Category Archives: Professional Consulting

Thank Your Customers!

In the hustle and bustle of running a business, it is easy to forget the simple things. Then, when you stop and think about things, it is often those simple little things that are the most important to your business.

Telling your customers “Thank You!” tops the list.

You can, and should, thank them for their business when you send out invoices or give them receipts. “Thank You!” should be automatic … and sincere.

Where you can stand out as a business, though, is by finding non-traditional special ways to say “Thank You!” to your customers. Give them a turkey at Thanksgiving or cater in a meal for their employees at this time of year. Have pizza delivered when you know their team is working late or busting it to complete a project for you. Gift them with a bottle or case of wine or their favorite alcoholic beverage, provided it’s appropriate.

If you think this is extravagant and something unnecessary or too expensive, take a minute to think that thought through a bit more thoroughly. What would it cost you to replace those customers if you lost them? Could you recover if they all went away?

Find a way to cover the expense of saying “Thank You!” to the life blood of your business.

Obviously, there are different ways and budgets to account for expressing gratitude to your customers. Most appreciate a simple “Thank You!” when they pay their bill, but the more you say it – sincerely – the more likely they are to remain loyal to your company and your brand. There is a nightmare scenario where your business is seen to be ungrateful for the work you get from clients. Negative word of mouth can spread far more quickly than positive word of mouth.

Another tip: Your method of saying “Thank You!” should reflect your brand … tastefully.

We once recommended to a specialty chair and barstool retailer that they find doll house chairs that they could put their logo on. They wanted something they could leave with prospective business clients that the prospects would remember them for, so they found wooden doll chairs that could be branded and left as business card holders. It was cute, appropriate, and reinforced the brand when they were used to say “Thank You!” to customers who bought their furniture.

Since it’s Thanksgiving 2013, we’d like to thank our clients for their business. We appreciate the opportunity to work with each of you, and hope you find our counsel to be of value in growing your business.

To those who have yet to become clients, enjoy this Thanksgiving holiday and express your thanks to those who matter to you and your business!

Planning vs. Execution

How much time should you spend on planning the affairs of your business?

The simple answer: Enough to know your plan and the resulting effort will have a reasonable chance of success. Success comes in the execution of the plan, and evaluation of the ensuing results.

You can certainly over plan. There are examples throughout history of companies that have spent so much time planning, revising the plans, and reviewing the plans that they forgot to execute the plan and the business failed. Planning for the sake of planning is usually counter-productive. It’s like changing for the sake of change. Rarely a good idea.

One car dealership changed its catchy slogan for its location. When the marketing staff was asked about it, they responded that they were tired of the slogan. When they came to understand that their customers, and potential consumers, would lose their association with the dealership and make it harder to find them because of the change, the slogan came back.

Planning is the process of developing a strategy your company can execute with a reasonable measure of attainment. It’s a rather simple process. You determine what you want to do, gain agreement from those involved in the implementation, figure out who has responsibility for the tasks that need to be accomplished, set a budget, and then you put it into action.

If, for instance, you plan to grow your business by 20 new clients each month for the next year, you should have more than an idea of how it’s going to happen. If you’ve added five new members a month during the past year, you are now expecting to quadruple that sales performance. The planning process involves rationalizing if it’s achievable, and laying down the groundwork to accomplish the objective month-by-month.

Monitoring, or tracking the results, is essential to the process of planning. Using the 20 new clients per month example, if sales bring in 12 new clients in the first month, a quick analysis of how and why that happened assists in the execution strategy. If the goal remains at 20, somewhere those missing eight new customers needs to be made up to validate the goal and the strategy for implementation.

Bring in 22 new clients the second month and now you’re down six. What’s more significant, though, is that the sales people are starting to hit their stride. They’ve had success and are gaining confidence in the process and belief in the goal. That’s how the planning process and execution strategy work hand in glove to provide management with the tools so critical to growing the business and keeping the team motivated.

Yes, you can skip the planning process and trust that your company is on track. You can “wing it” when it comes to measuring results and the performance of your sales team. You can also feel comfortable repeating the same mistakes hoping for different results, then wonder why profits start to slip, customers leave for a competitor, and your business winds up closing.

