfish gain come across as very shallow and insincere.
Make no mistake about it: Networking can be done with a selfish end in mind, but
if you are truly living the mantra that "givers gain," you will come across ver
y differently. No one minds the opportune exchange of information that will bene
fit one or more people, even when that exchange takes the form of a business car
d at a bar mitzvah.
Who Should Receive Your Press Release?

Selecting the right target is the first step toward getting noticed.
By Al Lautenslager | April 19, 2004
URL: http://www.entrepreneur.com/marketing/publicrelations/gettingpress/article7
0496.html
Q: Who do I send my press release to?
A: In order to properly answer your question, I'm going to ask you to put on two
pairs of shoes. The first pair belongs to the editor or producer of a particula
r publication or broadcast. Why walk in these shoes? These are the people respon
sible for assembling a publication or broadcast. If your information does not fi
t the format or purpose of the publication or broadcast, this editor or producer
will ignore and bypass your press release information.
The second pair of shoes to wear are those of the reader or viewer of a publicat
ion or broadcast. What are they interested in reading or viewing? Do they want n
ews, entertainment, tips or techniques? Knowing what readers and viewers want an
d how editors and producers supply these needs will help you craft and target yo
ur press release.
With these two pair of shoes in mind, who do you now send the press release to?
The logical answer is daily or weekly newspapers that serve your target market.
You can get a list of these from your library or from search engine research. On
ce you have identified the publication, then you can contact each to find the ap
propriate contact person for your genre of information.
Sometimes this will be a reporter, a feature editor, a managing editor or, in ra
re cases, the actual publisher. For radio and television, this person is the pro
ducer, executive producer, news director, program manager, feature editor (sport
s, food, lifestyle) or individual reporter. Again, calling the station or search
ing the Internet will help you track down the correct name and contact informati
on.
Once you've compiled your lists, it's time to send your information. Hopefully i
n your contact information research, you were able to obtain an e-mail address a
nd/or fax numbers. There is a trend today toward e-mail communication, although
faxes do still work. In some cases, when pictures, graphics or exhibits are pert
inent, snail-mail works best. Knowing which method your contact prefers and then
delivering accordingly will enhance your chance of publication or broadcast.
Keep your list of contacts, add to it, work it and keep in touch, even when you
don't have an actual press release. Remember, though, these people are very busy
and usually face tighter deadlines than you and I work with on a daily basis. R
espect this and work with their schedules, and you'll be on your way to hitting
your target with PR.
be reached at al@market-for-profits.comor through his Web site, Market for Prof
its".

5 Ways to Encourage Employees to Network
Your networking efforts won't succeed until everyone in the company takes part.
Q: I recently started my own business and have a staff of five people. How do I
get each of them to buy into networking as a way to grow the business?
A: First, let me congratulate you for even considering this question. Too many e
ntrepreneurs focus on bringing in new business themselves or in tandem with the
sales force but overlook their support staff as a source of referrals. Building
word-of-mouth for your business is not just the responsibility of your marketing
or sales department. As you might imagine, it's far better to engage your entir
e staff in your word-of-mouth marketing campaign-not only at startup, but also t
hroughout the life of your business.
Here are some tips on how to engage your staff in networking:
1. Include networking in the job description for each and every employee. Often,
if a new hire knows upfront that he's expected to incorporate networking into h
is job, it will happen.
2. Have clear and reasonable expectations. If your company manufactures a very o
bscure product, your staff might have a hard time bringing in tons of referrals.
However, keep in mind that people are more important in the networking process
than the type of product being sold. When you have the right person, he or she w
ill be able to build a network around any kind of product or service.
3. Teach your staff how to network effectively for the company. Hold focus group
s where you role-play ways to ask for referrals from other customers, friends an
d family. Bring in local networking experts for in-house trainings. Better yet,
send your staff to a networking class, such as the Certified Networker Training,
available in most markets.
If you belong to a weekly networking group, bring your staff to those meetings o
ne at a time so each member can see firsthand what networking can produce. This
also helps your networking partners feel that they know your business better, si
nce they've been able to meet the people in your company.
The bottom line: Until you teach someone how to do something effectively, expect
ing them to do it well-or even at all-is unrealistic.
4. Motivate your staff to bring referrals to the company. My wife once worked fo
r a business owner who incorporated monetary bonuses into her word-of-mouth mark
eting expectations. For every new customer, she was given a bonus. It was a winwin arrangement for the company, as each new customer brought in revenue well ab
ove the bonus amount, and my wife felt rewarded each time one of her referrals c
ame through the door.
Having a bonus system in place made it obvious that she would be attending chamb
er meetings with the boss and developing other connections in the community whil
e passing out business cards and fliers for the company. To properly execute thi
s idea, check with your CPA or tax preparer.
You might even establish a "networker of the month" status for the staff, using
a reserved parking spot or an overnight hotel stay somewhere fun as a reward. Ma
ke the motivation something that's relevant to your industry and, most of all, e
xciting to your staff.
5. Be sure your staff sees you practicing your networking skills. Often, we as e
ntrepreneurs don't share with our staff the amount of time and energy we put int
o building and maintaining our businesses utilizing word-of-mouth marketing. I h
ave always felt very strongly about this point. If I am going to expect my staff
to do something, motivate and reward them for doing it, I better let them see m
e doing it as well. All too often, networking is something done behind the scene
s and not necessarily in front of the staff.
One way to change this is to track how much business you brought in, as well as
the staff's numbers. Imagine the pride one competitive staff member will have wh
en he or she breaks your number. Imagine the profits your company will realize w
hen everyone in the company focuses on growing the business.
Networking is a group activity. Make sure to get your whole team on board with t
he process.
Ivan Misner is a New York Times bestselling author and founder and CEO of BNI, t
he world's largest referral organization with over 3,100 chapters in 17 countrie
s around the world. His new book,Masters of Successcan be viewed at www.Masterso
fSuccess.biz. Misner teaches business at Cal Poly University, Pomona and resides
in Southern California with his wife and three children. He can be reached at m
isner@bni.com.
5 Cheap Ways to Market Your Business

Think you can't afford to implement any effective marketing tactics? Think agai
n. Here are five ways to make a splash on a shoestring budget.
By Susan LaPlante-Dube | May 17, 2005
Eager to expand your client base and spread the word about your products and ser
vices? Wondering if you should even bother with marketing programs if you don't
have thousands of dollars to spend?
The answer, of course, is yes. It's financially riskier for a business not to ma
rket. And there are literally hundreds of cost-effective ideas you can use to in
crease your revenue. Here are five high-impact marketing approaches that don't c
ost a bundle and that can work for virtually every business.
1. Talk to your clients. It's amazing how much money businesses spend to gather
market information and attract new clients when they have a wealth of opportunit
y and information in their existing client base. One of the best ways to increas
e revenue is to talk to existing customers. Ideally, this should be done by some
one outside your company so clients are willing to be honest and open.
When you assess perceptions, you don't need to talk to hundreds of individuals;
simply choose 5 to ten clients and contact them to ask if they'd participate in
a phone interview. Here's how it works:
1. Send a letter asking permission to have someone contact them about your compa
ny.
2. Have the interviewer call and ask value-based questions such as:
What problems were you trying to solve or what challenges were you facing when y
ou considered the services of Company ABC?
How important were Company ABC's services in solving your problems or addressing
your challenges?
What did you value most about this company's work?
What other products or services do you wish they offered that could help you wit
h other business challenges?
3. After all the interviews have been conducted, compile the information to disc
over trends and themes.
4. Send a thank-you letter to every client who participated. Include key lessons
from the interviews and explain the specific changes you plan to make to your b
usiness based on this information.
The important part here is to use what you learn. If you don't make changes to y
our business, then you've wasted everyone's time. One company that recently did
this tripled its business in one year-the owners learned what people wanted, how
their solution made a difference, how to present it, and how to price it, and t
hen proceeded to make changes that improved those areas.
Keys to success: The conversation with your customers is just that, a conversati
on. Don't fire questions at them; instead, have the interviewer engage in a conv
ersation and gather as much valuable data as you can. Remember, it's not about h
ow satisfied they are-it's about how much they valued your product or service.
2. Creatively package your marketing campaigns. A postcard is one way to market
your business. But how about putting a small box together with a fork, knife, sp
oon and a custom printed napkin that invites your prospect to "have lunch on us?
" Think outside the box, and your marketing campaigns will have more impact.
And don't be afraid to see what other people in other industries are doing and a
dapt that to your business. Think about the little details that will get attenti
on. I once did a marketing program to the food industry that had a brochure vacu
um-sealed in the same plastic used to wrap bacon. The same piece sent to technol
ogy companies used static shield envelopes. This campaign earned 96% recognition
when follow-up calls were placed.
Keys to success: Set a clear objective for your marketing campaign, and identify
how you'll measure its success. Then follow up to measure the results and adjus
t the program if necessary.
3. Get the word out with publicity. Think you can't do PR or publicity without e
mploying the services of a high-priced firm? You can! Although a good firm bring
s tremendous contacts and experience, most small companies can do enough PR on t
heir own to spark the public's interest. One great resource for the media unsavv
y comes from Shock PR, a Holliston, Massachusetts-based public relations firm. T
heir product, PR in a Box, delivers templates, tips and step-by-step instruction
s on how to prepare releases and pitch stories that will intrigue the media.
Keys to success: In one word, leverage. Though it does happen, don't expect one
story placement to generate thousands in revenue. Your success depends on levera
ging each press release, each article and each published mention. Put it all on
your Web site: Create a news page and add a What's New area on your home page. A
dd it to your marketing kit and send the piece to clients, colleagues and profes
sional organizations. Include a note in your newsletter that says 'Recently Seen
In...' And remember: PR is more cost-effective and more credible than advertisi
ng.
4. Leverage existing relationships. Most people know at least 200 people. Do the
math: If you know 200 people and they each know 200 people, that's 40,000 poten
tial contacts! Spend time developing relationships with the people you already k
now-clients, colleagues, people you meet through professional networking organiz
ations, friends and even family.
Start by making a list of all the people you know. Next, prioritize your list in
to As, Bs and Cs. As are your advocates. These are the people who feel strongly
about you. They're the "cheerleaders" who would refer business to you right now.
Bs could become advocates if they knew more about you, so you need to spend tim
e with these people to educate them. Cs are those people you don't communicate w
ith often enough. You may keep them in the loop, but they need more time and nur
turing before they'd refer any business your way. If there are any names that re
main, delete them.
Keys to success: Educate, don't sell. The key here is to build relationships. Th
ese develop over time as you create credibility and trust. To be truly effective
, you must always be on the lookout for ways you can help your network. Start fr
om the perspective of giving more than you ask, and your network will become you
r most valuable marketing tool.
5. Commit to e-mail marketing. Marketing through e-mail is flexible, cost-effect
ive, easy to measure (assuming you put the right tracking in place), and high im
pact. It allows you to easily drive traffic to your Web site, reach a broad geog
raphic audience and stay in frequent contact with your customers and prospects.
E-mail marketing allows you to market your services and establish your expertise
with your audience.
Use it for newsletters, new product announcements or to share your publicity suc
cess-the ideas are endless. But know that this flexibility and ease-of-use can c
ause problems. Remember, this is a marketing campaign. So be sure to think it th
rough, develop an appropriate message, create a piece that reflects your brand,
know your objectives, and make sure the information is valuable for your market,
or people will quickly unsubscribe.
Keys to success: Don't be seen as a "spammer"! Send e-mail only to those people
who have given permission. When someone asks to be removed, respond immediately.
Susan LaPlante-Dube is president of Precision Marketing Group in Upton, Massachu
setts, where she focuses on creating customized marketing solutions that deliver
solid business results for organizations ranging from solo practitioners to For
tune 500 companies. To sign up for Susan's "Matters of Marketing" newsletter, or
to learn more, visit www.precisionmarketinggroup.com.
Do You Need Help Promoting Your Business?

Consider these factors before you enlist the services of a publicist, sales rep
or other marketing professional.
By Al Lautenslager | May 17, 2004
.html
Q: I am looking to hire someone for my business to help me get the word out and
eventually bring in more sales. I'm not sure if I need a PR person, a PR agency,
a publicist, a sales rep, a business agent, a booking agent or a marketing mana
ger. How can I select the right professional to meet my business's needs?
A: If PR or sales is not one of your core competencies, then you are to be congr
atulated for outsourcing-for finding an expert to do what he or she does best so
you can continue to do what you do best.
The ideal situation for any business is to have a sales representative acting on
your behalf to sell your business's products and/or services. The con is that y
ou bear the full cost of this person's salary and benefits along with the time i
t takes to manage him or her. The pros are that, typically, the right person wil
l be a dedicated employee who is passionate about growing your company, bringing
in sales and sharing in rewards and profits.
If only it were this easy. If you knew a salesperson could bring in $20,000 wort
h of business for every $10,000 of salary he or she was paid, hiring a salespers
on would be a no-brainer. In reality, the biggest challenge is educating or find
ing someone that knows as much about your industry, product, service or business
as you do. Typically, this requires a long startup curve that's often not worth
y of the investment. Evaluating all these factors will help you determine if a s
alesperson is the right move to bring in more business for you.
If you are strictly trying to get the word out about your company, then using th
e outsourced services of a publicist or PR agency is probably for you. A publici

st will make calls, arrange appearances, follow up with media, solicit press and
so on. Their efforts will allow you to go face-to-face or phone-to-phone with p
rospective clients. When they focus on the details, you're free to do what you d
o best.
A PR agency typically does all a publicist would do, but spends much more time d
eveloping your PR strategy, defining target markets and ways to communicate to t
hem via the press, developing a media kit to get more PR placement, and making t
he contacts. Remember: Whether you go with a publicist or a PR agency, their job
is to get the word out about you. Yet you still have to hope that someone picks
up the phone as a result of their efforts to make a call to you. At this point,
closing the sale is still left up to your selling process. Hiring a publicist o
r a PR agency does not guarantee an increase in sales. Neither does hiring a sal
esperson, but the probability of increased sales does go up when you hire one. T
his decision, of course, has to be weighed against the cost and training time in
volved.
A marketing manager will coordinate all your marketing in addition to the PR and
spend time planning your business's communications. The result will be a big-pi
cture business planning approach for growing your business. Again, getting someo
ne up-to-speed or knowledgeable about your industry must be evaluated.
A booking agent concentrates primarily on booking event-related appointments, su
ch as public events, conferences or seminars. If this appeals to your target mar
ket and has a good probability of being converted into business, you must give s
trong consideration to this method of gaining new business.
As you can see, there are a variety of methods to gaining new business and growi
ng your company. Evaluating your overall strategy-as well as resources such as t
ime, training, salaries and benefits-will help you determine your best course of
action.
be reached at al@market-for-profits.com or through his Web site, Market for Pro
fits".

Tracking Income From Referral Marketing
Before you can gauge the success of your networking program, you need to set go
als.
Q: I've been promoting my business more and more by word-of-mouth through some n
etworking groups I belong to, but I'm having trouble figuring out how to accurat
ely calculate my revenue from referrals. Do you have any advice on this?
A: It's critical to track your income sources, whether from referrals, advertisi
ng, walk-in or drive-by traffic, or elsewhere. But before attempting to track th
e results of something, you must first set goals to shoot for. How many referral
s do you expect to get? How much income do you expect to realize from these refe
rrals? How many referral sources will you need to achieve these projections? You
could guess at the answers to these questions, but there's a better way-a syste
matic method of setting your goals using your experience as a base. First, look
back at a recent period of sales revenues from referrals and all other sources.
Then project what you expect revenue to be as a result of your referral marketin
g campaign.
Your forecast should be based on four factors: the number of referrals you expec
t to receive, the dollar value of the referrals you expect to get, the percentag
e of your business you expect to result from referrals, and the number of source
s you'll need to achieve the expected number and dollar value of referrals.
Many networking organizations ask members to track the amount of money earned fr
om the referrals exchanged with one another. When tracking revenue from referral
s, I often see business owners look at the value of each referral for the dollar
amount-in other words, they report the value of each referral based on the cost
of the item sold. Obviously, this isn't the net income to their company. They'r
e actually reporting their gross sales as the amount of money referrals bring in
to the business. So when you're looking at the dollar value of each referral, r
emember to calculate the actual net income to your business.
The bottom line is you should measure the income that comes directly to you. Wit
h some professions that means gross income, and with others it means gross commi
ssion; however, in both cases, it is gross money to the business owner.
Let me say that there's no perfect way to measure. Every variation has a problem
with it. But based on years of experience, I've found this approach has the mos
t level playing field, and it's the measure we use in all official referral numb
ers in BNI, the referral organization I founded almost 20 years ago.
Measuring the value of your referrals is important because it helps you determin
e your return on investment in a group. One thing that you should consider is th
e critical-mass point for your networking group. In BNI, we have found that to b
e roughly 20 people.
There's an interesting dynamic relating to net income that happens in networking
groups. In one region of our networking organization we studied, for example, c
hapters over 20 members produced an average net income of 289 percent more than
chapters of 20 members or less. If you're in a networking organization, it's cle
ar that the size of the group is going to impact the bottom line of your busines
s! During the time your networking group is between 10 and 20 members, you're in
the growth stage. Between 20 and 30 members, you're in the profitability stage.
Mike Garrison of the Referral Institute calls this the "Power of 20." The more
sources for referrals you have at your ready, the more referrals you are going t
o get and the higher your income from referrals will be.
With the results of that survey in mind, you can see that building your business
through referrals is systematic. Too many people approach this concept socially
. While developing your business by referral is about relationship-building, it'
s not social! It's based on numbers. You have to measure what word-of-mouth is d
oing for you. It's the only way to tangibly see what impact referrals are having
on your income. An essential part of any marketing plan is measuring the result
s, and referral marketing is no different. To use your sources wisely and effici
ently, you've got to know how well your plan is working, how you can change it t
o improve current and future results, and how much your investment of time and m
oney is earning you. When we go back to the beginning of my answer, you can now
see how your projections are inextricably linked to tracking your results. In my
book Business by Referral, co-author Robert Davis and I have outlined some proj
ection and tracking methods which are very helpful for those wishing to have som
e really hard numbers on the effectiveness of their networking efforts.
With a thorough tracking and evaluation system, you'll know whether your plan is
working and whether it's cost-effective. You'll be able to demonstrate to manag
ers, investors, bankers and employees that you're a focused and capable marketin
g professional. Be patient, persistent, flexible and imaginative, and you'll eve

ntually find yourself running a successful referral-based business, one that wil
l be the envy of other business owners.
is a New York Times bestselling author and founder and CEO of BNI, the world's l
argest referral organization with over 3,100 chapters in 17 countries around the
world. His new book,Masters of Successcan be viewed at www.MastersofSuccess.biz
. Misner teaches business at Cal Poly University, Pomona and resides in Southern
California with his wife and three children.
PR Alone Isn't Enough

To make the most of your marketing strategy, reach out to prospects in more way
s than one.
By Al Lautenslager | June 21, 2004
.html
Q: My company was mentioned in the paper, yet I haven't received any phone calls
. Why not?
A: You're not the only entrepreneur to mistakenly believe that simply getting yo
ur company's name printed in the paper will lead to numerous phone calls from in
terested prospects. However, PR is not a marketing panacea. How often do you cal
l someone or call a company because you saw them mentioned in a newspaper or mag
azine article? Chances are, you've done it very few times-if ever. That's becaus
e mentions in the press, appearances on radio and TV, and other PR are just more
"touches" in the world of marketing.
Marketing is made up of many things that all work together. It's an integrated a
pproach that combines a variety of strategies, tactics and weapons. PR represent
s just one of these.
Now, put that newspaper mention or TV/radio appearance together with an advertis
ement, a direct sales call, an encounter at a networking event, a postcard in th
e mail, a public presentation or a drive by your business location, and somethin
g will happen. Your phone will ring. Prospects will come to you. Your business w
ill increase.
It is generally said that it takes six to eight times to get your name, service,
brand or product to the point of achieving top-of-mind awareness with your pros
pects and customers. One PR touch combined with all the other touches mentioned
above generally achieves this top-of-mind awareness. Your company, product or se
rvice will be at the top of a prospect's mind when it comes time for her to purc
hase your product or service.
Even though I stated that marketing is made up of many things, these things are
really just "touches." The six to eight touches, therefore, can be six to eight
of the same thing. They can be six to eight mentions in the newspapers, six to e
ight appearances on TV or six to eight times people see you at a networking even
t. Usually, concentrated efforts like these take time, which is why the assortme
nt approach works best. With the assortment approach, that one mention can then
turn into a phone call, a visit or an order.

The assortment approach is needed to supplement your PR because PR:
Can't tell the whole story.
Doesn't sell.
Doesn't always provide the necessary contact information for readers and viewers
.
PR is generally news-related. News isn't a sales pitch; news is information for
interested prospects. This information then needs to be processed, filtered and
fertilized by other touches and other marketing to grow into fruit-bearing sales
or calls.
PR is not an event as many business owners believe. It is just one component of
the whole marketing process. Constantly managing the process will keep your mark
eting from being events. You will be the marketing manager that you need to be a
s an entrepreneur.
Because not every press release issued by you will generate placement or broadca
sts, just getting that one mention or viewing is still a challenge. Consistent,
frequent and persistent communication with the media increases the probability o
f appearances on an ongoing basis, which increases sales and profits. So don't s
top going after that mention, regardless of how many times it takes.
be reached at or through his Web site, Market for Profits".

Boost Sales With More Referrals
3 secrets to help you increase lead generation from networking opportunities
When you belong to a networking group, it can be difficult sometimes to obtain r
eferrals from fellow networking members. But instead of giving up and looking fo
r another group to join, there are some things you can do to encourage them to s
pread the word about your company.
I like to teach entrepreneurs about the three Rs of networking: relationships, r
eliability and referrals. First, however, let me preface my comments here with a
n important statistic. When businesspeople begin developing a referral-based bus
iness, they receive a vastly smaller percentage of referrals their first year. A
fter the second year, the statistic is about twice as high as the first, and aft
er the third year, it really jumps. (For more on the statistics of referrals ove
r time, see chapter 8 of my book The World's Best Known Marketing Secret.) This
being said, let me talk about how the three Rs of networking affect these number
s and can help you develop a successful word-of-mouth-based business:
1. Relationships: Word-of-mouth is about "relationship marketing." If you approa
ch the first year of your involvement in a networking group with the sole motiva
tion of getting to know the other members well, you will be far ahead of the gam
e.
One of the most important things I've learned over the years is that it is not r
eally what you know or who you know; rather, it's how well you know them that re
ally counts! People do business with people they know and trust.
In order for word-of-mouth marketing to work for you, you first have to build a
strong foundation with the people you hope will refer you to others. That takes
time, and the amount of time it takes varies from profession to profession. Obvi
ously, some professions are much more sensitive than others to the development o
f referrals. So find reasons to meet with each person outside the networking mee
ting. Get to them, and work on having them get to know you better. Make it clear
that you value your relationship with each one of them.
2. Reliability: For the first year or so in a networking group, you are putting
in your time. Your referral partners are testing you, checking you out and makin
g sure that you deserve to have their valuable clients and contacts turned over
to you.
Therefore, you must be credible to the other professionals with whom you hope to
network. Bear in mind that you should feel the same way, too. Before you risk y
our reputation with your clients by referring them to someone who takes less car
e of them than you would want taken, you must be very sure that the person to wh
om you refer them is reliable! How else are you going to know that-unless you us
e them personally over a period of time?
3. Referrals: After cultivating relationships and proving yourself to be reliabl
e, you get referrals as the end result. In order for someone to receive, someone
else has to give. This holds so true with referrals. I would suggest you perfor
m a reality check to see just how effectively you are referring the people in yo
ur networking group. You might be surprised to find how little you actually refe
r others, or that you consistently refer the same two or three people.
If you aren't tracking your referrals (both given and received), first read last
month's article and then start tracking them. Look for patterns. I would antici
pate that in the months following a month you were particularly active in referr
ing others, you will find that you are receiving more referrals! I have seen the
"what goes around, comes around" principle illustrated over and over in BNI, th
e networking organization I founded 20 years ago.
This is a natural progression and one that can't really be rushed. I know it can
seem frustrating at times when you are anxious to see your bottom line increase
quickly from all the referrals you are anticipating receiving, but believe me,
if you are patient and apply these techniques, you will see word-of-mouth market
ing work for you in a big way.
You can't take an orange tree and rip it up from the ground after a year and rep
lant it on the other side of the yard, just because it wasn't bearing fruit wher
e it was. You have to water, fertilize and care for the tree where it is. In tim
e, it will produce fruit. Your efforts will pay off. You must approach building
a word-of-mouth-based business this way. In a solid networking group, you are gr
owing solid roots with the other participants. The worst thing for you to do is
pull them up just as they are getting set.
Inexpensive Market Research Methods

You need market research to hit the mark with prospects. But if costly surveys
and focus groups aren't in your financial picture, try these creative, budget-fr
iendly ways to get to know your target audience.
By Isabella Trebond | Entrepreneur Magazine August 2004
Would you shell out $200 for a pair of shoes without trying them on? Plunge into
a steaming bath without dipping a toe in first? Of course not-but people do the
business equivalent every day. Many an entrepreneur has found out too late that
nobody wants to buy hand-quilted Christmas stockings at $24.99 a pop, or that m
oneyed customers won't trudge to the unfashionable part of downtown for luxury s
tationery.
The paradox: Conventional market research is expensive (corporations regularly b
udget tens or hundreds of thousands of dollars for it), but no one needs it more
than a startup entrepreneur. A couple of marketing blunders won't put a giant m
anufacturer out of business, but just one can sink an entrepreneur with shocking
ease.
This article walks you through the basic steps of do-it-yourself market research
. We'll skip the tried-and-true but unaffordable techniques-like focus groups, p
rofessional surveys and direct-mail questionnaires-and fast forward to ideas for
those of us with more creativity than cash. The focus is on startup research, b
ut many of the same techniques can also be used to refine your marketing plan fo
r an existing business or to figure out why it's not flourishing the way you thi
nk it should.
You'll start by roughly defining your typical customers, determine if enough of
them exist, and, finally, try to decipher their buying habits, preferences and p
rejudices.
Step 1: Define Your Target Customers
Your "target customers" are those who are most likely to buy from you. Resist th
e temptation to be too general in the hopes of getting a larger slice of the mar
ket. That's like firing 10 bullets in random directions instead of aiming just o
ne dead center of the mark-expensive and dangerous.
Try to describe them with as much detail as you can, based on your knowledge of
your product or service. Rope family and friends into visualization exercises ("
Describe the typical person who'll hire me to paint the kitchen floor to look li
ke marble . . .") to get different perspectives-the more, the better.
Here are some questions to get you started:
Are your target customers male or female?
How old are they?
Where do they live? Is geography a limiting factor for any reason?
What do they do for a living?
How much money do they make? This is most significant if you're selling relative
ly expensive or luxury items. Most people can afford a carob bar. You can't say
the same of custom murals.
What other aspects of their lives matter? If you're launching a roof-tiling serv
ice, your target customers probably own their homes.
Get specific. For example, if you're selling collectible comics through a Web si
te but aren't willing to brave international export regulations, your customer l
ocation can stay in the United States. Or if you're planning to open a custom-ta
iloring shop and need busy executives to come for three fittings, you may need t
o limit it to your local area.
Before you commit hours to researching what customers want from you, it makes se
nse to find out whether you have a viable target market.
The cheapest and simplest way to do this is through "secondary data," or informa
tion someone else has already gathered for you. Usually, this takes the form of
various statistics and can only answer closed-ended questions: How many? When? W
here? Your own questions will depend on your customer profile and become more ti
ghtly targeted based on what you find out as you go.
You can find answers in a number of ways:
1. Reference librarians: Most are delighted to help you research. Often, they'll
practically do it for you. These days, they can look up a lot of what you need
on computer databases, and you have a decent chance of walking away with all you
r answers. Printouts may cost several cents per page.
2. The local field office of the Department of Commerce: It should supply you wi
th free or nearly free information on population, demographics, housing, the eco
nomy, market trends, surveys of current businesses, and more.
3. The business libraries of local universities: These often have more specific
information on business trends than a public library. Ask the librarian for help
.
4. Your local SBA branch or Small Business Development Center: It has a multitud
e of publications and business literature full of advice and market forecasts.
Once you've got all the answers, it's time for a judgment call: Do you have a wo
rking market?
Only you can decide if 14 competitors are too many for 19,000 target customers,
or if you want to gamble on the fact that your target customer spent 30 percent
more last year than three years ago. If you don't like the numbers, at least you
've just saved yourself a potential financial disaster. Now you're armed with a
much better grasp of market conditions to revamp your business idea or marketing
direction and return to Step 1.
Portrait of a Customer
Before your research is over, your ideas about your target customer may change s
everal times. Add explanations and qualifiers under each category as they occur
to you; these will document your thought processes and remind you of how you got
to the final concept.
This is a preliminary customer profile for an entrepreneur's actual business ide
a. He wanted to offer faux paint effects, but wasn't sure if there was enough of
a market in his area for him to do this for a living. Going only on his own kno
wledge, this is the customer profile we came up with (comments, qualifiers and a
ll):
Gender: Both, since many clients will be couples
Age: Late 20s to 40s-let's say 29 to 45. Very young people usually can't afford
this, and the older generation might be too conservative.
Location: The Denver area. Since projects usually require at least a few days to
complete, it's not practical to drive long distances every day.
Income: $60,000 upwards for the household combined. Since the cost per job range
s between $500 and up, people who make less than that aren't likely to be able t
o afford this.
Occupation: Probably white-collar
Other factors:Owns a home-many landlords won't let renters paint, especially whe
n it comes to daring effects like this. Married-because couples have a greater p
ooled income and are more likely to be homeowners. No young children-because par
ents aren't as likely to invest in fancy paint effects and might also be worried
about the safety of kids around chemicals during the process.
When creating a customer profile, you'll want to use secondary research to answe
r questions like the following:
How many people in the Denver area are between 29 and 45 years old?
How many of these are married?

How many couples have young children (under age 10)?
How many have a combined household income of $60,000 or more?
What percentage of them own their own homes?
Are the numbers of homeowners and relatively high-income families in my area inc
reasing or decreasing?
How many decorative painters and faux finishers work in my area? Who are they?
How many were there five years ago, three years ago and last year? Are there mor
e of them now than before?
How many clients hired them last year?
How much did they make on average?
Where are they located? Are there more of them in certain areas than others?
Once you decide you have a viable market, it's time to find out more about it.
Secondary research helps you refine your customer profile and gives you broad gu
idelines for your marketing efforts. But because it's all derived from informati
on that focused on others, it's only so much sophisticated guesswork that applie
s to everybody in your position. Market research that's done specifically for yo
ur business, or "primary research," is where you'll get intimate with your own u
nique market.
Keep your mind open to any information, but also keep a list of primary research
questions handy, such as:
Who influences your customers and how? Spouses, neighbors, peer groups, professi
onal colleagues, children and the media can all affect buying decisions. Look fo
r hints that one or more of these are a factor for you.
Why do they buy? Distinguish between the features and the benefits your product
or service offers. Features describe what it is; benefits are what your customer
s get out of it. The latter is why your customers pay you. Are they looking for
a status symbol, a savings in time or energy, a personal treat or something else
?
Why should customers choose you and not your competition? What can you offer tha
t the competition doesn't?
How do your customers prefer to buy? Many businesses benefit from the broader ma
rket provided by the Internet and mail order, while others do better with a phys
ical presence. Don't assume you fall into one category or the other; customers m
ay surprise you.
Keep those questions in mind as you take the following research steps:
1. Read, read, read. Articles, interviews and survey results published in trade
periodicals reflect specialist knowledge of your market. Publications that focus
on your business type are invaluable for forecasting upcoming trends and identi
fying customers' needs. But ads, letters to the editor, and other "extras" can b
e even more revealing. Study the ads (fulland half-page ones as well as the clas
sifieds) of businesses similar to yours; watch for features your competitors mos
t want to emphasize or de-emphasize. To get an overview of recent changes, order
back issues, or find them in the library. Are there more or fewer ads now than
last year or three years ago? Do those that have lasted have anything in common?
Readers' letters often contain information on what your customers like or dislik
e about certain products or companies. Editorial pieces frequently highlight hot
trends, which should have a bearing on your marketing plan. Say you're starting
a creative sewing pattern company. If three sewing magazine editors in as many
months mention the plus-size market, and you see half a dozen letters complainin
g about the lack of choices in larger sizes, you've just received a hint in neon
.
2. Tap the Internet. Newsgroups and discussion lists on the Internet debate ever
y imaginable topic. Chances are, some of them partially match your customer prof
ile. They may be talking about the type of product or service you offer or can be
encouraged to do so. Best of all, everything they've ever said has been archived
. It's like having a ready-made, if somewhat chaotic, focus-group transcript at
your disposal.
You can glean information just by finding archived threads relevant to your busi
ness and paying attention to comments made by those who fall into your target de
mographic. As a shortcut, type the names of your competitors (you found these du
ring your secondary research) in the search boxes.
You can also take it one step further and start your own thread to initiate a mo
re tightly focused discussion. A caveat: Some lists and groups don't welcome com
mercial postings. Always observe their rules, and phrase your questions discreet
ly. You can ask any number of questions that don't violate their posting etiquet
te and still supply you with a wealth of feedback ("What should I look for in a
good pet-sitter?" "What's everybody's favorite brand of low-carb chocolate?" "Ho
w much is too much for a handmade harp?" "Where's the best place to buy organic
baby products?"). You can follow up the answers with further questions until you
have the level of detail you want.
3. Check out the competition. You can learn about what to do and not to do by st
udying your competitors. Visit their Web sites, and look at their prices, guaran
tees, testimonials and special offers. If they offer newsletters, get on their m
ailing lists. You'll get free information on improvements, new product lines, tr
ends and even customer responses.
Spend some time analyzing their advertising and sales literature. What do they e
mphasize most? What are they not mentioning? Do you see aspects you could improv
e?
Try calling or e-mailing them to ask about their rates and services. If they hav
e stores, visit and browse them. Write down your impressions as soon as you've h
ung up or left the building. Keep a record of each one, and ask yourself what al
l or most of them have in common, why you think that is, and how you can set you
rself apart.
4. Get students involved. Call or visit the Web sites of local business colleges
as well as the faculty of business departments at universities and colleges in
your area. Find out who teaches classes on marketing, preferably small-business
marketing. Try to persuade them that your business would make a great real-life
market research project.
They may agree, especially if you're willing to provide samples and demonstratio
ns on request. You'll have a better chance at certain times of the year, so if y
ou've caught them at the wrong time, ask when might be better and whether they c
an refer you to anyone who runs on a different schedule.
If it pans out, you'll have to work with the professor's teaching plan and timet
able, but you'll end up with 100 percent relevant, thorough, customized research
results put together by people who intend to make a career out of this.
is a marketing consultant specializing in startup business planning and copywrit
ing.

