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Digg it UP - Small Business Marketing Solution - Find Customer Commonality
Some examples of construction site confined spaces are sewers, trenches, pits, and storage tanks. Confined spaces generally have limited options for entry and exit as well as poor ventilation and air circulation, which is linked to hazardous atmospheres.The lack of natural ventilation and air movement stems from hazardous atmospheres, which is a major construction safety and health issue for workers in confined spaces. There are three major hazardous atmospheres that presen
Your job as Chief Marketer is to fan the fires of discussion so the group interacts and generates ideas which you can then implement. Just add some small topics to discuss, throw in a few additional insights now and then, and channel the group discussion toward your end goal--understanding customer commonality. If the topic gets too tangential such as straying into personalities or fixing the company's problems you'll have to steer the group gently back on task.
Print advertising is essential. It engenders sales. If the public has had no previous exposure to your name or company, chances are that they will probably not choose to do business with you. You must invest in print advertising to build salesmanship. Let people see who you are. In time, they will remember you.Repetition is key in creating awareness in the public eye. You can’t publish one ad in one newspaper at random time periods and expect to foster revenue. People
Employees contact customers on a regular basis. This employee experience is a malnourished asset small business marketers fail to utilize as a vital resource for developing further insight into customer commonality. This is understandable in large companies, where marketing is often far removed from any employees with frontline customer contact. But, in a small company, chances are you have plenty of direct customer contact. If not, then at a minimum you rub elbows with the people in your company that do.
So, the problem in the small company is a bit the opposite of that in the large company. Large company marketers sometimes don't know the employees with direct customer contact; small company marketers mistakenly believe that since they have frequent customer contact they know the customers quite well.
But, most of the time you have at best a partial picture of the customer. You know your world-view of the customer, but you really need to see the view of the customer from at least three to five other employees that are engaged in face-to-face customer touch. Your view will be limited by the actual customers you come in contact with, the product lines you handle, and your own perceptions. No matter how long you've been with the company, no matter how many customers you speak with, this third limitation is impossible to overcome without help.
The challenge, then, is to create a core cadre of employees you can rely on to gain deeper insight. This is, of course, going to be more work for them. But, it needn't be arduous. You aren't asking your co-workers to work overtime on this project. Rather, you need just some insights into what common traits your customers have that you currently may not be aware of.
Of course, if you have a Bloom Team, you know who to go to. If you don’t, then the rest of this article is for you.
We suggest two 45 minute meetings with a team you trust. Steer the group toward where you want them to go with some general questions. Open-ended questions that don’t have a yes/no answer work best to urge on conversation.
Your job as Chief Marketer is to fan the fires of discussion so the group interacts and generates ideas which you can then implement. Just add some small topics to discuss, throw in a few additional insights now and then, and channel the group discussion toward your end goal--understanding customer commonality. If the topic gets too tangential such as straying into personalities or fixing the company's problems you'll have to steer the group gently back on task.
A freelance lifestyle isn’t for everyone. But, if you are dissatisfied with your current career, you might want to try it. Here are some of the pros that work for me in my freelance lifestyle:Flexibility and Autonomy (being in control). I love having the flexibility of doing what I want and need to do, when I want to do it. I can work late into the night, early in the morning, or all afternoon. It is up to me. As part of my schedule, I teach fitness classes mo
So, the problem in the small company is a bit the opposite of that in the large company. Large company marketers sometimes don't know the employees with direct customer contact; small company marketers mistakenly believe that since they have frequent customer contact they know the customers quite well.
But, most of the time you have at best a partial picture of the customer. You know your world-view of the customer, but you really need to see the view of the customer from at least three to five other employees that are engaged in face-to-face customer touch. Your view will be limited by the actual customers you come in contact with, the product lines you handle, and your own perceptions. No matter how long you've been with the company, no matter how many customers you speak with, this third limitation is impossible to overcome without help.
The challenge, then, is to create a core cadre of employees you can rely on to gain deeper insight. This is, of course, going to be more work for them. But, it needn't be arduous. You aren't asking your co-workers to work overtime on this project. Rather, you need just some insights into what common traits your customers have that you currently may not be aware of.
Of course, if you have a Bloom Team, you know who to go to. If you don’t, then the rest of this article is for you.
We suggest two 45 minute meetings with a team you trust. Steer the group toward where you want them to go with some general questions. Open-ended questions that don’t have a yes/no answer work best to urge on conversation.