We have found that planning can be as complex or as simple as you want, once you’ve laid a solid foundation, which is something Brand Irons can assist you with. You also need an accountability partner to keep you focused on the execution of the plan. It is far too easy to be side-tracked by the daily operations and avoid looking at the bigger picture.

Einstein’s definition of insanity: Keep doing the same thing but expect different results.

Take the time to think things through; our philosophy on planning.

Brand your work – work your brand!

Protecting Your Image

Your brand is your image. Your image is conveyed through the marketing or your brand. That encompasses your logo, your social media, your advertising, your employees, and every other aspect of your business … all the way down to your business cards and the way you answer the phone.

The first step is to brand your work. Even if you are a sole proprietor, your brand involves the unique nature of your business. What separates you from others in your field? How do you answer the question it seems everyone asks nowadays: What makes you different? You need to know.

The second step is to craft a plan to protect your brand. Your image, in large part, is what attracts consumers to your business. Your business, therefore, is on the line. Your reputation is at stake, so every effort should be taken to protect what you represent.

Set standards for the use of your corporate logo. Make sure printers have the right colors (PMS standards usually apply) and place your logo in the proper location. Register the copyright and consider obtaining either trademark (™) or registered (®) marks. Prevent infringement of your logo by copycats or thieves as much as you possibly can. In an earlier blog we covered the basics of protecting your brand.

The biggest concern for companies should be protecting the corporate reputation in social media. You can probably find an article about the topic in virtually any business-related publication since it has come to the forefront lately. One of the best methods for protecting the brand is an old technique – have an online and social media strategy that includes written policies and a corporate protocol manual.

Outline who is authorized to post. Be careful who has administrative capabilities. Clarify content to be posted. Create response time guidelines. Follow accepted protocols for each social media application. The concept for your business using social media should also be clearly defined in order to protect your credibility.

Here’s an example of how your reputation can be damaged in social media: If your goal is to increase sales and every post is a pitch to move a product or service, the strategy is likely to backfire and drive consumers away from you. Once that happens, it will be difficult to get them back. Share relevant information that is of interest to users, especially your target audience. You want to be a thought leader, which means consumers look to you and your company for valuable information to help them make decisions.

In today’s economy, monitoring your social media platform and electronic footprint involves keeping your website current and watching E-mail correspondence, too. These have become as important, if not more so, than keeping tabs on your other advertising strategies. Today’s savvy consumer checks out your web presence right away.

Other concerns when it comes to protecting your image may seem minor, but they have an impact on consumers. Two we’ll cover here are employee attire and visual images.

When they’re at your place of employment or representing your business in the community, your employees convey your corporate image. Consider putting a dress code in place, along with methods for dealing with violations. How would you feel about a sales representative appearing at a trade show for your company wearing a logo emblazoned dress shirt that wasn’t tucked in? Or being drunk? How about a customer service representative swearing and arguing with a customer in a room full of other customers? Proper training can go a long way toward alleviating the potential for these mistakes, which may seem trivial but could have an impact on sales.

How does the outside of your building look to the public … your potential consumer base? If you have a reader board, keep it current. Sweep the sidewalks and shovel the snow. Keep the lobby clean and smelling nice. It’s often the little things that make a difference.

Do your corporate vehicles sport faded or outdated signs? Monitor the quality of your vehicle graphics and replace them when they start – repeat “start” – to look shoddy. You want existing customers to be excited to see one of your vehicles in their neighborhood or community, and you also want potential customers to be enticed by the image they see.

Brand Your Work – Work Your Brand

Where Is Your Business?

Where is your business?

Two reasons we bring this up: 1) It’s important for your customers and prospects to be able to find your business; and, 2) It’s important for you to know where your business is in the cycle of life for a business such as yours. Make that three reasons: 3) It’s critical that you know how your business is doing from the consumer’s perspective, which ties in closely with customer service. Are you doing the right things to take care of customers and bring them back frequently?

#1 refers to your location, whether it’s the physical plant or your place in cyberspace. You need to make it easy for people to find you, either through optimizing your search engine position and social media or providing clarity as to your physical location. If your business is at the corner of a major intersection in town, just off the highway, or conveniently located next to a city park, use your advertising to tell people that’s where you are.

The focus of this blog, though, is on #2 – where your business is in its life cycle.