Secrets to Getting Referrals
How to encourage the members of your networking group to recommend your busines
s to others
Networking groups can definitely help businesses generate referrals. However, I'
ve talked to many people who've told me that despite the fact that they are givi
ng business for other members of their networking group, they are not getting bu
siness from other members of the group.
For those of you who want to get more business from the networking groups you be
long to, keep this in mind: When attending referral-related networking groups, r
emember that your efforts should focus more on "training a sales force" than on
trying to "close a sale." In other words, if you want to get business from the f
ellow members of your networking group, it is key that you educate these people
about some of the specifics of your business and what to look for in order to re
fer you effectively.
Let's say you're training a sales force. What would you say in this training pro
cess? How would you describe your product or service to your salespeople that wo
uld enable them to fully understand the benefits of what you have to offer? This
is what you should be doing at a networking meeting.
The only way people can pass referrals is if they know as much about your busine
ss and you as time allows. No one expects a referral group's member to be an act
ual salesperson for all the members; but, if you want referrals, the other membe
rs do need to be trained. Thus, the way your introductions are done can substant
ially impact your results in generating referrals from other networking group me
mbers.
I have personally seen people participate in referral groups who were in busines
ses so unusual that I didn't think it was possible for them to do well; however,
what I didn't take into account was their personal commitment, attitude and abi
lity to teach people how to refer them.
Here are some key points to consider for educating people in your networking gro
ups:
1. Do not generalize when asking for referrals. I have heard hundreds of thousan
ds of introductions at business networking events in my 20 years of running a bu
siness referral organization. Many people, when outlining what type of referrals
they want, use the words "anyone," "someone" or "everyone." I don't recommend i
t. Here's an example of a general announcement: "I'm looking for anyone who's pl
anning to take a trip this summer." Or, "I can help everyone who is planning to
travel sometime this year." This is too vague. Instead, you should ask for a spe
cific type of referral. One travel agency owner understood this point and said,
"If you have a friend or co-worker who has been talking about traveling this sum
mer, please refer him to me and I'll help him plan a trip he will never forget!"
It is also important to remember that if you are in a group that meets weekly,
your presentation should focus on something different each time in order to cont
inue the educational process.
2. Bring support materials to networking meetings. If you have something visual
for members to view or leave with, your chances of staying in their minds long a
fter the day's meeting are increased. A flier about a product sale or a newslett
er from your company are good items to bring. You might also bring samples of an
item you carry in your store or place of business.
3. When introducing yourself, break your business down into the lowest common de
nominators. In networking, lowest common denominators apply to business introduc
tions, when each week you focus on simply one aspect of your business. In other
words, break your business down into very small pieces. You may be tempted to us
e the laundry list approach-listing all the areas your business covers. Instead,
consider that your fellow networkers will learn more about you week to week if
you explain one aspect of your business at each meeting.
I once saw the owner of florist shop stand to give his introduction, holding a s
ingle red rose, wrapped in cellophane and with a very thin stem. He described th
e type of rose it was and how long it would bloom. He then told his members he h
ad just purchased it at the grocery store on his way to the meeting that morning
. After that, he reached under the table and pulled out another long-stemmed red
rose, fully three times larger, with a huge red bud and a much thicker, green s
tem. He proceeded to describe this rose, emphasizing that it would stay fresh an
d actually fully bloom and open up, lasting twice as long. He held both by the b
ottom tip of the stems and waved them back and forth, showing how thin the groce
ry store stem was as it swayed from side to side with each movement of his hand
and how sturdy his rose was, which didn't budge at all. With that, he announced
that there was only 3 cents difference in price between the two roses...and his
was less!
This is a classic example of how to use a lowest common denominator when educati
ng people about your business at networking events. The floral shop owner did no
t use general examples. He brought something to show, and he described it in det
ail.
If you want to get referrals from your networking efforts, remember to "train yo
ur sales force" using the three techniques mentioned above. Chances are, you'll
see a noticeable difference in your results.
world. His new book,Masters of Success can be viewed at www.MastersofSuccess.bi
z. Misner teaches business at Cal Poly University, Pomona and resides in Souther
n California with his wife and three children.
Getting Customers to Pitch for You

Gathering testimonials and case histories from happy customers is an easy way t
o show prospective customers exactly what you can do for them.
July 26, 2004
If you've ever watched the Home Shopping Network or seen an infomercial-and been
tempted to buy-then you understand the power of testimonials. In our experience
, there's an instantaneous increase in the number of sales when real customers a
re seen or heard testifying as to how beneficial a product has been for them. It
helps potential customers clearly imagine themselves as proud owners of that pr
oduct, experiencing the very same benefits as the person who made the honest tes
timonial.
Truth sells-and you can't get closer to the truth than when it comes from someon
e who's had a real-life experience with you, your product and your company. If y
ou've got happy customers, you shouldn't have any trouble getting them to talk a
bout how pleased they are with your product or service.
Case Histories vs. Testimonials
So what's the difference? In a nutshell, testimonials are simply positive statem
ents from your customers. They can range from brief kudos-"These guys saved my j
ob!"-to longer recountings of how the product or company has performed impressiv
ely. Testimonials are commonly used in selling services, for example, by carpet
cleaning companies or car repair shops. And the more well-known the testimonial-
giver, the more powerful the words and the impact.

In a case history, you tell a story, demonstrating the problem faced by your cus
tomers and how your product or service solved the problem. Case histories are of
ten targeted at technical customers. You see them most often used as stand-alone
print pieces, as advertisements in the trade press or as recurrent themes in co
mpany brochures.
Good case histories are rich in detail, including explanatory charts and graphs.
They use the real names of the players, and, of course, they end happily.
Gathering Testimonials
One of the best ways to get prospective clients to buy from you is to introduce
them to other satisfied customers. Because you can't drag your best customers ar
ound with you on your sales calls, testimonials can take their place.
Ask your most satisfied clients whether you can interview them about the positiv
e experiences they've had with your product and company, and record it with a vi
deo or digital camera. You can then load the videos onto your laptop and, with j
ust the click of a mouse, play them back for prospective customers. A video or p
hoto of a happy, satisfied customer is worth a thousand impersonal sales brochur
es.
If you're ever talking with a client and they give you a great compliment, ask t
hem to put it in writing so you can use it in a brochure. Received a nice e-mail
from a satisfied customer? Ask them if you can put it in the "testimonials" sec
tion on your Web site. You can also place the testimonials in your brochures, in
your press kit, on promotional fliers-wherever you can to toot your own horn.
Ask your current customers to talk about the benefits they've received from usin
g your product or service. Since you'll have a number of different testimonials,
you should always use the one that best fits the sales scenario in which you fi
nd yourself. They'll be especially effective in presentations to companies in th
e same field as the testimonial giver.
Any company worth its salt should have collected and saved dozens of testimonial
s in its marketing files. Because people tend to rely on the implicit endorsemen
t that's part of the testimonial's appeal, you should be developing them on an o
ngoing basis and using them whenever you get the chance. And avoid the temptatio
n to complete a dozen or so and then think you have enough: You never know when
the next testimonial will clinch your next client.
Drumming Up Case Histories
For case histories, you'll need to alert your salespeople to keep their eyes and
ears open for an interesting, amusing or revealing use of your product. When wr
iting them up, remember that each case history should be brief and focused on ju
st one or two of your product or service's benefits. And don't make each one sou
nd like all the others. Give them enough character and personality to make them
readable, without sounding like a prepared advertisement.
Consider collecting case histories as an ongoing project. Every three months, ea
ch salesperson in your company-even if that's just you-should compile a list of
client projects that may make interesting case histories. To begin, gather the c
ore facts, along with the best contact for a follow-up interview. Then assign it
to someone on your staff with a knack for writing (or hire someone outside your
company to write the case history). Use photography or charts where they'll hel
p underscore the performance of your product. Be sure to include direct quotes f
rom your client. And if you can attach some numbers to the performance of your p
roducts-boosts in production, more satisfied customers, increased retail traffic
counts and so on-it will make your case history even more compelling.
Finally, remember that the process of collecting testimonials and case histories
is also a good way to do on-the-spot market research. You'll learn a lot about
your company and what you sell by asking for feedback. This also affords you a w
ay of keeping in touch with your existing customers. Just calling for a "testimo
nial update" is a sure way of staying connected to your clients-and helping them
remember just what a great company you have.

Compiled from an article written by Barry Farber previously published on Entrepr
eneur.com and from Knock-Out Marketing by Jack Ferrari.

Investing in Your Social Capital
It pays to take advantage of knowledge and relationships when building your bus
iness--and your bottom line.
I'm sure all entrepreneurs have heard of financial capital, but many may not hav
e heard of social capital. Social capital is, in fact, very similar to its monet
ary sibling. It, too, is accumulated by an individual or a business and used, or
is available for use, in the production of wealth. Put more simply, it's the ac
cumulation of resources developed through personal and professional networks. Th
ese resources include ideas, knowledge, information, opportunities, contacts and
, of course, referrals. Just what do you need to keep in mind when thinking abou
t building your social capital?
Social capital is built by design, not chance. According to Wayne Baker, author
of Achieving Success Through Social Capital, "Studies show that lucky people inc
rease their chances of being in the right place at the right time by building a
'spider web structure' of relationships that catch information." Furthermore, ac
cording to Baker, "Success is social; all the ingredients of success that we cus
tomarily think of as individual-talent, intelligence, education, effort and luck
-are intertwined with networks."
Thus, a key way that social capital is acquired is through networking because su
ccessful networking is all about building and maintaining solid, professional re
lationships. The trouble is, we don't live like the Ingalls in Little House on t
he Prairie anymore, and we don't have the natural community-like business relati
onships that existed before. Many business owners hardly know their own neighbor
s, let alone the local businesspeople in town.
More than ever, networking is critical to an individual's success in business. A
strong contact network, also known as a business development network, where one
person from every profession is actively seeking business from and for one anot
her, can help create a virtual Main Street for businesspeople. It provides an en
vironment and a system for a 21st century approach to the traditional model of d
oing business.
Formal, structured networks like this provide the mechanism for accomplishing th
e shared objective of business development within a particular community. Accord
ing to Eric Lesser, author of Knowledge and Social Capital, "Without a shared un
derstanding of common terms, activities and outcomes, it becomes very difficult
to reap the benefits associated with building social capital." Herein lies the i
ncredible power of structured networking programs. They provide the "common term
s, activities and outcomes" (or system) that lead to building substantial social
capital for the people who use the program effectively.
Effectively developing your social capital can be a daunting task. However, doin
g so within a structured, organized networking framework will leverage your effo

rts and help you begin building your balance of capital to positively impact you
r bottom line. Here are some keys to creating social capital that will help you
form the foundation of your business endeavors:
1. Plan your word-of-mouth. Having taught strategic planning at a California Sta
te University over the past decade, I've learned a great deal about planning and
starting new businesses. Many years ago, it used to surprise me that 50 percent
of all businesses fail after only three years in operation. However, now that I
know how little planning many businesses do, I'm surprised that only 50 percent
fail.
If you want to be successful in business, it's critical that you plan your work
and work your plan. Furthermore, part of your plan should involve your strategy
for building your business through word-of-mouth. In my book, The World's Best K
nown Marketing Secret, I talk at length about the importance of what I call your
"Word-of-Mouth Business Acquisition Tactics" plan, or WOMBAT plan. Completing t
he WOMBAT plan will help you achieve the results you deserve for all the hard wo
rk you do as a business owner.
2. Give referrals. Every day, week and month, entrepreneurs strive to build thei
r businesses through referrals. Part of this process is to build a team of peopl
e whom we recommend and refer. This is part of the process of building your soci
al capital.
If you're not already a member of a strong contact network, find a chapter near
you and get started. There's no better way to systematically develop a solid bas
e for building social capital than in an organization dedicated to helping you s
ucceed in this endeavor.
3. Show professionalism at all times. Being dependable, delivering a product on
time, meeting appointments consistently and treating others with courtesy will g
ive you a professional reputation and cause you to be remembered by those you wi
sh to have become a contributor to your social capital.
It's a dog-eat-dog climate in the business world today. Competition is fierce, a
nd some entrepreneurs employ down-and-dirty tactics. Studies have shown that one
of the most important factors in doing business by referral is someone's "profe
ssionalism." By remaining professional at all times, you'll rise to the top of t
he barrel and succeed where others will fail.
As you invest your time in developing your social capital, know that you are, in
fact, increasing your bottom line. Strive to make the most effective use of thi
s investment by doing everything possible to thoroughly enhance the relationship
s you develop in the coming months and years, because social capital definitely
leads to improved financial capital.

Gathering Competitive Intelligence
Get the low-down on the competition with this handy guide.
By Kim T. Gordon
It's official. You're going to start your own business. You know what you plan t
o sell and who your customers or clients will be. But how will you decide what y
our marketing materials should look like or even what you'll charge for your pro
ducts or services? You need to become an amateur sleuth and gather competitive i
ntelligence to create an on-target marketing program and tailor your services or
products to position against the competition.
It's important to complete a competitive analysis during the start-up phase of y
our new business, about the time you're putting together your marketing plan. In
fact, if you get underway without performing a competitive analysis, you run th
e risk of creating marketing tools and product or service offerings that are way
off the mark. This can cost you valuable time and money during the critical ear
ly months. You should also plan to gather competitive intelligence as your busin
ess grows, in order to stay competitive.
Who's Your Competition?
One of the biggest mistakes new entrepreneurs make is failing to recognize the r
ange of competitors for their businesses. Your new company will have two types o
f competition-real and perceived. For example, imagine you're a former college a
thlete who's decided to start a personal fitness training business. Your competi
tors will fall into two categories: other personal trainers, and gyms and health
clubs that offer trainers or advisors on staff. Although you'd directly compete
only with the other personal trainers, your prospects-people who want to shape
up-would perceive the gyms that offer these services as a viable alternative to
hiring you. So to complete your competitive analysis, you need to evaluate the m
arketing materials and services both types of competitors offer.
Get the Facts
The first step in your competitive analysis is to collect all the marketing mate
rials used by your competitors-both perceived and real. Begin by clipping your c
ompetitors' ads. Then request copies of their brochures and other marketing mate
rials-not so you can copy their ideas, but so you can check out marketing strate
gies and formats, competitive pricing, special offers, the key benefits (or prom
ises made), and clues to marketing niches that may be underserved. If possible,
you may even want to "mystery shop" your competitors-go out and actually buy the
ir products or services so you can experience the purchasing process with their
store personnel or salespeople. If your competitors are large enough, you can ga
ther information about them on the Net. Use major search engines to look for rec
ent press releases and articles about them. There are even free sites on the Web
that allow you to customize your own daily news page, such as NewsPage by NewsE
dge Corp. (www.newspage.com). And don't forget to check out your competitors' We
b sites. How do your direct and perceived competitors use the Net to attract cus
tomers and sell products? This will give you important clues about information a
Web site of your own should contain.
Put It All Together
Now you're ready to draw some conclusions about the types of competitive offers
and pricing your new business should use. Best of all, you'll have clear guideli
nes for developing your marketing tools. Complete your analysis by answering the
se questions:
What size are their materials? Do most of your competitors use standard mailing
envelopes, or are they using large folders with inserts?
Do your competitors use photography or illustrations in their materials?

Do they have Web sites, and how deep are they? Do they sell products online or j
ust offer information?
How are your competitors' products or services similar to yours? How are they di
fferent?
What key benefits do their marketing materials communicate? Can you offer additi
onal benefits that are valuable to prospects?
What special product, service or pricing offers do your competitors use to stimu
late responses to brochures and ads?
Once you find answers to these questions, you'll be in the perfect position to c
reate marketing tools that work as hard as you do.
This article originally appeared as "The Spying Game" in the October 1999 issue
of Business Start-Ups magazine.
Kim T. Gordon is a national speaker, the author of Growing Your Home-based Busin
ess and president of National Marketing Federation Inc., which provides marketin
g guidance by telephone to small and homebased businesses nationwide. For inform
ation and books, call (800) 2-SOLVE-IT.

Why We Need to Teach Networking
Relationship-building courses have yet to become a business school requirement.
Isn't it time that changed?
If you're a regular reader of this column, you've learned a lot about networking
, word-of-mouth marketing and social capital. However, it might surprise you to
learn that as a college professor, I'd tell you that you've actually received a
better education on these subjects than what you would have received at most uni
versities or colleges around the world. As hard as that is to believe, it's true
.
How do I know this? Well, besides knowing many college professors and having tau
ght in two business schools myself, I've confirmed it by asking thousands of ent
repreneurs about the subject.
I recently surveyed more than 1,400 businesspeople, and 88 percent of the respon
dents said they never had any college course that even covered the topic of netw
orking! I'm not talking about an entire course on the subject (they are almost n
onexistent); I'm talking about any course that simply covered the topic in schoo
l. Yet, based on another survey of more than 2,500 businesspeople worldwide, 75
percent said they got most of their business through networking!
Networking, which can help you build word-of-mouth marketing, is one of the most
important ways for entrepreneurs to grow their businesses, yet we don't teach i
t in colleges or universities around the world. Despite that fact, according to
a third survey of business professionals that I've conducted, 82 percent of all
businesspeople belong to some type of networking group!
OK, so let's recap: The overwhelming majority of entrepreneurs from these survey
s belong to some type of networking group and get a major portion of their busin
ess through networking, yet only a fraction have ever had any course that even m
entioned the subject of networking (forget about a full-blown class on the subje
ct). What's wrong with this picture?
We give people bachelor's degrees in marketing, business and even entrepreneursh
ip, but we teach them hardly anything about the one subject that virtually every
entrepreneur says is critically important to their business-networking and soci
al capital.
I currently teach at a university in Southern California. For more than 15 years
, I've been unable to get the business school to even consider a course on this
subject. (Ironically, the school of psychology is willing to have me teach it, b
ut not the school of business.)
Why don't business schools teach this subject? I think it's because most busines
s schools are made up of professors who've never owned a business in their life.
Almost everything they've learned about running a business they've learned from
books and consulting. Well, I've read a fair number of books, I was a consultan
t for many years, and I've run my own business for more than two decades. I can
tell you firsthand that if you haven't actually owned a business, you have a han
dicap in teaching a course involving entrepreneurship.
Can you imagine a law course taught by someone who's not an attorney, or an acco
unting course taught by anyone without direct accounting experience? Yet we put
business professors in colleges to teach courses related to marketing and entrep
reneurship with little or no firsthand experience in the field. Is it any wonder
then that a subject that's so critically important to businesspeople would be s
o completely missed by business schools? Of course not. Networking and social ca
pital courses aren't taught in business schools because most business professors
aren't practitioners. They don't really understand the importance of this subje
ct for entrepreneurs.
Granted, there was little written in the field of networking and social capital
20 years ago (do a literature search-you'll see), but that's not the case today.
There are hundreds of articles and many books on various facets of the area. A
thorough bibliography of many of these articles and books can be found in the ba
ck of the revised edition of The World's Best Known Marketing Secret (Bard Press
). Networking is a field that's finally being codified and structured.
Business schools worldwide need to wake up and start teaching this curriculum. S
chools, like any large institution, are bureaucracies, so it's unlikely to happe
n quickly; however, for those schools with vision, foresight and the ability to
act swiftly (sort of the way business professors claim that "businesses" should
act), they'll be positioning themselves as leaders in education by truly underst
anding and responding to the needs of today's businesses. These schools will be
on the cutting edge of business education so as to better serve their students w
hile positioning themselves as a leading institution for entrepreneurs.
Word-of-mouth marketing works. Social capital is critically important. And netwo
rking is the mechanism to develop both. As more universities and colleges open t
heir doors to professors who want to include this strategy with their marketing
instruction, we're going to see a major shift in the business landscape. We'll s
ee emerging entrepreneurs who will be equipped with another strategy for success
in business. We'll see networking utilized at its fullest capacity, and we'll s
ee business schools actually teaching a subject that the business practitioner s
ays is important.
What a thought. Oh well, it's good to have goals.
By the way, there is at least one school that has a regular, core-curriculum, co
llege course on the subject of networking and social capital: the University of
Michigan. Wayne Baker, co-owner of Humax Corp. in Ann Arbor, Michigan, teaches t
he course. Well done, Wayne.
On a final note, if you think a course on this subject is a good idea, e-mail th
is article to the department chair of any business school you may know. If I'm l
ucky, the school where I teach may finally be interested-or if I'm not, I may ne
ed to find another teaching position.
Ivan Misner is a New York Times bestselling author and the founder and CEO of BN
I, the world's largest referral organization with over 3,300 chapters in 18 coun
tries around the world. His new book, Masters of Success can be viewed at www.Ma
stersofSuccess.biz. Dr. Misner teaches business at a Southern California Univers
ity (at least until this article is published) and can be reached at misner@bni.
com.

Ring up Holiday Sales
7 ways to boost online sales during the year's busiest shopping season
By Kim T. Gordon | October 18, 2004
URL: http://www.entrepreneur.com/marketing/article72920.html
Online spending is expected to go through the roof this holiday season. Will you
r company be ready to maximize sales?
According to eMarketer, online spending will rise to $9.1 billion in 2004, and I
AB/PricewaterhouseCoopers projects fourth-quarter spending alone will hit a reco
rd-setting $2.35 billion. What's more, the most affluent web users, with househo
ld incomes of $75,000-plus, are more likely to purchase more than half of their
holiday gifts online, according to a survey from BURST! Media.
To capture more of these holiday shopping dollars, now's the best time to critic
ally appraise your company's website and make any necessary adjustments. Here ar
e seven smart ideas you can adopt today that are sure to help you ring up more o
nline sales:
1. Communicate with past customers. While the explosion of spam has reduced the
open rates for some types of solicitations, e-mail campaigns to in-house lists a
re still top producers. November is a great time to send e-mail to your opt-in l
ist of customers and prospects. For best results, it should be instantly recogni
zable as coming from you, a valued source of information. Avoid any subject line
that could cause your e-mail to be mistaken for spam, personalize your messages
and make an offer that you know your customers will find uniquely compelling.
2. Be easy to find. Nearly half of all respondents to a recent Harris poll commi
ssioned by MSN reveal they use a search engine every single day, and other studi
es show that as many as three out of four consumers regularly use search engines
to find or research product information. If you're not already using pay-per-cl
ick advertising on the major search engines, this may be an excellent time to st
art. And if you're a veteran of paid search, consider adding additional keyword
pairs, participating in local search opportunities and fine-tuning your ads.
3. Advertise your site. When it comes to marketing your website, if you follow t
he "If you build it, they will come" line of thinking, you're living in a field
of dreams. Right now, 97 percent of U.S. retailers are selling online. Competiti
on online is intense, and you must reach out and give prospects a compelling rea
son to visit your site. To build holiday traffic, place ads on sites that reach
your best prospects. To maximize click-through rates, look for ad units (not nec
essarily banners) that are surrounded by editorial. And to increase sales from t
hose who respond to your ads, direct click-throughs to specific landing pages, i
nstead of your main page, where shoppers can find exactly what they're looking f
or.
4. Deepen your content. Product research is a top priority, particularly for wom
en shoppers online. Take time now to add in-depth content, from product reviews,
photographs, size charts and maps to pages on your company background and execu
tive bios. It's essential to have enough information on your site to persuade sh
oppers to complete their transactions there-rather than move on to other sites t
o further their research.
5. Make shopping easy. Saving time and convenience are two of the primary reason
s shoppers use the Internet. So visitors to your site must find what they're loo
king for quickly and easily. Adding an on-site search facility has been shown to
prompt consumers to buy more often and spend more per purchase. Also, offer qui
ck checkout for repeat buyers and consider adding live online customer service d
uring peak hours so customers with questions can have them answered immediatelywhile they're actively shopping on your site.
6. Reduce cart abandonment. Most shopping carts are abandoned because of "surpri
ses" such as added tax and shipping costs, which are only factored into the pric
e of a product once a user makes the decision to buy. To eliminate this problem,
simply supply these prices upfront. You may even choose to offer free shipping,
which has proven to be a strong sales incentive. Offering multiple payment opti
ons can also translate to more sales. A study by CyberSource found that websites
with four or more payment methods got sales conversion rates of 72 percent.
7. Protect customers' privacy. Keeping personal information secure is a top prio
rity for many online shoppers. And this goes far beyond using a secure connectio
n for online transactions. Is your privacy policy displayed prominently on your
site? For maximum sales this holiday season, it pays to reassure customers that
the personal information they choose to share with you will be used only to enha
nce their shopping experience.

Shape up Your Business With Networking Aerobics
7 exercises to help you maintain networking momentum
The world seems to be in the middle of a fitness craze! To capitalize on the fit
ness theme, this month's article will focus on what you can do to exercise your
networking skills. I've put together a series of exercises you can consider to b
e networking aerobics. Diligent practice of these exercises will pay off in a he
althy networking ability and improved contacts that will lead to contracts.
1. Leg lifts: Rise from the chair, couch, recliner or car seat where you usually
sit and get to a networking event. As we develop technology more and more as a
business tool, it might be tempting to indulge in "cocooning" and get roped into
staying in your business locale. This isn't the best way to expand your busines
s, much less develop a healthy word-of-mouth base. But if you're reading this ar
ticle, you already know that and are looking for more.
2. Arm extensions: Extend your right hand from the shoulder to reach for the han
d of any new contacts you meet. Shaking hands is an important part of making a n
ew contact. Not extending the hand of friendship can be perceived negatively. It
sets you apart as being aloof and cold. There are all kinds of things that have
been written about the right way to shake the hand of a new contact: the two-ha
nded shake, the elbow hold and so on. Just be courteous and warm, and I'm sure h
owever you shake hands you'll make a good impression, as long as you aren't the
dead-fish-shaker type!
3. Jaw flex (to follow immediately after arm extensions): Let the new contacts k
now succinctly who you are and what you do. Make sure to be specific and provide
a benefit statement about your services. Don't forget that a good networker has
two ears and one mouth and should use both of them proportionately-so give the
jaw a little break.
4. The splits: Now that you're getting warmed up, move into the splits. As you s
ee groups of two or three, notice if they are "open" twos and threes or "closed"
twos and threes. The open twos and threes will have a gap between the individua
ls, almost inviting another person to join with them. The closed twos and threes
will be completely self-absorbed and wouldn't be the first place to start pract
icing the splits. If you feel uncomfortable doing the splits on your own, ask th
e person hosting the event, or perhaps the individual who invited you to attend,
to come around with you and introduce you to clusters of people.
5. Drop and carry: Ask for your new contacts' business cards. Drop them into you
r left pocket and carry them back to your office. I usually carry my own busines
s cards in my right pocket and use the left pocket to carry the new contacts' ca
rds. This habit can spare you the embarrassment of reaching into your pocket for
your card and coming up with someone else's card!
Prior to dropping the contacts' cards in your pockets, jot a note of some kind o
n the back of their cards. You might make a note that will help jog your memory
about them, or you might realize you have an article in your files or a contact
to send their way. It's important that the new contacts see you making a note on
their cards. This sends the message that you're planning to keep their informat
ion and refer back to it later.
When exchanging cards with someone, I always like to write something on the fron
t of my own card before handing it to them-perhaps my cell phone number or somet
hing else to personalize the card. Research on retention of business cards has s
hown that people are less likely to throw away a card that has personal informat
ion handwritten on the front. I always give a couple of my cards to each contact
, requesting that if he or she knows anyone who might be able to use my products
, to please pass on the extra card.
6. Arm curls: Reach down to the telephone receiver, lift it off the cradle and c
url it toward your head as you bring it to your ear. Follow up your networking e
vent with personal contact. For the purpose of networking aerobics, we've used t
he example of the phone. You might wish to follow up via e-mail or by sending no
te cards-just do something to put you back in the new contacts' minds.
7. Cool down: Everyone knows that to avoid injury after working out, you need to
cool down and gently let your heart return to its resting rate. After attending
a networking event, you need to do a cool-down exercise as well. We recommend r
ecording the event's contacts in a journal format or utilizing an event form, su
ch as the one in Business by Referral, a book I co-authored with Robert Davis.
There are also computer programs you can purchase which will allow you to record
the results of the networking event. Referring back to the documentation from t
he exercises you did at the event will help you cultivate the contacts into a bu
mper crop of referral business.
As you attend various networking events to promote your businesses, keep these e
xercises in mind and remember: no pain, no gain! You've got to put yourself out
there in order to develop a word-of-mouth-based business.
s around the world. His new book,Masters of Success can be viewed at www.Masters
ofSuccess.biz. Misner teaches business at Cal Poly University, Pomona and reside
s in Southern California with his wife and three children. He can be reached at
misner@bni.com.

Do Referrals Happen by Coincidence?
No, they don't. Here's how to stop relying on luck to create word-of-mouth for
your business.
A few years ago, a friend and colleague of mine, Art Radtke, told me about a mem
ber of one of his networking groups who was about to leave the organization. The
member's name was Mike. He owned his own business and was considered a good mem
ber of his group. Most people were surprised when he dropped out of the group on
ly a year after helping to form it. Mike was receiving referrals and things seem
ed to be paying off with some high-quality sales.
Despite appearances, Mike had a totally different perspective on the situation.
In talking to Mike, he explained that the members liked each other a great deal,
and he truly felt that they helped each other whenever possible, but, inexplica
bly, he felt that it just wasn't working for him. Mike explained that his busine
ss was doing well, and he went on to describe some of the new clients he acquire
d. Oddly enough, many of the clients and referrals he described sounded very fam
iliar. As it turned out, many of these people and companies that he discussed as
the basis for his burgeoning business were the very same people that had been r
eferred to him by the chapter members throughout the previous year!
One of us called Mike to end the confusion over why he was leaving. As it turned
out, the call only created more confusion. The conversation took an hour and, i
n the end, we agreed with all the facts but had dramatically different interpret
ations. Mike believed that:
1.
He had been introduced to these new clients by members of his group, or by peopl
e introduced to him by members of his group, mostly by chance.
1.
He didn't feel that the results were any indication that a system was at
work. He stated quite clearly that these referrals were basically coincidences.
It was by chance that so-and-so bumped in to someone that just happened to need
his services.
Mike was looking at his success from a position of repeatability. His profession
al training taught him that he and his employees should call people from a list
that was generated based on the demographics he was looking for in a client. If
he didn't have enough business, he needed to call more people. The results of hi
s activity were always measurable and could always be accounted for by the actio
ns he took. Most importantly, there was a well-defined ratio that he fully under
stood relating to the number of calls, appointments and closed sales.
The clients he picked up from referrals, on the other hand, always had a story a
ttached to them that couldn't be repeated, leading him to believe that the resul
ts were coincidental.
This misconception happens when someone focuses on the referral rather than on t
he relationship that produced the referral. This interpretation led Mike to the
inaccurate conclusion that the results were coincidental.
It's no more coincidental that people receive regular and consistent referrals f
rom the people in their network than it is that a fisherman who casts a net catc
hes fish. The fisherman concentrates on his action of casting the net, not on th
e individual path of one of the fishes that swam into it. If he did base his dec
ision on that one random fish, he would quickly come to the same conclusion Mike
did: That it was coincidental.
The reason Mike focused on the referral and not the relationship is because he d
idn't understand that building effective and profitable relationships is a syste
m. In fact, he had never been trained on how to systematically build mutually pr
ofitable relationships. In his early training, he was taught about products, cus
tomer service and cold calling. When he did receive referrals, he had no idea wh
at specific actions he had taken that had caused it-so he was simply thankful fo
r his good luck and went back to what he knew.
When it comes to networking, "luck" is where persistence meets opportunity. Ther
e is no coincidence about repeat referrals. It comes from the day-to-day activit
ies of building relationships. Although it can't be measured as easily as tracki
ng cold-call ratios, the results are dramatic and almost never coincidental. Rep
eat referrals happen because you've laid the groundwork through professional rel
ationships.
Art Radtke contributed to this article.
s around the world. His new book,Masters of Successcan be viewed at www.Masterso
fSuccess.biz. Misner teaches business at Cal Poly University, Pomona and resides
in Southern California with his wife and three children. He can be reached at m
isner@bni.com.
Sign of the Times

Are you missing out on this simple, inexpensive marketing tool?
By Catherine Seda | Entrepreneur Magazine January 2005
How many e-mail messages do you send every day: 10, 50 or more? Seize the opport
unity to promote your business to a highly targeted audience without spending a
dime. Few words are more powerful than those in your e-mail signature line.
Marketers whose e-mail messages only contain their names and contact information
are missing out. E-mail recipients have already opted for communication from yo
u. Plus, they're key members of your unofficial marketing network: prospects, cl
ients, employees, press contacts and colleagues. Your signature line is the perf
ectly unobtrusive space for a customized promotional pitch. Try these tactics to
turn your "sign-offs" into sales:

Highlight what your company offers.
Offer an incentive for recipients to take a specified action.
Use the associated URL for the incentive, if it's also on your site.
Give better visual positioning to the promotional pitch rather than contact info
rmation.
Play with eye-catching fonts and colors.
Use less than 64 characters per line so the words don't wrap to a new line.
Write a signature for different categories of recipients.
Change your signature copy frequently.
Let's say you run a fitness-apparel company. Your company tag line could be "Com
pany ABC Fitness Apparel: quality comfort for maximum performance." Especially c
ritical for emerging brands, using a tag line explains how customers are served,
and it supports or furthers brand awareness. All company employees should inclu
de the company tag line in their signatures for these reasons.
The tag line might not evoke a response, however; that's the job of the incentiv
e. An announcement about a new catalog with discounts is an irresistible invitat
ion to a fitness-apparel company's shoppers. This copy might do the trick:
Penny Hamilton, CEO
Company ABC Fitness Apparel: Quality Comfort for Maximum Performance.
Surf our new spring catalog-save up to 25% today!
Let's try another market: employees. Why not use a signature line to boost your
team's performance? Remind them about a reward program or a company event, or sh
are a business affirmation. You could make your signature line fun as well as in
formative; the CEO of a fitness-apparel company could use this motivational sign
ature in communication with her sales team:
Penny Hamilton, CEO & Happy Hiker; Hit our sales goal this month, and lunch is o
n me!
Although it's common to put a personal name first, followed by a company line an
d then an incentive line, see what works for you. Mix up the sequence of lines f
or the optimal visual layout and response, and always include contact informatio
n. Modify your signature line periodically. E-mail is often passed along, and yo
u never know which signature will attract new business from the people you've al
ready been communicating with over numerous e-mails.
Speaker and freelance writer Catherine Seda owns an internet marketing agency (w
ww.sedacommunication.com) and is author of Search Engine Advertising.

