Free daily tips, information and advice for small business
from personal experience starting-up, operating and expanding small businesses of my own.
If you don't use Facebook to promote your business, you should. Facebook can be valuable in helping you operate and expand.
Just to be clear--I don't work for Facebook, and I don't get anything from writing about Facebook. But Facebook is a useful addition to your marketing tool box, and everyone in small business deserves to know about it and use it.
First, a Facebook page or presence is easy to set up. Even if you are not computer-savvy, you can follow the simple directions and be up and running in about five minutes. Just go to Facebook.com and begin.
Second, a Facebook page puts a photo face on your business. Everyone snaps digital photos these days. And a photo is easily uploaded to your Facebook page. (I've covered this--and given many examples--in previous write-ups.)
Third, a Facebook page is easy to maintain. You don't have to hire an expert. You simply check in every day and add more photos and comments. Quick, easy, cheap.
Fourth, a Facebook page brings in new business. As people "like" the things you put up on your page, they pass them around. This gets your business in front of more eyeballs.
Keep in mind that a Facebook page (I like to think of it as a presence) is a living thing. It's not like a brochure, it's more like a scroll that unfolds day by day. It attracts attention because it is not static--it changes. And you make the changes yourself.
Make your input photos a living record of your business. If you are a baker, photograph every cake as you are making it. If you are a florist, photograph every flower arrangement as you're are creating it. Show before and after photos. If you sell eye glass frames, get up close and personal with your frames, with an eyeball peering through at the camera.
Don't try to be professional. Instead, aim for humor or craziness. These things attract attention. You're not taking photographs for display in a gallery. You're having fun.
Bakers and florists are not the only ones who can benefit from a Facebook presence. Auto repair shops can use a close up picture of a mechanic's hand fiddling with some part under the hood. Pest exterminators can take endless pictures of bugs. Even lawyers and accountants can take pictures of public street scenes--adding comments.
The purpose of these pictures is to inform and entertain. They are quick glimpses or slices of life--something to do with you and your business, but memorable.
I know some small businesses that post pictures almost daily on their Facebook page. It keeps people talking, it keeps you in their minds, it spreads the word.
And it's free.
You can promote your business in many ways. Almost all of them cost you money. But Facebook came along and offered to promote you for free. Amazing. Ain't America a wonderful place?
Friday, August 29, 2014
Thursday, August 28, 2014
Answering phone calls
Free daily tips, information and advice for small business
from personal experience starting-up, operating and expanding small businesses of my own.
Serious business owners have a business telephone. And every telephone call should always be answered--live.
The person who answers your telephone is your business. The face of your business leaps into the caller's mind immediately when your phone is answered.
Example: Wendy was always busy in her dress shop. She ran the place alone, aiming to improve the wardrobes of business women. She had many ideas for accessories, and she was continually placing and re-placing accessories on outfits on display--a silk scarf here, a silver brooch there. She changed her store's front window at least two or three times each week. When the phone rang, she usually let it go to voice mail. Wendy woke up when one caller left this message: "I wanted to know if you carried designer clothes. I'll try someplace else."
You can lose a sale and a customer when you don't answer their phone call. And it is unlikely the caller will return to you. People move on.
Example: Andrew operated an architectural design firm. He worked alone and was frequently out of his office, so he had all calls transferred to his personal cell phone. One morning his cell phone buzzed as he walked next door to get a cup of coffee. The caller was from a high end architectural design firm and wanted to know if Andrew had any interest in being part of a team working on new corporate offices for a major company. If he had not taken that call, he might still be struggling. Today, however, he has two assistants and a personal receptionist/office manager who answers every call professionally.
Your business depends on customers and clients getting in touch with you in a live conversation. They deserve your attention--whenever they call.
Some businesses I know have a rule on ringing telephones==answer every call no later than the second ring. Their customers and clients are well-served by the policy.
from personal experience starting-up, operating and expanding small businesses of my own.
Serious business owners have a business telephone. And every telephone call should always be answered--live.
The person who answers your telephone is your business. The face of your business leaps into the caller's mind immediately when your phone is answered.
Example: Wendy was always busy in her dress shop. She ran the place alone, aiming to improve the wardrobes of business women. She had many ideas for accessories, and she was continually placing and re-placing accessories on outfits on display--a silk scarf here, a silver brooch there. She changed her store's front window at least two or three times each week. When the phone rang, she usually let it go to voice mail. Wendy woke up when one caller left this message: "I wanted to know if you carried designer clothes. I'll try someplace else."