A typical graphic of a business life cycle.

At left is one of hundreds of diagrams that try to explain the cycles a business typically goes through during its existence.

This example may seem foreign if you’re unfamiliar with Smith-Corona, which was one of the top brand names for typewriters in the days before computers. When you think about a company that had a dominant role in the typewriter business and look at the life cycle diagram in that context, it is rather obvious why Smith-Corona disappeared from sight. The company had grown and expanded to a position of maturity in the typewriter marketplace, but failed to make the transition when the new technology of computers entered the picture. Transitions can be brutal, especially when most people and a majority of companies tend to resist change.

Take the time to think about your business. This is always a good exercise. It forces you to work on your business by thinking about where you are instead of remaining immersed in the day-to-day ennui that can stifle the growth or expansion cycle. Do you consider your business to be on an upswing, or have things stabilized and stayed fairly steady? Do you enjoy a high percentage of repeat business from the same customers or do you have a steady influx of new customers? Are you unsure where you are because you’ve only been in business a year or two?

Have you grown as much as you can and now sales and production seem to have stagnated? The question you may ask if you’ve reached this cycle is “Now what do we do?” This is an excellent position for bringing in an outside consultant to examine and explore options. They might help you discover that a simple change in your existing product line or offering a similar but slightly different service can re-energize sales and bump up production for an additional boost. They might also find that what you’ve been doing for x number of years is out of style and an entirely new direction is needed.

Take those recommendations, whatever they might be, with a modicum of caution. Weigh the costs of re-tooling and re-branding your business to make sure the change makes sense. Change for the sake of change is rarely worth it, since change is constant anyway.

Here’s a big question: What are your plans for getting out of the business? Do you have an exit strategy in place? Are you like a great many dreamers who insist that their business is their retirement plan and when they’re ready to retire, they’ll sell the business and live off the profits? Think about that for a minute … or longer and do something about it before it’s too late.

We counselled a client with that mindset and talked frankly about the potential for that strategy to do what they anticipated it would to let them retire. A buyer would have little interest in their facility unless the new owner was looking to first enter the marketplace and had yet to establish a base of operations. If the buyer did have a facility, the interest level would be less. The same would hold true for the equipment, machines, and tools which become antiquated the longer they have been in use. Even employees, unless they’re willing to move, may be written out of a purchase agreement.

What the potential buyer has the most interest in is the customer base!

Lots to think about as you continue through the process of evaluating your company’s position in its life cycle. When you need an independent party to help you through the process, contact Brand Irons at 920.366.6334.

10 Reasons To Engage A Marketing Consultant

While we could speak for other consultants, we’ll let them do that for themselves. What we can write about are things to consider when engaging a business and marketing consulting firm such as Brand Irons. Here are 10 reasons to engage:

To make more money. Yes, there is a cost to engaging a consultant, but you hire them to open doors, bring in more cash flow, and to create opportunities you may be too close to be able to see.
To hold you accountable. Too often, business owners get tangled up in the day-to-day activities of their business and wind up working in it more than on it. Consultants help keep the grand vision in focus.
To reduce risks and identify needs. An independent, third party observer looks at your business objectively, which makes it easier for them to see the potential problems and address solutions to keep things running smoothly.
To research options and alternatives. Your business may be on the cutting edge, and a consultant can study market trends, emerging markets, and your competition to keep you at the forefront of your industry.
To develop successful strategies. There are times when the path through the forest is a straight line and others when it involves cutting down some trees to achieve your objectives. Experts know what works for marketing your business.
To keep you focused. You should always maintain a customer orientation, which is a perspective your consultant keeps as the emphasis of every move you make because it’s important to add new customers and keep most of the old ones.
To identify resources. A strong, professional consultant has a myriad of resources at his or her fingertips, all ready to step in on a moment’s notice to modify a website, provide employee training, or assist with legal or other issues that arise.
To be your coach. Consultants usually have a limited engagement with a client, which means they should teach you what you need to know, coach you along, prod you if necessary and, at some point, let you move forward on your own.
To solve problems. The independent nature of a consultant and some common sense go a long way to helping businesses solve problems with solutions that may be obvious or hidden but easily thought through … and resolved.
To be engaged. When you engage a consultant, for whatever purpose or length of time, they should be immersed in your business … as a consumer … as a confidant … as a friend … and as a professional who cares about results.