Who Joins a Networking Group...and Why?
A closer look at the members of networking groups and how they're benefiting
Recently, my networking company, BNI, cooperated with Steve Brewer, a graduate s
tudent from St. Thomas University in the United States, as part of his master's
thesis in marketing. As a result of this research, we have acquired an interesti

ng picture of the type of businessperson/entrepreneur who joins a networking gro
up.
Based on this study, we learned that more than 76 percent of all networking grou
p participants we surveyed came because they were personally invited by someone!
OK, that's not a big surprise, since networking is a word-of-mouth function. Ho
wever, it's excellent reinforcement to what we already know-namely that people m
ostly join networking groups through the invitation process. Amazingly, only 24
percent came to their particular networking group from all other forms of market
ing and advertising combined (including the internet, trade shows, calendar list
ings, newspaper articles and so on). Traditional media exposure definitely suppo
rts recognition of the importance of networking, but what brings most people int
o a networking group is one person asking another person to visit.
According to the study, 74 percent of all networking group members surveyed iden
tified themselves as business owners, and 23 percent said they were employees. T
he overwhelming majority of those surveyed, or 70 percent, first visited because
they were interested in some type of networking group. Roughly 6 percent were e
ncouraged by their company to attend. But what's most interesting is that 5 perc
ent of the people who visited and joined, didn't want to offend the person who i
nvited them by not joining!
One of the questions asked in the study related to how comfortable people felt w
hen they first visited. An astounding 93 percent of all people who joined felt w
elcomed by other members of the group they first visited. An impressive 79 perce
nt of all networkers surveyed reported that the business they generated from the
organization had either met, or exceeded, their expectations.
Once when I was visiting one of my groups, I met a prospective member who was a
local business owner who tried to tell me that the organization was made up of y
oungsters (which, according to him, were people under 30). According to our surv
ey, more than half of the members, 58 percent, were between the ages of 30 to 49
, with approximately 32 percent being over 50 and only 10 percent being 29 years
old or younger. Now, I understand that one group may vary from another, but fro
m my experience, most networking groups, as the study indicated, seem to have a
fairly even age distribution. As it turns out, the results from this study clear
ly conclude that roughly 90 percent of members participating are over 30 years o
ld. The actual graph is a classic bell curve, with the under 30 and over 60 rang
es being the low ends of both sides of the curve.
Finally, the last statistic from the study that I'd like to share in this articl
e is one that has remained fairly constant over the last decade. The study found
that roughly 41 percent of networkers in the survey were female, and 59 percent
were male. This roughly 60/40 split was virtually identical to previous studies
done in the past (including my doctoral dissertation in 1993). Although some sp
ecific countries may vary substantially on this one area, we have found most net
working organizations have this general distribution of men and women networkers
.
So what have we learned from this study?
1.
We've learned that the overwhelming majority of businesspeople joining a network
ing group joined because someone invited them.
1.
We found that almost all of them found the group they visited to be very
friendly.
2.
We discovered that a very high percentage of these networkers generate a
s much, or more, business from networking than they expected, and that more than
60 percent of the members have been involved for more than one year.
3.
We learned that close to 75 percent of our networkers surveyed are busin
ess owners between the ages of 30 and 50, and that approximately 40 percent are
women and roughly 60 percent are men.
I believe this is valuable information for entrepreneurs who are considering bec
oming involved or already actively participating in networking groups to have. I

f you're in a group already, I hope you take the opportunity to discuss these su
rvey results within your networking group in the near future.
As entrepreneurs, we like to have the hard facts, the statistics, to support our
actions in developing our new businesses. These stats clearly support networkin
g as a viable, productive and effective way to market ourselves in our business
environment today. As businesses become increasingly informed and educated about
the tangible benefits of growing their businesses using a structured word-of-mo
uth program, I feel that these positive numbers will only increase!
I, the world's largest referral organization with thousands of chapters in dozen
s of countries around the world. His new book, Masters of Successcan be viewed a
t www.MastersofSuccess.biz. Misner teaches business at Cal Poly University, Pomo
na and resides in Southern California with his wife and three children.
Neighborhood Marketing Tactics

Use your creativity and marketing smarts to attract a loyal following of local
businesspeople and residents.
By Brad Kent | January 11, 2005
As a small-business owner, one of the most effective ways for you to compete wit
h big-name, big-budget companies is to unleash the power that's right in your ow
n backyard. Your secret weapon? Neighborhood marketing--and building an effectiv
e strategy is crucial to your success.
Let's talk about what neighborhood marketing is. It's a way to run your business
, a philosophy that focuses on satisfying your customers at a higher level. Neig
hborhood marketing is a system that concentrates on building your business from
the inside out, and never farther than a fiveto 10-minute drive from your compan
y's front door. It takes what you create within the four walls of your business
and serves it up as a "concentrate" in high doses to those who can have the grea
test impact on your business.
The neighborhood marketing philosophy is one that keeps you focused on the tools
you already have at your fingertips: your employees, your products and services
, and a database of your customers and internal merchandising strategies. By dev
eloping these areas to make them the best they can be and leveraging these tools
just within your neighborhood, you'll be able to take your company to new heigh
ts and grow your sales consistently.
Why concentrate your strategy on customers who live and work no more than a five
to 10-minute drive from your location? That's where the overwhelming majority of
your best customer's come from. If you have any doubts, just ask each of your c
ustomers' for their zip code for the next 7 days. Then plot them on a zip code m
ap (easily found in most phone books). The proof will be right there before your
eyes.
Understanding the importance of your marketing area will also help you realize t
hat using mass media to advertise your business shouldn't even be an option for
you. While the allure of TV and radio ads can be intriguing, for neighborhood bu
sinesses, it's often the fastest path to bankruptcy. Mass media covers an enormo
us amount of geography, which you're paying for. So why reach out to those who w
ill never drive the distance to see you?
Getting Started
So where do you start? As obvious as it may seem, you begin by being a good neig
hbor yourself. Maintain the appearance of your business-keep it clean and profes
sional. Be sure your location is meticulously maintained and looks like a place
you're proud to pull up to each day. A business that is unkempt or untidy gives
customers the impression that this is how you'll conduct your business. First im
pressions really do count.
Next, look for opportunities to get involved in neighborhood functions, like spo
nsoring a little league team. Consider having a customer appreciation party. Thi
nk of yourself as running the general store of years past, where the owner knew
the names, birthdays, anniversaries, fortunes and misfortunes of each and every
customer. These general store owners were involved in their communities, churche
s, local festivals, fundraising events and the like.
Seek out neighborhood gatherings and figure out how you can get involved. Imagin
e dropping by a neighborhood block party with a case of free refreshments courte
sy of your company. How about sponsoring an activity for the children at one of
these events? Show you care about the firefighters and police officers in your a
rea by sponsoring a discount day especially for them. These kinds of activities
are what ignite the buzz within your neighborhood.
Focusing on your neighborhood requires a focus on those that are new to your are
a-don't miss an opportunity to welcome new neighbors. Did you know that the aver
age American moves every 5 years? That means that as many as 20 percent of your
current customers will move in the next 12 months--and that many new people will
be moving in. So buy a list of the new residents that move into your market are
a each month, and send them a coupon for a free product or service to familiariz
e them with your company.
Whether you operate a restaurant, flower shop, dental office, dry cleaners or so
me other neighborhood business, new neighbors can be an important element of you
r neighborhood-marketing plan. New movers will spend more money on products and
services during the first 60 days than an established resident will spend in 2 y
ears. They're also open to trying new product and service providers during this
all-important "habit forming" stage. In some industries, redemption rates on new
neighbor programs can run strongly into the double digits.
Just ask Ray Villaman, a Dryers Ice Cream shop franchisee in Oakland, California
. "We consistently pull a 20 percent redemption rate on our new neighbor program
," says Villaman. "This is something we do on a regular basis with new neighbors
--we always give them a free sundae at no cost to them at all. It isn't long bef
ore we notice their faces again and again with repeat business."
While marketing to new neighbors often translates to just a few hundred names ea
ch month, over the course of a year, that can mean several hundred new faces tha
t come into your business. Make your new-neighbor offer compelling, and you can
reap huge rewards from this profitable group.
Developing Ideas
One of the most effective things you can do is create excitement about your busi
ness. And that doesn't have to be expensive. Think of low-cost things you can do
that will create a buzz about your business, things that will get people talkin
g.
Here's a great example: I had a friend who once owned a small caf that only had a
bout 20 tables. One of the tables was close to the door, and no one ever wanted
to sit there. One day, my friend decided to label the table "the worst table in
the house." Best of all, if you opted to sit there, he'd take 50 percent off you
r entire bill.
Did he see results? You bet. His brainstorm created a buzz about his caf. Within
a week, people in the neighborhood were talking about his caf and the table they'
d sat at last night where they got their dinner for half price. There were some
evenings when people would wait as long as 45 minutes to get that table. This ty
pe of internal marketing is what fuels word-of-mouth advertising within your nei
ghborhood, and it doesn't take big advertising dollars to do it.
If you lack the creativity to develop these neighborhood marketing ideas on your
own, don't worry, there are resources you can turn to for help. One of the best
I've found is Tom Feltenstein's book on the topic, Tom Feltenstein's Encycloped
ia of 401 Proven Killer Promotional Tactics.
The bottom line is, you don't need to have a huge advertising budget or hire an
advertising agency to help you compete with big budget companies and win. Neighb
orhood marketing is about competing in the trenches that exist within your own b
ackyard. It's about relationships, creativity, great merchandising, great employ
ees, and knowing your customers and exceeding their expectations. Effective neig
hborhood marketing tactics are at the core of the most successful small business
es in the country-and many of the billion-dollar companies that have made it, to
o. The successful delivery of this is a lot harder than writing a check to place
an ad, but without adopting its principals, there's no reason to be in business
.
Brad Kent is the president and CEO of SmartleadsUSA LLC, a specialty list and di
rect mail services company in Palm Harbor, Florida.

Tips for Working a Mixer
Knowing what to look for will help you use business events to your advantage.
Effective networking at a business event or mixer is an important skill that ent
repreneurs should learn to help build their business. In a previous article here
at Entrepreneur.com, I talked about the "10 Commandments of Working a Mixer". A
ll of these techniques are predicated on the idea that you actually meet and tal
k to people at the event. Many times when entrepreneurs attend the ever-popular
networking mixer, they have a difficult time reading the crowd and knowing when
and where to get started. Sometimes, that seems to be the biggest challenge for
entrepreneurs in networking. They may say to themselves, "I don't want to just b
arge in. Where do I start? Who do I talk to?"
Being able to assess the room is an important beginning for the process. For exa
mple, look at diagram A, below. Here is a top-down view of a portion of the room
during a business mixer. For the person entering the room (like the individual
with the "?" in the bottom right corner), it's hard to determine where to start
in the networking process.
With that in mind, consider this. The next time you're attending a networking mi
xer, take note of how people stand physically grouped together. You'll find that
people stand with their bodies clearly indicating whether or not they're open t
o having someone approach and join them or not. In other words, literally look f
or "open" vs. "closed" groups.
What do I mean by open vs. closed groups? Compare diagrams B and C below. You'll
note that in diagram B, the two people are standing parallel to one another wit
h their shoulders squared off in a way that doesn't make it easy for anyone to e
nter the conversation. It is a "closed two" group. However, in diagram C, you wi
ll note that the two parties are standing slightly askew, which makes it easier
for someone to join the conversation. This is an example of an "open two."
The same rules apply to groups of three individuals. When they have closed the c
ircle, it indicates that they're having a more private conversation or aren't in
terested in meeting someone else at that moment. This would not be the group to
break into and introduce yourself.
Sometimes, the closed threes do open for a time and then reclose. As you watch t
he group, take the opportunity to come in the group during the times when they a
re physically open. This usually indicates the ebb and flow of conversation and
lets you know that there's a break in the intensity of conversation, or at least
in the privacy of the conversation.
When three people have opened their circle, usually with a slight break between
two of them, you can clearly see that there's room for another person to join in
the group. These are the configurations to look for in a group of people where
the majority of them are businesspeople you don't know.
Being able to read any size crowd and gauge when to come into a group of two, th
ree or more people who are networking is an acquired skill. If you aren't able t
o learn this concept, you might be destined to attend event after event and fina
lly make the presumption that networking events aren't a good way for you to mak
e connections or develop new networking partners.
This couldn't be further from the truth. You must put yourself out there into th
e mix for it to work. I like to say, "Networking is a contact sport." In order t
o make those connections, you need to successfully gauge the warmth of the small
er gatherings of people at the mixer.
Take another look at diagram A, above. Can you spot the open and closed groups?
It's amazing how the same diagram makes sense when you look at it from the persp
ective of open or closed groups.
Often people who attend the mixer together will stay grouped together for the en
tire event. As the event unfolds, however, they'll open and close their grouping
. I've seen this happening and watched as networkers who were savvy to this conc
ept came into the grouping as it opened, met the attendees and then moved around
the room meeting others, collecting business cards of future contacts for their
successful networking efforts.
By utilizing the analogy of open and closed threes, you'll find that the next ne
tworking mixer you attend will be more profitable, as well as more enjoyable!

Busting the Myths About Customer Referrals
Learn the truth behind these six common networking misconceptions.
I'm currently working on a new book with two business associates, Mike Macedonio
and Mike Garrison of the Referral Institute. In the process of working on our b
ook, the thought came to us that many entrepreneurs have perceptions about refer
ral marketing that aren't based on reality. In fact, they're delusions.
With that in mind, I'd like to share with you some of these referral "truth or d
elusions." See if you can tell the truth from the fiction.
Truth or Delusion? If you provide good customer service, people will refer busin
ess to you. This one's a delusion. Many, many entrepreneurs think that good cust
omer service is the number-one way to cultivate word-of-mouth marketing and refe
rrals. But it's not! It's a good policy and one that's vital to the health of yo
ur business, but it's not at the core of building a referral-based business.
People have come to expect good customer service. In fact, they demand it in tod
ay's marketplace. When considering customer service and its role in the referral
process, it unfortunately works much more effectively in reverse: People are mo
re likely to talk about your business when they're unhappy with you than when th
ey're happy with your service.
So if you want to build your referrals, you must actively cultivate your referra
l sources and not rely on good customer service alone.
Truth or Delusion? For maximum referral impact, you should cultivate relationshi
ps primarily with the movers and shakers in your community. This one's also a de
lusion. The common perception is to look for influential individuals who will ho
pefully be able to provide large referrals for your business that will result in
big sales.
I once heard a very interesting story that really brings this point home. A few
years back, I was chatting with a local business owner I knew about the impact t
hat all types of people can have on our referral business. The man owned a windo
w covering business. During our conversation, he proceeded to tell me about a re
ferral he got from a rather unassuming man he knew. It seems that this man's fri
end, an elderly woman living nearby, had one small window on a back door that ne
eded a roll-up screen and he could find no other window covering business that w
ould be interested in coming out to her house to measure and quote her on such a
small job.
My acquaintance continued this story by recounting how he willingly agreed to ta
ke care of the job, much to the man's relief. About two weeks later, a large, bl
ack stretch limo pulled up in front of his store. A very well-dressed man in a c
ustom-tailored suit and fine Italian leather dress shoes stepped out and came in
to his store. It was this little old lady's son! He had been very impressed with
the work done at his mother's house and wanted to do business with my friend. H
e had just purchased a 6,000-square-foot house in Malibu and wanted my friend to
handle all the window coverings on an unlimited budget (visualize with me all t
he windows in a really large house right on the ocean).
This is a great example of how a seemingly non-influential individual could prov
ide you with a great contact. The point is to stop networking like a big-game hu
nter and approach networking more like farming. Cultivate all types of relations
hips with the clear understanding and knowledge that this is how networking work
s. You never know whom it is who knows just the right person to introduce to you
r business.
Focus on the quality of the relationships you develop and cultivate those relati
onships on all levels. The diversity of your contacts is much more important tha
n looking for the "big guys." You'll be amazed how much better this approach wor
ks in the long run.
Truth or Delusion? People who like, care and respect you will refer business to
you. You guessed it: This is absolutely a delusion! How often do you regularly g
et a referral from your mom? Yet you'd certainly be right to expect a referral r
elationship from those closest to you, such as friends, family members and other
close associates.
The problem is, we don't remember that we need to train the people with whom we
have the closest relationships on how to refer business to us. It's true! We nee
d to educate them as well on how to listen for people who might need our product
s.
Teach those closest to you to listen for the "language of referrals." When peopl
e say words like "I want" "I need" "I can't" "I wish" or "I don't know who," wha
tever they say next could be a referral. When we teach our referral sources how
to listen to the language of referrals, then we provide the tools for them to re
fer business to us.
Truth or Delusion? It's best to limit the number of networking groups you belong
to. Truth! Networking is more about farming than it is about hunting. This mean
s you need time to cultivate the contacts you make. In a recent survey of almost
1,800 businesspeople my company did, almost 32 percent of respondents attended
eight or more networking events a month. One-third of that group attended betwee
n 12 and 20 networking events a month!
Building your business through word of mouth is not a contest to see who can att
end the most meetings. It's about building the best relationships! Therefore, yo
u must be selective about your efforts and focus not only on attending meetings
but also on building bonds with the people you meet at those meetings. Unfortuna
tely, it's all too common for businesspeople to focus on breadth--not depth--in
their networking.
Truth or Delusion? The best way to ensure referral success is to follow the Gold
en Rule: Treat your referral sources the way you would want to be treated. Unfor
tunately, again, this is a delusion. While this may seem like a "trick question,
" it's not. All too often we deal with our referral sources the way we'd want to
be treated. If we want to strike a chord with them, however, we need to keep in
mind that it's important to remember what they want and need. The referral proc
ess is more emotional than it is factual. It's crucial that you find out what's
important to the referral source in order to maintain and develop the relationsh
ip.
Truth or Delusion? Referral marketing is the safest form of advertising. This on
e's definitely a delusion! When you give a referral, you give a little of your r
eputation away. If the business you've referred someone to does a good job, it h
elps your reputation. But if they do a poor job, your reputation may be hurt.
The payoffs of referral marketing are immense--when done right! But it involves
a really big risk: giving away a piece of your reputation every time you give a
referral to someone. When you tell a valued customer that a friend of yours is g
oing to take good care of them, you must have confidence in that friend.
But what happens if your friend lets your customer down? It comes back to haunt
you. Your customer begins to lose faith in you, and because of that loss of fait
h, you just might lose that customer down the road. This is why it's so importan
t to develop strong relationships with those to whom you're referring business a
nd vice versa. Once those strong connections are forged, you can rest easy, know
ing when you tell someone a business associate or networking partner is going to
take good care of him or her, that will happen.
These are just a few of the "truth or delusion" examples we've come up with. If
you can think of others, feel free to them to me.

A Sure-Fire Referral Technique for the "Difficult to Refer" Business
Even if your company isn't the type to easily generate word of mouth, there are
still ways you can network and build your business's reputation.
Face it, some businesses are just more difficult to refer than others. Often, th
ose same businesses struggle to get clients even through traditional advertising
methods. Although I firmly believe word of mouth is the best way for almost all
types of businesses to grow, in some cases, it's almost the only way to grow. W
hen I started my business consulting firm more than 20 years ago, I learned thes
e lessons the hard way.
Very few companies retained a consulting firm based on an advertisement. Most of
my clients came from referrals, but that took time and I needed to find new bus
iness to keep my doors open. Through this struggle, I landed on a technique that
I've been training to businesspeople and entrepreneurs for the past two decades
. I call it "working the rubber chicken circuit."
Years ago, I learned that when I did a speaking engagement, I often got new busi
ness. So the key was to get more speaking engagements while I was working on the
long-term process of word of mouth. Because educating my referral sources took
time, getting some speaking engagements was a great short-term approach to build
ing my business. I discovered that this became a specific strategy in and of its
elf: to build my company through the word of mouth that comes from speaking enga
gements.
When you schedule an appointment with someone you think might be interested in w
hat you're selling, that time you spend with them--usually an hour--is important
! Imagine having that same one-hour appointment with between 20 and 50 businessp
eople in your community, all at the same time! In effect, that's what you're doi
ng when you're asked to make a presentation at various clubs and organizations.
While many of you may realize the immense networking value that joining and part
icipating in service clubs lends to their credibility in their community, what y
ou may not think about is how much business speakers at these various meetings c
an generate.
As an entrepreneur, just how do you go about getting on the calendars of these b
usiness and service groups? It isn't as hard as you might think. With a little c
reativity, you can put together a presentation that will be informational, educa
tional and even entertaining for these groups. Most important, you can get refer
rals from people to help get you in front of them. Usually program chairs are sc
rambling to find someone different, engaging and interesting to come in and pres
ent to the group. Your job is to help them find you! What I did was to produce a
letter that I'd give to the people in my extended network to make it very easy
for them to refer me for a speaking engagement.
Here's a sample of the letter I used to send to program chairs when I owned a co
nsulting firm in Southern California. You'll see that I was offering much more t
han a one-hour sales pitch for my service:
Dear Program Chair:
AIM Consulting is a management consulting firm that works with small and midsize
businesses. During the past two years, we've given a presentation entitled "Ent
repreneuring in the 80's" to more than 60 service organizations such as yours. T
he presentation deals with managing and motivating employees. It involves partic
ipation and interaction with the audience and leaves time for questions at the e
nd. Here are some of the comments we've received:
"Fantastic, every service club must hear!"
East LA Rotary
"One of our best...Ivan kept everyone excited."
Alhambra Optimist
"An excellent talk by an excellent speaker."
Irwindale Rotary
"Excellent, highly recommended, got a lot of questions."
Hermosa Kiwanis
If you're interested in this topic, we'd be glad to visit your club to give this
presentation.
Please feel free to contact us if you have any questions.
Sincerely,
Ivan R. Misner
President
I'd take the above letter to networking meetings and give it to people who knew
me and wanted to refer me but didn't know how. I ended up getting a lot of busin
ess this way. In fact, one of my largest clients came from a speaking engagement
I got using this system.
Just one person who contacts you because of this letter can position you in fron
t of numerous businesspeople who might be in the market for your product or serv
ice. Once you have the opportunity to make these types of connections, you never
know where they'll lead.
On a related note, I found that it was very important to give the audience somet
hing to take away that would bring them back to me. For example, for me, it was
a behavior profile instrument. I told them they could take this back to their of
fice, give it to any employee, have them fill it out and mail it back to me, and
I'd give them a free four-page analysis of the behavioral characteristics of th
at employee so they could better understand how to manage that person. By using
this tool, I almost always got one or more companies to follow up after I spoke.
Let me give you an example of how a business owner might position himself to be
a speaker at an organization's weekly meeting. Take the case of a hardware store
owner I once knew. You might wonder how a hardware store owner could appeal to
a program chair who's looking for someone to speak to a business group. The topi
c of home safety is a very timely message. Who better than a hardware store owne
r to fashion a presentation on home safety and give viable tips on things to do
around the house to be sure that the home environment is free from hidden--and n
ot so hidden--dangers.
Of course, the members present at that meeting might have a need to take care of
some of the things the presenter brings up. Who do you think they're going to c
ontact for that? Bingo! That week's speaker is just the person for the job.
The key is to go in with information and education...not a huge sales pitch. Peo
ple don't like being sold to, but they do like to buy! A great presentation can
motivate your audience to want to buy what it is you have for sale. Not only tha
t, a great presentation can also position you favorably for extended networking
with the members and their contacts.
This technique made my company easy for anyone to refer, and it got me a lot of
clients while I was busy building my business. Most important, this technique ca
n work for almost any business. Next time you think of rubber chicken, think lev
erage, think networking, think business.

Target Your Market With Appropriate Ad Copy

Follow these four steps to craft copy that's guaranteed to reach your ideal cus
tomer.
By Roy H. Williams | April 11, 2005
URL: http://www.entrepreneur.com/advertising/adcolumnistroyhwilliams/article7697
8.html
For years, advertisers have attempted to target "the right customers" through ca
refully selected media vehicles. But mailing lists aimed at specific demographic
, geographic and psychographic profiles have fallen short so often that a 3-perc
ent conversion rate is considered a big success. Carefully selected TV shows and
radio formats have also failed to deliver equally as often. And now e-mail "opt
-in" lists are disappointing a whole new generation of advertisers.
Not surprisingly, it's media salespeople who are largely responsible for today's
overemphasis on reaching the right customer. After all, if they told you the tr
uth--that business reputations and advertising results are built on saying the r
ight thing, rather than on reaching the right person-they'd have no leverage to
convince you that you need exactly who they reach.
In your next advertising experiment, why not try targeting through the content o
f your message rather than through demographic profiles? There are four simple s
teps to creating a sharply targeted message. First, take a look at an ad I caref
ully crafted for a Canon PowerShot S500 camera:
"If the lowest price is all you're after, this isn't the camera for you. Another
downside of this camera is that it's not the sleekest, prettiest one in its pri
ce class. No one is going to tell you how cool your camera looks. The upside is
that it takes far superior pictures."
"The prettiest camera in this price class has a shutter speed of 1/15th of a sec
ond. But the shutter speed of the ugly Canon PowerShot S500 is a super fast 1/60
th of a second, allowing you to take fabulous photos in low-light situations. Yo
ur indoor photos will look rich and vibrant when all the others look dark and gr
ainy. And your nighttime photos will make people's eyes bug out.
"Beautiful contrast and luminance, even without the flash. This camera can see i
n the dark. Take a picture of your lover in the moonlight. It will become your f
avorite photo ever. And that super fast shutter speed is also very forgiving of
movement. That's why no one ever replaces their PowerShot S500. Go to your local
pawnshop and see if you can find one. We're betting you can't. But you will see
several of those "prettier" cameras available cheaper than dirt. So if you're l
ooking for a great price on a sleek-looking camera, that's probably where you sh
ould go."
1. Choose who to lose. Inclusion is directly tied to exclusion. The Law of Magne
tism says that attraction can be no stronger than repulsion. In the example abov
e, I'm choosing to lose bargain-hunters and posers. (Not that there's anything w
rong with bargain hunters or posers. In another campaign, I might target them wi
th great success.) When you're saying the right thing, you'll be surprised at ho
w many people suddenly become "the customer you needed to reach."
2. Gain their attention. If the reader/listener/viewer isn't with you, you're to
ast. We live in an over-communicated society whose attention has been fractured
by too much media. So never assume that people will be paying attention to your
ad. Assume instead that you must wrestle their thoughts away from powerful image
s and distractions that are tugging at their mind. "If the lowest price is all y
ou're after, this isn't the camera for you." That headline or opening statement
attracts the quality-conscious consumer to the same degree that it repels the ba
rgain hunter. The only task remaining is to explain precisely why our camera is
worth the premium price we ask.
3. Surprise them with your candor. Traditional hype and ad-speak make today's cu
stomers deaf and blind. They can smell hype and phony promises a mile away, and
they're turning away from them in greater numbers every day. So bluntly tell you
r prospects the truth. Confess the negative, or they won't believe the positive:
"Another downside of this camera is that it's not the sleekest, prettiest one i
n its price class. No one is going to tell you how cool your camera looks. The u
pside is that it takes far superior pictures."
4. Make it make sense. Believability is the key. Tell your prospects how and why
your product can deliver what it promises. Take another look at the ad above, a
nd you'll see all the reasons people should purchase this camera.
See what I mean about choosing who to lose? Are you beginning to understand the
power of candor.
I promise that targeting-through-copy works. But do you have the guts to do it?
Roy William's is Entrepreneur.com's "Advertising" columnist and the founder and
president of international ad agency Wizard of Ads. Roy is also the author of n
umerous books on improving your advertising efforts, includingThe Wizard of Ads
and Secret Formulas of the Wizard of Ads.

Networking from Home
Follow these tips to build the relationships that will benefit your homebased b
usiness.
I'm often asked these days about how to network and build a referral business as
a homebased business owner. Let me start by saying that I ran two homebased bus
inesses for many years. During the eight years I worked from home, I learned a g
reat deal about the pros and cons of working from home and how it related to my
networking efforts.
Working from home has its own unique rewards and challenges. And although most o
f the networking techniques that work for any business work for most homebased b
usinesses, there are at least two important issues that I think apply to a homeb
ased business more than any other.
The first relates to introducing yourself to others in networking environments.
One important thing I learned while being a homebased business owner related to
how I promoted myself at networking groups or when meeting people one on one.
My opinion in this area rubs some homebased business owners the wrong way, but I
feel strongly about it: When networking, I don't recommend you share that you r
un a homebased business. I believe this characteristic is what I call a "neutral
/negative" feature of your business. That is, telling people you meet in network
ing environments that you "work from home" has either a neutral or a negative im
pact because it either doesn't matter to them, or they're not impressed that you
operate your business out of your house.
When I worked from home, I rarely, if ever, met anyone who said, "Oh, fantastic,
you work from home--I must do business with you!" Working from home was just no
t something that I found made people "want" to do business with me; therefore, w
hy should it be emphasized when meeting people through networking?
I open with this issue because it's something that I see done to this day. Often
, when I attend a networking function, I see someone stand, say what they do, ho
w people can refer them and then add at the end that he or she runs a homebased
business. I believe that bit of information will generally have no impact or a n
egative impact on what people think of your potential abilities--it almost never
has a positive impact on people wanting to do business with you. (Please note t
hat I never hid that my business was homebased. I simply didn't bring it up unti
l after I had a business relationship with the individual.)
The second issue relating to networking that I think is more important for homeb
ased business owners than the average business owner is that it's important to b
reak out of what I call Cave-Dweller Syndrome.
I find that many homebased business owners seriously suffer from Cave-Dweller Sy
ndrome. (See my article on word of mouth marketing for more advice on this topic
.) Here is how the non-homebased business owner suffers from this syndrome:
He gets up each morning in a large cave with a big-screen TV--his home. He goes
out to his garage and gets into a little cave with four wheels--his car. He goes
to another really big cave with plenty of computers--his office. At the end of
the day, he gets back into his little cave with four wheels and drives back to t
he large cave with the big-screen TV and can't figure out why no one is referrin
g him.
For homebased business owners, it's far worse because they don't even leave thei
r large cave with the big screen TV to go to the cave with the computers. They'r
e one and the same!
And it's even harder for those working from home to get out of their caves. So f
or you homebased business owners who want to build your business through word of
mouth, you have to be visible and active in the community by participating in v
arious networking groups and/or professional associations. It's critical for you
to join organized networking groups and professional associations that will get
you out of your cave. These kinds of groups include: Casual Contact Networks (l
ike your local chamber of commerce), Business Development Networks (like my own
BNI), professional organizations (almost all professions have one), and service
clubs (like the Rotary or Lions Clubs).
Look for other ways to be very visible in your circle of influence. For example,
be active in your child's school PTA or your church. Keep your eye open for opp
ortunities to be involved in groups of people who come together for a common cau
se.
These opportunities will afford you the chance to build relationships, and that'
s what social capital is all about. Visibility leads to credibility which, in tu
rn, leads to profitability. (See my article on building relationships that last
for more tips on the topic.)
The bottom line is, networking doesn't change too much whether your business is
based from home or a corporate location. But there are a few key points to remem
ber that are specific to working from home. The dynamics of developing a strong
word-of-mouth-based business transcend your business location. The caveat for th
e homebased business owner is that you'll have to be even more diligent and focu
sed about finding those networking opportunities.
Ivan Misner is Entrepreneur.com's "Networking" columnist and the founder and CEO
of BNI, the world's largest referral organization with thousands of chapters in
dozens of countries around the world. Ivan's also a New York Times bestselling
author--his latest book is Masters of Success: Proven Techniques for Achieving S
uccess in Business and Life.

15 Ways Other People Can Promote Your Biz
Put your networking circle to work for you with these guaranteed ways to genera
te new business.
Has anyone ever said to you, "If there's anything I can do to help you with your
business, let me know"? Did you respond, "Thank you. Now that you mention it, t
here are a few things I need"? Or did you say, "Well, thanks, I'll let you know"
?
If you're like most of us, you aren't prepared to accept help at the moment it's
offered. You let opportunity slip by because you haven't given enough thought t
o the kinds of help you need. You haven't made the connection between specific i
tems or services you need and the people who can supply them. But when help is o
ffered, it's to your advantage to be prepared and to respond by stating a specif
ic need.
Systematic referral marketing requires that you determine, as precisely as possi
ble, the types of help you want and need. There are many ways your sources can h
elp you promote yourself and your business and generate leads and referrals; we'
ve chosen to discuss fifteen of them. Some are simple, cheap and quick; others a
re complex, costly and time-consuming.
1. Display your literature and products. Your sources can exhibit your marketing
materials and products in their offices or homes. If these items are displayed
well, such as on a counter or a bulletin board, visitors will ask questions abou
t them or read the information. Some may take your promotional materials and dis
play them in other places, increasing your visibility.
2. Distribute information. Your sources can help you distribute your marketing i
nformation and materials. For example, they can include a flyer in their mailing
s or hand out flyers at meetings they attend. A dry cleaner attaches a coupon fr
om the hair salon next door to each plastic bag he uses to cover his customers'
clothing; a grocery store includes other businesses' marketing literature in or
on its grocery bags or on the back of the printed receipt.
3. Make an announcement. When attending meetings or speaking to groups, your sou
rces can increase your visibility by announcing an event you are involved in or
a sale your business is conducting, or by setting up exhibits of your products o

r services. They can also invite you to make an announcement yourself.
4. Invite you to attend events. Workshops and seminars are opportunities to incr
ease your skills, knowledge, visibility and contacts. Members of personal or bus
iness groups that you don't belong to can invite you to their events and program
s. This gives you an opportunity to meet prospective sources and clients.
5. Endorse your products and services. By telling others what they've gained fro
m using your products or services or by endorsing you in presentations or inform
al conversations, your network sources can encourage others to use your products
or services. If they sing your praises on audiotape or videotape, so much the b
etter.
6. Nominate you for recognition and awards. Business professionals and community
members often are recognized for outstanding service to their profession or com
munity. If you've donated time or materials to a worthy cause, your sources can
nominate you for service awards. You increase your visibility both by serving an
d by receiving the award in a public expression of thanks. Your sources can pass
the word of your recognition by word of mouth or in writing. They can even crea
te an award, such as Vendor of the Month, to honor your achievement.
7. Provide you with leads. A source can help you by passing along information sh
e hears about someone who needs the kind of product or service you provide. Foll
owing through on such leads--for example, a rumor about a new company moving int
o the area or a news item about the troubles another business is having--could r
esult in new business.
8. Provide you with referrals. The kind of support you'd most like to get from y
our sources is, of course, referrals--names and contact information for specific
individuals who need your products and services. Sources can also help by givin
g prospects your name and number. As the number of referrals you receive increas
es, so does your potential for increasing the percentage of your business genera
ted through referrals.
9. Make initial contact with prospects and sources. Rather than just giving you
the telephone number and address of an important prospect, a network member can
phone or meet the prospect first and tell him about you. When you make contact w
ith the prospect, he will be expecting to hear from you and will know something
about you.
10. Introduce you to prospects. Your source can help you build new relationships
faster by introducing you in person. She can provide you with key information a
bout the prospect. She can also tell the prospect a few things about you, your b
usiness, how the two of you met, some of the things you and the prospect have in
common, and the value of your products and services.
11. Arrange a meeting on your behalf. When one of your sources tells you about a
person you should meet, someone you consider a key contact, she can help you im
mensely by coordinating a meeting. Ideally, she will not only call the contact a
nd set a specific date, time and location for the meeting, but she will also att
end the meeting with you.
12. Follow up with referrals they have given you. Your sources can contact prosp
ects they referred to you to see how things went after your first meeting, answe
r their questions or concerns, and reassure them that you can be trusted. They c
an also give you valuable feedback about yourself and your products or service,
information that you might not have been able to get on your own.
13. Publish information for you. Network members may be able to get information
about you and your business printed in publications they subscribe to and in whi
ch they have some input or influence. For example, a source who belongs to an as
sociation that publishes a newsletter might help you get an article published or
persuade the editor to run a story about you.
14. Serve as a sponsor. Some of your sources may be willing to fund or sponsor a
program or event you are hosting. They might let you use a meeting room, lend y
ou equipment, authorize you to use their organization's name, or donate money or
other resources.
15. Sell your products and services. Of all the kinds of support that a source c
an offer, the one that has the greatest immediate impact on your bottom line is
selling your product or service for you. Your network member could persuade a pr
ospect to write a check for your product, then have you mail or deliver the prod
uct to your new customer. If you do so swiftly and cordially, you may gain a new
lifelong customer.
Suppose a customer you know well tells you a friend of his wants to buy your pro
duct. How should you respond? By telling him to have his friend contact you? By
asking for information about the friend? The correct answer is neither. While yo
ur interest is still hot, let your friend, the customer, take your product and s
ell it to his friend, the prospect (if he plans to see his friend in the near fu
ture, of course).
Editor's note: This article is excerpted fromBusiness by Referral.
Ivan Misner is Entrepreneur.com's "Networking" columnistand the founder and CEO
dozens of countries around the world. Ivan's also a New York Times bestselling a
uthor--his latest book isMasters of Success: Proven Techniques for Achieving Suc
cess in Business and Life.