You can lose a sale and a customer when you don't answer their phone call. And it is unlikely the caller will return to you. People move on.
Example: Andrew operated an architectural design firm. He worked alone and was frequently out of his office, so he had all calls transferred to his personal cell phone. One morning his cell phone buzzed as he walked next door to get a cup of coffee. The caller was from a high end architectural design firm and wanted to know if Andrew had any interest in being part of a team working on new corporate offices for a major company. If he had not taken that call, he might still be struggling. Today, however, he has two assistants and a personal receptionist/office manager who answers every call professionally.
Your business depends on customers and clients getting in touch with you in a live conversation. They deserve your attention--whenever they call.
Some businesses I know have a rule on ringing telephones==answer every call no later than the second ring. Their customers and clients are well-served by the policy.
Wednesday, August 27, 2014
Sharing space
Free daily tips, information and advice for small business
from personal experience starting-up, growing and expanding my own small businesses.
Previous write-ups have covered businesses owned by two or more partners. Less formal arrangements can benefit small operations.
Small businesses can share the costs of space and expenses. This arrangement works best with businesses that don't compete with each other but target the same or similar markets.
Example: Dr. Smith is an ophthalmologist. He wanted to move into larger office space, and at the same time he decided to partner with an audiologist. They maintain their practices entirely separate, but they share the expense of common areas and a receptionist who serves the two.
A spillover of clients and referrals can occur when two non-competing medical practices come together at the same location. Think chiropractors and nutritionists, podiatrists and massage specialists, dermatologists and psychotherapists.
Example: Artists and artisans can find it too expensive to afford a working studio that is open to the buying public. But a jewelry maker and a fiber artist can share space without getting in each other's way. By coordinating schedules, one or the other is always on hand to handle phones, customers and sales. Some take it to the next level--with jewelry, several different artists can share a single studio; and with potters, several different artists can share the space and the kilns. More importantly, they target the same market, drawing a more diverse buying public than if done alone.
Example: Massage therapists, nutritionists, hypnotists and holistic practitioners can benefit by coming together in a shared located. I know of instances in which these types of operations were only an interim step, growing eventually into full-fledged spa operations. See previous write-ups on this phenomenon.
Example: Tradespeople (plumbers, electricians, etc.) do most of their work at the work site. Having an office seems a needless expense. But if these specialists come together to rent space, it can be beneficial to future growth.
You need to carefully think through the benefits and drawbacks of such arrangements. No matter your particular business, you should be able to share space--and perhaps a receptionist--to the benefit of both operations.
You can be very creative in figuring out ways to get into business and then grow the operation. Sharing space is only one avenue. See my previous write-ups for more ideas.
from personal experience starting-up, growing and expanding my own small businesses.
Previous write-ups have covered businesses owned by two or more partners. Less formal arrangements can benefit small operations.
Small businesses can share the costs of space and expenses. This arrangement works best with businesses that don't compete with each other but target the same or similar markets.
Example: Dr. Smith is an ophthalmologist. He wanted to move into larger office space, and at the same time he decided to partner with an audiologist. They maintain their practices entirely separate, but they share the expense of common areas and a receptionist who serves the two.
A spillover of clients and referrals can occur when two non-competing medical practices come together at the same location. Think chiropractors and nutritionists, podiatrists and massage specialists, dermatologists and psychotherapists.
Example: Artists and artisans can find it too expensive to afford a working studio that is open to the buying public. But a jewelry maker and a fiber artist can share space without getting in each other's way. By coordinating schedules, one or the other is always on hand to handle phones, customers and sales. Some take it to the next level--with jewelry, several different artists can share a single studio; and with potters, several different artists can share the space and the kilns. More importantly, they target the same market, drawing a more diverse buying public than if done alone.
Example: Massage therapists, nutritionists, hypnotists and holistic practitioners can benefit by coming together in a shared located. I know of instances in which these types of operations were only an interim step, growing eventually into full-fledged spa operations. See previous write-ups on this phenomenon.
Example: Tradespeople (plumbers, electricians, etc.) do most of their work at the work site. Having an office seems a needless expense. But if these specialists come together to rent space, it can be beneficial to future growth.
You need to carefully think through the benefits and drawbacks of such arrangements. No matter your particular business, you should be able to share space--and perhaps a receptionist--to the benefit of both operations.
You can be very creative in figuring out ways to get into business and then grow the operation. Sharing space is only one avenue. See my previous write-ups for more ideas.
Tuesday, August 26, 2014
Making a living?