Think about these general guidelines with the understanding that it generally takes time for a consultant to become familiar enough with your business and where you want to take it to develop a relationship focused on the results you’re looking for, even if you’re unsure of what those might be. The more open and honest you are with whomever you engage, and the more honest they are with you, the more success you will realize.

Consider, too, whether the person or firm you’re looking at has the experience and knowledge to help you solve the problems you think you have. You must also be open to the realization that what you think is the problem may not be; it may be something entirely different than you anticipated. The consultant should be able to clarify the scenario for you in terms you understand.

What you engage is less a formula or system than the mental acuity to grasp your situation, look at it objectively, and provide viable solutions. To check out Brand Irons with a simple conversation, call (920) 366-6334 or go back to brandirons.com.

What’s Your Plan B?

If you already have a disaster strategy in place for your business, congratulations! Yours is one of the few that does.

What do we mean by a disaster strategy? Think for a minute about the worst thing that could happen to your business today? Or tomorrow or the next day or a week or a year from now?

Have you considered the implications of that crisis? Have you derived strategies to deal with whatever happens?

Being prepared for worst case scenarios means you have a Plan B.

Let’s assume you have one client that represents 60% of your company’s business volume and, because that client loses a government contract, they have to end your relationship and cancel your pending orders. What do you do?

Odds are you have to scramble to replace that loss of business. That means:

pushing the sales force to close more deals;
driving potential customers to get off the fence and commit;
trying to expand work orders from the other 40%;
perhaps reducing the work force temporarily;
finding another buyer for the materials you’ve already ordered;
potentially suing the client for outstanding order fulfillment;
offering incentives to potential customers to come on board; and,
increasing your marketing and advertising exposure, among other tactics.

So what should a Plan B look like?

Take a look at your industry and come up with a ratio of what percentage of your business should be devoted to one customer. By taking the time to think it through, you will most likely come up with the answer on your own. The key is to find a natural balance that maintains cash flow while sustaining strong customer relations. It could be 100 customers who each represent one (1%) percent of your business, ten that each account for 10%, four that are 25% each, or thousands that account for miniscule percentages of your overall business volume.

Think about the pitfalls and benefits of each scenario, and the multiple variations.

From the crisis perspective, losing one of those 100 customers only impacts one percent of your business while losing one of the four means a fourth of your business is lost. It would probably be much easier to add one percentage point to one of the other 99 customers than to get one of the remaining three (or all 3) to pick up the difference from losing 25% of your business. If you’ve got thousands of customers, what contingencies are in place for dealing with a major product recall or harmful defect? Improper action could have a significant impact on your customer’s loyalty.

The actual disaster you plan for may never happen to your business, and that’s okay. By taking the time to think through the repercussions and responses, you consider variables and prepare for actionable contingencies. It’s a process that prepares you for events beyond your control. Whatever they may turn out to be, you can cope with the consequences much more easily.

It is wise to review your disaster strategy occasionally, depending on the potential severity of the impact a crisis could have on your business. What do you do if your building catches fire and employees are hurt? What if flooding occurs or a tornado strikes? How do you react if there’s a groundswell of negative publicity about your company in the social media outlets? How do you handle a shareholders’ takeover attempt?

Diversifying your product line or adding additional services can also be part of your Plan B. When you have a single service or product, your company is exposed to market swings, economic downturns, consumer trends, and a myriad of other factors that can impact your business.

Plan B may also be a long, hard look at your financial status, a frank discussion with bankers, accountants, investors, and shareholders and taking steps to sell or close the business. Obviously, if the conditions are poor, selling may mean only minimum offers.

What happens if a trojan horse virus or malware shuts down your entire computer system – order processing, client records, and everything is contaminated? How long will you be down, or technically out of business? This is less of a treatise on the importance of backing up your data as it is on having a plan in place to deal with this potential crisis.

Brand Irons can help you put together a comprehensive disaster plan or crisis management strategy. Call us at (920) 366-6334 for an engagement consultation.

Protecting Your Brand

Classify this as a “Did You Know?” blog entry.