Finding Customers Fast
Use these four smart ways to increase leads and sales this summer.
By Kim T. Gordon | May 16, 2005
7836.html
Ah, the lazy days of summer. Kids are out of school, families take vacations, an
d life slows down a bit. Sounds idyllic, doesn't it? But if your business slows
down as well, you may be facing a slump in income that'll make it hard to bounce
back when fall arrives. Don't wait--now's a great time to invest in marketing p
rograms that will yield quick results plus continue to bring steady sales in the
coming months.
For many types of businesses, the key to shortening the sales cycle is to find p
rospects who've already started the buying process. That means you need to reach
out to prospects who are actively looking for what you market. A few years back
, that might have required investing heavily in the print Yellow Pages, which ha
s traditionally absorbed a disproportionately huge percentage of small-business
owners' marketing budgets. Now, however, there are many fast and more affordable
ways to reach customers who are in "search" mode. And these methods can often o
ut-produce traditional print Yellow Pages when it comes to lead and sales.
Here are four ways to reach customers who are actively looking for what you mark
et:
1. Advertise using paid search. Increasingly, successful local businesses have w
ebsites and use online marketing campaigns to drive traffic and sales. Online ad
vertising placed by locally based businesses totaled $2.7 billion last year, acc
ording to media research and consulting firm Borrell Associates, and paid search
is one category that will continue to grow. After all, nearly 85 percent of all
internet users perform online searches. These are customers who have an idea of
what they want to buy and are looking for the right vendor.
When your best prospects search online for what you market, does your company sh
ow up near the top of the search results? If not, you may be losing sales since
sites that appear on the first page of a search result may attract as much as si
x times the traffic and double the sales of others. Advertising using paid searc
h with Google, Yahoo! or other major search engines ensures that your message wi
ll appear near the top of search results and receive maximum attention from onli
ne searchers.
2. Optimize your website. Another way to turn up near the top of search results
is to optimize your site. While it may take a bit of attention and patience, opt
imization can improve your site's ranking in organic (or natural) search results
, and positively impact your site traffic and sales. In fact, that was the resul
t for approximately 3,000 marketers surveyed by MarketingSherpa, who said organi
c clicks increased an average of 73 percent in the six months after optimization
.
You can improve your organic search rankings by: increasing inbound links to you
r site from high-ranking referrers, sprinkling keyword phrases throughout your c
ontent, and creating keyword-rich title tags and meta tags. Since the more links
you can acquire to your site from prominent referrers the higher your site will
rank, it's important to obtain them from prominent industry associations or Web
portals. It's also essential to sprinkle keyword phrases your prospects are mos
t likely to search for throughout the content on all your Web pages. Include you
r most important keyword phrases in your title tags (these are what the search e
ngines use as the titles of your listings in search results). And be certain to
create "description" and "keywords" meta tags that include your most important k
eyword phrases. If you're targeting local traffic, optimize your site by adding
local search terms to your tags.
3. Try online Yellow Pages. The Yellow Pages Association and comScore recently r
eleased a new study that claims while more consumers searching for local service
s or merchants turn to search engines than internet Yellow Pages, those who use
online Yellow Pages are more likely to convert to buyers--at least in five categ
ories, including the automotive industry, financial services, drugstores, home a
nd garden, and restaurants. In these categories, users who became buyers spent m
ore money per purchase. So while search engines accounted for 66 percent of loca
l searches and internet Yellow Pages accounted for just 34 percent, some busines
ses may find the online Yellow Pages to be a more cost-effective, high-return op
tion for bringing in qualified prospects and sales.
4. Advertise in print search corridors. The "demassification" of America has led
to media diversity--and an explosion of newspapers and magazines that address e
very topic or special interest imaginable. A search corridor medium is created w
hen the advertising and editorial focuses on a single topic. For example, the "B
usiness" and "Home and Garden" sections of your major newspaper are search corri
dors because readers know they can look there specifically for information in th
eir areas of interest. Suppose you wanted to buy a computer. You'd look in the s
ection of the newspaper where most of the computer ads are clustered and compare
prices--and you'd be shopping in a search corridor.
Which publications does your target audience turn to when they want information
on your types of products and services? Do those publications offer a section fo
r direct response advertising or other shopping or search opportunities? To buil
d sales fast, the trick is to place effective advertising in the media your pros
pects turn to when they know what they want--from model boats to prescription ey
ewear--and are looking for the right place to buy it. It's the best way to keep
sales hot this summer.
Kim T. Gordon is the "Marketing" coach at Entrepreneur.comand a multifaceted mar
keting expert, speaker, author and media spokesperson. Over the past 26 years, s
he's helped millions of small-business owners increase their success through her
company, National Marketing Federation Inc.
Standing Out Among All Other Marketing Efforts

Develop a memorable ad campaign with these creative ways to grab your customers
' attention.
By Al Lautenslager | May 23, 2005
Just look around. Look at all the marketing coming your way. There are signs, ra
dio commercials, point-of-purchase displays, labels, offers in your mail, TV ads
, magazines lying around, salespeople, online advertising and on and on and on.
Add all these up, and the number of marketing pieces you're exposed to every day
usually amounts to more than 3,000. Walk into a grocery store, and this number
doubles.
How does a marketer stand out among the crowd? How can we, as marketers, hit our
target market right between the eyes? Answering these questions represents the
Holy Grail of marketing.
Marketing that doesn't hit its intended target is classified as a waste, ineffic
ient or junk as in "junk mail." Marketing that does hit its target market is cla
ssified as interesting, effective and very efficient. To be in the latter, you h
ave to give your target market what they want or what they're interested in look
ing at. You have to offer something that shouts "I'm a problem solver" or "I'm a
solution" quickly and in an attention-getting form.
The key point here is to give your target market something that interests them.
If you're a senior citizen interested in classical music, a direct mail piece ab
out the newest CD releases for the latest, emerging, rock-and-roll bands just wo
n't do the job; you have no interest in that information.
Getting your marketing efforts noticed can be done in a number of ways. First, y
ou can create an attention-getting headline. Make it provocative, thought provok
ing, extreme and completely unexpected. One of the best headlines I ever saw was
"Things the Government Won't Tell You About Terrorism or 7 Mistakes Banks Make
Everyday." Graphics can get attention, too, but only when they're done right: Do
n't let your graphics overwhelm your marketing to the point where your message i
sn't being communicated.
Remember what the famous advertising guru, David Ogilvy, once said: "I do not re
gard advertising as an entertainment or an art form but as a medium of informati
on. When I write an advertisement, I don't want you to tell me that you find it
creative. I want you to find it so interesting that you buy the product."
Extreme marketing works. Things that state the opposite, the negative and the mi
stakes get attention. Here are some great examples:
How to Run Your Company Into the Ground in One Week
How to Make Your Sales People 10% Efficient
How I Grew Profits by 0.5%
All these headlines would probably get your attention and make you want to read
on.
Another way to get noticed in the world of marketing clutter is to offer a marke
ting hook:
Call us today for a free mortgage loan calculator.
Call us today for a free recipe booklet using our spices and seasonings.
Stop by today for a free vase for your Mother's Day flowers.
All these headlines offer something of value to an interested prospect. They'll
all increase not only the attention your pieces get but your response rates as w
ell.
As you craft your call to action, you need to answer the following questions:
What is the purpose of your marketing efforts this time around?
What do you want people to do as a result of your marketing?
What action do you want recipients to take?
After you've answered these questions, you'll have a better idea of what hooks y
our pieces should contain. That'll help you design your pieces. For example, if
you're using print marketing to communicate to your target market, put these hoo
ks in a starburst graphic. If it's in an audio or video format, make it extreme,
loud and memorable.
The last thing to consider when you want your pieces to stand out from the crowd
is to create something that's a different size or has a different tone or is ou
tside the norm. This includes odd-shaped mailing pieces, extreme colors or messa
ges, and choosing odd times at which to approach your target market, like talkin
g about Christmas in the spring.
Carlsbad Brewery once dropped fake passports in the New York City subway systems
to notify their target market about a new product being introduced. Finding a p
assport was unexpected, something you don't see everyday. These messages got not
iced and are a great example of guerrilla marketing.
Holiday Inn Express is now advertising the "Number One Customer-Rated Showerhead
." Have you ever been asked to rate a showerhead? Holiday Inn discovered this wa
s important to their target market, and they're now communicating that message d
irectly to them. The most recent marketing communication I saw with this message
was a billboard.
Standing out in the marketing clutter will always be a marketer's challenge. Doi
ng it in guerrilla fashion will always be a marketer's solution.
Al Lautenslager is the "Guerrilla Marketing" coach at Entrepreneur.com and is an
award-winning marketing and PR consultant and direct-mail promotion specialist.
He's also the principle of marketing consulting firm Marketing Now, and preside
nt and owner of The Ink Well, a commercial printing and mailing company in Wheat
on, Illinois.
Generating Business Fast!

When customers are nowhere to be found and your company's on the brink of disas
ter, use this smart three-step strategy to get business in the door.
By Michael S. Winicki | June 01, 2005
How's business these days? Is everything going along swimmingly--or have you rec
ently thought to yourself "Help! I don't have any customers!"? Don't laugh--even
if you've never felt that way, other business owners know the feeling all too w
ell. In fact, I've come across clients in this situation more times that I could
count.
What generally happens is that the business runs along fine for a long period of
time and then suddenly, everything goes "haywire." The reasons behind the haywi
re can be discussed another time, but for now, because you need to get out of th
at type of situation as quickly as possible, let's look at how can you can turn
this around quick!
I'm going to go out on a limb here and make a few more assumptions. First, I'm g
oing to assume that a lack of customers means you have a bank account that's nea
r zero, so you don't have a lot of money to spend on marketing efforts.
Next, I'm going to assume that you aren't a wiz-bang when it comes to marketing.
You barely understand it, and you hate most of it because it costs you money an
d you never get a return from it, at least in your opinion.
The third thing I'm going to assume is that whatever type of business you have,
for one reason or another, you haven't been maintaining a customer database. Now
if you had a customer database of some kind, our job of turning this mess aroun
d would be much easier. But in this case, no database.
The fourth assumption I'm going to make is that your business depends on local t
raffic to keep the doors open. You could be in retail or food service or maybe y
ou're a contractor of some sort, but your company needs to draw people in from t
he surrounding areas in order to make a go of it.
Finally, I'm going to assume you can turn your negative attitude around--at leas
t for a month while we try to infuse some cash into your operation. And don't sa
y you don't have one. Just as a lack of customers means no money in your bank ac
count, the same can be said about what having no customers does to your outlook:
It sends it right into the pits.
But the last thing we can allow is for any new influx of customers coming throug
h your door or calling on the phone to come in contact with a bitter person who,
in many instances, blames--inaccurately, of course--their putrid business situa
tion on the very patrons that have the power of digging them out of their financ
ial mess.
The bottom line is, you've got to change your attitude, or least be able to fake
it, or you're not going to be able to pull this recovery off. So let's get star
ted saving this business...
First thing you're going to do is get one of those small, portable, sandwich boa
rd signs that can be placed outside your business during normal operating hours.
You would then put a captivating marketing message on each side of the sign. Pl
ease don't put something lame on it like "Open" or "Mike's Auto Repair." Instead
, go with "Burger, Fries $3.99 and Get a Free Drink!" or "Free estimates on air
conditioning repairs."
Don't leave the same message on the sign for days on end either. If you can must
er up enough creativity to come up with a different daily special, then so much
the better. And don't forget to bring the sign in at night. I'm still looking fo
r one of mine!
This sign with plastic letters shouldn't cost you much more than $150, and it ma
y just be the best marketing investment you'll ever make. Obviously the sign wil
l only be as effective as the marketing message on it. But you can be sure about
one thing: This sign will bring in business.
As a side note, let me just say that at some point, you're going to need to lear
n more about marketing. Any poor-performing business has marketing issues, and t
o survive long term, you need to either figure this marketing thing out or get s
omeone who can do it for you.
Some great authors have written books the "non marketing" business owner can rea
d, understand and apply. Jay Conrad Levinson's "Guerilla Marketing" books are go
lden. Dan Kennedy's The Ultimate Market Plan and The Ultimate Sales Letter are
wonderful books for a beginner. And my book, Killer Techniques to Succeed with
Newspaper, Magazine and Yellow Page Advertising was written specifically for th
e person who doesn't have a background in marketing.
Hiring a marketing mentor isn't a bad idea either. And while there are thousands
of consultants criss-crossing the country at any one time, if you choose to hoo
k up with one, please make sure you get one who has a lot of experience with sma
ll businesses. Many marketing consultants have experience with larger firms, tho
se companies employing hundreds if not thousands of people, but I've found the c
onsultants who really specialize in small businesses to number much fewer.
The second thing you're going to do is start a "door hanger" campaign. You know
what door hangers are, right? They're those small sheets of cardstock you hang o
n the doorknob of an outside door. And they're one of the cheapest and best mark
eting tools you could ever use. You can get 1,000 blank door hangers for about $
20 plus shipping. I did a quick search on the Internet and found many companies
that supply them.
Once you get them, you can create an offer or special of some type using simple
word processing software and then print them off using your own printer. The fly
in the ointment with door hangers is getting them hung. If I were you, I'd eith
er save the money and do it myself or hire a local kid or two to do it for you.
Do as many as you can every week. Door hangers are great because in many parts o
f the country, no one's using them and they do attract attention.
The final thing to do is create an inexpensive black and white, two-sided busine
ss card. Just have your typical business card information on one side, and on th
e other, put a compelling offer to visit your store or call on you for the servi
ce you provide. "Free" still works, so don't ignore the potential of using that
word in your offer.
One thousand, two-sided black and white business cards shouldn't cost you more t
han $40. And then you know what you're going to do with them? You and your relat
ives and friends are going to pass them out to anyone and everyone. And once tho
se are gone, you're going to print more. Got it?
There you go, a complete mini-marketing campaign that should not cost you more t
han $250 to get started. And you'll see measurable results in a matter of days.
Just keep repeating the process over and over until you reach a point where othe
r and more costly marketing tools can be brought into play.
Michael Winicki, the owner of Big Noise Marketing, has worked with more than 2,0
00 small businesses over the past 20 years helping them become more profitable.
Visit his website to find out how to get a free ad critique or a free over-the-p
hone business evaluation.

Networking at Conferences and Trade Shows
These four tips will help you make the most out of your time at a trade show or
expo.
Often, our mentality at business conferences and trade shows is that we're there
to take away something, whether it's information, education or free samples. Bu
t don't overlook the potential for making connections that will further your end
eavors down the road. Conferences and trade shows offer prime opportunities for
networking, and if you're not intentional about it, you might overlook many of t
he ways you can make new contacts and get the word out about your business.
I have four suggestions to help you with your networking skills at conferences a
nd shows. If you apply the tips in these suggestions, you'll find you gain a who
le new level of networking at these events.
1. Make new friends. Conferences offer a great opportunity for making new connec
tions. If you attend the conference with an associate or friend, don't hang out
only with them during the event. Mix it up! Challenge each other by coming back
together only when you've each met 10 new businesspeople and have their cards. B
e sure to take at least two of each new contact's cards and share them with your
associate. In effect, this doubles the number of contacts you'll both come away
with.
When going into conference sessions, don't sit beside someone you've already met
. Instead, sit next to different people all day long. This may mean you have to
move out of your comfort zone: Attendees tend to stake out their "spot" at confe
rence sessions, but normally, there's no assigned seating. I encourage you to mo
ve around during the day.
Be sure to speak with the people on either side of you. Break out of the tendenc
y to just make that friendly nod and smile. If you also say, "Hi, my name is ...
" while stretching your hand forward for a handshake, the other person will auto
matically do the same. Always ask for the business card of the person you've jus
t met--and don't forget one for the friend you're attending with. Before moving
on to the next new contact, note the name and date of the event on the back of t
he card, as well as anything that will help you remember the person later.
2. Meet the competition. Trade shows are events where you can meet hundreds of p
eople if you have a booth. But don't forget about mixing and meeting the other e
xhibitors as well. They're all there to generate new business and meet new conta
cts, just like you are. Many times, I've seen more new business realized from th
e other exhibitors at the show than from the people attending. During the show,
take time to go from booth to booth to meet the other exhibitors, collect their
cards and give them yours as well. These are the people you'll want to follow up
with first after the event.
In order to make the rounds, you'll need to have a partner in the booth with you
. But what if you're a one-man show and don't have a partner? One thought might
be to bring in a customer who's very familiar with your company to hold down the
fort for an hour so you can make the rounds of the other exhibitors.
3. Let your voice be heard. If the conference has workshops, volunteer to speak.
Presenting at a business conference is a marvelous way to attain more exposure
for your company and your own area of expertise. In order to have this opportuni
ty, you'll want to plan for it in advance by meeting the coordinators of the eve
nt well ahead of time.
What I recommend is, when you attend a conference for the first time, make it a
point to introduce yourself to the person responsible for booking the topics and
speakers for next year's event. Begin developing a relationship with this indiv
idual for the next year now.
4. Be social. If the trade show you're planning to attend puts on a mixer or oth
er networking event, don't miss it! These types of events are wonderful ways to
make initial contact with people you've never met before. It pays to be there...
many times over!
Don't view these events as the chance to close a deal, but rather as the chance
to take the first step down the long, profitable road of friendship and mutual b
enefit with a new word-of-mouth marketing partner. The most important thing I ca
n impart to you is that you must approach this with a sense of wanting to learn
as much as you can about the other people you'll meet instead of trying to tell
them all about you.
Of course, all of this good advice is worthless if you don't engage in the criti
cal follow-up process after the event. So plan a time you can make a phone call,
schedule a lunch meeting or set up an e-mail exchange by way of following up. I
like to use a worksheet known as the G.A.I.N.S. Exchangefrom the book Business
by Referral I wrote with Robert Davis. I give this form to my new contact and as
k them to fill it out, then we go over our forms together, sharing with each oth
er our Goals, Achievements, Interests, Networks and Skills. After this one sessi
on, you and your new contact are ready to begin building each other's business w
ith referrals.
Keep these points in mind when you have the chance to attend a conference or a t
rade show, and you'll make the most of a great opportunity.
uthor--his latest book is Masters of Success: Proven Techniques for Achieving Su
ccess in Business and Life.
Increase Your Sales With a Company Catalog

Learn how to make your business more profitable by developing a catalog that'll
attract more business.
By Michael S. Winicki | June 28, 2005
With a headline like this, I'm sure there are those of you out there thinking, "
I own an auto repair shop (or a caf or a consulting company). How is having a cat
alog going to benefit me?"
Before I explain just why catalogs should be part of almost every business--no m
atter whether you sell a product or service--let me give you some shocking figur
es on why a catalog-based company is one of my favorite business models.
I'm sure you get at least one catalog in your mailbox every week. We all do. And
for decades, catalog businesses were the "apple of the eye" when it came to ent
repreneurs, old-time retail businesses and investors. Catalog businesses were of
ten started at a kitchen table, and many achieved sales in the millions, if not
tens of millions, of dollars.
But then the internet came along. Entrepreneurs quit looking at catalogs as a so
lid business model, and instead of ink on paper, they chose to put digital pictu
res on a screen. Print catalogs quickly fell to the bottom of many business owne
rs' popularity charts.
Don't make that same mistake! I've spent several years working with and for cata
log companies, and the numbers I'm about to share with you are completely true.
You may have heard the old rule of thumb that it's five times easier reselling a
n old customer than it is selling a new customer. The other way of saying this i
s that it's five times more expensive to market to a new customer than to an old
one. I'm willing to bet the number of businesses that violate that rule outnumb
er those who don't about 99 to 1. Everyone violates it...internet businesses, re
staurants, beauty salons, flower shops, plumbers--everyone.
The only businesses that don't violate it are the catalog companies. They know b
etter. They know that a profitable business is best achieved by both attracting
prospects into becoming new customers and by enticing old customers to buy your
products or use your services over and over again. But you know what? I think th
e "rule of five" is all wrong! And here's why.
The first catalog company I worked for put out a monthly catalog. They sold prod
ucts to businesses, and the average order size was more than $200. Each month, w
e'd send out approximately 30,000 catalogs to our "house file" or the businesses
that had purchased from us before. And we'd send out approximately 70,000 catal
ogs to company names from lists we would rent. These businesses had never purcha
sed from us previously. (Hope you're following the math because this is where it
starts to get good!)
From those 70,000 catalogs sent to people who had never dealt with us before, we
'd earn about $70,000 in sales or just about $1 per catalog. Considering that it
cost about a $1 just to produce, print and mail each catalog, you'd be right to
bet this wasn't the best way of becoming independently wealthy! But you know th
at business after business out there--all up and down Main Street, in home offic
es and on the internet--are doing the exact same thing. They keep using up their
marketing budgets trying to attract new prospects--while forgetting all about t
heir old customers.
Now let me tell you what happened to the catalogs sent to the customers who'd or
dered from us before. Those 30,000 catalogs would generate, on average, $450,000
in sales. If you're paying attention--and you should be now--that's $15 in sale
s for every catalog we sent out. I bet you could stand a cool $15 return for eve
ry dollar you spent on marketing, couldn't you? The fact is, catalogs are one of
the few marketing vehicles I know that, when unleashed on a list of your past c
ustomers, can return a bushel basket full of money. The question now becomes, wh
y are catalogs so effective?
Catalogs have the inherent advantage of just "being there." You have to move the
m and store them; even throwing them out requires energy. And for many people, c
atalogs are a prime source of reading material. It's still easier to read ink on
paper than it is to read dots on a computer screen. And please don't give me th
e lame, "I don't see why catalog marketing would make me money because I throw o
ut every catalog that comes through the door without even cracking open the cove
r." Let me remind you that the difference between a moneymaking promotion and a
money loser is quite often less than one person per hundred, so don't be so quic
k to dismiss the idea of a catalog, OK?
And what if you're not selling a product but providing a service? Can a catalog
benefit you?
What I suggest to any service provider I work with is to create a small catalog
featuring your service. Talk about your expertise. Talk about some of the assign
ments or jobs you've completed. Talk about the solutions you've provided to help
customers or clients out.
Now be aware that what I'm talking about isn't a brochure--brochures just beg to
be thrown away because their size and general lack of detailed information don'
t lend themselves to being kept. On the other hand, an 8" x 10", 12-page catalog
inherently has the space for more detailed information and is much more likely
to be held on to.
A catalog for a restaurant, for example, could be a combination menu with the hi
story of and stories about the business. A catalog for a florist could show a va
riety of their standard and custom designs. Say you run a beauty salon. You coul
d take finished photos of your clientele and, with their permission, put togethe
r a catalog of hairstyles.
And these catalogs wouldn't have to be the glossy, four-color, 72-page kind you
often get in the mail, either. I've come to realize that "cheesy" homemade-looki
ng catalogs are often more profitable than those "fancy" catalogs you get in the
mail--mostly because everyone gets sick of the fancy-looking catalogs and somet
hing a little different tends to stand out.
Then once you have a catalog, I'd use it like a business card and give it to any
one and everyone I met, but I'd specifically try to get it into the hands of peo
ple who had previously done business with me.
A great many smart e-commerce business owners have come to realize that offline
marketing like a print catalog is often the best marketing investment they could
make. Rising pay-per-click costs, spam filters and too many affiliate programs
are making online businesses both more expensive and less effective than they've
ever been.
But the number of internet-related businesses that don't have a print catalog qu
ite frankly astonishes me. Don't all these website owners know they're losing mo
ney hand over fist? Remember, once a website is out of site--off screen--it's ou
t of mind for the person sitting in front of the screen. But having a catalog ar
ound the house to pick up and look through triggers customers to think about ord
ering again.
Remember this: Just because a particular marketing tool is a little long in the
tooth doesn't mean it can't put a few extra "Ben Franklins" in your wallet.
Michael Winicki, the owner of Big Noise Marketing, has worked with more than 2,0
00 small businesses over the past 20 years helping them become more profitable.
Visit his website to find out how to get a free ad critique or a free over-the-p
hone business evaluation.

The No. 1 Way to Grow Your Business
Forget the fancy advertisements and expensive PR campaigns. The best way to bui
ld business is still through good ol' word of mouth.
Editor's note: This month's column is excerpted from Ivan R. Misner's The World'
s Best Known Marketing Secret(Bard Press).
Reality-check time. How many ways are there for you to increase your business? D
ozens? Hundreds? Maybe thousands? Guess again. Try four. That's right, there are
only four main strategies you can incorporate to increase your business. Don't
believe me? Then read on.
First, you can advertise. Competition for customers in our society is fierce. Yo
ur competitors are trying to win over the same clients or customers that you are
. Even in a good economy, advertising doesn't guarantee success over your compet
itors. The people you're trying to reach, by some estimates, are bombarded by ne
arly 2,000 advertising messages per day. This constant inundation means your pro
spects potentially have many alternative sources of supply for the products or s
ervices you provide.
The second way to increase your business is through a public relations campaign.
This can be very expensive and time-consuming for a small business. Therefore,
if your company is too small to hire a PR firm, you need to create your own pers
onalized PR program.
The third way to increase your business is through word of mouth. Word of mouth
has long been recognized as the most cost-effective form of marketing a business
can use. Tom Peters, author of Thriving on Chaos, regards word of mouth as one
of the major ways a business can bring in new clients or customers. Peters asser
ts that one has to be "just as organized, thoughtful and systematic about 'wordof-mouth' advertising" as with other forms of advertising and marketing. Yet, "y
ou never see a 'word-of-mouth communications' section in marketing plans," he sa
ys. I, too, believe that if you don't have a well-structured plan, you're not li
kely to have impressive results. Many business professionals make the mistake of
thinking that developing good word of mouth is about providing "good customer s
ervice."
There's one other marketing strategy that a lot of people use as an alternative
to advertising and PR, and that is, yes, that's right, the "C word"--cold-callin
g! Cold-calling--just mentioning it makes me shiver. Given the other options, wh
o in his right mind would want to spend the rest of his professional life cold-c
alling?
Well, there it is, your marketing reality check. Given only these four strategie
s for increasing your business, I'd have to recommend advertising. However, most
businesses have a limited budget to spend on advertising. PR is best used in co
njunction with other marketing efforts. And I don't know about you, but many yea
rs ago I promised myself I would never do a cold call ever again for as long as
I live! That leaves only one other way you can effectively build your business:
by word of mouth.
A Cost-Effective Form of Advertising
Word of mouth is a form of advertising and, like media advertising, requires car
eful planning to achieve a worthwhile return for your time and energy. As you be
gin to use and benefit by word-of-mouth advertising, you'll see that it's a very
cost-effective medium. If you haven't developed a structured word-of-mouth mark
eting program to generate referrals, then you can't enjoy its benefits.
While many entrepreneurs recognize the value of referrals to their respective or
ganizations, they're not clear on how to consistently generate a large number of
referrals. Worse, they don't realize there's a segment of the population lookin
g for their product or service right now.
People Want Referrals
People don't want to go to the telephone book to pick a lawyer. People don't wan
t to pick a real-estate agent from the Yellow Pages--or an accountant, or a chir
opractor, or an insurance agent, or a dentist, or a mechanic. People want referr
als! Historically, the only problem has been linking the people who need service
s or products with the people who provide them. A structured word-of-mouth campa
ign begins by acknowledging that there's a segment of the public that wants you
and your service as badly as you want their business.
People from all walks of life want referrals--not just the business community, b
ut the general public as well. Few people want to choose a dentist, for example,
from a printed advertisement. People want to have more personal information bef
ore making such selections because whenever you choose a professional exclusivel
y from an advertisement and have no other source of information, you may be taki
ng a big risk as to the quality of service you will receive. With referrals, the
risk is greatly reduced. Someone else has done business with that person and is
recommending that professional to you with confidence.
Referrals Are Good Business
Compare a lead that you receive from an advertisement with a similar lead (that
is, referral) that you get from someone you know. The referred lead is easier to
close and costs less to obtain. Often, the referral provides a higher-quality c
lient or customer with less chance of misunderstanding or disappointment. When I
ask audiences why referral business is better than the business they get from a
ds, they say the referred business:
is easier to close,
has far fewer objections,
has a stronger sense of loyalty,
remains a client longer, and most important of all,
has a higher sense of trust.
Relying on the advice of a mutual friend or acquaintance, the referral starts wi
th a higher level of trust for you and your product or service. Getting dozens o
f people to send such referrals your way every day is what building successful w
ord-of-mouth business is all about.
Gail Goodman: E-Mail Marketing

How Effective Is Your E-Newsletter?
Do you know what clicks with your customers? Reporting data reveals which conte
nt works best to engage customers' interest and ultimately drive sales.
By Gail Goodman | August 01, 2005
URL: http://www.entrepreneur.com/marketing/onlinemarketing/article79006.html
So you've launched your e-mail newsletter. Is it working? Do your customers and
prospects get value from it--and are they more likely to buy from you as a resul
t? Is it really worth your time? The great thing about e-mail marketing is that
everything is trackable--your e-newsletter reporting will help answer these ques
tions.
Most e-mail marketing solutions provide reporting data so you can analyze and op
timize your campaigns. Reporting tracks how many and which customers opened your
e-mails, which of your e-newsletter links got the most clicks, which links a su
bscriber clicked on, and how often they clicked.
By reviewing this incredibly useful information, you can...
1.
Improve your e-newsletter content,
1.
Know when customers signal their intention to buy, and
2.
Send targeted campaigns to those people most likely to respond to your o
ffer.
To help you analyze your reporting data, first let me explain two basic reportin
g terms:
Open rate is the percentage of e-mails opened in any given e-mail marketing camp
aign. Click-through rate is the percentage of recipients that click on a given l
ink or URL in your e-mail.
Now that you know what these things mean, here's a guide to interpreting and act
ing on your results:
Are People Reading Your E-Mail?
Your open rate tells you whether your audience is actually reading your e-newsle
tter. Today, open rates average around 30 percent (though not the same 30 percen
t of your audience reads your e-newsletter every time). If your open rate is low
, the two most likely culprits are your "From" address and your "Subject Line."
People open e-mails from companies they know and do business with. In Make sure
your business name--not the specific name of the person who sends it--is in the
"From" field. People also read e-mails that interest them. Your subject line tel
ls readers what they can expect to read about or learn, so try to give them a ta
ste of what to expect and make sure it's interesting enough to avoid the delete
key.
Are Readers Interested In Your E-Newsletter?
Rather than including all your content in your e-newsletter, you should include
only part of an article or a topic teaser that links readers back to your websit
e to read the entire article. If they click, they're interested, and that "click
through" is your sign that you got them. Bringing them back to your site gives
you other opportunities to engage them. On the page with articles, consider addi
ng ways for them to connect with you--"Call us for a free quote," "E-mail us for
more information," "Buy now" and so on.
A good e-mail marketing system won't just show you how many clicks you got, but
which articles got the clicks and which people clicked on the articles. This giv
es you two important clues. First, it tells you what topics are of most interest
to your audience. This should help you decide what topics to write about in the
future.
Second, tracking click-throughs sheds light on your prospects' and customers' in
terests. You can now segment your audience based on their interests. You can sen
d follow-up emails to those individuals who read a particular article. Or give t
hem a phone call to follow up. Which leads to the next big question...
How Do I Know When a Customer Signals an Intention to Buy?
Click-throughs tell you which individuals are interested in specific subjects. T
his is where you find customers ready to buy and waiting to hear more from you.
Your newsletter was the soft sell, now you can sell a little harder. Offer them
a free consultation, invite them to a seminar or a private sale--whatever works
for your business. Start your follow-up e-mail with "Based on interest from our
earlier article...."
And here's a rule of thumb worth taking to heart: If someone clicks on your arti
cles three times, that's a warm lead worth following up on, whether that's with
a targeted e-mail or a phone call.
In DoubleClick's recently released (DoubleClick Q1 2005 Email Trend Report) surv
ey results show that while overall industry open rates have dipped--as so much i
nformation competes for consumers' attention--both click-to-purchase conversion
rates and orders per e-mail delivered are up in 2005. Moreover, the report shows
that consumers respond to e-mails when they are cyclically "in market" for part
icular content for which they've subscribed. That means valuable, relevant e-mai
l content sent to customers and prospects who welcome it works to drive sales.
Reporting data is a goldmine of information about how your customers interact wi
th your e-newsletter. So take time to review your reports--note what works, wher
e new opportunities to target market segments may exist, and what needs improvem
ent. Make changes, then measure the results next time. In the long run, you'll s
ave time by using that feedback to create effective e-newsletters that call cust
omers to action. Give them something of value, build your brand loyalty, foster
sales and keep them clicking back for more.
Gail F. Goodman is the "E-Mail Marketing" coach at Entrepreneur.comand is CEO of
Constant Contact, a web-based e-mail marketing service for small businesses. Sh
e's also a recognized small-business expert and speaker.

5 Ways to Break Into Online Networking
Our networking expert shares his best tips for promoting your business online w
ith this hot new arena for word-of-mouth marketing.
In my book, The World's Best Known Marketing Secret, which was written in the mi
d-90s, I discussed the six types of networks in which you should consider partic
ipating: casual-contact networks, strong-contact networks, professional associat
ions, service clubs, social organizations, and women's business organizations. I
f I were writing that book today, I'd definitely add another network that's grow
n substantially in the past few years: online networks.
When it comes to online networking, there are several ways to develop your wordof-mouth marketing, but it's important to understand that the foundation of maki
ng online networking work for you is the same as with any kind of networking--yo
u've got to develop relationships with trusted business associates.
How, then, do you go about developing networking skills, relationships and trust
in an online environment? Here are five ways to do it:
1. Join one or more online networking communities. If you're not sure where to s
tart, I'd recommend Ecademy. No matter which community you choose, however, afte
r joining, you need to participate in whatever way you can to best grow your pre
sence at the site.
Keep in mind that it's not enough to just join and have your name on the members
hip list. You have to focus on building relationships with the other members of
the community. This is a new concept to some; others of you will realize quickly
that you can develop real relationships with people you're meeting in cyber spa
ce.
So be active in the community. Post topics on threads that deal with your area o
f expertise. Respond to others' postings on other threads if the subject is at a
ll relevant to your area of expertise. Posting on relevant bulletin boards is a
great way to gain visibility, which can lead to credibility and eventually new b
usiness. And the more you're seen, interacted with and talked about, the more vi
sibility you'll gain on the site. One note of caution: Don't join too many onlin
e networking communities, or you won't be able to be involved effectively enough
to build relationships.
Here's another idea: If you're already in a live networking group and then join
an online networking group, consider creating a regional or national club or a s
ub-community for the members of your offline group. This will just expand the am
ount of networking you can do within your own organization!
2. Start a blog or write a regular column for a website or e-newsletter. Online
networking works best when you get plenty of "hits." If you can start a blog (ba
sically an online diary) on one of the larger blogger sites or online communitie
s, you'll create more buzz for yourself. As people read your content and become
familiar with you, they'll feel like they know you and that's integral to the ne
tworking process. Becoming an expert in an area and writing regularly about it c
an go a long way toward building your online networking opportunities.
3. Develop an e-mail newsletter for your own company. Create an e-mail database
of clients, customers and friends, and send them regular content that drives the
m to your own website. Be sure that your newsletters contain content that has a
broad spectrum of interest about your business. You might want to encourage clie
nts and customers to contribute to your content. In doing this, you'll build str
onger relationships with them, which in turn will help you increase the amount o
f referrals you'll receive.
4. Never forget that online networking is still about developing trust. With onl
ine networking, the bottom line is still the same as with live networking. In or
der to drive business to your company by word of mouth, you must focus on develo
ping real, personal relationships with people. Once you've established that foun
dation of trust, you'll feel comfortable referring people--and so will your netw
ork. The same hold's true with online networks, although it may take a bit longe
r to develop that trust over the internet.
Although there really are no short cuts, technology has made it somewhat more co
nvenient to connect with many more people. That being said, I cannot stress enou
gh that those connections aren't terribly valuable if there isn't trust, respect
and friendship being established. One place that teaches that online is www.Net
workingCommunity.com. This website is part of the CoachVille.com community but i
s open to coaches and non-coaches alike. At NetworkingCommunity.com, they teach
people about social capital and networking, and they do it in an online communit
y setting.
5. Understand that online networking has its own cultural norms. It's much easie
r to get "flamed" online than in face-to-face networking. Let me explain. If you
were to ask a total stranger to do business with you in a face-to-face setting,
it's pretty difficult for the stranger, because of cultural norms, to respond i
n an aggressive manner. Mind you, they're still not likely to feel comfortable w
ith your request, but they probably won't act visibly upset.
None of those cultural pretenses exist online, however, and people tend to be mu
ch more blunt when responding online than in a face-to-face meeting. With online
networking, I think that people feel it's easier to be more direct. The problem
is that the response is also more direct and may come across as aggressive or a
ntagonistic. So be careful whom you approach--build a relationship before you as
k for someone's business.
Online networking gives you breadth in your networking efforts. It allows you to
broaden your reach to anywhere in the world. Just don't forget that trust and r
elationship building are still as important as ever.
Competitive Intelligence on a Shoestring

Getting the skinny on your competitors doesn't have to cost an arm and a leg. C
heck out these free or low-cost options.
By Ian Graham | August 26, 2005
Does the following scenario sound familiar to you? You have an idea for a produc
t or service, and you're reasonably certain the market for the product exists, s
o now you want to check out the competition. But you're in startup mode or have
very limited financial resources. So just how do you go about investigating your
competitors and gathering information without spending a fortune?
The good news is, there are a number of free and low-cost options available to h
elp you collect that information. Here are six budget-friendly choices:
1. Network. Tapping into your network of friends and associates is an excellent
way to leverage their knowledge of your competition. Odds are, you'll be launchi
ng a business in an industry you're familiar with and have some history with. Fo
rmer business associates are an excellent resource. Before you start making thos
e calls, though, take a minute to collect your thoughts and make a list of the i
nformation you want to gather (things like pricing, service, reputation and so o
n). Once you've determined your objectives, start contacting your network to see
what they know about your potential competition.