Not selling anything--just free daily tips, information and advice for people in small business
from a lifetime of personal experience starting-up, operating and growing businesses.
Your small business should be doing more than just making a living for you and your family. If not, get busy.
Many small businesses are marginal operations. If that's you, you need to do some soul-searching and rethink your business.
Look at it as a fork in the road. Behind you is "making a living." Ahead, you can go in two directions. Continue as you are or kick the business up a notch.
Example: Peter runs a florist shop. Many of his customers are locals who return to him when they want fresh flower arrangements. He gets additional orders through national floral organizations. It's not enough, however. He has kids who want to go to college one day. Peter decided to expand into rentals of flower arrangements--both fresh flowers and high quality silk flowers. He now regularly supplies arrangements to banks, clinics, organizations and corporate offices on a regular schedule--and in a wider area than he previously served. His bottom line has doubled.
To make more than a living, look to expand your business into additional avenues. If one doesn't work, try another.
Example: Della runs a consignment shop. She filled it with many things--from clothing to toys, from furniture to kitchen items, baskets and books. She thought that by having a little of everything, she would attract more customers. But business has not been very good. Della noticed a market for vintage and antique clothing. She began searching out items that would extend her stock (and reputation) in that direction. Soon, her consignment shop became a destination for teens, theater groups, high school play producers, and fiber artists looking for vintage and antique clothing and materials. People now come from far and near to shop there, and her website and Facebook page are both very active. Today, Della concentrates totally on this market. She has transitioned her "making a living" business into a much more successful operation.
Just "making a living" should not be your goal. Solve your particular problem by planning for a better future. You are always at a fork in your road. You can rock along, or you can head off in a better direction.
Hey! You got your business off the ground. Now make it all it can be.
I didn't get material for these write-ups by reading books or sitting through boring lectures. I've been there, done that--starting-up, operating and growing businesses of my own. I include dozens of examples in these write-ups. All are true--only the names are changed. Hundreds of examples are included in previous write-ups. I'm retired now, and I spend my time writing about what you can do to be more successful.
from a lifetime of personal experience starting-up, operating and growing businesses.
Your small business should be doing more than just making a living for you and your family. If not, get busy.
Many small businesses are marginal operations. If that's you, you need to do some soul-searching and rethink your business.
Look at it as a fork in the road. Behind you is "making a living." Ahead, you can go in two directions. Continue as you are or kick the business up a notch.
Example: Peter runs a florist shop. Many of his customers are locals who return to him when they want fresh flower arrangements. He gets additional orders through national floral organizations. It's not enough, however. He has kids who want to go to college one day. Peter decided to expand into rentals of flower arrangements--both fresh flowers and high quality silk flowers. He now regularly supplies arrangements to banks, clinics, organizations and corporate offices on a regular schedule--and in a wider area than he previously served. His bottom line has doubled.
To make more than a living, look to expand your business into additional avenues. If one doesn't work, try another.
Example: Della runs a consignment shop. She filled it with many things--from clothing to toys, from furniture to kitchen items, baskets and books. She thought that by having a little of everything, she would attract more customers. But business has not been very good. Della noticed a market for vintage and antique clothing. She began searching out items that would extend her stock (and reputation) in that direction. Soon, her consignment shop became a destination for teens, theater groups, high school play producers, and fiber artists looking for vintage and antique clothing and materials. People now come from far and near to shop there, and her website and Facebook page are both very active. Today, Della concentrates totally on this market. She has transitioned her "making a living" business into a much more successful operation.
Just "making a living" should not be your goal. Solve your particular problem by planning for a better future. You are always at a fork in your road. You can rock along, or you can head off in a better direction.
Hey! You got your business off the ground. Now make it all it can be.
I didn't get material for these write-ups by reading books or sitting through boring lectures. I've been there, done that--starting-up, operating and growing businesses of my own. I include dozens of examples in these write-ups. All are true--only the names are changed. Hundreds of examples are included in previous write-ups. I'm retired now, and I spend my time writing about what you can do to be more successful.
Monday, August 25, 2014
Mystery shoppers
Not selling anything--just free daily tips, information and advice to help you run your small business, all from personal experience starting-up, operating and expanding businesses over a lifetime.
Your business can benefit from doing a little test. Have a friend call your business and report back to you. Or have them make an appointment, or come into your shop and see how they're treated by your employee.
Businesses big and small use mystery shoppers to check up on the operation. How was the phone answered? Was the employee knowledgeable? Was the experience helpful to the caller/customer/client?
By doing this little check-up, you can improve your relationship with customers and the general public. The feedback can be eye-opening.