If you are concerned about protecting the proprietary material related to your business, talk to your legal counsel about the steps you can, and should take. Your attorney may refer you out to counsel who specializes in copyrights, patents, and trademarks, but it’s worth the effort to ensure your investments retain their value.

An example would be putting copyright information on your business documents. You can insert the © that indicates “copyright” in your document, along with a date and an identifier, such as © 2013, Brand Irons. While we don’t pretend to be attorneys, we do believe that simple act sets precedent.

As we understand it, where the legality gets sticky is if you pursue a violation through the court system, you have a far better chance of getting a favorable judgment if that copyright has been registered with the Copyright Office of the Library of Congress. The fee may be as little as $35.

If you’ve talked to someone who either has or has tried to obtain a patent, you have probably heard pros and cons about the merit of having one on your product or idea. These are processed through the U.S. Patent & Trademark Office. The key to having a patent on your invention is less about the filing process than it is about protecting your concept and product from being stolen by a potential competitor. This is where your legal counsel can provide a valuable service.

If you have a patent, as we understand it, you should obtain signed non-disclosure and non-compete agreements with any parties interested in learning more about it. The key is the signature and the date, especially if there’s an expiration attached to the document. This, as we’re sure your lawyer would tell you, is the first step in protecting what you have. You must then take every other step necessary to ensure you enforce the provisions of your patent protection. Again, consult and engage your attorney to handle these efforts for you. You want counsel handling these matters so you can run your business.

When it comes to protecting your brand with a trademark, there’s a 7-step process to start with on the U.S. Patent & Trademark Office’s website. From a protection standpoint, having a mark on your logo, service or product name indicates you have taken steps to protect the theft of your brand identifiers. Will it deter knock-off competitors? It should if the potential rival has scruples and business ethics, but remember that competition in our global economy relies on following the leader.

Yes, you should be flattered that someone is mimicking your brand concept. You should also be aware they are diluting the market by causing confusion among consumers who have yet to establish their loyalty to your brand. Setting the precedent of shutting down imitators sends a strong message through the marketing world that your brand is, indeed, your brand and one that will be protected at all costs.

Will there be emulators? Yes. Will there be loopholes in sustaining your legal rights to copyrights, trademarks, and/or patents and in protecting your brand? Yes.

Your strength in these matters lies in the strength of your brand. The more you create a unique identity that consumers associate themselves with, become and remain loyal to, the stronger the case becomes for your brand.

Another aspect of this topic that we’ll leave you with is that you should have a strategy in place for dealing with legal attacks of this nature. Consider it a crisis, perhaps relatively minor but with potentially significant long-range impact, and be prepared to deal with it.

Think of it this way: If you discover someone has launched a product with a similar purpose and knock-off logo, you’re already suffering damage. The sooner you can nip it in the bud, the less significant the potential repercussions. And remember, Brand Irons is here to help you establish and protect your brand.

Brand Your Work – Work Your Brand

Are Your Employees Engaged?

We’re not talking about whether they’re getting married. We’re writing about how involved they are in their work. A recent column by Anita Bruzzese in USA Today, which was also reprinted in the Green Bay Press-Gazette, struck a chord with us and, in our opinion, relates to marketing yourself and your business.

One of the more intriguing items in the column was that a Gallup survey found that 70% of workers are not engaged or actively engaged at work.

The piece delves into the concept that a large percentage of people have a job just to pay the bills and would rather be doing something else. Think about your employees for a minute. They may be doing an excellent job, in your opinion, but deep down they’re thinking about what they would rather be doing. Heck, they may already be doing it and hoping for a big break so they can leave you behind.

Bruzzese writes about Tama Kieves, an attorney who quit her legal practice to pursue her passion as a writer. A friend “got her thinking: If she was so good at something she didn’t like, imagine the success she might have doing something she loved.” It took some time, but eventually a publisher made Kieves an offer for her book, speaking, and coaching opportunities. The law career became an item on her resume.

If you ask your employees whether they are satisfied with and challenged by their work, what are the odds you’ll get a straight, honest answer? They will, in their own mind, at first question why you’re asking. Then they will wonder whether they should tell you what you want to hear or the truth. Keep in mind, they may be one and the same.

