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SESSION TWELVE Powered By Docstoc
					SESSION TWELVE                                                                                                      Session 12 of 14

Small Business Marketing and Opening
       Opening for Business
           o First things first
           o "Before you start" checklist
       Marketing
           o What it takes to promote sales
           o Recruiting, hiring, and training good employees
           o What and how to buy
           o "How to buy" checklist
           o Marketing tools
           o Marketing planning software
           o E-commerce
           o Promotion and advertising
           o Mailing lists
           o Marketing on "local" search engines
       " Most Common Mistakes Made in Opening a Business: Your Checklist to Avoid Pitfalls
       Suggested Activities
       Top Ten Do's and Don'ts
       Sound Byte Transcriptions
       Session 12 Business Plan
       Session Feedback

Opening for Business

First things first

An opening checklist is a great place to start. Remember that airline pilots are required to use a checklist before they take off!

Here are items you should have on your opening checklist. Add additional items that would be appropriate for your own business.

Before you start checklist

       Have I focused on a specific product or service? As a general rule, specialists outperform non-specialists. Think about this
        in any field: retailers, real estate and food (where did you buy your last take-out pizza or chicken)? For example, if you open
        a doughnut shop, it would not be a good idea to sell ice cream during summer months when the doughnut business slows
        down. If you do both, you will lose the identity of being the very best in either one of them.
       Will further specialization or focus improve my prospects for success? The more specialized, the better.
       Will my business be home-based? Online? Storefront? Franchise?
       Have I acknowledged my competition and limitations? It may be hard to compete with Wal-Mart or Home Depot. These
        "category killer" discount chains have powerful buying power and efficiencies of scale. Does your marketing plan serve a
        special niche?
       Do I understand the difference between finding a market "niche" and going against what the public wants? For example, if
        you build a house for sale, stick with a floor plan that most buyers are seeking rather than trying to be uniquely different.
       Do I have a one-year cash flow projection prepared to ensure there will be ongoing liquidity? (Refer to Session 8).
       Do I have the necessary e-commerce tools in place? (Refer to Session 10).
       Are all insurance policies in force?
       If I plan to sell on credit terms, is my credit rating policy in place to avoid taking on customers with poor credit ratings? The
        last thing you need is to have customers who don't pay on time, and good customers will respect you for this policy.
       Is my business plan complete and in written format? Does it include pre-opening, first year and long-range planning? It will
        play a key role in securing investors and will help uncover any weaknesses in the planning process. (Review Session 2,
        The Business Plan and use the free templates to prepare your plan.)
       Have I taken the time to gain practical job experience and learn the basics of my business by first working in the business
        for someone else? This is probably the best way to discover if you have made a choice that will not only be successful, but
        also satisfying to you.
       Have I budgeted adequately for prototypes, research, sampling and trials?
       Have I successfully test-marketed my product or service? Was the response positive? If not, you need to re-design, re-work
        and re-test.
       Have I focused on selling a great product at a fair price rather than a fair product at a great price? "Great product" suggests
        a product or service with pricing power and "fair product" suggests a commodity-type business more susceptible to
       Do I have all the communication, computer and other business tools in place? Do I have the skills to use them?
       Has my accountant fully explained the difference between hiring independent contractors and employees and the
        importance of compliance with IRS rules? For example, while my landscaper may be an independent contractor, in most
        cases, my sales staff will be employees and I must conform to reporting and withholding requirements.
       Are the following elements of my business structure in place:
             o Are my accounting and bookkeeping systems in place? Accountant selected?
             o Are my premises ready? This includes having a signed lease and my tenant improvements completed.
             o Have all permits and licenses been secured?
             o Has the business name been registered? Check with my attorney.
             o Are computers, telephones, cell phones, fax and utilities operating?
             o Are graphics for advertising and promotional materials ready?
             o Is the domain name registered and the Web site online?
             o Is infrastructure in place for e-commerce, if appropriate?
             o Are all security systems in place including protection of premises, shrinkage control and internal security?
       Have I selected and trained the number of employees I will need?
       Have I determined my personal work schedule? We recommend you maintain both daily and long term (weekly or monthly)
        to-do lists. Also, be sure to maintain an appointment book, such as the "Month At-A Glance" book to schedule
       Have I included my requirements for managers, consultants, independent contractors, agents and sales representatives?


What it takes to promote sales

Every business has a specific marketing strategy that usually works best and has already been proven by your most successful
competitors. You can benefit from their experience by copying successful marketing plans, including selling methods, pricing and
advertising. Make a list of the most successful businesses that fall within your field of interest and study them (and even go to work
for them). Visit these businesses and be prepared to ask the questions that are most important to you.

Learn as much as you can about the needs of your customers and how to gain feedback from them. For example, if you open a
restaurant, a displeased patron will probably not complain because it is not a pleasant experience. Instead, he will not return. So,
for example, you must take care to inspect the plates as they are returned to the kitchen.