I am not suggesting that you go out and hire a professional mystery shopper. A trusted acquaintance can get results that will be useful to your business.
Example: Marisa runs a hair salon. She decided to check up on her receptionist--how the employee made appointments, suggested salon services and products, and generally handled customer concerns and questions. Marisa asked three friends to call. Two reported back that the receptionist promptly answered the phone, cheerfully took their information, fielded many questions and was knowledgeable about services. The third friend reported that the receptionist curtly said that she was very busy and couldn't take the time to go into detail on products for sale. With these mixed reports, Marisa looked at the receptionist's work schedule and knowledge of products sold off the shelf. She made one change--pass all calls about products to Marisa herself who was familiar with product details. This helped the operation run more smoothly and contributed to the bottom line.
A professional mystery shopping business can charge big bucks for their services. But small businesses can get good results using friends and acquaintances to do an informal job.
Example: Joe owns and manages a small restaurant, open for breakfast, lunch and dinner. He is on site for dinner, but not for breakfast and lunch. He made arrangements for several friends to report back to him after having breakfast or lunch. Everyone who reported back on lunch gave good results, but just about everyone who ate breakfast had nothing good to say about their food experience--the omelet was runny, the sausages were cold, and the bacon was burned. Joe replaced the morning cook. When he checked again, everything had improved.
Sometimes, a little mystery shopping can ferret out an under performing employee. Other times, it can confirm that you have a smoothly running operation.
Example: Eugene is a busy chiropractor. He has an older lady who handles the reception desk and other duties. He asked several friends to call and report back to him their experience. They were instructed to ask about shoulder/leg/back pains and how these might be addressed by chiropractic, together with questions about charges, evening appointments, and more. All reported back positive results. Eugene took his receptionist out to dinner and gave her a raise.
Checking up on your operation can help you run a better business. When problems are uncovered, solve them immediately. Later, check again.
You can "mystery shop" your operation easily and inexpensively. I've hired mystery shoppers in the past, and I've done mystery shopping myself--what you look for is an honest opinion from a disinterested shopper or caller. Their report can improve your operation in ways you might not be seeing yourself.
Your business can benefit from doing a little test. Have a friend call your business and report back to you. Or have them make an appointment, or come into your shop and see how they're treated by your employee.
Businesses big and small use mystery shoppers to check up on the operation. How was the phone answered? Was the employee knowledgeable? Was the experience helpful to the caller/customer/client?
By doing this little check-up, you can improve your relationship with customers and the general public. The feedback can be eye-opening.
I am not suggesting that you go out and hire a professional mystery shopper. A trusted acquaintance can get results that will be useful to your business.
Example: Marisa runs a hair salon. She decided to check up on her receptionist--how the employee made appointments, suggested salon services and products, and generally handled customer concerns and questions. Marisa asked three friends to call. Two reported back that the receptionist promptly answered the phone, cheerfully took their information, fielded many questions and was knowledgeable about services. The third friend reported that the receptionist curtly said that she was very busy and couldn't take the time to go into detail on products for sale. With these mixed reports, Marisa looked at the receptionist's work schedule and knowledge of products sold off the shelf. She made one change--pass all calls about products to Marisa herself who was familiar with product details. This helped the operation run more smoothly and contributed to the bottom line.
A professional mystery shopping business can charge big bucks for their services. But small businesses can get good results using friends and acquaintances to do an informal job.
Example: Joe owns and manages a small restaurant, open for breakfast, lunch and dinner. He is on site for dinner, but not for breakfast and lunch. He made arrangements for several friends to report back to him after having breakfast or lunch. Everyone who reported back on lunch gave good results, but just about everyone who ate breakfast had nothing good to say about their food experience--the omelet was runny, the sausages were cold, and the bacon was burned. Joe replaced the morning cook. When he checked again, everything had improved.
Sometimes, a little mystery shopping can ferret out an under performing employee. Other times, it can confirm that you have a smoothly running operation.
Example: Eugene is a busy chiropractor. He has an older lady who handles the reception desk and other duties. He asked several friends to call and report back to him their experience. They were instructed to ask about shoulder/leg/back pains and how these might be addressed by chiropractic, together with questions about charges, evening appointments, and more. All reported back positive results. Eugene took his receptionist out to dinner and gave her a raise.
Checking up on your operation can help you run a better business. When problems are uncovered, solve them immediately. Later, check again.