Ask about their hobbies and what they like to do with their free time. You may discover a latent talent you can encourage and, in turn, nurture their love of a paycheck from your company. You may also discover a true passion that may lead to an eventual departure from your company. Think of the option that incorporates their passion into your business model; it may be a whole new line of products or services you never thought of.

The gist of Bruzzese’s column, in relation to your employees and marketing your business, is that you must find ways to ensure they are engaged with what they’re doing. We have often seen excellent sales people get promoted to sales manager and wind up failing miserably. They are good at selling face-to-face with customers or prospects, but lack the drive to effectively engage with other sales people. They’d rather be out on the street instead of pushing people, and paper, around.

Perhaps it should be part of your hiring process to determine what your candidates are most excited about and if they are passionate about coming to work for your company or if they like the wage and benefits package. Where do they feel they could make the greatest contribution to the corporate mission? Your challenge, obviously, is getting the right fit and sustaining the engagement and the resulting productivity.

There may also be a time when it’s worth spending a few minutes (perhaps an hour or two) to reflect on where you are as well. Bruzzese’s column cites some points at the end from Kieves that stimulate such self-reflection.

When you think about that 70% ratio from the Gallup survey, it’s easy to understand why so many workers are not engaged. Teenagers working in fast food restaurants are only there for a paycheck and because they were unable to find any other employment. You may find a rare case where they aspire to management, but their career path usually leads in other directions. Take that out to virtually any industry or business and chances are the percentage of 70% disengagement holds true.

Since they’re now no longer with us, I can admit that I hated mowing my grandparents’ lawn. I would do virtually whatever I could to find an excuse or disable the lawn mower to get out of the job. Ever wonder how many accidents at work happen because the employee is unhappy and wants to do something else? There are professionals who can help you ensure that you do everything possible to engage your employees.

Next week we’ll spend some time on the impact social media can have on your business.

Are You Really Who You Say You Are?

There are business owners out there who believe they, and their business, are one thing when they really are something else. The problem creeps in when they start telling people who they are and the customers (and the public in general) discover the business is entirely different than how it’s portrayed.

This, on the surface, appears to be a public relations disaster waiting to happen. It is more commonly known as marketing myopia, and can be corrected. That’s the good news!

A common example is the owner of a business that sells insurance. The type of insurance has little significance, primarily because whatever the type of insurance is offered to potential customers, roughly half of the population will have an adverse reaction to the term “insurance.” The same percentage, give or take a few percentage points, applies to car sales, real estate agents, consultants, plumbers, and virtually every other occupation. Why? More on that later.

Think about insurance in its most basic form for a minute. Insurance is protection for the purchaser from some accident, death, or the negligence of some other party. Except in the case of dying, the owner can rest assured that his or her property is covered against a loss. When the policy holder dies, the insurance is intended to take care of loved ones, although it can never replace the companionship that is lost.

What is the end result of having a policy? Peace of mind. The ability to sleep well at night. Reduced risk in case of loss. Protection. What is that insurance agent selling, from the customer’s point-of-view? Pick one of the above, such as peace of mind.

Before we move on to other examples, let’s go back to the reason why so many people have an adverse reaction to various professional occupations. If you had a painful experience in the dentist’s chair when you were a child, how positive are you likely to feel about dentists in general? Over the years since, you’ve probably shared your uncomfortable experience and fear with countless other people. You probably wait to go see a dentist until you have cavities or need a root canal, which creates another less-than-pleasant experience … and the cycle continues.

Any person who’s had a bad experience with an insurance agent or policy claim has done the same thing, so the more types of insurance and agents that are in business, the greater the chances of bad experiences. We tend to forget the good experiences, so it becomes natural to have apprehension about various occupations, especially those involving sales. People don’t like to be sold; they like to make their own decisions.

Consultants are another good example. Business owners shy away from consultants because they have the single perception that a consultant is going to cost them money. The truth is a consultant should help a business make money!

Let’s look at some more examples.

If you operate a tavern and someone asks what you do, do you tell them you run a bar or serve alcohol to get people drunk? Maybe. Would it sound better if you explained that you’re in the business of providing entertainment in a fun, relaxed environment? People can drink alcohol anywhere. What you provide is an experience.