2. Talk directly to your competitors. What better source of information on your
competition than the competitors themselves? Depending on the nature of your bus
iness, you'll either be able to speak directly with the competition, visit their
place of business, call them on the phone or visit their booth at a tradeshow.
The Society of Competitive Intelligence Professionals (SCIP) provides some guide
lines on ethical conduct when talking with the competition.
3. Check out your competitors' websites. If you're not comfortable speaking dire
ctly with your competitors or this just isn't feasible, the next best way to get
to know your competitors is a quick visit to their website. Websites contain a
wealth of information regarding your competition and offer a good starting point
for gathering a lot of information very quickly. Also, the information you gath
er while searching your competitors' sites can be used to help you refine additi
onal internet searches on your competition.
The "About Us" or "Company" link will usually have information regarding the com
pany's financial results, their management team, any press releases and other us
eful information, including whether the competitor is public or private. If the
business is a publicly traded company, then you have a host of other resources a
vailable to check them out, which we will cover a little later. If the competito
r is a privately held business, it'll be more of a challenge to obtain informati
on but it can be done.
The "Management" or "Team" link will list the companies' executive team; you can
use this information to contact the executive team directly or search for addit
ional information on the target company. The "Press Releases" section should con
tain information regarding your competitors' partners, suppliers and customers.
"Product" and "Services" pages contain data sheets, brochures, white papers and
other reference material that you can use to compare what they have to offer aga
inst your product or service. The "Career" pages should provide an indication of
positions being posted and, if you read between the lines, can provide some ins
ight regarding which products or services are doing well.
4. Investigate the companies' Security Exchange Commission (SEC) filings. Public
ly traded companies in North America and some other countries must file document
s regarding the nature of their business and its financial performance. This inf
ormation is intended to provide transparency and protect shareholders; however,
because the documents contain a good deal of information related to the companie
s' industries, markets, business structure, sales and overall performance, they'
ll also be useful to you.
In the United States, companies must file a detailed annual report known as a 10
K report (other countries have similar type documents). The 10K, or its equivale
nt, provides an excellent source of information on the competition. SEC document
s, including 10K reports, can be found on Free Edgar, MSN Money and Yahoo Financ
e, among others. (Try looking for an "SEC filings" or similarly worded link on t
hese sites.) Or you can contact the SEC directly. (For the SEC in the United Sta
tes, go to http://www.sec.gov/edgar.shtml. For the Securities Administration in
Canada, go to http://www.sedar.com.
If you're interested in a broader perspective on the competitive environment, yo
u can use Standard Industrial Classification (SIC) codes to gather information o
n an industrial sector. SIC codes are categories of similar types of companies-for example, SIC 2750 identifies companies in the commercial printing industry-and there are reports that summarize financial results of the companies within e
ach SIC code. To determine the SIC code for your industry, you can do one of two
things: You can track down the 10K report of your closest publicly traded compe
titor and look it up in the report. Or you can visit the U.S. SEC site to view t
he complete list of SIC codes and choose the most appropriate one for your busin
ess. There are also a number of websites, such as the NAICS (North American Indu
stry Classification System) Association and Performance Plus, that have tools to
generate industry-specific SIC code reports for free or at a moderate cost.
5. Search online at the Dun & Bradstreet or Hoovers sites.Dun & Bradstreet compi
les credit reports, which contain information on companies' payment and credit h
istories, on most small businesses in North America. These reports can be ordere
d on an individual basis, or you can purchase a subscription service at a reason

able rate. Hoovers also generates company reports on most North American busines
ses, but these reports contain revenue, employee and general information regardi
ng the companies. The reports from Hoovers range in content and price from about
$10 to approximately $150, depending on the amount of content you purchase. Bot
h Dun & Bradstreet and Hoovers offer a range of other services you can utilize w
hen gathering data on the competition. Dun & Bradstreet, for example, allows you
to look up corporate hierarchies, so you can determine just who owns your compe
titors, and find out your competition's corporate structures. Hoovers offers the
ability to search for companies based on their location (country, state, metro
area), number of employees, annual sales and more.
6. Expand your internet search by using search engines such as Yahoo! or Google.
There's an incredible amount of information available on the internet; however,
finding information that's relevant to your purposes can be a challenge. Knowin
g what type of information you're looking for before you start will help refine
your search. For example, if you're searching for product pricing information, u
se a keyword phrase like "price book" or "list price" plus the name of the compa
ny or the name of their product. A search like this should yield distributors th
at carry online pricing information regarding your competitor. If you're searchi
ng for product information, use the competitor's product name in the search and
a keyword phrase like "technical manual" or "product overview."
The more specific your search criteria, the better the quality and probability o
f finding the information you're looking for. The combinations and permutations
of search criteria are vast, so knowing exactly what you're looking for and find
ing the appropriate search terms requires some creativity and experimentation.
There are many other sources you can use to find the competitive information you
need. However, I've found that the free and low-cost sources listed in this art
icle provide the best value when you consider the time you'll invest and the amo
unt of information you'll gather. Good luck on your search!
Ian Graham is the principle and founder of Ottawa, Canada-based Klondike Marketi
ng and Consulting, which specializes in business/market planning and competitive
intelligence. Ian has over 15 years business experience working for a number of
leading telecommunications companies and has earned his MBA from the University
of Ottawa.
Affiliate Marketing Strategies

Get more wins--and more sales--from your affiliate program by stacking your ros
ter with internet-marketing pros.
By Catherine Seda | Entrepreneur Magazine October 2005
URL: http://www.entrepreneur.com/ebusiness/gettingtraffic/article79930.html
Want to pay a marketing team only for results? Then get an affiliate program in
place, and invite internet-savvy marketers to promote your business for no upfro
nt cost. To launch a successful program, plan your strategy based on these quest
ions:
1. What do you want your affiliates to do? First, decide if you'll pay affiliate
s per click, lead or sale. Then, discuss their role in your overall marketing st
rategy. Experienced affiliates will use e-mail, search engines, content sites an
d possibly offline opportunities to promote your business. Do you want this sale
s force to dominate all marketing channels for you, or will you set restrictions
to prevent same-channel competition?
2. Is your compensation offer competitive? To find out, check out competing offe
rs on resource sites such as AffiliatesDirectory.com. You can also sign up as a
network affiliate to review offers in that community.
3. How will you help affiliates make more money? Yup, that's right--put your aff
iliates first, because by igniting their success, you'll be fueling yours. Creat
e various ads and persuasive copy blocks they can use. And consider writing a ne
wsletter with new-offer announcements, marketing tips and performance contests t
o help them perform even better.
You'll also need an affiliate management solution, which includes tracking link
assignment and performance reporting. You can save money by using an e-commerce
solution that includes a basic affiliate management tool; the higher-end version
s of 1ShoppingCart.com and Yahoo! Small Business Merchant Solutionsare examples.
Keep in mind that if you buy or lease tools, then you usually need to find and
woo your own affiliates.
Although you'll need to pay to join networks such as My Affiliate Program, Commi
ssion Junctionand LinkShare, you'll immediately tap into thousands of eager affi
liates and robust tools to help you optimize your program.
Speaker and freelance writer Catherine Sedaowns an internet marketing agency and
is author of Search Engine Advertising.

Contacting Prospective Customers
Our networking expert tells you how to make the most of your first communicatio
n with future customers.
Your referral source has done her job. Now it's time to contact the prospect. Bu
t be careful: The purpose of your first contact is not to make a sale or even as
k the prospect if he has questions about your business. If--and only if--the pro
spect asks, should you present your products or services during this initial con
tact.
The purpose of the first contact with the prospect is:
to begin to build the relationship;
to get to know the prospect better;
to help the prospect get to know you better;
to position yourself to make your next contact; and
to see if the prospect fits your source's description of her.
Before making contact, do your homework. If you don't have them, ask for copies
of all correspondence your source sent the prospect on your behalf. Find out fro
m your source the best way to make your initial contact--by telephone? Letter? E
-mail?
Meet the Face
When your source gives you the green light, don't let the opportunity grow stale
. Make your first contact with the prospect within 72 hours of getting the go-ah
ead. If your source can be present, the most advantageous contact is a face-to-f
ace meeting at which your source can introduce you. This introduction should be
more than just "Harry, this is Jerry. Jerry, this is Harry"; your source should
give the prospect a more thorough briefing about you, your business and your pro
ducts or services. For example:
"Harry Prospect, this is Vic Vendor, whom I was telling you about last week at o
ur club meeting. Vic and I have known each other for more than five years. For t
he past two years, I've let him handle all my travel arrangements, and I can't c
ount up all the dollars he's saved me, not to mention bench time in airport loun
ges. Vic's really active in the community; we're going to give him our service a
ward at our next chamber meeting. He's also a good golfer, and he skis a lot in
the winter, although I find it hard to believe because he's never broken a leg.
"Vic, Harry's been a very special customer of mine for at least fifteen years. H
is daughter and mine went to school together, and he let me cater her wedding th
ree years ago...."
During this first contact, your prospect may likely have questions for you, but
he typically won't ask them during this initial meeting unless he has an urgent
need for the kind of products or services you provide.
Drop a Line
If your first meeting with your prospect can't be in person, your best bet is to
write--a letter, a card, or email, for example--rather than to phone, as you di
d your prospective source. Writing gives you a better, more controlled opportuni
ty to convey what you've learned about the prospect. It helps develop your relat
ionship to let your prospect know you find him interesting enough to have taken
the time to learn a few facts about him--not the fact that he needs your product
s or services, but the fact that he's a member of the Downtown Executive Society
or that "Tom told me you're a great chess player." Express an interest in meeti
ng him, and advise him you'll be calling to schedule a mutually convenient appoi
ntment.
When you start composing your note to him, keep in mind that he may not have rea
d, or remembered, the materials your source sent him. So start by naming your re
ferral source--a name he'll recognize:
Dear Glen:
Joan Irvine, whom I understand was one of your students, recommended I get in to
uch with you. Joan tells me you're an avid butterfly collector....
Don't send business literature or your business card with your first corresponde
nce. Your stationary should have all the contact information your prospect needs
to reach you. Avoid giving the impression that you're interested in him primari
ly as a prospective customer.
Give the prospect some time to receive your correspondence before you follow up
with a phone call. When you do, and if your prospect agrees, try to schedule a f
ace-to-face meeting. Even if your prospect isn't receptive to that, offer to sen
d more information, and if the prospect indicates he'd like this, send it right
away--and don't forget to send a copy of your correspondence to your referral so
urce.
Ring Up
If your source recommends it and can guide you as to the best time to do so, you
can make your initial contact with your prospect by phone:
"Hello, Ms. Clearchannel. I'm Dr. Mark Star, and I'm calling you at the recommen
dation of Trudy Grossman."
"Oh, hi, Mark. Trudy told me about you. She's quite impressed with your book, wh
ich she sent me a copy of. I'd like to have you on my show. Can you come to my s
tudio two weeks from today?"
The above situation isn't just a fantasy--your prospect could decide immediately
to do business with you. If you've prepared the ground well, and if you're luck
y, your efforts may pay off on your very first call. Most often, though, the pro
spect--even a referral lead--will need more time or express an interest in talki
ng later about your products or services. (And even if they put you off, you're
almost certainly better off than if you'd made your first contact by cold call,
mass advertising or direct-mail campaign.)

Follow Up
When building relationships, it's always important not to let much time lapse wi
thout following up the first contact. Within two to three days, you should send
your prospect a note expressing your pleasure in communicating with him. It's st
ill too early, though, to send business literature or make any move toward sales
promotion.
So follow up early, but don't push beyond the prospect's comfort level. Once the
prospect has expressed an interest in your products or services, you can provid
e information about them, but don't force it on him. Continue presenting your pr
oducts or services, but avoid the hard sell. Focus on fulfilling his needs and i
nterests. Your goal should be to keep your prospect aware of your business witho
ut annoying him.
Remember, to secure long-term loyalty of your prospect and convert her into a cu
stomer, you must first build a relationship. It may take a while, but if you've
selected and briefed your sources well, and if you follow my recommendations, yo
u'll speed up the process.
uthor--his latest book isMasters of Success.
Create a Blog to Boost Your Business

If you're still not quite sure what blogs are or how they can benefit your busi
ness, this blogging veteran offers some words of wisdom.
By John Nardini | September 27, 2005
Blogging is the latest innovation to take the web by storm. According to blog tr
acking firm Technorati, there are currently 14 million blogs with 80,000 more be
ing added every day. And 30 percent of all 50 million internet users are blog re
aders. In short, a lot of people are reading and writing blogs.
Yet despite their popularity, you may be one of those people who doesn't really
know what a blog is or what relevance blogging has to your business. In this art
icle, I hope to answer those questions and cover the basics of using blogging to
deliver favorable business results.
So just what is a blog and why should you care? Basically, the word "blog" is sh
ort for web log, a frequently updated web-based journal that's intended for gene
ral public consumption. So what do people write about? Anything from personal st
ories (from the mundane to the bizarre) to theme-centered creations (finance, po
litics, parenthood) to businesses (philosophies; updates; branding methods) to..
.you name it!
And while writing a personal blog can be fun, business blogging can be a powerfu
l tool, allowing you to communicate with a significant number of consumers and a
chieve many of your business objectives. And best of all, these results can be d
elivered in a very cost-effective manner.
Let me give you an example. Scobleizer is a blog written by Microsoft middle man
ager Robert Scoble. Scoble's openness and responsiveness to comments--both good
and bad--have helped put a personal touch on a company that many previously saw
as an evil empire. Not that the blog has changed everyone's perceptions, but it'
s certainly giving a human face to Microsoft and helping to soften its image a b
it, something that will ultimately impact business results.
Here are some additional advantages for businesses that blog:
Word-of-mouse. Because so many people have access to electronic forms of communi
cation, it's easy for information to spread quickly. If you have a great new pro
duct, an innovative idea or an exciting marketing strategy, you can be sure your
blog readers will pass it along via e-mail to others who will pass it along, to
o. Soon, your marketing message has reached hundreds if not thousands or million
s of people.
Speed. If something goes wrong or if you have quick-breaking news, a blog can ge
t the word--or your response--out immediately, much faster than any other form o
f media.
Awareness and loyalty. Purchasers of your product can read about it, post commen
ts and engage in discussion. You can respond. Others can comment. This personal
communication can create an open, honest, trust-building dialog that will make c
onsumers more aware, more willing to try your products and more loyal to your br
and.
Feedback. Businesses can find out immediately what people think of their company
, products and ideas. But be warned: This takes a thick skin, as all feedback is
not positive. But if you're really willing to listen, this information can be i
nvaluable. Better yet, feedback can be generated quickly--over days, if not hour
s. A blog can act like a never-ending focus group that gives a company great ins
ights into their consumers' thoughts, likes and actions.
Community halo-effect. Overall, most bloggers are friendly, helpful (by linking
to each other's sites), and eager to cooperate to make the blogosphere--the coll
ective group of blogs--a better place. By simply being an active part of the cul
ture, you get the benefit of the doubt and your product becomes one that blogger
s will consider purchasing.
Let me provide you with a personal case study that shows the power of blogs. Moo
se Tracks, one of the ice cream flavors produced by my employer, Denali Flavors,
is a top-seller and very popular with consumers who've tasted it. Yet there's s
till a large percentage of the population that's never heard of the product. As
such, one of Denali's business objectives is to generate awareness of Moose Trac
ks, an awareness that would lead to trial. Once tried, our experience has shown
that the product's taste will drive repeat business.
The company decided to accomplish this objective by creating a series of blogs a
imed at different consumer groups. The blogs would link to the Moose Tracks webs
iteand be designed to funnel visitors to the site. This way, awareness of the pr
oduct would happen naturally. In addition, the advertising and promotion costs w
ould be low compared to a traditional media effort.
Denali developed the following four blogs to address various consumer interests:
Moosetopia. This is the fun "entertainment" blog written by the Moose Tracks moo
se. This blog reinforces the fun nature of the product, and every post is an awa
reness-generating effort for the brand because of the author. (He doesn't even n
eed to talk about the product!)
Free Money Finance. This blog deals with personal finance with a tagline of "fre
e and simple advice on money and finance designed to maximize your net worth." A
s Denali's top-rated blog because of the popularity of the subject matter, this
site is "sponsored by" Moose Tracks ice cream, a graphic of which is positioned
prominently in the top right-hand corner of the blog.
Team Moose Tracks. This blog details the efforts of Denali's cycling team to rai
se money for an orphanage in Latvia. It contains biking tips as well as details
on the fundraising. This blog serves several purposes: It gains brand exposure f
or Moose Tracks and links back to the main site; it reflects positively on the c
ompany's--and the brand's--efforts to help a charity; and it's raising a signifi
cant sum of money to help the orphanage (more than $47,000 as of August).
Denali Flavors. Denali's most recent blog, this one offers an inside glimpse at
what goes on in the company. In the future, this site will serve to get comments
and feedback directly from consumers on a wide range of topics.
As each site was developed, it was promoted using guerrilla marketing tactics, s
uch as by posting comments on other blogs with links back to the Denali blog, tr
ading links with other sites, asking other sites for referrals, and writing arti
cles for other sites that would include a link back to the blog. All these tacti
cs drove traffic to the blogs which, in turn, drove traffic to the Moose Tracks'
site.
Since Denali's main objective is to drive people to the Moose Tracks' website, w
e measure the impact of the blogs by the effects on the main site. To date, the
blogs have helped Denali achieve the following results:
Site visits are up 25.7 percent.
Hits to the site are up 21 percent.
Total time on the site is up 23.4 percent.
These initial results are very positive, and the costs to get these results has
been very low: Other than our blogger's time, the company has spent less than $7
00 on these four blogs.
Want to get in on the action? Before you start blogging, be sure to review your
main business objectives and determine if blogging could help achieve one or mor
e of these goals. If you think it can, then you're ready to jump into blogging b
y doing the following:
Start reading blogs that teach you how to blog. As you might imagine, there are
several blogs dedicated to teaching people the dos and don'ts of blogging. Here
are ones I'd recommend:
ProBloggeris one of the best resources out there on how to become a great blogge
r.
The Blog Heraldoffers news about blogging. It often links to information or to-d
os that any blogger should know.
Radiant Marketing Groupoffers expertise on how blogs can be used by businesses.
BlogWrite for CEOsis designed for higher-level executives, but it still contains
a lot of good, basic information for someone just starting out--after all, many
high-level executives are beginning bloggers.
In the Denali Flavors blog, I regularly post articles on blogging that I think a
re among the best available. It's an easy way for you to get educated on bloggin
g without having to sort through all the articles that aren't worth your time.
Get the book, Buzz Marketing with Blogs for Dummiesby Susannah Gardner. Though t
he title suggests the book is about marketing, this is really a complete "how to
blog successfully" manual. I've read several books on blogging, and this one is
by far the best. It offers more specific details on everything I've covered in
this series.
Read blogs that are consumer-based, too. You can get a list of all the top blogs
at Truth Laid Bear. This site tracks traffic for blogs and makes the stats avai
lable to the public. After visiting the top blogs--which are most likely to be p
olitical blogs--at Truth Laid Bear, you'll need to branch out a bit. Some of my
favorite nonpolitical blogs include:
Boing Boing.This is one of the most popular blogs around--and for good reason. I
ts tagline is "a directory of wonderful things," and this blog delivers. You'll
laugh, you'll cry, you'll be amazed. Boing Boing has it all.
PostSecret.People write their secrets on a postcard and send them in. You won't
believe what they say--very eye-opening.
Luxist.OK, so most of us will never be able to afford the stuff the ultra-rich b
uy. But it's fun to look! This site highlights things only money--lots of it--ca
n buy.
TV Squadand Cinematical. If you're a fan of television or the movies (or both!),
you'll love the articles, insights and gossip found at these sites.
Or, if you want to find blogs on your own, search Google for blogs with the topi
c you have in mind. Poke around the results a bit, and you're sure to find sever
al you like.
Start several test blogs almost right away. Start blogs about whatever interests
you: your rose-growing hobby, your son's soccer training, news in your town, pr
o football. It really doesn't matter. Then test out different blog systems to se
e what you like best and what works for you. My suggestions:
Blogger.It's totally free, though it has limited functions.
TypePad.It's what I use and has great features and service.
BlogHarbor.This is also a great choice. It was a close second to TypePad for me.
Study blog design. I must admit, I know nothing about design. Fortunately, blog
services come with pre-designed templates. Still, you'll need an eye for color,
placement and web design. If you don't have these skills, find someone who does.
Select a topic. Obviously, the topic you choose needs to tie back to your busine
ss objective and be developed to drive results against that objective. But be op
en-minded: We never would have started Free Money Finance if we were just consid
ering ice cream or small-business topics. Instead, we thought out of the box and
now have a blog that's generated more than 30,000 visits in a few months.
Decide who's going to be allowed to blog and set policies. Choose someone to ove
rsee the blog and be the primary blogger; also decide if anyone else will be all
owed to blog. Then decide what they can and can't say. Parameters should be few
and limit the bloggers only when it could harm the company, such as by restricti
ng them from releasing confidential information. Of course, it's okay to be hone
st about not being "up to par" in every area of your business as long as the blo
gger isn't vindictive or demoralizing. Microsoft's Scoble's admissions that "we
stink in this area" have endeared the company to people who thought Microsoft wa
s a "know it all."
Begin blogging. Complete 20 posts (entries) or so before marketing. This gives y
ou time to work out the kinks, mess with the design a bit, and look like you've
been around for more than two days when someone stops by.
Start marketing. If you've read Buzz Marketing with Blogs for Dummies, you have
a list a mile long of great things you can do to market your blog.
Measure your results. Whether it's traffic to your main website, customer satisf
action, trial rates or product awareness, it's important that you get a pre-blog
ging benchmark. Then regularly get data updates to see how you're doing.
Adjust as needed. Cover different topics, market in different ways, modify your
design a bit here and there, and see what the reaction is. You'll quickly learn
what does and doesn't work for you. At Denali, we realized that Team Moose Track
s and Moosetopia just weren't popular enough to drive traffic on their own, so w
e recently moved them and now they're part of the Denali Flavors blog.
As you start to get some experience under your belt, you'll learn what works bes
t for you by trial and error. But here are a few suggestions based on my experie
nce that should give you a head start:
Be consistent with your topic at all times. Know your audience, and be sure to d
eliver the goods with every article. If you get off topic, your readers will giv
e you some grace, but they won't hang around long if you consistently go down a
bunny trail.
Try topics unrelated to your business that have broad appeal. As mentioned befor
e, Denali Flavors isn't a personal finance company, but finances are a popular t
opic. And since writing on money has been a hobby of mine for years, it seemed n
atural for us to create a financial blog. As a result, Free Money Finance has be
come our most popular blog.
Develop a schedule for updates. Set a schedule so your audience will know when t
o look for something new. I suggest starting with a Monday-Wednesday-Thursday sc
hedule and see how it goes from there. Friday is generally a light reader day, a
nd traffic really drops off on the weekends.
Make it easy to meet your objectives. Our objective was to drive traffic to the
Moose Tracks site, so we made it easy for people to get there by putting a pictu
re of the moose and "visit Moose Tracks" on the top part of every blog. If your
objective is to get customer feedback, ask for it and make it accessible. If you
r objective is to reveal a charitable side of your company, keep people updated
on what you're doing.
Use e-mail to kick-start your traffic. If you have an e-mail list, e-mail everyo
ne on it and introduce your new blog. Also have all your employees include a sig
nature on their out-going e-mails that lists your blog's URL and a short descrip
tion of what it's about. That way, every e-mail sent out is a subtle marketing m
essage.
Blogging can be an innovative way to meet your business objectives in a cost-eff
ective way. But because the blogosphere is relatively new, you may still have qu
estions. I'm willing to help you get started and offer my thoughts and feedback
as needed. We'll both likely learn from each other and make our sites even bette
r. Simply e-mail me if you need help. If you don't need any advice, please drop
me a note anyway if you set up your blog. I'd love to stop by and say "hi."
John Nardini is the executive vice president of marketing at Denali Flavorsand i
s responsible for developing strategic and tactical marketing plans designed to
increase awareness, trial and sales of Denali Flavors' brands.
Marketing Your Business With Your Mouth

Promote yourself to the masses by becoming an expert speaker at your target mar
ket's events.
By Al Lautenslager | October 24, 2005
URL: http://www.entrepreneur.com/marketing/marketingideas/guerrillamarketingcolu
mnistallautenslager/article80672.html
It's always amazing to me that when I speak at an association meeting, conferenc
e or breakout session at a convention, people always come up to me afterwards to
inquire about hiring me. It doesn't matter what the audience size is--it always
happens.
Which got me thinking: When I make a sales call on a prospect or customer, I'm r
eally making a similar presentation--with one exception: The audience size is on
e. So speaking in front of any larger audience is basically a mass sales call. A
nd the best part of that is, you're able to make your pitch at one time to an au
dience made up of dozens or even hundreds of potential customers.
Here's something to remember: Speaking in front of audiences gives you instant c
redibility. Why else would you be up in front of a group unless you were some ty
pe of expert? Remember, people love to buy from experts. They trust experts. The
y have confidence in experts, and they know experts are credible. Speaking solid
ifies all of that. The number-one reason salespeople get the sale is because of
trust and confidence. If your speaking is a mass sales call, the same rules appl
y.
Let me tell you how you can start marketing your business through speaking engag
ements.
Track Down Your Market
One of the cardinal rules of marketing is to put your marketing message where yo
ur target market is. If your target market consists of business owners and organ
izations, a local chamber of commerce would be an ideal audience. You can contac
t your local chamber and ask them if they have any educational sessions during t
heir programming year or slots open for speaking at their breakfasts or luncheon
s. If they don't have such programming, offer to help them develop it. I don't k
now of any chamber of commerce that would turn down a moneymaking opportunity if
it involved delivering quality information and benefits to their membership.
There are also many industry associations that may want to hear your message. Ta
rget state and local associations at first, then move on to national association
s. Contact the executive director or educational committee chair to gage their i
nterest. Offer to speak for free in return for contact information of those who
attend your session. If you can't make that arrangement, give away a book or a p
rize at the end of your presentation. And be sure to collect business cards from
your audience to use in a drawing, then keep the business cards to follow up wi
th and market to these people over and over and over. Remember the rules of freq
uency in marketing: 5 x 1,000 is better than 1 x 5,000.
You can also offer handouts when you speak that contain content from your presen
tation. This gives your audience something of value to walk away with that won't
cost them a dime. If you're smart, you'll also provide product purchase informa
tion and ways for prospective customers or their friends and associates to get i
n touch with you for speaking engagements or further contact. This is when the s
peaking component of your marketing becomes viral: having others market for you.
Another way to use speaking arrangements to market your business is to participa
te on panel discussions. Those organizations or companies that put on panels nee
d experts, and you're an expert in something. So find organizations and conferen
ces that need your expertise and offer yourself as a panelist.
No one can communicate the passion you have for your product, service or company
better than you. If that's what you're speaking about, your passion will be obv
ious, and audiences notice things like that. If you're not passionate about what
you're selling or what your company is all about, then don't get in front of an
audience. An audience can detect a lack of passion as easily as they can detect
over-the-top passion.
Speaking in front of a group puts you at the center of attention. So before you
step into that spotlight, make sure you're prepared:
Don't be boring.
Have solid content.
Have a message.
Audiences like to walk away with ideas to implement immediately. Developing "sal
es oriented" speaking content is similar to developing content for a sales prese
ntation. Here are some topic suggestions that make interesting speaking content:
A solution to a problem or a challenge
Top 10 steps to a goal
Seven mistakes people make when they don't use your service
Real live examples
Stories
Anecdotes
A review of frequently asked questions about you, your business, your product or
your service
Secrets and inside information on your product, service or industry
Tips, techniques and tactics
Strategic considerations
The good thing about this guerrilla marketing method is that it's free. It's jus
t you using your time, energy and imagination to get your message to your target
market.
Al Lautenslager is the "Guerrilla Marketing" coach at Entrepreneur.comand is an
award-winning marketing and PR consultant and direct-mail promotion specialist.
He's also the principle of Market For Profits, a Chicago-based marketing consult
ing firm. His two latest books, Guerrilla Marketing in 30 Days and The Ultimate
Guide to Direct Marketing are available atwww.entrepreneurpress.com.

Scorched-Earth Networking
Are you burning the very people you're trying to impress? Find out how not to b
e the networker no one wants to do business with.
In my more than two decades of developing business networks and coaching network
ers, I've noticed some very different styles of networking. One of these styles,
which results in the ground smoking wherever these networkers tread, I call "sc
orched earth networking." Let's talk a little about this style, so you understan
d how important it is to avoid this type of networking in cultivating a successf
ul business networking model.
Just what are the hallmarks of a scorched-earth networker? Experience has shown
me that this type of networker...
1. Moves from networking group to networking group, constantly dissatisfied with
the quality and quantity of referrals they get from each. The scorched-earth ne
tworker doesn't stay in one place long enough to build the type of relationships
it takes to really capitalize on networking. It's like planting an apple tree i
n one spot, not being satisfied with the tree's growth after a matter of days, u
prooting it and expecting it to grow faster in another spot. When the growth isn
't happening fast enough in the new spot, the tree is uprooted yet again and rep
lanted. Every time that tree is uprooted, it takes longer to build itself back u
p to even where it was before it was moved. A serious networker understands that
in order for that tree to grow a bumper crop of apples, it needs to be cared fo
r right where it is.
2. Talks more than listens. If you meet someone who talks on and on about their
services, what they can provide for you, how they can help you increase your bot
tom line and so on--and doesn't seem genuinely interested in your business, what
you do and what you need--chances are you've just met a scorched-earth networke
r! A serious networker will want to learn all about you, what your professional
goals are, and how they can play a part in helping you accomplish those goals.
3. Doesn't "honor the event," or networks at inappropriate opportunities. There'
s something to be said about constantly looking for an opportunity to develop a
business relationship, but a serious networker is always aware of how that netwo
rking comes across. You've seen the scorched-earth networker, for instance, want
ing to do business and passing out business cards at a church function, funeral
or other inappropriate event. The key to networking at all times is to do it in
a way that's appropriate. While it can be entirely appropriate to begin a relati
onship at such an event as a wedding or a funeral, going around looking for an o
pportunity to pass out your business cards isn't the right way to do that!
4. Thinks that being "highly visible" is enough to make business flow his way. I
n my book, Business by Referral, I talk about the VCP factor: visibility, credib
ility and profitability. The more you're seen in the business community (visibil
ity), the more you become known and trusted (credible). The problem with the sco
rched-earth networker is that they seem to think that anything they do that make
s them visible is beneficial. But that's just not so. As people begin to trust y
ou, seeing that you're dependable, honest and outwardly motivated as opposed to
selfish and demanding, they then begin to refer you to others. This is when you'
ll see more business referrals coming in (profitability).
5. Expects others to be consistently referring them. When they're considering de
veloping their social capital, the scorched-earth networker expects that this me
ans finding a source of referrals who's dependable and constant. This is a "get"
mentality. Scorched-earth networkers view networking as a transaction, not a re
lationship. Wayne Baker calls this negative type of networking "coin operated ne
tworking"--you put something in and get something back right away. Serious netwo
rkers understand that developing strong social capital means that your focus is
on what you can give to your inner circle. There's a law of reciprocity and syne
rgy that can't be denied when you focus on giving referrals to those around you.
Think about how you feel when someone refers you to another person. You feel dr
iven to repay the favor likewise.
Scorched-earth networking doesn't work, because building your business through w
ord-of-mouth is about cultivating relationships with people who get to know you
and trust you. People do business with people they have confidence in. One of th
e most important things I've learned in the past two decades is this: It's not w
hat you know, or who you know--it's how well you know them that counts. If you g
o into this process understanding this one key point, you'll have a better oppor
tunity to build your business through word-of-mouth.
As you network, look around at what you leave behind. Are you creating relations
hips by building your social capital (farming, as opposed to hunting), or are yo
u leaving a scorched earth and many bodies in your wake?
Thanks to Soni Pitts for her contribution to this article.
author.

Getting Referrals That Count
Not all referrals are created equal. Learn how to identify weak referrals and m
old them into sales-generating leads.
A referral is a referral, right? At first glance it doesn't seem too complicated
to develop basic referrals for your business; however, there's quite a big diff
erence between a basic referral and one that's been properly developed.
In an earlier article, I talked about the difference between a lead and a referr
al (see "What's Better: A Lead or a Referral?"). Here I would like to discuss th
e varying levels of a referral, starting at a level that's just one step above a
cold lead. These types of referrals are ranked in quality from lowest to highes
t. Number 1 is the lowest-ranked type of referral (the least desirable) to give
and receive, and number 8 is the highest (most desirable). You'll find these pri
nciples work for both giving and cultivating referrals.
1. Names and Contact Information Only. Getting a name and contact information fr
om a referral source is better than nothing--but not much. Unfortunately, this i
s what many of your potential referral sources probably think of the first time
you say the word "referral" to them. Receiving the name of a prospective custome
r from a friend isn't a bad thing--it does represent a certain level of trust in
you by your source. But the networking value of just having a name and contact
information and nothing more is quite low.
2. Authorization to Use Name. Once a referral source has given you permission to
tell the contact she referred him to you, you can feel fairly certain that you'
ve established a good level of credibility with her. By allowing you to say that
she endorses your product or service, your source has given you valuable levera
ge with the prospects that know her. The problem with this type of referral, how
ever, is that the work of developing the prospect still rests with you. Once you
've conveyed that she recommends you and your business, the task of selling real
ly begins.
3. General Testimonial Statement and/or Letter of Recommendation and Introductio
n. It's a noteworthy accomplishment to develop a referral source to the point wh
ere he's willing to say and write nice things about you. This demonstrates that
you've built a moderate level of trust with him. Going a bit further and providi
ng you with a letter of introduction is even better, because this usually includ
es background information and a description of your product or business that's f
iltered through the lens of the author.
4. Introduction Call. This level of referral takes the effort on the part of the
referral source up another notch. The source who's willing to take the time to
make a personal phone call is committing to a phone conversation with a prospect
that'll require at least a small amount of preparation. The inferred purpose of
this call is to prepare the way for communication from you.
5. Note or Letter of Introduction, Call and Promotion. The impact of a letter fo
llowed by a call which promotes your business implies an even higher level of co
mmitment on the part of the referral resource because of the time required to do
both. Promotion is advocacy--an outright recommendation of your product and bus
iness accompanied by a description of its features and benefits.
6. Arrange a Meeting. By arranging a meeting for you and the prospect, your refe
rral source moves beyond the role of a promoter to that of a facilitator. She wo
rks out the details of getting you and the prospect together. In effect, your re
ferral source is acting as an active business agent. In the mind of your prospec
t, the referral source has made a serious commitment of time and energy on your
behalf, which conveys a deep trust in and approval of the product or business yo
u provide.
7. Face-to-Face Introduction and Promotion. Adding promotion to the in-person in
troduction increases the effectiveness yet again, because your referral source i
s now actively engaged in selling your product or business, rather than just bei
ng a meeting facilitator.
8. Closed Deal. After your referral source has described the features and benefi
ts of your product or business, he then closes the sale before you even contact
the individual. Nothing else is required of you except to deliver the product an
d collect payment. This is the highest level of referral you can achieve.
To get to the point where you're getting those 8th-level referrals, you'll have
to work with your referral sources and tell them what you would like from them.
This develops over time, as well. The better someone knows you and is confident
in and sure of your business, the more frequently you'll receive these higher qu
ality referrals. It's all about education!
Make it your goal to operate at the 8th level as much as possible with your refe
rral sources. Keep in mind that you'll want to begin referring others at the 8th
level, as well. It's a real testament to that old adage: "What goes around, com
es around!"
author--his latest book isMasters of Success: Proven Techniques for Achieving Su

Networking With Businesses Overseas
When it comes to networking with foreign companies, we all speak the language o
f referrals.
The idea of growing your business through word-of-mouth marketing is a concept t
hat crosses cultural, ethnic and political boundaries. It resonates within entre
preneurs all over the world. It resonates in Europe, Africa, Asia and the Americ
as--because we all speak the language of referrals.
Years ago I began to dissect just what it is about referral marketing that makes
it so successful. I determined that the lowest common denominator is that peopl
e want referrals! The public wants referrals, the business community wants refer
rals, everyone seems to want referrals.
As I put together business-development networks or referral groups in many count
ries around the world over the last two decades, I was frequently told that this
type of networking won't work in other countries. It was ironic to hear "this w
on't work here, we're different" the first time, because it was said by someone
in one part of Southern California talking about people who were 25 miles away i
n another part of Southern California!
Although I didn't realize it at the time, I later came to understand that this p
erson just didn't want to do the hard work necessary to slowly build his referra
l business. Rather than say, "I don't want to do that," it was easier to say, "w
e're different here" (even though "here" was only a few miles away from "there")
.
Over the years I was amazed to come across some people who absolutely refused to
follow the tried-and-true fundamentals that were proven to work in generating r
eferrals as I developed networking programs through BNI across the U.S. and late
r the world. In many cases they used the "we're different" argument or said thin
gs like "that won't work here."
When talking about self-development, I have a friend who often says, "When it co
mes to ourselves, we're always the exception." Everybody else should do what's b
een proven to work. It seems that the "we're different here" mantra that some pe
ople spout actually prevents them from following proven methods of self-developm
ent. Only truly successful people understand that everyone who has achieved succ
ess has succumbed to the basics.
Building a Personal Network of Trust
If you want to build relationships that generate referrals, you have to take the
time to gain trust and credibility within your network. Here are a few basic ne
tworking lessons you should keep in mind when building relationships with foreig
n--and local--businesses:
Whether you like it or not, you do become part of a network, so make sure you le
ave a good impression.
Maintain and cultivate your network--even if only by sending holiday cards every
year. Encourage people to visit and stay with you whenever they're in your area
.
When seeking to use your network for information or advice, try to empower indiv
iduals in your network to feel that by helping you they're helping someone else.
Be prepared to quickly build rapport and reinforce the positive expectations peo
ple have been given by their contacts.
Be cross-culturally aware.
The value of having your personal network of trust applies wherever you operate.
It's particularly valuable in areas such as the Far East, where the culture of
the community requires you to take time to build a trusting and mutually respect
ful relationship first.
My experience has shown that people in any entrepreneurial economy can use a net
working system to improve their business. If this system is done within the cult
ural context and not outside it, I've found that the same networking concepts an
d techniques are almost completely transferable from one country to another. It'
s basically due to the truth that business is business when it comes to relation
ship marketing, no matter the culture, ethnicity or political persuasion. It's t
rue that people are different around the world, but normally all businesspeople
want to conduct business more effectively. When the goal is to harness the power
of relationship marketing, driving businesses further and faster through B2B ne
tworking can be an effective result.