You can "mystery shop" your operation easily and inexpensively. I've hired mystery shoppers in the past, and I've done mystery shopping myself--what you look for is an honest opinion from a disinterested shopper or caller. Their report can improve your operation in ways you might not be seeing yourself.
Friday, August 22, 2014
Your reputation
Free daily tips, information and advice for small business
from personal experience in business--been there, done that.
Your reputation is everything in business. It spreads, good or bad.
As they say, bad news travels all the way around the world while good news is just waking up. You don't want bad news.
You build your reputation every day.
Example: Steve runs a small rental business. He rents carpet cleaners, power washers, concrete mixers, even lawn mowers, power tools and other things needed by homeowners and contractors. When a homeowner called saying she couldn't get the carpet cleaner to work, Steve jumped in his truck and went to the home to solve the problem. He took along a replacement machine--just in case. When a landscaper brought back a lawnmower saying that the blade was not sharp, Steve replaced the blade with a new one and wiped out the rental charge.
You can handle problems in different ways. Each customer complaint, however, should be handled quickly. Doing so protects your reputation by building customer confidence in you. This goes a long way toward assuring a good future relationship.
Example: Elena runs a small health food store. She sells organic vegetables, packaged foods, sandwiches and wraps to go, vitamins and supplements, and more. When a customer returned a bunch of carrots saying they were woody, Elena refunded the cost and gave the customer a gift certificate in a small amount to be used on anything in the store. The customer used it right away, spending many times the value of the gift certificate.
By going the extra mile, Elena helped the customer through a disappointing experience. The reputation of the store was protected.
Example: Betsy operated a one woman public relations firm. She was a whirlwind of activity with clients. One called to complain that the news release Betsy had provided didn't get picked up by the local press. Betsy went into action. She called several contacts, got the news release published and turned the situation around--building customer confidence and preparing the way for future business.
Carefully guard your reputation. Use every complaint as an opportunity. Show your customer that you care about their problems, that they can depend on you, and that you always follow through.
Your customers expect you to stand behind your goods and services. But no matter how alert you might be, mistakes happen and difficult situations arise. These are opportunities to show your stuff, gaining the confidence of your customer and assuring a continuing relationship--including referrals.
from personal experience in business--been there, done that.
Your reputation is everything in business. It spreads, good or bad.
As they say, bad news travels all the way around the world while good news is just waking up. You don't want bad news.
You build your reputation every day.
Example: Steve runs a small rental business. He rents carpet cleaners, power washers, concrete mixers, even lawn mowers, power tools and other things needed by homeowners and contractors. When a homeowner called saying she couldn't get the carpet cleaner to work, Steve jumped in his truck and went to the home to solve the problem. He took along a replacement machine--just in case. When a landscaper brought back a lawnmower saying that the blade was not sharp, Steve replaced the blade with a new one and wiped out the rental charge.
You can handle problems in different ways. Each customer complaint, however, should be handled quickly. Doing so protects your reputation by building customer confidence in you. This goes a long way toward assuring a good future relationship.
Example: Elena runs a small health food store. She sells organic vegetables, packaged foods, sandwiches and wraps to go, vitamins and supplements, and more. When a customer returned a bunch of carrots saying they were woody, Elena refunded the cost and gave the customer a gift certificate in a small amount to be used on anything in the store. The customer used it right away, spending many times the value of the gift certificate.
By going the extra mile, Elena helped the customer through a disappointing experience. The reputation of the store was protected.
Example: Betsy operated a one woman public relations firm. She was a whirlwind of activity with clients. One called to complain that the news release Betsy had provided didn't get picked up by the local press. Betsy went into action. She called several contacts, got the news release published and turned the situation around--building customer confidence and preparing the way for future business.
Carefully guard your reputation. Use every complaint as an opportunity. Show your customer that you care about their problems, that they can depend on you, and that you always follow through.
Your customers expect you to stand behind your goods and services. But no matter how alert you might be, mistakes happen and difficult situations arise. These are opportunities to show your stuff, gaining the confidence of your customer and assuring a continuing relationship--including referrals.
Thursday, August 21, 2014
Partners in business
Free daily tips, information and advice for small business
from personal experience--been there, done that.
You will find this useful if you are considering taking on a partner in your business. Two people joining together to form a business is sort of like a marriage.
Partners must be compatible with each other, appreciate each other's company, and complement each other.