As a restaurant owner, do you tell people you run a restaurant? Yes, it’s true that’s what you do, but what they’re really looking for is the answer to why you do what you do. Try telling people you provide delicious food and exceptional service in a family friendly or cozy, candle-lit environment … whatever’s appropriate for your establishment. The right answer is far more likely to pique a person’s curiosity and be interested in giving you business than the fact you run a restaurant.

A carpet cleaning business helps people keep their living spaces clean and healthy.

A website company creates a global presence and market place.

A gas station enables car owners to keep driving their vehicles.

A plumber reduces the risk of water damage or ensures a clean supply of drinking water.

It’s our hope this has opened your eyes, and minds, to taking the time to think about what it is provide as a product or service to customers. A manufacturer of baseball bats turns pieces of wood into sporting equipment but, from the consumer’s perspective, offers a quality product to play a game at a professional level.

Contact Brand Irons if you’d like some help sifting through the jumble of what you offer so you can concentrate on telling people what it is you provide to them

Are You Connected The Right Way?

How well your business is networked or connected can mean the difference between success and even greater … profitability. A major element in this formula involves your company’s word-of-mouth status. We all know, or assume correctly, that word-of-mouth is the most effective and least costly method of marketing your business and yourself. What we tend to forget, though, is that word-of-mouth can also work against us as easily as it can work for the benefit of a business.

When we write about networking, there are many effective techniques that can be used to grow your business. One of the most prolific authors on the subject is Ivan Misner, Ph.D., the founder of BNI (Business Network International), and his most influential book on networking – in my opinion – is Networking Like A Pro – Turning Contacts Into Connections, co-written with David Alexander and Brian Hilliard.

What this blog is about, though, is how to know which connections you want to make and bring into your business network. Word-of-mouth is difficult to use for marketing unless people get to know you, your company, and your products and/or services. Once they know more about you and determine they can trust you and what you offer, your chances for successful word-of-mouth networking are vastly increased.

It starts with self-evaluation. Who are you? What is your company or business all about? Why are you in business? Who do you want to be in business with? Do they want to, or should they, be in business with you? Are they going to be good connections for you, or are you more a better connection for them? Do you share or compete for customers? Do you understand what each of you is selling and how you can best cooperate?

Armed with answers to these questions, you are better prepared to consider and determine which businesses and/or individual business or non-business individuals you want to be connected with to grow your business. You must consider the value, or potential value, each connection has for your business to succeed. Let’s look at some examples.

A chiropractor has a natural connection with a massage therapist. The chiropractor’s work is easier if the client has seen a massage therapist before the adjustment, and the therapist has an easier time if the client has already been adjusted. The connection appears obvious, and the success of the relationship depends on how comfortable the two parties involved are with referring clients to each other. The twist in the relationship comes from the person in the middle, the client. If the client already has a chiropractor, the message therapist finds it hard to refer them to their connection. Their continued success relies on being able to market their services in conjunction with each other while still being able to accept and work with clients referred to them from other massage therapists or chiropractors.

Real estate agents and mortgage brokers/bankers are another logical pair for being connected in business. The strength of their relationship determines how well each does and how long they work together. When you think about being connected in the real estate profession, you must also consider the other natural alliances. A title company, remodeling service, landscaper, plumber, electrician, appraisal service, and other business entities with a stake in the success of a real estate transaction are all potential members of a coalition to benefit the consumer. The challenge is to find the services who can refer work to you comfortably, and to be able to reciprocate on a frequent enough basis to make the relationship profitable in both directions.

The key to the success of your business networking is to have a clear understanding of which companies, and which individuals, you want to and must be connected with to grow your business. You could be the world’s foremost brain surgeon, but unless you have physicians referring patients to you, you will be out on the street asking everyone you meet whether or not they need brain surgery … and being connected with a mechanic or a restaurant owner will probably have little impact on your bottom line.

How many sales “professionals” do you know who, when asked, will tell you they have a huge network of more than 500 connections? When you probe a little deeper, you learn they have a customer base of 10 clients and the other 490+ are friends, family members, and casual acquaintances from hanging out in restaurants. That’s “thinking” you are connected when you’re really a far cry from having the network you desire.

Take the time to think through how well you’re connected and which connections you lack that you would like to add to your business network. Your professional business and/or marketing consultant can help you see the trees in the forest.