Your job as Chief Marketer is to fan the fires of discussion so the group interacts and generates ideas which you can then implement. Just add some small topics to discuss, throw in a few additional insights now and then, and channel the group discussion toward your end goal--understanding customer commonality. If the topic gets too tangential such as straying into personalities or fixing the company's problems you'll have to steer the group gently back on task.
Board Games and Management Skills Imagine you are screening candidates for a senior executive position. The job demands strategic thinking abilities and complex decision-making skills. You've narrowed the search down to 3 candidates, all of whom have impressive educational background, relevant experience and the right personality for the job. You take another look at their resumes and notice an interesting fact about one of the prospective managers - apparently her hold-view of the customer, but you really need to see the view of the customer from at least three to five other employees that are engaged in face-to-face customer touch. Your view will be limited by the actual customers you come in contact with, the product lines you handle, and your own perceptions. No matter how long you've been with the company, no matter how many customers you speak with, this third limitation is impossible to overcome without help.
The challenge, then, is to create a core cadre of employees you can rely on to gain deeper insight. This is, of course, going to be more work for them. But, it needn't be arduous. You aren't asking your co-workers to work overtime on this project. Rather, you need just some insights into what common traits your customers have that you currently may not be aware of.
Of course, if you have a Bloom Team, you know who to go to. If you don’t, then the rest of this article is for you.
We suggest two 45 minute meetings with a team you trust. Steer the group toward where you want them to go with some general questions. Open-ended questions that don’t have a yes/no answer work best to urge on conversation.
Your job as Chief Marketer is to fan the fires of discussion so the group interacts and generates ideas which you can then implement. Just add some small topics to discuss, throw in a few additional insights now and then, and channel the group discussion toward your end goal--understanding customer commonality. If the topic gets too tangential such as straying into personalities or fixing the company's problems you'll have to steer the group gently back on task.
Many critics and critical thinkers think that Franchising the World cannot work, but it already kind of is. Oh, these critics have all sorts of silly notions as to why it will not work such as; it is too complicated. Or franchising Nations and Nation States is too complicated. They say it is much more complicated than franchising a Burger Joint and leave all the hard work to us?Sure leave it to them and the United Nations huh? What on Earth are they talking about? These sam insight. This is, of course, going to be more work for them. But, it needn't be arduous. You aren't asking your co-workers to work overtime on this project. Rather, you need just some insights into what common traits your customers have that you currently may not be aware of.
Of course, if you have a Bloom Team, you know who to go to. If you don’t, then the rest of this article is for you.
We suggest two 45 minute meetings with a team you trust. Steer the group toward where you want them to go with some general questions. Open-ended questions that don’t have a yes/no answer work best to urge on conversation.
Your job as Chief Marketer is to fan the fires of discussion so the group interacts and generates ideas which you can then implement. Just add some small topics to discuss, throw in a few additional insights now and then, and channel the group discussion toward your end goal--understanding customer commonality. If the topic gets too tangential such as straying into personalities or fixing the company's problems you'll have to steer the group gently back on task.
Do you dream of picking up the phone and hearing the person on the other end of the line say, “Hi, you don’t know me but I’d like to work with you. Here’s my credit card number. When can we start?”You might laugh, but isn’t that what we all really want, deep down?Well, the good news is, it’s totally POSSIBLE. I’ve found a way to make this happen and can honestly say that a third of the private coaching clients I sign on, I’ve never met before and don’t uestions that don’t have a yes/no answer work best to urge on conversation.
Your job as Chief Marketer is to fan the fires of discussion so the group interacts and generates ideas which you can then implement. Just add some small topics to discuss, throw in a few additional insights now and then, and channel the group discussion toward your end goal--understanding customer commonality. If the topic gets too tangential such as straying into personalities or fixing the company's problems you'll have to steer the group gently back on task.
Why not just dole out a survey to the employees you choose and let them fill it out when they get a chance? Key insights emerge when people share their own experience with their peers.
Why two sessions? In the first session everybody brings their own experience with customers and their own conceptions regarding customer commonality to the table. They take away from that first session the kernels of some good ideas the group has created. In between meeting one and two some employees will think up new insights. They will understand customer commonality in new ways, plus they will discover new avenues to reach the customer. These perceptions can fuel new marketing programs. So it’s important to give these new ideas time to percolate.
Remember the Chief Marketer is responsible for implementing the ideas; but the more input about your customers you gain from your fellow employees, the more powerful your marketing will be.
Remember: Brand (who you are) + Package (your Face to the Customer) + People (customers and employees) = Marketing Success.
© 2006 Marketing Hawks
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