Example: Clayton ran a small carpentry business. He had many years experience building fine cabinetry in residences, offices and clinics. Business was good, but Clayton wanted to expand. He, his employees and his shop could handle more jobs, but he knew he lacked the "outside" skills--meeting new people, attending events, selling his services. He found a potential partner in Bill. They enjoyed their conversations and respected each other's mind set. Bill had a successful career behind him selling window treatments to residential clients, decorators, and office managers. Clayton and Bill formed a partnership based on all the new business Bill could bring to the cabinet shop over the course of a year. If targets were met, Clayton and Bill would own equal parts of the ongoing business.
Look for partners who bring talents that complement your own. If you're good at production but not so good at selling, do as Clayton did. A careful phasing-in period can be important to iron out the details.
Setting up a partnership in an existing business is one thing. Setting up a partnership as a brand new operation is another.
Example: Gary had run several successful businesses. Looking around, he saw a new opportunity in real estate--small apartment buildings. Money was not his problem, but Gary realized he would need a detail oriented partner. He began a search--asking business friends, interviewing several possible candidates, and, finally, homing in on a young man named Jose. Jose was bright, energetic, ambitious, a "self starter" and had held several different jobs in the construction trades while in high school. Best of all, Gary and Jose had compatible personalities. Gary proposed an equal partnership, starting out with a small apartment house. Gary would handle the business end (banks, lawyers, taxes, etc.) while Jose would handle maintenance, customer complaints, and search out additional properties they might acquire. The partnership was successful. Gary and Jose worked together, relying on each other's experience and talents.
Care must be exercised in setting up a partnership. Two partners who do the same things get in each other's way. Two partners who complement each other have a good chance at success.
All my examples are taken from personal experience--only the names are changed. For more than 30 years, I ran my own businesses, and for ten years I headed the Business Owners Institute in New Jersey--all the while writing about small business. I have learned the hard lessons of small business--what works and what does not work. And that is why I write this daily blog.
from personal experience--been there, done that.
You will find this useful if you are considering taking on a partner in your business. Two people joining together to form a business is sort of like a marriage.
Partners must be compatible with each other, appreciate each other's company, and complement each other.
Example: Clayton ran a small carpentry business. He had many years experience building fine cabinetry in residences, offices and clinics. Business was good, but Clayton wanted to expand. He, his employees and his shop could handle more jobs, but he knew he lacked the "outside" skills--meeting new people, attending events, selling his services. He found a potential partner in Bill. They enjoyed their conversations and respected each other's mind set. Bill had a successful career behind him selling window treatments to residential clients, decorators, and office managers. Clayton and Bill formed a partnership based on all the new business Bill could bring to the cabinet shop over the course of a year. If targets were met, Clayton and Bill would own equal parts of the ongoing business.
Look for partners who bring talents that complement your own. If you're good at production but not so good at selling, do as Clayton did. A careful phasing-in period can be important to iron out the details.
Setting up a partnership in an existing business is one thing. Setting up a partnership as a brand new operation is another.
Example: Gary had run several successful businesses. Looking around, he saw a new opportunity in real estate--small apartment buildings. Money was not his problem, but Gary realized he would need a detail oriented partner. He began a search--asking business friends, interviewing several possible candidates, and, finally, homing in on a young man named Jose. Jose was bright, energetic, ambitious, a "self starter" and had held several different jobs in the construction trades while in high school. Best of all, Gary and Jose had compatible personalities. Gary proposed an equal partnership, starting out with a small apartment house. Gary would handle the business end (banks, lawyers, taxes, etc.) while Jose would handle maintenance, customer complaints, and search out additional properties they might acquire. The partnership was successful. Gary and Jose worked together, relying on each other's experience and talents.
Care must be exercised in setting up a partnership. Two partners who do the same things get in each other's way. Two partners who complement each other have a good chance at success.
All my examples are taken from personal experience--only the names are changed. For more than 30 years, I ran my own businesses, and for ten years I headed the Business Owners Institute in New Jersey--all the while writing about small business. I have learned the hard lessons of small business--what works and what does not work. And that is why I write this daily blog.
Wednesday, August 20, 2014
Catalogs today
Free daily tips, information and advice for small business
from personal experience starting-up, solving problems, and growing several businesses.
Catalogs have a long and colorful history. For more than a hundred years, catalogs have brought the world to the doors of Americans.
Well, the world has moved on. Catalogs today still put products in front of prospective customers. Catalogs are on the Internet and in your mailbox.
Example: Ralph runs a furniture store. It's been in his family for many years and enjoys a good reputation in the area it serves. Ralph saw a market for American made furniture that he wanted to tackle. He contacted several small furniture makers--from single operator furniture designers to Amish family operations. Gradually, Ralph homed in on selections. He posted his catalog on his website and he mailed his new catalog to a growing list of prospects. It worked. Not only did his current customers come to the store more often, new customers signed on as well. And they referred others.