Riding the Airwaves
A radio tour can help you spread your message coast to coast without spending a
fortune. So are you ready to take the mic?
By Kim T. Gordon | Entrepreneur Magazine February 2006
URL: http://www.entrepreneur.com/marketing/publicrelations/article83036.html
Do you want to raise awareness of a product, service or issue, but lack the deep
pockets required for a nationwide advertising campaign? Or perhaps you're looki
ng for the kind of credibility advertising can't buy. By conducting your own PR
radio tour, you can win the publicity you need, generate millions of gross impre
ssions to promote your business and even establish yourself as an expert in your
field. Just follow these six steps:
1. Set a PR goal. What do you want to achieve with your radio tour? Suppose your
firm specialized in diagnosing and treating "sick buildings." Your goal would b
e to become recognized as a national expert on remedying indoor air pollution. O
r imagine that you've created a child recovery program that helps ensure the saf
e return of lost children. You could present important safety tips on the radio
with the goal of raising awareness of your program among parents.
2. Target the right media. Simply choose the right format (generally news and in
formation rather than music) and geographical region. You can pitch your story t
o just the stations in your local area, to those in the top 25 markets, or to ne
tworks that allow you to reach numerous markets. Decide exactly whom you're tryi
ng to reach, and then find the best stations by using sites such as www.radio-lo
cator.com, where you can search by format. Visit each station's website to ident
ify which shows to pitch, and contact them by phone to get the names of the prod
ucers and find out whether they prefer to receive alerts by fax or e-mail.
3. Develop your message. The trick to pitching and delivering a great radio inte
rview is to focus on information the listeners really want. To create an effecti
ve media hook, lead with statistics or facts that make your story newsworthy or
of special interest. Your top priority is to provide information that benefits l
isteners while weaving in your own principal PR themes. For a successful radio t
our that consistently communicates your key themes and messages, write a short,
one-paragraph message platform--in essence, a rough script. In addition, prepare
answers to typical questions, and have someone test you until your delivery is
smooth and conversational.
4. Write a media alert. Like a press release, an alert has contact information a
t the top and a headline based on your hook that draws the producers and radio s
how hosts into your story. These are followed by one or two paragraphs that expl
ain the issue or topic and why it's important. Finally, the alert introduces you
(the expert) with a short overview of your credentials and announces your avail
ability for interviews.
5. Pitch the stations. If you or someone on your staff is skilled at making sale
s calls, you'll find that securing bookings for radio appearances isn't much dif
ferent. You can send your alert by fax or e-mail, depending on what each produce
r prefers. But send only as many at once as you can comfortably follow up on by
telephone within 24 hours. When you call, focus on your hook--explain why the is
sue or topic is of special interest--and close for an interview.
6. Deliver great interviews. This is the easy part. Most interviewers will draw
all their questions from your alert and any substantiating materials you send th
em. And no matter what you're asked, you should always be able to bridge back to
the central points in your platform. Bridging describes giving an answer that l
inks one subject to another. Since most interviews are taped and then edited for
broadcast, keeping your answers short and concise will help ensure that your ke
y messages survive intact and that you successfully achieve your PR goal.
Contact marketing expert Kim T. Gordon, author of Bringing Home the Business, at
www.smallbusinessnow.com. Her new e-book, Big Marketing Ideas for Small Budgets
, is available exclusively from Entrepreneur at www.smallbizbooks.com.
How to Use RSS Feeds

Want to make sure your marketing message doesn't end up in your customers' spam
folders? Get the word out with an RSS feed.
By Catherine Seda | Entrepreneur Magazine February 2006
RSS isn't just for news junkies. Creative marketers are feeding readers everythi
ng from special offers to product promos--without risking a trip to the junk-mai
l folder. And this in-the-know audience is more likely to research products for
purchase online--40 percent of RSS users do research online, whereas only 18 per
cent of non-RSS users do, according to Forrester Research's "Consumer Technograp
hics 2005 Benchmark Study." How can you get your product in front of these hungr
y shoppers?
E-mail spam has ignited RSS adoption because RSS is 100 percent opt-in. Users su
bscribe to a reader such as Bloglines, Newsgatoror Pluck, then choose the feeds
they want to receive--no spam allowed. And although Forrester estimates that onl
y 2 percent of U.S. adults use RSS, this number is climbing quickly.
Your first job is to decide what information to syndicate as an RSS feed. Blogs,
special offers, company news, events, product announcements and articles make c
ompelling RSS content.
Next, you need to prepare an XML file. For a sample, go to www.usatoday.com, cli
ck on "Add USAToday.com RSS feeds" at the bottom of the page, and then click on
one of the topic links. You can also read about RSS specifications at http://blo
gs.law.harvard.edu/tech/rss.
Your third step is to get RSS aggregators to pick up your feeds. The process is
similar to submitting your site to search engines. Fortunately, the RSS readers
mentioned above are also aggregators, so start with them. Also, submit your feed
to major search engines such as Googleand Yahoo!. If your RSS feed becomes popu
lar with readers, other aggregators crawling the web will find it.
RSS doesn't replace e-mail marketing, but it's becoming an increasingly importan
t marketing tactic as more internet users who are fed up with e-mail spam turn t
o RSS feeds for their content. Consider offering an RSS feed soon to stay connec
ted with them.
Speaker and freelance writer Catherine Sedaowns an internet marketing agency and

High-EQ Networking
Improve your networking skills with four ways to boost your Emotional Intellige
nce.
Emotional Intelligence, also known as Emotional Quotient or EQ, is all the buzz
right now. EQ is the ability we have to use, communicate, recognize, remember, l
earn from and manage our relationships with other people. It is, in effect, the
skills we've developed for building our social capital with those we wish to net
work with.
Some people just seem to have a knack for interacting or networking with other p
eople. They have a high EQ. On the other hand, for some people networking is a v
ery uncomfortable process. The higher one's EQ, the more natural it seems for an
individual to network. I believe that EQ can be developed, whereas IQ is genera
lly static and not easily improved. This means that you can actually improve you
r EQ by understanding and applying some important concepts to your networking pr
actices.
So, just what are some of the areas where EQ has an impact on networking skills?
1. Developing a networking style or system that sets you apart from the ordinary
businessperson: Networking is so much more than just being involved in the usua
l meet-n-greet routine. Developing a style of networking that's deliberate, habi
tual and finely developed can be considered developing your EQ in networking. Th
is can be done by reading books and other articles about word-of-mouth marketing
and learning techniques that have been successful for others. Applying these ti
ps and techniques takes conscious practice and application before they become ha
bits. The highly skilled networker can be like poetry in motion. You aren't quit
e sure what just happened, but suddenly you're being pointed in the right direct
ion for a meeting with someone else who can open doors for you--and you aren't e
ven consciously aware that you expressed a need for this introduction! You've ju
st been caught up in the flow of a high-EQ networker.
2. Networking appropriately (honoring the event): Becoming a networker who's sen
sitive to the event is an important aspect of developing one's networking EQ. So
many businesspeople who are trying to build their social capital do so with an
almost vulture-like intensity. Believe it or not, there are times when it's not
appropriate to hand out your business card or ask someone the ubiquitous "what d
o you do?". Being sensitive to the moment and honoring the surroundings is a nua
nce in networking that sets those with a high EQ apart from those with a low EQ.
There are ways to alter your networking styles in various situations. Understan
ding how to read the event and network appropriately and effectively is another
sign of a high-EQ networker.
3. Follow through: This is an area where the high-EQ networker really stands out
from the crowd. If we're all honest with ourselves, follow-through is not our f
avorite thing, but it's something that needs a lot of finesse and demands dilige
nce. What an enterprising networker will do is follow through in ways that surpr
ise and intrigue the other businesspeople he or she comes in contact with. This
includes things like clipping a news article about a topic that's of significanc
e to the contact and sending it to him or her with a personal note and another b
usiness card. The main thing is that a skillful networker will never--ever--miss
an opportunity to follow through after an introduction to a new business contac
t. Keeping your name, your business' name and your expertise in front of that pe
rson is very important and can be done in fresh and interesting ways. And it's i
mportant to follow up more than once. Create a reason for re-connecting with tha
t contact to begin developing a relationship with him or her.
4. Maintaining customer loyalty: Many entrepreneurs focus so much on bringing in
new business that they miss the boat on maintaining customer loyalty. Keeping c
urrent customers coming back and referring others to you is very, very important
for business success and growth! The entrepreneur who understands this and real
ly goes above and beyond to make current customers feel valued, appreciated and
very special will find that their customers will come back again and again, and
bring others with them to do business with you. There are the normal things to d
o to foster customer loyalty, such as sending a calendar to a client at the end
of the year for the next year; then there are the outstanding things to do to fo
ster customer loyalty, such as taking a client to lunch each week! Getting to kn
ow the clients personally and really making the effort to become friends with ea
ch person with whom you do business is an indicator of an entrepreneur with high
business EQ.
Emotional Intelligence has a lot to do with setting certain business owners apar
t from the rest of the pack by becoming stellar networkers. It's more than just
"doing the obvious." So much more. By being creative, fresh and surprising, high
-EQ networkers can amass a great wealth of social capital and build a really str
ong and visible word-of-mouth-based business.
I've heard it said that your employees are hired because of their IQ, but promot
ed based on their EQ. To that I would add that a business owner might become kno
wn in the marketplace as a result of IQ, but will be referred and promoted by ot
hers because of EQ and their ability to use that to develop social capital.
10 Creative Ways to Get PR

Think outside the box with these easy ways to promote your business.
By Margie Fisher | February 06, 2006
On the road to success, every business needs great public relations vehicles. In
novative public relations strategies will take you where you want to go.
Here are some creative ideas to get the quality of PR that can enhance your repu
tation and grow your business.
1. Create a holiday. In 1991, while teaching business etiquette courses, Jacquel
ine Whitmore, founder-director of the Protocol School of Palm Beach in Florida,
was often asked about cell-phone etiquette. "I realized the issue needed exposur
e," she says, "so I decided to create a special holiday to recognize it." She su
bmitted an application to Chase's Calendar of Events, the calendar used by busin
esses and the media for both traditional and newly created holidays. In July, 20
02, National Cell Phone Courtesy Month became official, and Jacqueline has recei
ved ongoing local and national publicity as well as many new corporate clients.
You can apply for a holiday submission online at www.chases.com.
2. Write a book. Prospective customers are impressed with authors, even if your
book is self-published. The fact that you've written a book says you're knowledg
eable and credible. Plus, you can sell your book or use it as a give-away, which
constantly promotes your name and ideas. Best of all, an author is the media's
preferred source for interviews.
3. Win a business award. If you think it's too much work and not enough payoff t
o submit yourself for a business award, think again. Many business awards are sp
onsored by publications that'll announce winners' names and print their stories-a terrific PR opportunity. And you, in turn, can announce the award to your cur
rent and prospective customers on your website and in your sales materials--posi
tioning you as a leader in your field.
4. Get on a reality show. Recently I read a great book, Starting from Scratch, b
y financial advisor Wes Moss, a former contestant on The Apprentice. I couldn't
help thinking that Wes might not have gotten published without the exposure he r
eceived on the show. Now, with a published book under his belt, his name and rep
utation are considerably enhanced.
5. Put on a free educational workshop. Jacqueline Bonfiglio-Naja, a licensed aes
thetician and owner of Jacqueline's Advanced Skin Therapy in North Dartmouth, Ma
ssachusetts, has put on many free skin care workshops over the years. "Every one
of them has gotten me publicity, new customers and recognition in the community
," she says.
6. Produce an electronic newsletter. Sales expert Jeffrey Gitomer of Charlotte,
North Carolina, has over 100,000 people on his weekly e-mail newsletter list. It
's a hugely successful PR tool, keeping his name in front of current and potenti
al clients. In addition, promoting his services in his newsletter has led direct
ly to over a half-million dollars in revenue.
7. Co-locate with another business. Sharing retail space with another business i
s a winning proposition. Each business benefits by being exposed to the other bu
siness's customers because customers of the business you co-locate with can lear
n about you just by seeing you there. Example: Specialty cake boutique We Take t
he Cake, Ft. Lauderdale, Florida, created a small area within a local Field of F
lowers store where they offer cakes to Field of Flowers clients. Having the visi
ble presence of your products rather than a simple brochure near the cash regist
er dramatically increases the chances that a customer will buy your product or s
ervices.
8. Head up a local trade organization. A few years ago, Milwaukee, Wisconsin, pr
ofessional organizer Barb Friedman, owner of Organize IT, served as president of
the Wisconsin Chapter of the National Association of Professional Organizers. A
t that time, The Dr. Phil Show was putting together a story about the "worst spo
use in America"--a woman who was very disorganized and also happened to live in
Wisconsin. Because Barb was president of the Organizers Chapter, she was the per
son contacted to appear on the show--reaping PR dividends and business ever sinc
e.
9. Create a contest with a twist. For the fourth year, Land of Odds, a bead comp
any in Nashville, Tennessee, is holding its annual "Ugly Necklace Contest," whic
h gives the company beautiful publicity every year. Holding a contest with a "tw
ist" makes your business stand out from the hordes of other business contests ou
t there and drives more attention to your product or service.
10. Do pro-bono work. Think of pro-bono work as an investment that'll showcase y
our talents to prospective paying clients. When Bloomington, Minnesota-based ad
agency Colle+McVoy did pro-bono work for the Environmental Trust Fund in St. Pau
l, Minnesota, the positive response to their ad led to paying work with the Minn
esota Office of Environmental Assistance. Who says good guys finish last?
These 10 creative ways to get PR will work for just about any type of business.
Implementing any one (or more) of these ideas will get you great PR, and it'll t
ake you to the level of success you and your business deserve.
Margie Fisher, president of Zable Fisher Public Relations, is the author of the
Do-It-Yourself Public Relations Kit. For more information on her kit and to sign
up for her free PRactical PR newsletter, visit www.zfpr.com.
21 Ways to Bring in the Business

Despite your desperate hopes and prayers, business isn't just going to wander i
nto your business. You need to get out there and hustle, and we've got the tips
to help you do it.
By Laura Tiffany
We've found the perfect marketing solution for you. First, close your eyes. Now
hug your computer monitor. Using top-secret technology developed at the Entrepre
neur.com laboratories, we'll instantly transmit lists of bottomless-pocketed cus
tomers to your brain and your homebased business.
Well, OK, maybe not. But it's not because we don't have the technology (only one
more logarithm to go, we swear)-really, we want to help you help yourself. So w
e've brought you something even better: 21 chunks of marketing know-how that wil
l help you find the customers you need to fill your business's coffers. Print th
is out, post it up and integrate it into your marketing plan-and get ready for t
ons of sales.
The Basics
1. Create quality marketing tools. This doesn't mean you need to allot 75 percen
t of your budget to printing costs, presentation slides and a Web site. But it d
oes mean you need to put deep thought into the cohesive image you want to presen
t. "Sit down and make a list of everything you're going to need each time you ma
ke contact with a prospective customer or client, including a stationery package
, brochures and presentation tools," advises marketing expert Kim T. Gordon, pre
sident of National Marketing Federation Inc.and an Entrepreneur.com columnist. "
Then, if you can't [afford] to print it all at once, at least work with a design
er and a copywriter to create the materials so you have them on disk."
If even this sends shivers down your bank account's spine, find creative ways to
deal with it: Hire an art or marketing student from the local university, or ba
rter your services with other homebased entrepreneurs.
2. Greet clients with style. Voice mail may not seem like a component of your ma
rketing plan, but if a potential client calls and your kid answers, that client
will be gone before you can even technically call him a client. So get yourself
a professional voice-mail system (even the phone company offers options) with se
veral boxes, advises Gordon, so callers can press "1" to hear more about your se
rvices, "2" for your web and e-mail addresses, etc.
3. Focus as narrowly as possible. Instead of trying to reach all the people some
of the time, narrow your target audience to highly qualified prospects. Instead
of going to seven networking groups once every two months, go to the two groups
with the best prospects every week. "Instead of marketing to 5,000 companies, [
find] several dozen highly qualified companies and make regular contact with the
m," says Gordon. Call them, mail your marketing materials, and then ask to meet.
It'll save you money and time.
4. Make the most of trade shows. Here's a hodgepodge of tips, courtesy of Rick C
randall, a speaker, consultant and author of marketing books:
If you don't get a booth beforehand, try to find someone who might want to share
their space with you. You help them run the booth, and they get a local who can
show them the town.
If you decide not to get a booth, go anyway. You can always do business with the
exhibitors--just be sure to respect their time with "real" customers before you
approach them as a peer looking for some B2B action.
After the seminar, be absolutely, positively sure that you follow up on your lea
ds. What's the point of attending if your leads end up in the trash? The Center
for Exhibition Industry Researchsays 88 percent of exhibition attendees weren't
called by salespeople in 2000. Try to improve that stat.
5. Conduct competitive intelligence online. When Joyce L. Bosc started Boscobel
Marketing Communications Inc.in 1978 in her Silver Spring, Maryland, home, she h
ad no clue what the competition was doing. Today, she points out, homebased entr
epreneurs have it a lot easier. "As a homebased business [in 1978], how would yo
u even find out what your competition was doing, what they were charging or what
kind of clients they had?" says Bosc, whose company now has 18 employees and is
no longer homebased. "Today, that information is completely at your fingertips.
" So find your competitors' sites and get clicking.
Getting Friendly
6. Offer your help. Want to be known as a good businessperson--and just as an al
l-around good person? Help others out. One of Ellen Cagnassola's biggest busines
s-getters for her Fanwood, New Jersey, handcrafted soap business, MaryEllen's Sw
eet Soaps, is word-of-mouth that's generated by not only her good work, but also
her good deeds. "I am the first to help another, and I offer ideas freely," say
s Cagnassola. "I think this and my enthusiasm for my business make people want t
o be a part of my success." Where does she offer help? A New Jersey Women's Busi
ness Center and her hometown's Downtown Revitalization Committee are just a few
places she lends her expertise.
Another way to help out your community and your business is to align yourself wi
th a nonprofit organization. Patrick Bishop, author of Money-Tree Marketing, off
ers this idea: "Set up a fund-raising program that benefits a school, like a dis
count card. At the same time the kids [are selling them, they are] promoting you
r business."
7. Offer work samples. Crandall suggests that if, for example, you're a web desi
gner, you surf the internet, find a potential client and send them a few tips th
ey can use to improve their site. Or you can do as Anne Collins did: "In the beg
inning, I was willing to just go out and beg for the business," says Collins, wh
ose homebased Laurel, Maryland, graphic design firm, Collins Creative Services I
nc., now boasts the U.S. Army as one of its clients. "Sometimes I would offer a
small job for free just to show the potential client the quality of my work and
to get them used to working with me."
8. Network. If this piece of marketing advice sounds like something you've heard
before, there's a good reason: It works. Join your local chamber, leads groups
like LeTip International Inc.or Leads Club, your industry association, or Rotary
Club. When you go, ask the people you meet what leads they're looking for--and
really listen to what they have to say. They'll repay you in kind.
9. Cross-promote with other businesses. Whom do you share customers with? Find t
hem and figure out how you can promote one another. If you're a PR person, hook
up with a copywriter or graphic designer for client referrals. Or you could take
note of the collective that Crandall knows: The Wedding Mafia, a group of sever
al wedding professionals (a caterer, DJ, dressmaker, photographer, etc.) who wor
k together through referrals. Another option is to add a brief note at the botto
m of invoices referring your accounting clients to "an excellent computer consul
tant," and have that consultant do the same for you.
Getting Online
10. Chat online. Find newsgroups that cater to your audience, and join the fray.
"I didn't start [participating in online discussion groups] to generate busines
s, but as a way to find information for myself on various subjects," says Shel H
orowitz, owner of Northampton, Massachusetts-based Accurate Writing & More and a
uthor of several marketing books, including Grassroots Marketing. "But it turned
out to be the single best marketing tool I use. It costs only my time. [One] li
st alone has gotten me around 60 clients in the past five years."
11. Offer an e-newsletter. Again, this establishes you as an expert, but it also
provides another very important marketing tool: e-mail addresses of potential c
lients. You've opened up the gates to creating a relationship with these folks b
y offering free information. Now they may approach you to do business, or you ca
n use these "opt-in" addresses to offer your services.
12. Don't wait for customers to find you online. Rather than purchasing an e-mai
l list for mass, impersonal advertising, spend some time trolling the Web, looki
ng for businesses that have some sort of connection to your own business. Then w
rite them a personalized e-mail telling them why you think they should build a b
usiness relationship with you. "Those letters have a high tendency to get answer
ed because they are personal," says Crandall. "And if there is something we coul
d do business about, I've opened the door. I've done thousands of dollars of bus
iness once that door was opened with people who were total strangers [before I e
-mailed them]."
Spreading the Word
13. Go where your best prospects are. This is called play-space marketing. If yo
u have a pet-sitting business, ask your local vet office and groomer if you can
display brochures. Are you a landscape artist? Offer to do a display for the loc
al nursery. Do you throw children's birthday parties? Buy a slide at the local m
ovie theater to be shown before their family films. "Just be sure the environmen
t is appropriate," cautions Gordon. "If you're a business consultant, you're not
going to run ads on the movie screen. [Advertise somewhere] where people are [l
ikely] to be thinking about what you're selling."
14. Become an expert. Cagnassola has developed her business know-how into a mark
eting tool by writing online articles. "Write articles to show your talents and
give them as filler to any Web site owner that you feel is fitting," says Cagnas
sola. "Not only does it bring you more traffic and potential customers, but it p
rovides you with an international business portfolio to demonstrate your busines
s sense [and your] product or service."
Other ways to establish yourself as an expert: Answer questions in online forums
; get yourself listed in a directory like Experts.com, Profnet.comor The Yearboo
k of Experts; send tip sheets to local media outlets; write a book or pamphlet;
or do the next tip on our list.
15. Host a seminar. It's cheap. It's easy. And it's a darn good way to get over
your public-speaking fear. Crandall offers the story of a business broker who co
nducts free weekly seminars. People selling businesses don't want to attend, as
they aren't new to the business brokering process, but they do notice his ad and
call for his services. Business buyers attend, and the broker now has "pre-qual
ified" prospects. "You're getting free publicity, you're getting prospects to ca
ll you, and you're building your level of expertise," says Crandall, who hosts h
is own seminars on marketing.
16. Get local news coverage. Play up your locale as much as possible with person
alized news releases. Because which sounds better to your local press: A success
ful homebased caterer with a national contract, or a caterer from Hometown, Ohio
, with a national contract? Heck, even if you used to live someplace, write them
a letter. Crandall recently promoted his mother's children's book by sending le
tters to the newspapers both where she currently lives and where she previously
lived, and both picked up the story.
17. Get ready for your close-up. Does TV sound out-of-reach for a homebased busi
ness owner on a budget? Not so. Get yourself a cable access show. "You can't bla
tantly advertise a product or service, but it's a good way to become better-know
n," says Bishop. "For example, if you sell crafts, you might start an [instructi
onal] craft show. You could give away something for free or have a contest. When
people call or write in, you can start a mailing list and then contact them abo
ut your business." Some other boons: It adds to your expertise and gives you a g
reat hook for your publicity efforts.
Customer Service
18. Gracias, merci, thank you. Shower the top 20 percent of your clients who yie
ld you the most sales (either in volume or dollars) with thank-yous, whether it'
s gifts, personalized notes or lunch. "It doesn't cost a lot of money," says Gor
don, "but it's a great way to let your best customers know they're special."
19. Offer a guarantee. More people will be willing to try out your business and
recommend your business if you offer "satisfaction guaranteed." End of story.
20. Get them talking about you. Word-of-mouth marketing is just about the cheape
st thing you can do to boost your business. The main way to attract referrals is
to just do a great job: Impress your clients, and they'll tell everyone they kn
ow. But there are more aggressive tactics you can use as well. Ask everyone you
know to evangelize your business. Hand out several business cards to people rath
er than just one so they're more likely to pass them on. Even go through your fa
vorite client's Rolodex (with his or her permission, of course) to find potentia
l leads.
Spreading the Word
21. When in doubt, pick up the phone. Instead of lamenting your lack of business
, drumming your fingers on your desk and forming new worry lines on your face, c
all a customer. Touch base, see how they're doing, visit their office when you'r
e running an errand, see if there's anything you can do for them, even if it's n
ot a paid piece of work. It'll improve your relationship, and you may jar their
memory. After all, you'll never hear "I've been meaning to call you!" if you don
't pick up the phone.
How to Use Exit Pop-Ups

Before they go, give your website visitors a reason to stay--or to come back la
ter--with a well-timed exit pop-up.
By Catherine Seda | Entrepreneur Magazine March 2006
Entry pop-ups are annoying. Online consumers hate arriving at a website, only to
be immediately bombarded by an in-your-face message intended to distract them i
nto taking the action the website owner wants. The pop-up message is almost neve
r relevant, and the timing is so inappropriate that it can annoy visitors into l
eaving. So are pop-ups dead? Not exactly. There's a pop-up which, if relevant an
d timed right, can be an effective and nonintrusive marketing tool: exit pop-ups
.
Since they're displayed as visitors leave the site, exit pop-ups don't distract
your potential customers from completing their mission: conducting research, pla
cing an order or some other action. At the end of their visit, they're more rece
ptive to seeing your marketing message. You can use an exit pop-up to do one of
two things:
1. Invite them to take additional action. You can create a pop-up to invite your
website visitors to subscribe to your e-zine, download a special report, reques
t a free quote or shop now to receive a discount. These may encourage your site
visitors to order before they go, or at least give you their names and e-mail ad
dresses so you may communicate with them in the future.
2. Ask them to complete a survey. You can learn from your visitors how to improv
e your site by asking a few survey questions in your exit pop-up. Ask three or f
ewer questions, and offer a list of possible answers. You could ask questions ab
out who your visitors are, what they want or what they didn't find on your site.
You could even use an exit pop-up to survey visitors and market to them simultan
eously. For example, if you have a gift-basket site, you could ask which kinds o
f baskets they're interested in and invite them to sign up for your online giftreminder service.
While entry pop-ups often fail because they're inappropriately timed and irrelev
ant, exit pop-ups can help you serve your marketing objectives and your potentia
l customers. You may persuade them to stay longer now and return later.
Speaker and freelance writer Catherine Seda owns an internet marketing agencyand

How Deep Is Your Network?
You have a lot of contacts, but how well do you really know them? Strengthen th
e relationships you already have and you'll grow a strong network you can always
depend on.
Recently someone I barely knew contacted me and asked if I would promote his bus
iness service within my networking organization. I considered this person a busi
ness associate, but definitely not someone I knew very well. That request made m
e think about how many people assume that if they've met you, they can ask for s
omething that only a close associate would be willing to do.
Master networkers know that having a good contact doesn't necessarily make someo
ne a good connection. Having run an international networking organization for mo
re than two decades, one of the most important things I've learned is that it's
not "what you know," or even "who you know." It's "how well you know them" that
really counts in building a powerful personal network.
This means your network must not only be broad, it must also be deep. Unfortunat
ely, I believe most people focus on the broad aspect more than the deep aspect.
In other words, they concentrate on making more and more contacts hoping to find
that one special person who'll solve their business needs this month.
When developing a reliable and effective network, it's very important to keep de
pth in mind as much as breadth! What do I mean by this? When you need to rely on
others to help you out (promote your program to their client base or cross mark
et your products), it's critical that you've done the work of strengthening your
connections well in advance of your need.
When you're considering asking someone in your personal network for a favor, ask
yourself if they're a "contact" or a "connection." In this context, a contact i
s someone you know, but with whom you haven't fully established a strong relatio
nship. On the other hand, a connection is someone who knows you and trusts you b
ecause you've taken the time to establish credibility with them.
Unrealistic expectations of your network come from trying to "use" your network
for support that your contacts might not feel you deserve, or feel they have no
obligation to provide. You really do have to earn the loyalty and engagement of
your referral sources. You want your network to have very deep roots.
In Southern California, we have many huge, tall and lush eucalyptus trees that t
opple over fairly easily in heavy winds almost every year. When they're uprooted
and blown over by the wind, you can see that their root system is broad and wid
e, but not very deep at all. Don't let this happen to you! The following are som
e tangible ways to deepen the roots of your network:
Build quality relationships. Take the time necessary to deepen the relationships
between you and your referral sources. We're all so driven and pressed for time
; but in order to deepen your networking relationships, you must make the time t
o go beyond the normal business interactions with those from whom you want to be
able to ask for support. Invite them to appropriate social functions, backyard
barbecues and sporting events. Get to know these key people outside of the busin
ess environment whenever possible. The more of a friendship you can count betwee
n you, the more expectations you can both have from each other's networking effo
rts.
Think about where you can network to help build deep roots. There are the triedand-true places to network, such as referral groups, networking mixers, social e
vents and online networks. I talk about several different types of networks that
you should consider in my article, "Want to Join a Networking Group?."
Remember, however, that it's not enough to just show up; you must establish cred
ibility with people before you can expect them to help you in some way. When som
eone tries to hurry the process, they tend to hurt relationships--not build thei
r business.
Change your focus from "what's in it for me?" to "what can I offer you?" This is
perhaps the most powerful technique for deepening and widening your networks. W
hen building a deep network, do the things you can to bring business and contact
s to your networking partners. Share pertinent information with them and invite
them to business meetings that'll position them favorably with others they need
to get to know. Keep in mind that you want to get to the point where your networ
king partners know you always have something to give them. In short, do what it
takes to "earn" the help you might need to ask for down the road. It's no wonder
the most effective and powerful networking entrepreneurs live by the philosophy
that "givers gain."
I hope you're seeing a trend in each of these points. When deepening your networ
k, you want to focus on giving to your referral sources. It's that tried-and-tru
e analogy of farming versus hunting when building a business through word of mou
th. Give your time, give your knowledge, and give what your referral sources nee
d to succeed. As you develop stronger networking skills, it's better to put on t
he farmer's overalls and cultivate the connections you need to be able to call i
n support for programs and products you want to promote.
We all know the best time to plant an oak tree was 25 years ago; however, the ne
xt best time is right now! It's never too late to change your focus and develop
business relationships with very deep roots--as well as far-reaching breadth.
Dr. Ivan Misner is Entrepreneur.com's "Networking" columnist and a New York Time
s bestselling author. He's also the founder and chairman of BNI, the world's lar
gest referral organization with thousands of chapters in dozens of countries aro
und the world. His latest book, Masters of Success, can be viewed at www.Masters
ofSuccess.biz.
The Making of a PR Story

4 steps to creating an intriguing press release the media will love
By Margie Fisher | March 06, 2006
To many people, the publicity process is a mystery.
It's not.
Even small-business owners can drum up press and propel their business--no matte
r how small--into media-fueled success if they know the right tricks. Whether yo
u're creating an official press release or simply notifying the media with a sim
ple phone call or e-mail, you need a "story" to grab their attention. A PR story
is anything about your business, product or service that you want the public to
know, and is crucial in guaranteeing your business's time in the limelight.
To create a PR story the media will snatch up, follow these four basic steps:
Step 1: Determine Your PR Goals
First, decide what you want to accomplish for your publicity campaign. Here are
some typical goals businesses try to reach with PR:
Increase sales
Increase awareness of the business, brand or product
Become known as an expert
Enter a new market or industry
Change perceptions
Develop goodwill
Attract great employees
Attract investors and/or buyers
Knowing what goals you're trying to achieve will help you determine what type of
PR story you're going to create.
Step 2: Choose Your Media Targets
Determine which media you would like to receive publicity from. Base your select
ion on what your target market reads, watches or listens to. For example, if you
r target market is Fortune 500 CEOs, your media targets might include The Wall S
treet Journal and CNBC. If your target market is cat owners, your media targets
might include Cat Fancy Magazine and the local Humane Society.
Step 3: Get Creative

Now that you've determined your goal and media targets, you need to do some brai
nstorming to come up with story ideas.
Here are some questions that can help you zero in on ideas that'll intrigue the
media:
Do we have a new product/service that the public would like to know about?
Is there any way to tie in our product/service to a current event or holiday?
Do we have new, quantifiable information (a study or a survey, for example) that
would be useful to the public?
Do we have an interesting or quirky approach, or something controversial about o
ur product/service?
Can we tie our product/service to a celebrity?
Step 4: Make the Pitch
Next, you need to choose several ideas out of all the ones you brainstormed that
'll be most appealing to your media targets.
Once you've chosen the ideas, you need to prepare the following:
A one-page fact sheet/company overview
A biography of the yourself (the owner)
Several pitches from the ideas that'll appeal to each media outlet
The pitch can take the form of a press release, or it can be just a couple of pa
ragraphs (this is what I prefer to use, as it can be customized for each media p
erson you pitch to).
Whichever you use--press release or paragraphs--you'll need to include the follo
wing information in your pitch:
A brief statement about why this idea is of interest to the media (example: "The
specialty baby clothing and accessory industry is growing at 30 percent per yea
r.")
Why this idea will appeal to the media outlet's audience (example: "Businesspeop
le who are also Moms and Dads have created million-dollar businesses by tapping
into this growing market.")
Information about why you're qualified to be a source (example: you're a Dad who
created a successful daddy-diaper-bag business)
A call to action, such as asking them to schedule an interview or discuss the st
ory now
I believe in contacting the media by telephone, prior to sending out anything in
writing. Here's why:
You develop rapport
You might get an immediate interview or an interview time scheduled
It's a chance for the media person to ask for more information and actually read
it (since many e-mails are deleted)
How do you determine who at a media outlet you should pitch? The best way is to
be familiar with the work of each media person by reading, watching or listening
to that person's coverage. For example, if you read USA Today every day, you sh
ould have a good idea about what areas are covered by each reporter.
If you're not familiar with an outlet, you should learn more about it before pit
ching. In addition, it's easy to do a Google search once you've identified a med
ia person you'd like to pitch. That way you can learn if your idea has already b
een covered or if you have an idea related to recent stories covered by that per
son. The contact information is often available at their website or by calling t
he media outlet's main number.
When you call the media, start off with why your idea is of interest to them. If
it's impossible to reach anyone by phone, e-mail is generally the best way to s
end pitches.
Here are some e-mail pitching tips:
Use short, catchy (not sales-y) subject lines
Never send attachments initially
Keep information short
Include your contact information, including office phone and cell-phone numbers
and e-mail address
The result of all this? A story that helps you achieve your publicity goals!
Do-It-Yourself Public Relations Kit. For more information on her kit and PRactic
al PR newsletter, visit www.zfpr.com.