Will your customers be looking for convenience, pricing, quality and/or service? It will be difficult to make sound marketing and
promotional decisions without being informed on their real wants and needs. If a specific geographical area defines your market,
low cost demographic reports based on the census can be obtained that will furnish information on population by race, income and
home ownership. For resources that provide this information, use to search for "demographic data" on the Internet.
Recruiting, hiring, and training good employees

Finding the good employee:

Most employers agree the toughest part of being an employer is finding and keeping good employees. Begin your search for the
good employee as soon as you decide that you are going to be an entrepreneur.

       Define what you need from an employee.
       List the characteristics you require.
       Network: get the word out that you are looking for help.
       Develop and maintain sources for building your workforce.
       Consider family members, retired workers and students.

Your customers need to feel confident that they are dealing with people who are knowledgeable and helpful. Five characteristics
customers like most when dealing with a sales or service person are
    1.   Product or service knowledge
    2.   Presentable appearance
    3.   Courtesy
    4.   Honesty
    5.   Sincerity

To achieve these qualities, look for marketing employees who

        Like what they do
        Are quick learners who have curiosity to expand their knowledge
        Project a pleasant and positive image
        Like people and relate well to them
        Are helpful to customers as well as to fellow associates
        Are ambitious and hope someday to have your job

Here's a checklist for hiring and training your marketing team:

        Know whom you will need to hire.
        Have a hiring policy in place that includes salary structure, incentive compensation and perks.
        Create job descriptions for everyone (including for yourself), including specific skills required for each employee.
        Maintain a schedule of ongoing staff meetings to discuss product information, sales techniques and customer service.
        Develop policies and procedures on handling customer complaints and concerns. Keep in mind that you will get your best
         marketing feedback from an unhappy customer.
        Develop clear protocols for handling customers via telephone, fax or e-mail.
        Continuously redefine the skills and requirements needed by new employees.
        Use motivational posters to build employee teamwork. Here are some inexpensive examples: Challenge, Courage,
         Integrity, TeamWork, and many others.

What and how to buy

Since products are changing and improving at a more rapid rate, inventory obsolescence has becomes a greater business risk.
Many products, such as computers, can be obsolete the day they are purchased.

Rapid delivery firms (UPS, FedEx) and just-in-time assembly systems are great tools to use to minimize your inventories. These
expanding technologies have greatly reduced the need for warehousing as well as the risk of obsolescence. And, the cash you free
up can be put to uses that are more productive.

If you are selling a product, you may want to consider having the item manufactured by an outside source rather than setting up
your own production facility. Many start-up entrepreneurs outsource production in order to concentrate on marketing. There may
also be cost considerations because other places might be able to provide the same product more cheaply.

How to buy checklist

        Buy only what you think you can sell.
        Never place an order without knowing price and terms.
        Purchase orders must be in writing.
        Have complete specifications.
        Buy subject to your contingencies.
        Have backup sources.
        Be loyal to good suppliers.
        Have promises and extras verified in writing.
        Get price protection.
        Try to award to the lowest bidder.
       Don't be hesitant to repeatedly contact suppliers to expedite needed merchandise. "The squeaky wheels get the grease."
       Communicate complaints.
       Use internal controls for ordering and receiving.
       Count and inspect everything as received.
       Use an inventory control system.
       Ask for and take term discounts.
       Pay on time.
       Pay only after verification.
       Watch your cash flow.
       Consider suppliers as a source of financing.
       It is better to pull suppliers your way, not push them. Be nice.

How to go about making major one-time purchases such as fixtures, equipment, major repairs or construction needs:

       If possible, it is best to stick with suppliers within your community. Search for suppliers through the "local" feature of search
        engines rather than responding to large ads placed in yellow page directories. If you're looking for an electrician, enter
        "electricians" in a search engine and enter your zip code for a "local" search.
       Clearly spell out in writing the scope of the work to be performed or exact description of what you are seeking to purchase.
       Let potential suppliers know that you are required to take bids on all purchases over a stated limit, say for example, $500.
       In some cases, a supplier may be a source of financing such as in the purchase of electrical signs, fixtures or office

Marketing tools

Your business name will announce who you are and what you stand for. A memorable logo also adds to your marketability. It will
establish your name and brand recognition. It will enhance the image you wish to create. Your logo can be used on all company
materials including stationery, business cards, brochures, Web site, gift boxes and shipping containers.

A good name is:

       Easy to remember
       Simple to spell and pronounce
       Clearly says what you do
       Stirs customer interest
       Doesn't confuse you with a similar business
       Has a positive ring to it
       Evokes a visual image
       Doesn't limit you to a geographical location or to a product


You may want to include the Internet in your Marketing Plan. Please refer to Session 10: E-commerce

Promotion and advertising

Your advertising plan becomes your blueprint for marketing. It will include your objectives, budget, media plan and creative
approach. A basic rule in promotion and advertising is, "Do what you do best, and hire for what you don't."