Some people are attracted to one-of-a-kind products and designer limited edition pieces. Businesses can successfully expand into these markets.
Example: Gweneth owns and operates a garden center. For years she expanded into greenhouses, growing many kinds of annuals and perennials, herbs and vegetables. She served both the wholesale and retail markets. Competition grew increasingly stiff, and pricing became very tight. She decided on a major change. Today, she grows daylilies and hostas in the fields, and the greenhouses are filled with orchids and unusual green plants. Her catalogs are mainly on the website, but a few are printed and mailed to a select clientele. The printed catalogs have attracted the attention of collectors and specialists in the plants she grows. Gweneth maintains an inventory of the older catalog issues which people order from her--a small market in itself, but it helps defray the catalog costs.
Catalogs can be used in many businesses. Products include women's fashion, trendy housewares, furniture, unusual plants, cigars, chocolates, coffee, teas and more.
Not all businesses will find catalogs cost effective. With a website, it's easy to test out for yourself whether or not catalogs work in your business.
Printed catalogs are expensive to produce and mail. But you can put a catalog on your website relatively cheaply--making it colorful, attractive and useful in expanding your reach.
from personal experience starting-up, solving problems, and growing several businesses.
Catalogs have a long and colorful history. For more than a hundred years, catalogs have brought the world to the doors of Americans.
Well, the world has moved on. Catalogs today still put products in front of prospective customers. Catalogs are on the Internet and in your mailbox.
Example: Ralph runs a furniture store. It's been in his family for many years and enjoys a good reputation in the area it serves. Ralph saw a market for American made furniture that he wanted to tackle. He contacted several small furniture makers--from single operator furniture designers to Amish family operations. Gradually, Ralph homed in on selections. He posted his catalog on his website and he mailed his new catalog to a growing list of prospects. It worked. Not only did his current customers come to the store more often, new customers signed on as well. And they referred others.
Some people are attracted to one-of-a-kind products and designer limited edition pieces. Businesses can successfully expand into these markets.
Example: Gweneth owns and operates a garden center. For years she expanded into greenhouses, growing many kinds of annuals and perennials, herbs and vegetables. She served both the wholesale and retail markets. Competition grew increasingly stiff, and pricing became very tight. She decided on a major change. Today, she grows daylilies and hostas in the fields, and the greenhouses are filled with orchids and unusual green plants. Her catalogs are mainly on the website, but a few are printed and mailed to a select clientele. The printed catalogs have attracted the attention of collectors and specialists in the plants she grows. Gweneth maintains an inventory of the older catalog issues which people order from her--a small market in itself, but it helps defray the catalog costs.
Catalogs can be used in many businesses. Products include women's fashion, trendy housewares, furniture, unusual plants, cigars, chocolates, coffee, teas and more.
Not all businesses will find catalogs cost effective. With a website, it's easy to test out for yourself whether or not catalogs work in your business.
Printed catalogs are expensive to produce and mail. But you can put a catalog on your website relatively cheaply--making it colorful, attractive and useful in expanding your reach.
Tuesday, August 19, 2014
Keeping in touch
Free daily tips, information and advice for small business
from personal experience starting-up, solving problems, and growing small businesses.
You already know the value of keeping in touch. You call friends. You stop in to see a relative. These are personal friends.
What about business friends? These are people who have depended on you--your products and services. These people are your customers and clients.
A single word from you can go a long way in business. Literally. Keeping in touch reminds your customers/clients who you are and the good experience they had dealing with you. And they spread the word, bringing you referrals.
You can keep in touch in many ways. Here are some reminders.
Facebook is the new kid on the block, along with other social media possibilities. Facebook is a very effective way to reach out and keep in touch. You should be snapping pictures every day of your creations (artists, artisans, chefs, bakers, landscapers, etc.), the inside of your store or office (racks of clothing, cases of jewelry, equipment set-ups, etc.), the street scene outside (flea markets, parades, car shows, etc.). Selfies can be fun. Post these pictures on your Facebook page, not every day, but a couple of times each week.
Emails sent to your regular customer list can be effective in announcing sales and other events. Too many emails can be a turn-off, however. Emails should be about your client or customer and THEIR interests, not yours. Keep it brief, and don't send them too often.