The Networking Trick That'll Increase Business
Start referring your contacts to other professionals and watch your business gr
ow.
When I was just starting my consulting business in the early '80s, I knew that I
wanted networking and referral marketing to be a major part of my business deve
lopment strategy. One of the biggest questions I had in mind at the time was, "H
ow do I generate referrals for other people?"
Today, I'm asked that question a lot, and so I suspect that many of you might ha
ve that same concern. I'd like to share with you just one of the techniques I us
ed that had a huge impact on my ability to provide quality referrals to others-which, of course, led to me getting referrals.
I wanted to be the person others came to if they needed a referral for anything-the "Go-To Guy." Today, a person like this is known as a "gate keeper" of refer
rals. To become known as a gate keeper, one of the things I did was to compose a
letter that was sent out to my client list several times a year. Today, you cou
ld send out a quick e-mail to your database, but send it at least once a year as
hard copy just to stand out from everybody else who's e-mailing your clients. I
've excerpted a sample letter below:
Dear _______:
I really believe in the process of referrals, and so part of the service I provi
de is to be sure to refer my clients and associates to other qualified businessp
eople in the community.
Attached is a list of areas in which I know very credible, ethical and outstandi
ng professionals in. If you're looking for a professional in a specific area I'v
e listed, please feel free to contact me. I will be glad to put you in touch wit
h the people I know who provide these services.
Sincerely,
Dr. Ivan Misner
Notice when reading this letter, that I just listed professions; I didn't list n
ames and phone numbers. I wanted my clients to contact me so I could put the ref
erral and the contact together. I wanted to build relationships, not just become
a glorified Yellow Pages. I wanted to become known as an effective networker, a
nd that was done by making the connections myself.
I was trying to increase my visibility and establish my credibility throughout t
he community. One way of establishing credibility is to help other people attain
what they want before you start asking them to buy your product or services, or
expect them to make connections for you that'll further your goals.
I sent this letter out to all my clients (and prospects) four times in the first
year. I didn't even get one response until the third time. After the third time
, the floodgates opened and I got responses every time I sent it out. Eventually
, I no longer had to send it out multiple times each year because I had finally
cultivated the reputation for being a gate keeper. People began to come to me be
cause of the reputation that I developed for knowing many businesspeople in the
community.
What began to happen was that others would ask someone on my client list, "Who d
o you know who does XYZ?" If they didn't know anyone, then they would send that
person to me!
The importance of becoming a gate keeper is huge for any entrepreneur seeking to
grow his or her business with word-of-mouth marketing. It's a strategy that get
s people to not only contact you for a referral, but also to open up a dialogue
with people about what your business is all about and how you can help them. Thi
s, in turn, leads to more business with existing clients and new business with p
rospects.
In addition, the people on that list of professions worked hard to reciprocate a
nd send people my way as well. They were another part of the equation in the pro
cess. In time, even they would begin to come to me when they needed a referral f
or something. (Be sure to copy your letter to each professional represented on t
hat list, letting them know that you're going to be sending business their way.)
As I developed my mailing list, I would drop certain people off it with whom I d
idn't have any further contact. One time someone who had been dropped from my li
st called, stating that he missed the letters! He had needed a referral for a ce
rtain business and had to look up an old letter of mine he had kept on file. I a
ctually ended up doing some business with him as a result of this incident.
This is just one technique to consider when building your business through refer
rals. It's a "touch point" that puts you in contact with your clients and prospe
cts in a way that fosters different dynamics than when you're trying to sell to
them. You have something they need in the form of referrals and contacts. Allow
this to open the door for reciprocal sharing and giving. You'll be amazed at how
much more business you'll find you're able to do with each other as a result.
ofSuccess.biz.
Gail Goodman: E-Mail Marketing

5 Common E-Mail Marketing Mistakes
The main reason unseasoned e-mail marketers' campaigns fail? Ignoring the basic
s of good practice. Learn how to avoid these most common mistakes.
By Gail Goodman | April 10, 2006
URL: http://www.entrepreneur.com/marketing/onlinemarketing/article159404.html
E-mail marketing can be one of the most effective marketing vehicles for a small
business today. However, in their eagerness to reach out to customers and sprea
d the word about their business, many e-mail marketers ignore the basics of good
practice. Whether you're just starting out or even a seasoned pro, it's always
important to review your e-mail campaigns and make sure these five most-common m
istakes aren't standing in the way of your future success.
Mistake #1: Permission Violation
The recipient--not the sender--gets to decide whether they want to receive a bus
iness's e-mail communications. Permission is what separates legitimate e-mail ma
rketers from spammers. First and foremost, you must ask for and obtain permissio
nbefore sending any commercial e-mail communications. And you must offer a way f
or recipients to unsubscribe or "opt out" of your mailings. Failing to do either
practically guarantees your mailing will be caught in a spam filter, deleted or
ignored. Permission isn't just polite; it's good business practice--and it's th
e law. Learn more about compliance with the federal CAN-SPAM Act.
Mistake #2: Doomed for Deletion
Make sure your e-mail "From" line displays your company name or brand--not your
office manager's name or whoever actually sends the e-mail. Recipients might not
know your office manager, so don't make the mistake of entering that individual
's name in the From line.
Likewise, make sure your "Subject" line clearly states what's inside the e-mail:
"10% Off Everything Coupon," "Keep Your Pets Flea 'n' Tick Free," "Tips for Pai
nless Tax Prep." A generic Subject line (e.g., "News from SmallBiz Consultants")
is likely to get overlooked and go unopened. People are busy and bombarded with
personal and business e-mail; a catchy Subject line tells them upfront what the
y'll get for their double-click.
Note of Caution: Test-run your e-mail through a "spam checker" first to make sur
e your subject line doesn't contain things like ALL CAPS, exclamation points!!!,
and other sales-offer no-nos, which can trigger ISP and e-mail software spam fi
lters.
Finally, make sure your content is relevant to your customers. If you're only te
lling them what you want to hear, they won't waste their time. Relevance is in t
he eye of the beholder. Get to know your audience, tap into their interests, and
give them something of value. Then you'll have them clicking back for more.
Mistake #3: No Call to Action
You'll know your e-mail was relevant and effective if readers took the action yo
u desired, whether it was visiting your website to learn more about a subject, c
licking for a free consultation, downloading a white paper, or purchasing a prod
uct. If you're unsure of the desired outcome of your campaign--don't hit "Send."
Choose the links that you embed in your e-mail wisely, matching them to your sa
les cycles and marketing objectives. Know your goals and measure your results. S
ending e-mail with no clear call to action is like having a sales meeting and no
t asking for the order.
Mistake #4: Sensory Overload
Overzealous e-mail marketers try to cram way too much into one communication. Re
aders get overwhelmed and don't know where to focus, so they click off. That's a
n opportunity lost. Remember: You don't have to accomplish your year-long sales
goals in one single e-mail. Each e-mail effort should fit within your overall ma
rketing/communications plans, targeting a few specific ideas. Look at your last
campaign and imagine it with half the content and graphics. Was your message fro
nt and center, "above the fold"? Could it have been two separate campaigns? Don'
t try to shoot for the moon or you won't get off the ground. Simple, concise, ta
rgeted e-mail communications with clear calls to action win eyeballs--and sales.
Mistake #5: List Size Anxiety
Permission is perishable! Don't wait until your list is a minimum size before em
barking on your first e-mail marketing campaign. If someone gives you their e-ma
il address on a business card or at a networking event, close the permission loo
p immediately with your first mailing, which asks permission and shows them what
they'll get if they subscribe. Sit on that address for six months and you'll no
longer have permission! Don't worry if your list is only your 10 best friends o
r associates. Send them your first campaign and ask for feedback. With good cont
ent, they'll "forward it to a friend" and then your list will grow to 15. Your l
ist helps build itself virally, but only with regular, relevant e-mail contact.
These mistakes are very easy to avoid. It's really not that hard once you grasp
the basics. Keep it clean. And get going today!

ar from you.
Gail F. Goodman is the "E-Mail Marketing" coach
Constant Contact, a web-based e-mail marketing
e's also a recognized small-business expert and
Your customers are waiting to he

at Entrepreneur.comand is CEO of
service for small businesses. Sh
speaker.

Fresh Ideas for Innovative Marketing
Try these out-of-the-ordinary tactics for extraordinary results.
By Kim T. Gordon | July 17, 2006
59472.html
For many entrepreneurs, summertime brings slower sales and less hectic activity.
What better time than right now to explore fresh marketing ideas for growing yo
ur business? Rather than slide into the busy fourth quarter with the same old ma
rketing bag of tricks, you can get a jump on your competitors by embracing new t
actics for increasing leads and sales.
Try one--or all four--of these out-of-the-ordinary tactics to produce the result
s you need:
1. Reach Your Best Qualified Prospects
If you're looking for an effective way to reach a highly specific and qualified
audience, consider sending direct mail to the subscriber list of a well-targeted
magazine. There are specialized business and consumer magazines to reach every
audience imaginable. Unfortunately, the cost to run a good-size print ad with en
ough frequency for your message to penetrate in many of the national publication
s may be prohibitive. A great alternative--particularly for B2B marketers target
ing specific industries or individuals based on their job titles--is to select a
magazine that reaches your best prospects and rent its subscriber list for a di
rect-mail campaign. Some publications offer their lists as a combo buy along wit
h advertising, and others make them available separately. Depending on how the l
ist you choose is segmented, you may decide to mail to a portion of the list or
all of it. Just be sure to mail at least two to three times to the same list for
maximum results.
2. Get National Editorial Exposure
There's a fairly well-kept secret among top PR agencies and major corporations.
What do they know that you don't? Most newspapers, and many other types of media
outlets as well, are understaffed and often have significant editorial gaps to
fill. They rely on free outside copy that arrives in the form of "mat" releases,
articles that are prewritten and ready for publication.
For less than the cost of one decent-size ad in a single daily newspaper, you co
uld create an article to be distributed with your byline that might get picked u
p by several hundred newspapers across the country and generate dozens of leads-or more. Since newspaper editorial is generally perceived as more credible than
advertising, a mat release is an effective way to reach and influence readers.
Two of the major mat release services, Metro Editorial Servicesand ARA, which di
stributes online only, have pricing that fits small-business budgets.
3. Borrow E-Mail Clout

Everyone knows that e-mail is one of the lowest-cost, highest-return marketing t
actics around. But while e-mail to in-house lists is a great customer retention
tool, in recent years, the glut of spam has made it difficult to use e-mail for
new customer acquisition because prospects are simply deleting all but the most
recognizable mailings.
The best way out of this dilemma is to place advertising in third-party e-newsle
tters that reach qualified subscribers. For example, say you want to reach women
who are about to get married. You could research the most popular bridal websit
es and then choose the best and most cost-efficient e-newsletter in which to adv
ertise. This would guarantee your message reaches a highly qualified list of bri
des-to-be. And since recipients had subscribed to the e-newsletter, it would hav
e a good open rate and you'd gain instant credibility by being included in email
s sent by a respected source.
4. Take It Outside
Out-of-home advertising includes everything from traditional billboards and tran
sit advertising to naming rights for community hiking trails. Thanks to the curr
ent upsurge in place-based advertising, now your messages can be anywhere your c
ustomers go. Want to reach them at their favorite restaurants? There are posters
in the restrooms. Need to market to college students? You'll find poster-size a
ds available on more than 300 college campuses nationwide.
The key to effectively using out-of-home advertising is to reach your prospects
when you can influence a purchase (think about the way brochures promoting tooth
-whitening products reach and influence patients in the dentist's office). And l
ook for marketing venues that are compatible with the overall tone and content o
f your company's message. This will ensure that your prospects are in the right
frame of mind to be receptive to your message, whenever they encounter it.
Kim T. Gordon is the "Marketing" coachat Entrepreneur.com and a multifaceted mar
company, National Marketing Federation Inc.Her latest book,Maximum Marketing, M
inimum Dollars, is now available.

Using Experiential Marketing
Seeing is believing. Get customers to buy your products by giving them a firsthand experience.
By Kim T. Gordon | June 19, 2006
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Are you looking for the best way to increase sales for your product? There's a g
reat marketing tactic that's proven to profoundly influence customers' buying de
cisions. It's called "experiential marketing"--using events to bring customers i
nto contact with your product to create memorable experiences--and it's increasi
ngly popular with entrepreneurs looking for a high return on investment.
After all, which would be more likely to influence your intention to buy somethi
ng--reading about it in an ad or trying it out first hand? If you're like most p

eople, personal experience shapes your opinions and buying preferences more stro
ngly than information you get through advertising or even via word of mouth from
friends or colleagues. In a 2005 Experiential Marketing Survey by Jack Morton W
orldwide, nearly three-quarters of consumers said that participating in a live m
arketing experience would increase their "purchase consideration," and close to
60 percent said it would result in a quicker purchase.
For certain target audiences, experiential marketing exerts an even greater infl
uence on sales. Nearly 80 percent of teens surveyed by Jack Morton said experien
tial marketing would increase their consideration of a purchase, and 60 percent
of women said it would be more likely to lead them to actually purchase a produc
t than would TV or the internet. What's more, 80 percent of Latino women indicat
ed that participating in a live marketing event would make them more receptive t
o future advertising.
Any number of venues will work for your experiential marketing events, including
malls, fairs, retail stores, restaurants and urban street corners. The key is t
o choose a venue that supports the theme of your event and fosters interaction.
Here are four smart reasons to make experiential marketing part of your annual p
rogram:
1. Make Immediate Sales
Events that integrate entertainment with the chance to try a product are very po
pular. For example, home parties can be used to give customers the opportunity t
o experience the benefits of a product they can't buy in stores. In the Jack Mor
ton survey, nearly 85 percent of women said they would bring family or friends t
o a live marketing experience, and three-quarters said they'd tell others about
it. It's the event itself that separates experiential marketing from traditional
sampling (such as mailing a trial-size product to customers along with a coupon
) because the fun and excitement of participating entices customers to buy.
2. Launch a New Product
Product launches can cost millions, but for small-business owners on more modest
budgets, putting your product in front of just the right people can be a low-co
st way to attain lift off. You can hold a party in a store or restaurant, for ex
ample, and invite your best prospects. And don't overlook the opportunity to inc
lude press, because for members of the media--just like other consumers--seeing
is believing. If a launch party doesn't fit your needs, you can stage an urban s
treet event or participate in a community fair that attracts your target audienc
e group. Just be certain the attendees are the right age, gender and economic gr
oup to be great prospects for you.
3. Stand out in a Competitive Field
Some products just need to be experienced first-hand. For example, one toy inven
tor was delighted to get his product placed in stores, but then it just sat on t
he shelves, lost among thousands of other products. It wasn't until he began exp
eriential marketing--exhibiting at craft shows and taking his new toy to kid-fri
endly events--that the product took off. That's because children got to see it a
nd play with it without other toys competing for attention. Products that are ne
w and quite different can also benefit from experiential marketing at consumer o
r trade shows where customers can actually see them in action. It's easier to un
derstand the benefits of a new technological product improvement, for example, w
hen it's experienced rather than read about.
4. Get People Talking
Like ripples in a stream, a positive product experience is sure to make waves wi
th ensuing recommendations and endorsements. While your experiential marketing e
vent may directly touch only a relatively small number of people, it has the add
ed impact of building word-of-mouth. The Jack Morton survey revealed that eight
out of 10 people who'd actually participated in experiential marketing in the pa
st said they had told others about their experience. So not only will you have a
n effective interaction with customers and create a memorable experience with yo
ur product, you'll have the added bonus of positive word-of-mouth and an unoffic
ial workforce of salespeople spreading the good word.
Kim T. Gordon is the "Marketing" coach at Entrepreneur.com and a multifaceted ma
rketing expert, speaker, author and media spokesperson. Over the past 26 years,
she's helped millions of small-business owners increase their success through he
r company, National Marketing Federation Inc. Her latest book,Maximum Marketing,
Minimum Dollars, is now available.

Turn Your Competitors Into Allies
Five ways to increase sales by forging competitive alliances
By Kim T. Gordon | May 15, 2006
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Some marketing pundits will tell you that your competitors are "the enemy." But
those who think you have to "kill or be killed" to excel in business are on the
entirely wrong track. Marketing never needs to be a blood sport. Studies bear ou
t what most of us already know--that entrepreneurs who focus on maximizing profi
ts or increasing sales are more successful in the long run than those who fixate
on stomping the competition.
The truth is, your competitors can be a great source of revenue, and forging com
petitive alliances can help you grow your business more quickly and easily. Need
some ideas? Here are five ways to transform your competitors from adversaries t
o friends to increase sales:
1. Form a National Network
It can be a challenge to market a solitary, small business when facing down nati
onal chains. One solution is to forge alliances with businesses like yours in ot
her cities or nearby towns that might otherwise compete with you in order to cre
ate a network with a bigger image and scope. Say, for example, you owned a finan
cial consulting firm in Seattle. You might join with other consultants in Portla
nd, Chicago, Los Angeles, Miami, Atlanta, Omaha and Boston and create an umbrell
a marketing campaign. You'd benefit by agreeing not to encroach on each other's
territories, and gain a stronger, more marketable image by having a national net
work behind you.
2. Create Events and Promotions
Competitive alliances can give you access to a whole new set of customers. When
the owners of three quilting shops in Connecticut joined forces to create weeken
d "Shop Hops," the retailers promoted the events in their marketing newsletters,
sending hundreds of new customers through each other's stores. Since each of th
e shops had a strong point of differentiation--offering different types of fabri
cs, patterns and classes--they were confident they would retain their own custom
ers while gaining new ones from the joint promotion. One shop owner reported doi
ng a month's worth of sales in a single weekend as a result.
3. Build a Stronger Image
Imagine you owned a small technology company in an area not typically thought of
as a high-tech corridor. You could slug it out alone, trying to convince local
prospects not to go outside the area to better-known high-tech meccas for servic
es and products, or you could form alliances with other tech companies in your g
eographic market and create a campaign to transform the area's image. This would
result in increased contracts for your company from businesses that might other
wise have looked to out-of-town companies for technology solutions.
Forming competitive alliances with other businesses like yours in your local are
a can give you the combined spending power you need to market jointly. By joinin
g forces you can fund larger multimedia campaigns either to change opinions clos
e to home, or win business from outside the area by marketing regionally or nati
onally.
4. Win More Referrals
Friends send you business; enemies don't. No matter what kind of company you own
, chances are it differs in many ways from even its closest competitors. Some cl
ients or customers will be right for you and others will find a better fit by ch
oosing to buy from or work with someone else. Get to know your competitors throu
gh networking at business or association events and earn their trust and mutual
respect. You can formalize your referral relationships by offering referral fees
in industries where it's appropriate to do so, or simply keep your arrangements
informal and professional.
5. Offer a Joint Product or Service
Are you struggling to win contracts from large corporate clients, but losing out
because you lack a big-company image or the right expertise? Consider forming a
marketing partnership with a competitor to pitch and win larger contracts by wo
rking together to provide a product or service.
In a competitive bid situation, marketing to a mid-level manager in a major corp
oration can be tough for a small-business owner. Put yourself in the prospect's
position; she must make "safe" decisions in order to protect her job. So even wh
en a small and relatively unknown company appears to provide the best solutions,
a corporate manager may shy away from it and make a safer choice by going with
a larger or better-known company. If you face this challenge, forming an allianc
e with the right competitor can allow your small business to come on strong and
market itself as a safe, more powerful solution.
Kim T. Gordon is the "Marketing" coach at Entrepreneur.comand a multifaceted mar
company, National Marketing Federation Inc.Her latest book,Maximum Marketing, M
inimum Dollars, is now available.
Balancing Quantity vs. Quality of Leads

When planning your marketing efforts, should you cast a wide net to find lots o
f leads, or a narrow net to find highly qualified leads? Here's how to decide.
By Kevin A. Epstein | June 30, 2006
Editor's note: This article is excerpted from Marketing Made Easy. Find it on En
trepreneurPress.com.
When setting up a marketing plan, the first planning decision you'll need to mak
e is that of quantity vs. quality of leads.
Should your time and money be spent in a concentrated fashion, courting a few po
tentially extremely valuable customers? Or should you cast a wide net, spreading
your contact information as far as possible, in the hopes of catching a larger
number of less individually valuable customers?

The answers depend on the stage your business is in, the breadth and sophisticat
ion of your audience, your price-point, and the complexity of what you're sellin
g. For example, consider the marketing of expensive, complex items such as passe
nger jets or nuclear power plant turbines. The volume of prospective customer co
ntacts generated by your marketing is less important than reaching the correct h
igh-quality contacts with a very deep and sophisticated marketing approach. For
jets or turbines, relatively few people are critical to the purchasing decision.
It's more important to reach them than thousands of people who don't matter.
Conversely, for inexpensive, simple items such as MP3 players, volume of buyers
is important. Marketing for maximum market share and end-consumer awareness crea
tes success.
To understand the tradeoffs, consider:
Quality (higher cost per lead)
Quantity (lower cost per lead)
Why the tradeoff exists and matters
Understand those three aspects, and you'll understand when each marketing approa
ch should take precedence, and what "taking precedence" actually entails in tact
ical terms.
Quality (Higher Cost per Lead)
When product price is higher, complexity of product or installation is higher, o
r value per deal is concentrated in a few larger deals, the quality of leads has
a direct correlation to sales efficiency and success. The valuable audience you
need to market to will consist of only a few specific individuals. In this situ
ation, accurate targeting of marketing efforts is of more importance than the vo
lume of contacts created. Why? Cost. It's likely that the purchase process will
be extensive and extended--that each prospective customer will require customize
d, in-depth education about your offering and its benefit to them.
So it's important to expend marketing efforts on only the correct contacts. More
research and planning time spent before programs launch, and investment in high
er-value marketing programs focused on a select few individuals will result in m
ore revenue.
Consider these examples of how such tightly targeted marketing programs might di
ffer in implementation from more mass-market-oriented programs:
E-mail: Instead of using mass-mail-merge and large purchased generic lists, send
a personal e-mail to the target contact from an analyst related to the target c
ompany, with a "cc" to the marketing or salesperson from your company being intr
oduced. .
Seminars: Don't hold large, anonymous hotel or stadium-based events; rather, arr
ange in-person meetings or small executive-level forums or individual lunches. .
Direct mail: Instead of generic postcards, send direct mail via FedEx, with a pe
rsonal note from you, as your company's CEO, on wedding-invitation-quality cards
. .
Materials: Instead of generic case studies, use specific examples as applied to
the target company's own systems, cost structure, and environment, showing detai
led knowledge and understanding of the most important issues, and how your solut
ion helps.
In sum, high-touch personal marketing will always improve the quality of your le
ads if initially directed at the appropriate market. But such marketing is expen
sive on a cost-per-lead basis. You won't be exposed to as many people, so succes
s depends significantly on the ability to tightly define the target audience pri
or to spending on them.
Quantity (Lower Cost per Lead)
When the product price is relatively low, number of units sold is relatively hig
h, and individual deal size is relatively small, large numbers of sales must be
made for the business to show revenue growth. In these circumstances, your marke
ting goal should be a lower cost per lead, so that you maximize the number of pe
ople you reach on your fixed budget. Usually a quantity-driven product has a sho
rt purchase process, and one where decision authority is minimally permuted with
in an organization: only one person needs to be convinced of your product's valu
e for you to make a sale.

Marketing efforts can thus be relatively straightforward and minimally customize
d, using larger volume and lower cost-per-target programs. Standard marketing pr
ograms might include:
E-mail to lists purchased from magazines or trade shows.
Webinars or open seminars by city.
Direct-mail postcards.
Mass-produced materials, with generic case studies by industry.
With the above caveat in mind, allowing your marketing message to depersonalize-to regress to the mean--can actually have a beneficial effect on lead flow, as
your programs seek to attract as many as possible of the specified (large) segme
nts. Put differently, a specific message applies perfectly to a narrow set of in
dividuals; a general message applies less perfectly to everyone. So when choosin
g between quantity and quality, err on the side of quantity (within limits)--as
by giving yourself more options when selecting prospective customers, you will l
ikely increase your overall revenue.
Why It Matters
More is not always better. Lead generation costs money, and if you generate too
many leads--in that your ability to follow-up on leads is overwhelmed--valuable
leads are ignored and lost as opportunities.
Since the only thing worse than a prospective customer who hasn't heard about yo
u is one who wanted to buy from you and was ignored (as far as they could tell,
you couldn't be bothered to contact them and take their money), you need to bala
nce the value of annoyed lost customers against nonacquired customers.
To buy Marketing Made Easy, visit our bookstore on EntrepreneurPress.com.

Smart Ways to Use Your Business Card
Successful networking is "all in the cards" with these 4 strategies.
Your business card is one of the most valuable networking tools you have in your
quest for increased referrals. Can you envision a reality where 20 to 30 people
in your word-of-mouth marketing circle carry your cards and have them ready to
hand to prospects they're actually qualifying for you? I certainly can, and am e
xcited every time I hear someone say, "Let me give you my friend's business card
; oh, and by the way, may I have him (or her) give you a call?"
The business card is the most powerful single business tool--dollar for dollar-you can invest in. It's compact, energy-efficient, low-cost, low-tech, and keeps
working for you hours, weeks and even years after it leaves your hands!
Some of the things your business card does is:
Tell people your name and the name of your business
Provide prospects with a way to contact you
Give others a taste of your work, style and personality
It can be so unusual or attractive or strange or charming or funny that it stick
s in the memory like a great radio or television ad
It can be reused, as it passes from person to person, giving the same message to
each person who comes in contact with it
The two main functions of your card are to gain business from the person you giv
e it to and to get your name out to other people with whom the first person come
s in contact with via referrals. With that in mind, let's take a look at the mos
t effective ways to use your business cards. (For a complete look at how to make
an effective business card, read It's in the Cards).
Make Your Cards Accessible in Every Situation
In short, don't leave home without them! It's a great idea to keep a small box o
f your cards in your glove box, just in case you find yourself in a situation wh
ere you need more than you've carried in your pocket or purse. In addition to my
jacket pocket, I tuck them away in my briefcase, wallet and computer bag, just
to make sure I never run out.
Keep an eye on your supply. The time to reorder is before you're in danger of ru
nning out.
In addition to being sure you have your cards on hand, be sure that your network
ing partners always have your cards. Check with them regularly to see if they ne
ed more, and be ready to provide them with whatever quantity they say they need
in order to promote you.
Seek Situations to Exchange Business Cards
There are many opportunities in which you can pass on your card to prospective c
lients and customers as well as referral sources you wish to develop. Some are o
bvious; others are not. Whenever you have a one-on-one meeting with someone new
or someone you haven't seen for a while, give her your business card. At mixers
and social events, be sure you have plenty of cards when you go in. These are go
od places to extend the reach of your network.
Conventions and trade shows are another great venue for exchanging business card
s. The vendors at the trade shows are anxious for you to take their card--don't
make that a one-way street. Be sure you give them your card as well.
When you visit a non-competing business that might attract the same people you w
ould like to have as customers, ask if you may leave a supply of cards to be han
ded out or made available. In most cases, a business that's complementary to you
r own is always looking for a networking partner. An example would be a sports n
utritionist leaving a stack of cards at a martial arts studio. Be creative and c
onsider even bringing your own cardholder to leave out.
International meetings and events can provide an opportunity to give out your bu
siness cards. Consider having your card printed double-sided, with English on on
e side and the language of the host country of the event on the other side.
Contacts at a Distance
Whenever you communicate with someone in writing, send a card if it's appropriat
e to the occasion. Enclose several cards in every packet of sales material you m
ail out. Along with your thank-you note to the businessperson whose referral bro
ught you a major contract, include a business card to replace the one she gave a
way, plus several more.
After any telephone call in which business was discussed, follow up with a lette
r outlining the main points of your discussion and include one or more of your c
ards. E-mail is a great way to follow up, but a letter will actually allow you t
o include your business cards.
Special Tricks of the Trade

When giving out your card, hand-write something on one copy, such as your cell-p
hone number, a secondary e-mail address, etc. This will give that particular car
d a greater chance of being held onto. Be sure you give a couple of "clean" card
s to that person, as well, and ask your new friend to pass one on to a potential
customer.
After you get someone's card and have ended your time with her, make notes on th
e back of the card to jog your memory about something special that'll help you r
emember her. Don't do that in front of her, or you run the risk of making the im
pression that you are "forgetful." If you need to record information immediately
during your discussion, such as telephone numbers or other data not on the card
, use one of your own cards. You don't want her to think you view her card as sc
rap paper upon which to take notes.
At a restaurant, leave your card with the tip and write a personal thank-you not
e on the back or pay the highway toll for the Mercedes behind you, and leave you
r card for the driver!
The main thing when handing out your card is to keep in mind what an effective t
ool it can be. Take maximum advantage of its full potential. And never, ever, be
caught out without it. And if you need a referral to a great graphic designer a
nd printer, contact me--I have just the card for you!
ofSuccess.biz.

Using Events to Gain Referrals
Gain a reputation as the person everyone wants to do business with by setting u
p a popular event.
Entrepreneurs are learning so much about growing their businesses through word o
f mouth and increasing their referral base; it's time to start thinking outside
the box and exploring new dynamic ways to encourage others to use you, refer you
, and partner with you in growing your businesses.
Catalyst events are one such out-of-the-box way to stimulate more referrals and
build relationships that may result in referrals from people you could once only
dream of sending customers your way.
In this discussion of catalyst events, I'll be covering two types. The first is
a strategic alliance event (external), and the second is a recognition event (in
ternal) for top referral generators. The goal is the same: to create greater "re
ferability" for your business with others by building relationships and increasi
ng your social capital.
Strategic Alliance Events
Bringing people together who'll be able to create a symbiotic relationship with
one another results in great visibility, which leads to credibility and, eventua
lly, profitability for your company (the VCP Process of networking).
How do you capitalize on the potential of your strategic alliance events generat
ing referrals for you? By inviting the right people to these events. A long-exis
ting example of a strategic alliance event would be coordinating a foursome of g
olf between several business contacts you have that you know would be able to cr
oss-refer one another, such as your CPA, your financial advisor and your real es
tate investment advisor. One or more of these individuals might have been trying
for months to secure a meeting with one of the others, but the aspect of a golf
game could be just the thing that'll bring them together.
As they develop a deeper relationship with each other, they'll keep in mind that
you brought them together and do what they can to make sure you're getting what
you need. I love the dynamic that's created when you help others get what they
need; they always seem to find a way to see that you get what you need as well.
There are, however, more creative catalyst events for creating strategic allianc
es than the "old faithful" golf game. For example, I know of one Salvation Army
Executive Director who had a lot of BNI members on his board. They wanted to be
able to serve the community and develop relationships with others on this board
that would result in referrals for their businesses. One of these members was a
financial advisor, who had been trying to get an appointment outside of the boar
d meetings with one of three millionaires who served with him on the board; but,
to no avail.
As a result, he came up with the idea of taking the entire board on a charter bo
at deep-sea fishing trip to help develop the relationships with each other. The
charter boat was part of the co-op advertising for the financial advisor.
The Salvation Army Director asked the wealthy board members if they were interes
ted in the deep-sea fishing trip. He told them he would ask the financial adviso
r if they could come. This got their attention. They wouldn't take an appointmen
t from this guy, but they were willing to do a social event of this type with hi
m. They were all so excited about this event, that the one who wasn't able to ma
ke it on the date that was chosen, actually asked when it was happening again!
Doing an event such as this calls for regularity and repetition. Others will hea
r about it through the grapevine and ask to be invited or feel very excited abou
t being invited. Hence, you want to do this more than once.
A spin on this concept was recently shared with me by an associate of mine. He t
old me about a friend of his who organized a fly-fishing trip that was restricte
d to people investing $1 million or more in assets with him. He went to the loca
l sporting goods store to rent fly-fishing equipment for the trip; the manager e
nded up working it out to have them come in to the store to give them the equipm
ent and a guide, at no charge, just to get the exposure. The businessman then we
nt to the Hummer dealership that gave them some Hummers to use if he could come
with them so he could meet these heavy hitters. The suppliers were interested in
the referral part of the program because of who else was going to be there.
Catalyst events must have a feature of exclusivity in order to work. The people
attending are investing in their social capital as well. Things like events at p
rivate clubs that most people can't get in to, or golfing on courses that most p
eople can't get onto work well. Another point is that the person hosting it (e.g
.: you) must be someone who's passionate about that event. So, if you don't like
opera, don't plan a catalyst event around opening night of Les Miserables!
Referral Recognition Event
When you have a pool of people who are already referring you regularly, doing so
mething special for those folks is a no-brainer! Some entrepreneurs have recogni
tion events such as hunting trips or wine tasting trips. They have a reputation
with their customers, and the customers actually vie with one another to be able
to be the ones who get to take part in the event. That means, literally, that t
hey're trying to out-refer one another. Not a bad place in which to be!
The Recognition Events can be held annually to thank the top referral generators
each year, or they can be held once a quarter to encourage shorter-term results
, which could quite possibly increase the total number of referrals your busines
s would receive within the year. You may choose to reward the top five referral
generators and allow them to bring a guest, or reward the top 10 referral genera
tors and give them the chance to meet and mingle with each other over the course
of the event. Or you may choose to reward just one person during each time peri
od. The choice is yours. Experiment with what works best for you.
One of my business associates on the East coast told me of an entrepreneur who o
rganizes a "luxury spa trip" that her customers and clients clamor to be able to
attend each year. Guess what? She only takes the top eight people who've referr
ed her new business throughout the past year. She's done this year after year so
that she's well-known in her business community for this trip.
Be creative when choosing what your Recognition Event will be. If you live in an
area where there are live shows, taking these folks to dinner and a play is one
idea. Use your imagination and don't be chintzy. If you want people to vie for
attendance to your event, you must make it something worth competing for. You wi
ll profit from that in the long run, so it just doesn't pay to skimp when choosi
ng what your reward will be.
Keep in mind that a Catalyst Event isn't about meeting people through the Yellow
Pages; it's not a casual event. That being said, you can't turn the Catalyst Ev
ent into a sales pitch, either, or it won't work. It's all about making a connec
tion vs. making a contact. Be sure you've let the other people you've invited kn
ow that they have to finesse the event, not strong-arm it. It's about developing
relationships.
When done right, Catalyst Events can revitalize your word-of-mouth marketing eff
orts and garner for yourself a reputation in the business community for being th
e one to whom everyone loves to refer others. Now that's a great position in whi
ch to be in the business world!
ofSuccess.biz.

Get the Right Networking Mind-Set and Skill Set
Make more and better connections when you get your mind and skills in gear for
networking.
When you're thinking about becoming a more skilled networker, you usually think
about what you can do to network more effectively. This includes teaching others
what kinds of referrals you're looking for, asking for referrals from your clie
nts, and using incentives for those referring you. These are all components of y
our skill set.
And while it's important to know the right things to do while networking, it's e
qually important to start thinking the right way to make your networking efforts
as successful and dynamic as they can be. This involves altering your mind-set.
Let's take an up-close look at some elements you'll want to include in your min
d-set to ensure networking success:

1. The law of reciprocity or "givers gain" approach.
The law of reciprocity sets in motion in-kind responses of individuals based on
the actions of others. I like to call this the "givers gain" approach. You shoul
dn't approach networking thinking "I did this for you, now what are you going to
do for me?" Rather, you should remember the old adage "Give and you shall recei
ve."
The law of reciprocity takes the focus off of what you stand to gain from the ne
tworking relationship, and in doing so, creates bonds based on trust and friends
hip. Put it to the test. You'll be amazed by the outcome.
2. Diversity in networking.
Look for groups that don't target people just like you. In this way, you'll broa
den the net you seek to cast for referrals. There are many great networking orga
nizations out there. If you stay only in groups that focus on your profession, y
ou lose the breadth you need to develop a wide-reaching network.
3. Farming mentality.
For networking to yield extraordinary success, your mentality must be that of a
farmer. He prepares the soil for months before ever planting the seeds. He tends
the seedlings with care, feeding and watering them regularly, putting up a scar
ecrow to keep pesky birds away. It's a long, drawn-out process to go from seedin
g a field to harvesting the crops. There's no quick return.
Approaching networking with a mentality that focuses on the process of cultivati
ng referrals will create the results you desire. Too many times I see profession
als who are trying to grow their networks ask all the contacts they make at a mi
xer to visit their referral group, or keep them in mind for referrals as they gi
ve each new contact two or three of their business cards. This is way too soon.
Think about that farmer diligently tending the seeds he has sown, and spend more
time strengthening your friendships with those whom you wish to have as part of
your networking circle.
Now that you have the basics for thinking about networking down pat, let's exami
ne a few of the things you can do to develop a strong word-of-mouth-based busine
ss:
1. Activate the VCP process.
VCP stands for visibility, credibility and profitability. What you need to do in
order to be visible, credible and profitable takes a certain skill set. Things
like participating in monthly mixers hosted by your local chamber of commerce, w
riting a regular column in your local newspaper or sponsoring the Little League
team are things that make you visible. (See "Build Relationships That Last" to l
earn more about the VCP process.)
As you become more and more visible in your business community, you'll develop c
redibility. People will recognize that you're here for the long haul, and you'll
begin to receive quality referrals. So look for opportunities to make yourself
more visible. Think out of the box--be creative!
2. Sharpshoot, don't shotgun.
When talking about their businesses, many entrepreneurs try to get everything th
ey do into a 30-second pitch--and potential referral sources miss most of it. Th
ey tune out after the first few items on the list.
Instead, you should focus on your top two or three areas of expertise. Keep in m
ind that you're not marketing to your referral sources. In effect, you're traini
ng a sales force. Your networking team is there to keep an eye out for potential
clients. If you communicate exactly what type of client you're looking for, bet
ter, more qualified referrals will result.
This skill set is especially productive when you're meeting weekly with a strong
contact network. The difference between trying to say it all and focusing on on
e aspect of your business each week is huge.
3. Hold one-on-ones.
Conducting a one-on-one is almost like doing an interview, except that you both
get to ask questions. The idea is to share something in each category you discus
s with your referral source. I once had the chance to see how this literally tra
nsformed a networking relationship between two businessmen who'd been in the sam
e networking group for quite some time but hadn't really made a deeper connectio
n.
The two begrudgingly took my recommendation to do a GAINS exchange--to talk abou
t their goals, achievements, interests, networks and successes--and found that t
hey had quite a few things in common. They both coached their young daughters' s
occer teams, they both collected sports teams' hats, and their college degrees w
ere in the same field. These two seemingly disinterested people became very clos
e and developed the type of networking relationship that most only dream about.
See how networking is as much a mind-set as it is a skill set? Clearly, there ar
e many things to do that will make your networking attempts successful, but ther
e are also a good many things to be that are equally important to this art.
ofSuccess.biz.