Discuss your advertising plan with your vendors. They may provide you with co-op money if you follow their rules and make proper
application for the money. Even the smallest advertiser can get up to half of their advertising costs reimbursed.

There are many types of paid media to deliver your message. A few of the most commonly used are

       Print (newspapers, magazines and newsletters)
       Radio
       Television, including cable
       Internet
       Yellow Pages
       Direct mail
       Trade shows

entrepreneur learns through experience that there is a most efficient way to spend advertising dollars. This can be hit or miss for
the beginner and very costly. So, once again, learn from the previous mistakes of your competitors. Find out and follow how your
most successful competitors advertise and promote their products or services.

Whatever advertising media you decide to use, become knowledgeable regarding the do's and don'ts of advertising in that
particular medium. For example, if direct mail works best for you, there are books in your library devoted to this subject. They will
provide huge insights that can save you from wasting advertising dollars.

Media publicity is free and helps to create a positive image for you business. Newspapers could be interested in writing a feature
story about you because of the widespread interest in entrepreneurship and the fact that you are a successful start-up. Local
newspapers, even the free ones, are very effective. Your "press release" must have news value that can be turned into a bit more
of a feature story, as opposed to an announcement. This will make it more interesting and relevant to the reader. Editorial space is
much more valuable to you than display space…and it's free!

Mailing lists

Now, before your start your business, is the right time to begin developing a database of future customers you wish to target. This
list can be used for direct mail, invitations and newsletters. Your database could include specific individuals, companies and groups
by location. Begin now to

       Join the Chamber of Commerce.
       Collect business cards.
       Collect names or mailing lists from your church, school, organizations and community groups.
       Get involved in your industry and community affairs.

Marketing on “Local” Search Engines

A new marketing tool that is a huge benefit to local businesses is now available: the “local” button on search engines. To
demonstrate the power of this tool, please go to a search engine such as Google or Yahoo and enter “Flower Shops”. Then, click
on the “local” link at the top of the page and enter you zip code. Presto: local flower shops will be displayed on a map along with
links to their Web site. Savvy businesses today are taking advantage of this marketing tool.

Most common mistakes made in opening a business: your checklist to avoid pitfalls.

       Haste
       Lack of focus: specialize, specialize, specialize
       Lack of on-the-job experience
       Inadequate research and testing: test market first
       Lack of a well thought-out business plan
       Lack of working capital
       Unprofessional decor, theme, logo, stationery, attire, packaging, ads and Web site
       Not opening quietly to work out the shortcomings
       Poor signs: signs should be big, clear and readable - simple is good
       Untrained staff
       Poor relationship with vendors
       Unfocused marketing plan
       Not using the advertising media that works best for your specific business
       Skimping on insurance
        Ignoring possible problems
        Not recognizing your limitations

Suggested Activities

        Develop a mailing list NOW.
        Watch for growth possibilities and plan growth direction.
        Join your trade association and subscribe to trade magazines (stay current).
        Continue to review, develop and update your business plan, stating how you will market your product or service.
        Continue to develop your budget, including proposed expenses for displays, signs, advertising, promotions and Web site
        Begin a file for merchandising and marketing ideas.
        Take seminars and classes.
        Read current trade magazines, papers and books. Attend openings and promotions of businesses like yours.
        Develop and maintain an employee handbook.
        Talk to anyone and everyone in your field and collect business cards.
        Prepare a plan for growth possibilities.
        List potential problems and possible solutions.
        Become personally involved in selling your product or service.
        Keep your skills and knowledge current.
        Keep a journal to record your business experiences.

Top Ten Do's and Don'ts                             t


   1.    Use a "before you start" checklist.
   2.    Focus on selling a great product or service at a fair price.
   3.    Specialize. Specialists outperform non-specialists.
   4.    Train your employees thoroughly in marketing skills.
   5.    Consider outsourcing the manufacture of your product to a low cost producer.
   6.    Minimize inventories by a just-in-time delivery and ordering system.
   7.    Consider your suppliers as a source of financing.
   8.    Now, before you start, develop a database of future customers.
   9.    Open quietly to work out the bugs before you schedule the grand opening promotion.
   10.   Include the Internet in your marketing plans with an appealing Web site.


   1.    Order from a vendor without a written purchase order outlining all terms.
   2.    Hesitate to repeatedly contact suppliers to expedite needed merchandise.
   3.    Launch a new product or service without test marketing it first.
   4.    Be satisfied with unprofessional décor, logo, name, attire packaging or advertising.
   5.    Open unless your cash flow projection is positive for the first 12-month period.
   6.    Be in a hurry to open.
   7.    Compete with discount chains unless you efficiently serve a specialized need.
   8.    Fail to meet IRS rules regarding employment practices.
   9.    Be afraid to say "no" to poor credit risks.
   10.   Depend on your customers to complain; they just won't come back.