Networking Etiquette Around the World
A quick lesson on how not to embarrass yourself when networking in another coun
try.
We now live in a fully global society, where it's imperative to have an awarenes
s of cultural differences as they relate to networking etiquette. We often notic
e differences within our own states, and certainly between regions of the nation
; but what about businesses that are networking with businesses in other parts o
f the world?
Differences in culture can become stumbling blocks to developing a strong relati
onship--which is, after all, the ultimate goal of networking. It becomes very ea
sy for a "them" vs. "us" situation to develop, and to focus on the differences a
s problems that'll hinder working together. It's important to find things that b
ring you together--things that are similar for us all. For example, we all speak
the language of referrals, and we all want to do business based on trust. This
transcends many cultural differences.
That said, we should be aware and prepared for some of these particular cultural
differences that can affect the way we network with other cultures. These can b
e as simple as the way we hand out a business card, to as complex as how close w
e stand to one another and the usage of specific idioms.
Networking in today's market takes finesse and knowledge of the culture in which
you're networking. Here are three areas where cultural differences mandate a cl
oser look at networking etiquette:
Business Card Etiquette
Exchanging business cards is an essential part of most cultures. In most Asian c
ountries, after a person has introduced him or herself and bowed, the business c
ard ceremony begins. In Japan, this is called meishi. The card is presented to t
he other person with the front side facing upwards toward the recipient. Offerin
g the card with both hands holding the top corners of the card demonstrates resp
ect to the other person.
The business card means much more in the Asian culture than it does here in Amer
ica; it's truly an extension of the individual and is treated with respect. Thin
gs like tucking it into a pocket after receiving it, writing on it, bending or f
olding it in any way, or even looking at it again after you've first accepted it
and looked at it aren't considered polite and can insult your fellow Asian netw
orker.
Consideration of "Personal Space"
When networking and meeting others with whom you wish to pursue word-of-mouth ma
rketing, it's crucial to understand the subtle, unspoken dynamics of personal sp
ace in every culture. Someone might not even be able to put a finger on what it
is that sours the business relationship, when in reality, it's nothing more than
discomfort from having his or her "bubble" encroached upon. Some cultural dynam
ics are fine with close, personal interaction, while others demand a bigger bubb
le. This is not a point to underestimate.
There are three basic separations to consider when taking personal space into ac
count. For Americans, they typically are: public space (ranges from 12 to 25 fee
t), social space (ranges from 4 to 10 feet), personal space (ranges from 2 to 4
feet), and intimate space (ranges out to one foot).
In Saudi Arabia, their social space equates to our intimate space, and you might
find yourself recoiling while your business associate may get the impression th
at you're stand-offish. In the Netherlands, this might be reversed due to the fa
ct that their personal space equates to our social space. Do your homework and b
e sensitive to cultural differences in this area. You may find it interesting to
take a look at how this pertains to dealing with businesspeople at home as we m
ix more and more with professionals from other cultures in our everyday dealings
.
Use of Slang
When using slang in a business environment, you might want to keep in mind that
what means one thing to us might have no meaning, or a very different meaning, t
o a businessperson from another culture. I have some personal experiences in thi
s area, some humorous, others quite embarrassing!
One of my business associates and I were talking with his business partner from
South Africa. Even though we were all speaking English, one of the phrases we us
ed caused his partner to go completely silent. We had both reassured him that we
would keep him in the loop regarding some aspect of the business. It wasn't unt
il two weeks later that he re-established contact with us and shared that he fin
ally understood what we really had meant. You see, in his dialect, we had told h
im that we would keep him pregnant! Not at all what we had intended, I can assur
e you.
In another case, we learned that some European countries don't have a direct tra
nslation for "word of mouth", so they translate it to "mouth to mouth". I had to
explain that this has a totally different connotation in the United States. The
re were a lot of people over here getting quite excited about this "mouth to mou
th" marketing taking place in Europe!
Another example is that it took me a few minutes to figure out what my Australia
n associates were saying when, upon meeting me, they all said (incredibly fast):
"g'daymight". I finally had to ask and was told: "Oh, for our American friend h
ere--we are saying 'good day mate'."
There is a very accurate and complete slang dictionary at the following website
which you might find useful when traveling around the world: http://lipas.uwasa.
fi/termino/collect/slang.html
If you have the ability to consult with someone in that country who's familiar w
ith that culture before interacting with their businesspeople, jump at it. It wa
s invaluable to me to be able to have my Israeli Director in BNI, Sam Schwartz,
coach me regarding the Orthodox Jewish custom of not shaking hands with someone
from the opposite gender. He and his associates effectively coached me on how to
recognize when a businesswoman was an Orthodox Jew by noting if she was wearing
any type of head covering (a normal hat would not have been recognized by me as
this type of indicator, had he not coached me in this), or a knee-length skirt
with opaque tights worn underneath so that no skin was visible. Again, I wouldn'
t have even noticed that this was any type of indication, but he was able to clu
e me in.
As you have the opportunity to network with others from different cultures and c
ountries, don't hesitate because you're not sure how your actions will be interp
reted. Do your homework ahead of time. One great resource for information on cus
toms and business etiquette is www.ExecutivePlanet.com. When I have the opportun
ity to travel to another country to do business, I often check in here to be sur
e I'm not going to make an inappropriate gesture, remark or other offensive beha
vior.
Networking basics are universal. With some care for taking into account those cu
ltural nuances that'll give you a leg up, you can be assured that your networkin
g etiquette will be appreciated here at home, and as your business takes you int
o other countries.
Dr. Ivan Misner is Entrepreneur.com's "Networking" columnistand a New York Times
bestselling author. He's also the founder and chairman of BNI, the world's larg
est referral organization with thousands of chapters in dozens of countries arou
nd the world. His latest book, Masters of Success, can be viewed at www.Masterso
fSuccess.biz.
7 Ways to Milk Your Media Coverage

Get the most out of your publicity, long after you've left the spotlight.
By Margie Fisher | April 06, 2006
Congratulations! You've just grabbed the media's attention with an intriguing pr
ess release; now you're on your way to achieving your public relations goals.
But don't stop here. There's lots more you can do after you've received media co
verage. Here are some ways to capitalize on this great exposure:
1. Put a link to the story on your website. If you haven't already, place a sect
ion on your website called "Press," or "Media," and include the link there (the
media outlet generally has the story on their website). Or, you can include this
information in your "About Us" section. Here's why it's important to include th
is information on your site:
People are busy and may miss the story when it originally comes out; this way, i
t's available to everyone all the time.
It allows other media outlets to learn about you and consider featuring you in o
ther stories.
This coverage continually increases your credibility and reputation.
You can also include it in your newsletter or e-mail your house list with the li
nk to the story. Most clients, prospects and friends are happy to read the good
news that you've received media coverage.
As you may know, it's illegal to reprint the story on your website unless you ge
t permission from the media outlet. That's why I suggest a link. If there's no l
ink available, and you want to include the story, you'll need to get permission
from the media outlet.
2. Include media coverage in your printed marketing materials. A while back, I w

alked into a vendor's office and was given a very thick folder of information ab
out his company, including copies of media coverage he had received. Was I impre
ssed? You bet--not only as a PR person but as a potential client. I knew that if
the company had received that much positive media coverage, it was most likely
a reputable company.
3. Frame your great media coverage for others to see. Almost every restaurant fr
ames a (good) review and hangs it up proudly for others to see. Some businesses
also do that, but not enough. If you have an office that others visit, they'll b
e impressed by a story or stories about your business. And one more thing: Get i
t framed and printed by an expert. Don't do it yourself--it's worth the small co
st to have the story look as professional as possible.
4. Mention it to others. The next time someone asks how you're doing, or what's
new, you'll have a great answer: "I'm doing great because my company was just co
vered in XYZ."
Here are some other ways you can tell others about it:
During introductions in a professional association meeting
In "leads" groups
In your introduction by the group's presenter, if you're speaking to a group
In speeches, if you can work it into the speech
5. Send it to your local newspaper. If you've received coverage from a national
media outlet, chances are your local newspaper--especially the business section-will be interested in the story.
6. Send it to your alumni magazine. Most college alumni magazines have small sta
ffs and are eager for information on alumni. Sending your article to the alumni
magazine may garner you either a small article or could result in the magazine d
oing a larger feature on your business. There's a double bonus here: If you get
published in the alumni magazine, you're likely to hear from some long-lost frie
nds, as well as get contacted by some potential (alumni) clients.
7. Send it to your hometown newspaper. While you may have moved to another place
, the fact that you once lived or worked in an area gives you a local tie-in. Ag
ain, the newspaper may briefly mention you, or decide to do a larger piece. And,
it can also connect you to old friends and new prospects!
Remember: Publicity is a gift that keeps on giving, and many benefits of publici
ty coverage can come well after the initial media coverage. Sure, it may take a
little extra work on your part, but once you've maximized your PR coverage, you
can count on getting more business.
Do-It-Yourself Public Relations Kit. For more information on her kit and PRactic
al PR newsletter, visit www.zfpr.com.
Put Your Press Release on the Web

Maximize your presence with a press release that'll get picked up by search eng
ines.
By Mark Nowlan | May 01, 2006
URL: http://www.entrepreneur.com/marketing/publicrelations/prcolumnistrachelmera
nus/article159504.html
Got news? News releases have forever been recognized as an effective way for a b
usiness to get the word out about business developments, product offerings and e
vents. A well-timed and effectively distributed release has the ability to reach
an entire business's audience on a local, regional, national or even global lev
el.
Yet, while news releases are a proven means of generating media coverage, busine
ss opportunities, investor interest and overall "buzz," some still perceive them
as a "situational" marketing tool, the life of which is limited to just days. H
appily, news releases--the workhorse of public relations and marketing--have kep
t up with the technology of the times. Today, news releases leverage web technol
ogy with imbedded audio, video, links, expert profiles and more. As importantly,
with search engine optimization, the life of a news release can now be extended
from just days to months and even longer, attracting much desired attention to
your business and product offerings.
News & Search: Perfect Together
Like most other forms of communication today, effective news release distributio
n leverages the power of the internet to tell your story via thousands of websit
es and other news collection points around the world, making your message access
ible by any potential customer, business partner or investor with an internet co
nnection. Some web destinations for your release are more important than others,
however.
Enter the search engine. Whether it's Google, Yahoo! or MSN, the search engine h
as become the primary starting point for most web users seeking to buy, invest o
r investigate nearly everything. This trend has elevated search engine "real est
ate" to one of the most desirable and hotly contested locations on the web.
There are two primary ways to get to the top of search engine results: paid sear
ch and natural search. Paid search is when a company pays for the positioning on
the top of the results page. Natural search relies on specific optimization tec
hniques that bring an item to the top of these results with non-paid links. Opti
mizing news releases offers a simple and economically attractive means to get pl
acement within natural search results.
There are a few basic elements to search-engine optimization: keywords, content
and structure.
The Word Game
By using keywords that relate directly to the news within the release and avoidi
ng jargon, your news release is more likely to be found by active searchers in t
he top of search results. Consider using words and phrases that aren't only rele
vant to your company, but also speak to the market and industry as a whole. To g
et started, you should research some of the keywords associated with your indust
ry and business. Websites like digitalpoint.com offer some tools to help you exp
lore keywords.
For example, a greeting-card company with a new line of humorous cards would be
wise to use phrases and words such as "humorous holiday cards," "cards that make
people laugh," or simply "funny greeting cards" in addition to the company and
product name. Employing commonly used terminology will serve to direct the relea
se to the widest possible audience.
The headline and opening paragraph of the press release should also use straight
forward, action-oriented language, because most search results offer a quick one
or two-sentence summary in the return field, and most people decide within one o
r two sentences whether they're going to continue reading. This is good form for
new release writing anyway.
Create an Action
Next, make sure the release directs the reader to take some action. This could b
e an opportunity to get more information on a product, take advantage of a disco
unt or limited offer, or, ideally, complete a purchase. Remember, it's still a n
ews release so you should avoid sounding too commercial; however, by including a
few sentences on how a reader can take action with a URL that directs the reade
r from the release to a "landing page" on your website, online media room or one
that has been created specifically for the announcement, you've created an imme
diate interaction with your potential consumer.
The landing page should contain information that encourages the reader toward a
transaction, whether it's requesting more information, signing up for a demonstr
ation, downloading a brochure, or even making a purchase. It should also include
information for reporters who could potentially write a story, such as who to c
ontact and how to set up an interview with a company executive. Some people like
to make the landing page accessible only through the news release. This will al
low you to more accurately assess the effectiveness of the release or track the
number of transactions that were directly attributable to the news.
Issuing the News
Once the release is written in a style and format conducive to search engines, t
he next step is distribution. Choose a commercial newswire that offers optimizat
ion technology that'll identify the central theme and relevant keywords containe
d within the release, enhance the underlying code to reflect these themes and ke
ywords, and deliver it to a "search engine friendly" platform that attracts sear
ch engine spiders--the mechanisms search engines use to continually troll the we
b for updated information.
Sometime after the release is issued, it should appear higher in natural search
results, and remain there long after it's considered breaking news, thus providi
ng more opportunity for the internet public to find the information. When select
ing a newswire, be sure that you get actionable feedback on such items as which
keywords were used to find your news release so you can input them into your fut
ure communications.
To get started, prepare a schedule of news to budget accordingly. The more optim
ized news releases you distribute, the more chances you'll have to drive traffic
to your business's online presence. The search engine is a useful and construct
ive tool for a small business to grow its presence, and in turn, increase revenu
e. For small businesses, optimized news releases offer an easy and relatively in
expensive way to reach target audiences, cultivate brand recognition, and hopefu
lly generate some cold, hard cash.
Mark Nowlan is Entrepreneur.com's "PR" columnist and senior vice president of ma
rketing & communications at PR Newswire. Nowlan is a frequent lecturer on media
relations, strategic communications and crisis communications at industry confer
ences around the country. Get more information about PR Newswire and public rela
tions with their PR Toolkit for small businesses.
Power Up Your PR with Multimedia

From RSS feeds to Podcasting, multimedia is becoming the best way to reach the
new savvy consumer.
By Mark Nowlan | June 12, 2006
URL: http://www.entrepreneur.com/marketing/publicrelations/prcolumnistrachelmera
nus/article159506.html
A second internet revolution is well underway and small business stands to be a
major beneficiary. Today nearly half of the U.S. population, over 125-million pe
ople, has broadband internet access (Nielsen/NetRatings, September 2005). At the
same time, advances in technology are enabling audio and video information to b
e accessed virtually anywhere at any time. No longer just a novelty, multimedia
in all its forms is becoming a staple of many websites and a communication tool
for all to use.

For small businesses, the ubiquitous access to video, audio and graphical conten
t, coupled with a sharply reduced cost of production and distribution, has opene
d a world of promotion and communication opportunities that were once reserved o
nly for television advertisers with deep pockets. So just as the web itself allo
wed small enterprises to appear as big as their aspirations, the broadband revol
ution now lets those with smaller budgets reach wide--and niche--audiences with
a fully engaging multimedia package that lets the message come through loud and
clear.
Two approaches--the multimedia news release and the podcast--can put your busine
ss in the multimedia space cost-effectively and with the expertise of profession
als to guide you along the way.
The Multimedia New Release (MNRs)
If you've ever distributed a text news release or given a slide presentation, yo
u know that every story can (and should) be enhanced with visuals. A multimedia
news release (MNR) presents information in an HTML format--like a mobile website
--that can be customized to include a text news release, Video or Audio News Rel
ease content (VNR or ANR), B-Roll footage, sound bites and links to other market
ing materials such as product brochures, customer testimonials and more. Just li
ke a text news release, the MNR can be distributed to TV, radio, web or print me
dia, or sent directly to customers and prospects, industry groups, employees and
others as a direct marketing or education tool.
Ideal for launching new products or services, the MNR allows for a greater depth
of information to be conveyed--in picture, sound and written form. This is part
icularly important when a product is "difficult to visualize," highly technical
or requires extensive explanation.
Of further benefit to small businesses is that MNRs offer a level of flexibility
that enables companies to use any pre-existing multimedia content, leveraging t
he material in ways that'll generate renewed customer interest. Video footage of
a product demo or snippets from an archived radio commercial, for example, can
be reformatted and redistributed online to reach a huge, entirely new audience a
nd attract even greater attention.
For instance, a company launching a new medical device could use an MNR to combi
ne visual, audio and written content into a single product release. The MNR migh
t incorporate a text news release, a demo video, animation on how it works, a re
corded Q&A session with a doctor, and a testimonial from a patient. The entire d
igital package could then be distributed directly to doctors and interest groups
, sent to key media outlets over a newswire and placed in the media, employee or
public sections of your own website. Within the same MNR, recipients could also
be encouraged to submit queries regarding the device or to register to attend a
webinar (online seminar) which will showcase the product in more detail.
As an added bonus, MNRs are ideally suited for search engines, and when properly
formatted for them can vastly increase a company or product's exposure. MNRs, l
ike websites, can be optimized to increase their attractiveness to search engine
s and to display the content higher in natural search-engine results. (Optimizin
g your content for search engines is a must-do, regardless of format because vir
tually all sales today begin with a visit to a search engine for the latest info
rmation.)
Podcasting
Video podcasts are fast becoming an important outlet for marketers and advertise
rs who want to reach a financially capable, media-savvy audience. According to t
he Pew Internet & American Life Project Report (April 2005), more than 22-millio
n Americans own iPods or MP3 players, and more than 6-million adults have downlo
aded a podcast of some type.
Podcasting relies upon RSS (Really Simple Syndication, an XML-based format) to d
eliver MP3 audio and video files. Users can subscribe to podcast "feeds" through
their RSS "readers" or through Apple's iTunes database. The initial content and
subsequent updates or episodes are then automatically copied to the iPod or oth
er audio device when it's connected for battery charging. IPod users then view o
r listen to podcasts on the train, at the gym and so on. In addition to iPods, p
odcasts can be accessed directly via computer from yours or others' website.
Similar to an MNR, companies can create podcasts using entirely new content, or
they can develop them using pre-existing video or audio material. Regardless of
the source material, the final podcast must be brief, inventive and dynamic. If
the content doesn't keep the interest of the viewer or listener, the individual
will likely not stick around long enough to take the desired action.
Podcasts also have applications beyond marketing. As an internal communications
tool, podcasts can be used to keep members of a sales force up-to-date on a comp
any's latest developments or product upgrades. For instance, the aforementioned
medical device company might use a podcast to demonstrate to its employees and s
ales force the benefits of all its new devices as they're rolled out, enabling t
he sales force to visualize how the product should be marketed and communicated
to potential customers.
Once beyond the reach of most small businesses, advances in internet and multime
dia technology has now made audio and video both accessible and effective for sm
all and medium-sized businesses. The result is better ways to bring your message
to your many audiences, moving them faster from awareness to interest to intent
ion to buy, even facilitating their ability to respond. Importantly, like websit
es themselves, what was once a nice idea, multimedia is fast becoming the prefer
red tool to address increasingly sophisticated audiences and thus, to remain com
petitive.
Mark Nowlan is Entrepreneur.com's "PR" columnist and senior vice president of ma
rketing & communications at PR Newswire. Nowlan is a frequent lecturer on media
relations, strategic communications and crisis communications at industry confer
ences around the country. Get more information about PR Newswire and public rela
tions with their
Hot New Marketing Trends

Make these top trends part of your marketing mix.
By Gwen Moran | Entrepreneur Magazine August 2006
Editor's note: For more buzz-worthy ideas, don't miss our online slideshows of 1
0 successful marketing stunts and five that failed.
Still using the same marketing tactics you were using five years ago? Those won'
t work with today's shifting dem-ographics and preferences. The U.S. population
is older, more multicultural, more time-pressed and more jaded toward overt sale
s pitches than ever before. And your marketing strategy should be built accordin
gly.
So what's working? After consulting over a dozen experts in the field, we've unc
overed the following hot trends in marketing.
Market on the Move:
According to the Mobile Marketing Association, by 2008, 89 percent of brands wil
l use text and multimedia messaging to reach their audiences, with nearly one-th
ird planning to spend more than 10 percent of their marketing budgets on adverti
sing in the medium. As phones with video capability become more prevalent, expec
t more rich media marketing options. Plus, now that mobile phone service provide
rs are dipping their toes into the credit card pool--soon your phone or PDA may
make plastic obsolete--customers will be relying on these devices more than ever
.
"There are some low-cost mobile marketing onramps for small businesses," says Ki
m Bayne, author of Marketing Without Wires. "Businesses can implement opt-in tex
t messaging services and coupons with their loyal customers. We've already seen
local restaurants send the day's specials to nearby lunch patrons. The cost is f
airly low, and it can be done from a PC, without involving a pricey service prov
ider."
Go Online:
"Think globally, act locally" is now the mantra for entrepreneurs advertising on
line. Online ad spending is up as much as 33 percent over last year, says David
J. Moore, chairman and CEO of digital marketing firm 24/7 Real Media Inc. in New
York City. Earlier this year, Google announced a new local advertising program
linked to its map service and AdWords program, allowing businesses to drive some
of Google's traffic to their brick-and-mortar locations.
"[Entrepreneurs] should pay attention to any targeting that allows them to incre
ase advertising efficiency by reaching users in their particular geographic area
," says Moore. Online ads are also migrating to podcasts and blogs, where advert
isers can reach very specific niche audiences. And with increased access to broa
dband and the falling cost of video production, Moore foresees a rise in online
video ads for businesses as well.
Court the Boom:
A baby boomer turns 50 every 7 seconds--joining a population segment that will g
row by 25 percent in the next decade while other segments remain flat.
Matt Thornhill, founder of consulting firm The Boomer Project, which helps busin
esses reach adults born between 1946 and 1964, says it's time for marketers to r
ecalibrate their thinking about marketing to older adults. Boomers are a dynamic
group that's much more open to new experiences and brands than previous generat
ions of older adults have been. Stephanie Lakhani found that to be true at her u
pscale Breathe Wellness Spasin Boise, Idaho. Catering primarily to boomers, the
two spas bring in about $1.2 million per year. She says boomers are an excellent
target, with disposable income and a tendency to refer business. "They expect p
erfect service," says Lakhani, 35, who adds, "They tend to travel and buy in gro
ups, so giving them an incentive to refer a friend in the form of an upgrade or
a thank you [gesture] works very well. They are also very responsive to direct m
ail."
Thornhill adds that marketers should target boomers by what they're doing instea
d of how old they are. "Boomers are living such cyclical lives. In their 40s or
50s, they could be going back to college, be empty nesters or be married a secon
d time and raising a young family," he explains. "You wouldn't sell the same vac
ation package to all these people. So pick the lifestyle segment you're targetin
g, and focus on that."
For something that's named Really Simple Syndication, few tools are more misunde
rstood or misused than RSS. Provided by such companies as Bloglinesand NewsGator
, RSS lets you send and receive information without using e-mail. Instead, the i
nformation is sent directly to a subscriber, who receives it through an RSS read
er. With browsers like Internet Explorer integrating such readers, we'll be seei
ng more information feeds. That could be a good thing--or not--depending on whet
her businesses use them properly.
"You don't need to blog to offer an RSS feed," says online marketing consultant
Debbie Weil, author of The Corporate Blogging Book. "But you should have a blogg
ing mind-set. Show the reader what's in it for them. Write clear and interesting
headlines. There's a bit of an art to writing RSS [content]." She adds that you
should break up your feeds by audience--customers, investors, media and the lik
e--just as you would any other message distribution.
Jim Edwards, 38, uses a blog and RSS to promote his business, Guaranteed Respons
e Marketing. "Whenever I publish an article, either through my blog [www.igottat
ellyou.com/blog] or through another site's RSS feeder, I expect to get 100 to 30
0 references back to me in a week," says Edwards, whose $2 million Lightfoot, Vi
rginia, business provides electronic tutorials and publications. "It's a quick w

ay to get links back to you, as well as to get on sites that people are actively
looking at."
Use Social Networks:
Customers are making friends online through social networking sites like MySpace
.com. The massive site--boasting millions of users, all segmented by age, geogra
phy and interests--offers an unbridled opportunity for marketers, according to L
ibby Pigg, senior account manager at Edelman Interactive in New York City.
"You [can] launch a profile for your business and give it a personality," says P
igg, who has launched MySpace marketing campaigns for major consumer products co
mpanies. "It's similar to a dating site, where you tell people a bit about yours
elf. Then, you use the search function to find the group you want to target--may
be single people in New York [City] between 24 and 30--and contact them to becom
e your 'friends.'"
A MySpace profile helped Taylor Bond generate interest in Egismoz.com, the elect
ronics division of his $20 million retail company, Children's Orchard, in Ann Ar
bor, Michigan. Earlier this year, Bond sent invitations to some of the site's yo
ung, tech-savvy users. The key to maintaining their interest, he says, is to pro
vide fresh content and special offers.
"We're seeing more people come into the store saying that they saw us on MySpace
," says Bond, 44. "We're definitely seeing more traffic and feed-back on the pro
file, and we're getting some incredible feedback about what's hot and what peopl
e want, so it's good for market research, too." Opportunities also exist on othe
r networking sites like Friendster.com, LinkedIn.com, and even niche sites like
Adholes.com, which focuses on the advertising community.
Advertise in Unusual Places:
From valet tickets and hubcaps to T-shirts emblazoned with video displays, adver
tising is popping up in new places. A March survey of marketing executives by Bl
ackfriars Communications entitled "Marketing 2006: 2006's Timid Start" found tha
t business spending on traditional advertising continued its decline, and spendi
ng on nontraditional marketing methods--from online promotions to buzz marketing
--rose 12 percent since late 2005.
Scott Montgomery, principal and creative director of Bradley and Montgomery, an
advertising and branding firm in Indianapolis, says the shift in ad spending wil
l continue as advertisers look to make their ad dollars more effective.
Montgomery and his team were the first to develop advertising programs on electr
ical outlets in airports. Reasoning that business travelers--one of the holy gra
il audiences marketers love--power up portable technology while waiting for thei
r planes, it seemed a natural place to reach them.
"Smart marketers are looking [for] places where people are engaged," says Montgo
mery. "You have to target your message in a way that makes sense for [how] peopl
e behave."
Brands like Coach and Grey Goose vodka have mastered the art of taking everyday
items and introducing luxe versions at much higher price points. Now, growing bu
sinesses are also going upscale with their products or services.
Andrew Rohm, professor of marketing at Northeastern University's College of Busi
ness Administration in Boston, says smaller businesses can often "trickle up" mo
re easily than large brands, which may find that customers are resistant to acce
pting their more expensive offerings. "A small brand can reinvent itself without
having to swim upstream against its image," says Rohm.
To posh up your product, he advises the same best practices as with any new offe
ring: Do your research, and make sure there's a market for the product or servic
e before you make your brand go bling.
Blog On:
With the blogosphere more than 43.1 million blogs strong, according to blog sear
ch engine Technorati, it appears everyone and his grandmother are blogging. Robe
rt Scoble, technical evange-list at Microsoft and author of Naked Conversations:
How Blogs Are Changing the Way That Businesses Talk With Customers, believes bl
ogs are important for businesses that want direct customer feedback. And develop
ment blogs, where businesses get direct input about products and services from r
eaders, will soon become even more important, he says.
Scoble predicts a rise in regional blogs linked to Google's new local advertisin
g program and Mapquest.com for quick access to directions, giving people more in
sight into the local businesses they want to frequent. He also says we'll see mo
re video blogs, which won't replace text blogs but will more effectively communi
cate with some audiences. "If I'm trying to explain to you what [video game] Hal
o 2 is, I can write 10,000 words and I'm not going to get it right, but you can
see a 2-minute video and you'll understand," he says.
Take these trends into consideration as you plan for the coming year. Not every
idea may apply to your company, but most are market forces you can't afford to i
gnore.
Make It Stick
Tap these marketing trends to get into customers' hearts and minds.
Multicultural Market: By 2010, the buying power of American blacks and Hispanics
is expected to exceed the gross domestic product of Canada, according to the Se
lig Center for Economic Growth at the University of Georgia in Athens. Make sure
you're not overlooking this market. Rochelle Newman-Carrasco, CEO of Enlace Com
munications, a Los Angeles multicultural marketing firm, advises companies not o
nly to translate materials when appropriate, but also to be conscious of cultura
l images: "In lifestyle shots, go beyond multicultural casting. Show scenes wher
e the clothing, food and other backgrounds reflect different cultures."
Experiential Marketing: Kathy Sherbrooke, president of Circles, an experiential
marketing firm in Boston, says businesses must figure out the key messages of th
eir brand and find ways for their staffs and locations to reflect that image--yo
ung and trendy, sophisticated and elegant, and so on. "Create an environment tha
t's consistent with your brand," she says. She points to Apple Computer's retail
stores, where clerks use handheld checkout machines and pull prod-uct bags out
of their back pockets to reinforce the ease-of-use and streamlined processes for
which Apple is known.
Customer Evangelism: From hiring word-of-mouth marketing companies to creating i
ncentives for customer referrals, businesses are placing more importance on cust
omer evangelism, says Andrew Pierce, senior partner at New York City branding fi
rm Prophet. "Companies need to be customer-centric for this to happen," he expla
ins. "If you're not finding ways to increase value and inspire loyalty, it won't
work."
At the simplest level, Pierce advises using customer testimonials to add credibi
lity to marketing efforts, including webinars where customers talk about your co
mpany. More extreme examples include buzz marketing campaigns where happy custom
ers talk up the product, or inviting customers to trade shows or other events wh
ere they can show their enthusiasm in person.
Gwen Moran is Entrepreneur's "Retail Register" and "Quick Pick" columnist.
Marketing with a Microsite

Looking for new markets? A microsite could help you reach them.
By Melissa Campanelli | Entrepreneur Magazine August 2006
URL: http://www.entrepreneur.com/ebusiness/ebusinessideas/article160092.html
Gerald Prolman launched OrganicBouquet.com in 2003 to sell sustainably grown flo

wers that are freshly picked and then gift-wrapped. But as the company grew, he
needed a better way to meet the increasing demand from florists, event planners
and other whole-salers. So in June, Prolman launched a microsite (www.organicbou
quetwholesale.com) to make it easier for these customers to place orders.
A microsite lets you focus on a specific purpose, such as selling clearance or d
iscounted items, selling products to businesses (vs. consumers), promoting new m
erchandise, or trying out a new product line. Sometimes the design and navigatio
n of a microsite differs from its parent site. "[Unlike consumers], florists sho
p by variety and color, so the site is set up to help florists find what they ne
ed quickly," says Prolman, 46, who projects 2006 sales of up to $5 million for h
is San Rafael, California, company.
So why didn't Prolman just launch a separate section on his existing website to
focus on wholesalers? Simple: to prevent consumers or future competitors from ha
ving easy access to the customized pricing available to wholesale customers. "Th
e pricing is tailor-made for each customer based on volume," says Prolman. "Once
approved as a wholesale account, they will be given access to the site."
Michael Parker, co-founder and director of marketing at Gravitate Design Studio,
a web development and marketing company in Vancouver, Washington, offers the fo
llowing advice for entrepreneurs thinking of launching a microsite:
"
Consider the costs. Building a microsite costs essentially the same amou
nt as setting up a traditional website--from $2,500 to $50,000 or more. Keep in
mind, though, that a microsite may require additional employees. (To date, Prolm
an has added six.) "Maintaining another site--even a microsite--takes a lot of w
ork," says Parker, who suggests evaluating whether the same results could be ach
ieved using your current web infrastructure.
"
Take your brand strategy into account. If you sell products with two tot
ally different focuses or brand identities, "then you're a good candidate for a
microsite," says Parker.
"
Know your search strategy. Some companies create many microsites that po
int to the main site in an effort to rank high on search engines, says Parker. O
thers prefer to have a larger site with a lot of updated content. Before moving
forward, check with your marketing department or the company handling your searc
h marketing programs.
Melissa Campanelli is a marketing and technology writer in New York City.

8 Ways to Improve Your Visibility
Your business may be on a budget, but you can still pump up your visibility. Th
ese 8 proven tactics will get you noticed on the cheap.
By Kim T. Gordon | Entrepreneur Magazine May 2006
URL: http://www.entrepreneur.com/marketing/marketingbasics/marketingmaterials/ar
ticle160262.html
Do you have ambitious growth plans for your company, but a limited marketing bud
get? There's no need to compromise your goals. There are lots of great, budget-s
mart tactics that will put your business on the fast track--even if you don't ha
ve deep pockets. Here's a list of eight proven marketing tools and tactics speci
ally created for the budget-conscious entrepreneur.
1. Customer rewards: Since it may cost as much as five times more to win a new c
ustomer than to retain an old one, customer reward programs are a lower-cost alt
ernative to acquisition marketing. Create and actively promote a loyalty program
that rewards on enrollment and then provides graduated incentives to your best
customers. To keep customers coming back, provide in-kind rewards rather than gi
fts from other vendors.
2. Opt-in e-mail: E-mail is a low-cost, high-return way to enhance customer rela
tionships and increase sales. E-mail campaigns can be conducted for a fraction o
f the cost of other tactics and can be executed in weeks, not months. The key is
to e-mail as often as twice monthly, but only to an in-house list of members wh
o have agreed to receive e-mail from you. Keep the content extremely relevant, a
nd you'll see response rates climb.
3. Local paid search: The vast majority of American shoppers do research online
before making a purchase. They already know what they want to buy-they're just l
ooking for the right place to buy it. Google and Yahoo!, among others, offer ser
vices for local advertisers, and Yahoo!'s Local Sponsored Search program provide
s a locator page that will drive traffic to your store even if you don't have yo
ur own website. Visit http://smallbusiness.yahoo.comand click on "Market Your Bu
siness Online" to find out more.
4. Marriage mail: Trying to reach consumer households in specific market areas?
Your own direct-mail campaign could cost a small fortune. Instead, use "marriage
mail"--send your ad or coupon in a joint mailing with other advertisers. A lead
ing provider is Valpak, which designs, prints and mails more than 20 billion ads
each year, providing an affordable alternative to stand-alone direct mail.
5. Media relations: Do-it-yourself PR is a lower-cost alternative to advertising
, but it requires know-how and time. For best results, tailor your stories to th
e needs of the individual media outlets on your list. Then send a release or pit
ch letter, and follow up by phone. These initial contacts should lay the groundw
ork for ongoing relationships with key members of the press.
6. Grass-roots advocacy: Word-of-mouth is often the most desirable form of marke
ting. To get people talking, run a contest, stage an event, or assemble a group
of "influencers." The creator of a series of books and products for preteen girl
s, for example, has used its website to enroll several hundred girls to act as a
dvisors on everything from book characters to plots. The members are also the fi
rst to receive information on new products. You can bet these influencers share
their inside news with friends.
7. Marketing partnerships: When money is tight, it often pays to partner with an
other company that targets the same audience. You can forge marketing partnershi
ps with businesses that offer complementary services and pool your prospect list
s or share advertising costs. A kitchen appliance retailer could partner with a
remodeling contractor to market full-service kitchen upgrades, for example, or n
eighboring technology companies might jointly promote their region as a tech cor
ridor.
8. Cinema advertising: Over 27,000 movie screens run advertisements. Screenvisio
n Directworks with local advertisers to produce advertising slides that run duri
ng the pre-show entertainment. And with rates as low as $25 per week per screen,
you'll pay just $1,000 a month to reach nearly everyone who sees any movie at y
our neighborhood 10-screen multiplex.
Contact marketing expert Kim T. Gordon, author of Maximum Marketing, Minimum Dol
lars: The Top 50 Ways to Grow Your Small Business, at www.smallbusinessnow.com.
Her new e-book, Big Marketing Ideas for Small Budgets, is available exclusively
from Entrepreneur at www.smallbizbooks.com.

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ffer significant breadth to your goal of developing a word-of-mouth-based busine

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iness courses at California State Polytechnic University, Pomona, and resides in

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here they've got you over a barrel.

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rs where personnel are trained to handle customer interactions in a proscribed w

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er of commerce and leaders of merchant associations.

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g customers value-added services.

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stadium snack trays, here's your chance to be highly creative.

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Q: I have used different types of advertising--including direct mail, coupons an

ffer free samples.

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marketing plan. Guerrilla Marketing teaches us to establish a marketing calenda

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Product or service discounts

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to getting an article published in a targeted publication. The focus is what mak

m and http://www.1-800-inkwell.com, or e-mail him at al@market-for-profits.com.

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f putting things off, it's time to start delegating

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get markets read.

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according to their potential importance to your network. Your time is valuable,

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