Blogs can be a very effective way to keep in touch. I know many business people who write a blog once a week. I write this blog every weekday morning. Blogs can be a way to personalize your business. Concentrate on things that the reader is interested in--more information about a particular subject, new things happening in your industry. A blog meant for customers/clients is NOT a personal diary. Keep your material fresh, optimistic and simple.
Newsletters are more involved. Some are placed on websites, others are printed and mailed. (Yes, some businesses still mail newsletters, but today most newsletters are on the websites.) Unlike short blogs, newsletters tend to be more formal and they are longer, covering several different subjects. They can be useful in communicating difficult subjects. Attorneys, tax experts, consultants, medical specialists and others find newsletters to be an effective way to explain in depth the ways in which they can help clients--and attract new attention.
Phone calls are personal, and they can be annoying. A phone call from someone you know and have dealt with in the past can be an effective reminder. Use phone calls sparingly. Phone calls to a list of people you don't know and who don't know you are definitely a turn-off. And recorded phone calls are a no-no. But phone calls to remind people of appointments, upcoming sales and special events can be very useful--and appreciated.
Keep in touch, but do it smart. You don't want to come across as a nuisance. Keeping in touch with short reminders, colorful pictures, and clear explanations of some aspect of your business can grow your business.
Done right, your customers/clients will appreciate being reminded of who you are and what you can do for them. And they will refer others to you.
To grow your business, you want to extend your reach in the community you serve. Keeping in touch is a valuable method to put in your business toolbox.
from personal experience starting-up, solving problems, and growing small businesses.
You already know the value of keeping in touch. You call friends. You stop in to see a relative. These are personal friends.
What about business friends? These are people who have depended on you--your products and services. These people are your customers and clients.
A single word from you can go a long way in business. Literally. Keeping in touch reminds your customers/clients who you are and the good experience they had dealing with you. And they spread the word, bringing you referrals.
You can keep in touch in many ways. Here are some reminders.
Facebook is the new kid on the block, along with other social media possibilities. Facebook is a very effective way to reach out and keep in touch. You should be snapping pictures every day of your creations (artists, artisans, chefs, bakers, landscapers, etc.), the inside of your store or office (racks of clothing, cases of jewelry, equipment set-ups, etc.), the street scene outside (flea markets, parades, car shows, etc.). Selfies can be fun. Post these pictures on your Facebook page, not every day, but a couple of times each week.
Emails sent to your regular customer list can be effective in announcing sales and other events. Too many emails can be a turn-off, however. Emails should be about your client or customer and THEIR interests, not yours. Keep it brief, and don't send them too often.
Blogs can be a very effective way to keep in touch. I know many business people who write a blog once a week. I write this blog every weekday morning. Blogs can be a way to personalize your business. Concentrate on things that the reader is interested in--more information about a particular subject, new things happening in your industry. A blog meant for customers/clients is NOT a personal diary. Keep your material fresh, optimistic and simple.
Newsletters are more involved. Some are placed on websites, others are printed and mailed. (Yes, some businesses still mail newsletters, but today most newsletters are on the websites.) Unlike short blogs, newsletters tend to be more formal and they are longer, covering several different subjects. They can be useful in communicating difficult subjects. Attorneys, tax experts, consultants, medical specialists and others find newsletters to be an effective way to explain in depth the ways in which they can help clients--and attract new attention.
Phone calls are personal, and they can be annoying. A phone call from someone you know and have dealt with in the past can be an effective reminder. Use phone calls sparingly. Phone calls to a list of people you don't know and who don't know you are definitely a turn-off. And recorded phone calls are a no-no. But phone calls to remind people of appointments, upcoming sales and special events can be very useful--and appreciated.
Keep in touch, but do it smart. You don't want to come across as a nuisance. Keeping in touch with short reminders, colorful pictures, and clear explanations of some aspect of your business can grow your business.
Done right, your customers/clients will appreciate being reminded of who you are and what you can do for them. And they will refer others to you.
To grow your business, you want to extend your reach in the community you serve. Keeping in touch is a valuable method to put in your business toolbox.
Monday, August 18, 2014
Selling yourself
Free daily tips, information and advice for small business
from personal experience starting-up and growing businesses of my own.
No business will make it unless someone sells the soap. Or the advice. Or whatever it is that inspired you in the first place.
Business is selling.
Owners who shy away from selling are ignoring their own childhood and adolescence. You learned to sell every step along the way.
All of us sold our parents--you had to go to that concert, you had to borrow the car. We tried to sell our teachers--I couldn't find that book, my little brother tore up my paper.
These were valuable lessons. Some worked. Others, not so much. But all were valuable learning experiences.
Example: Walker got his law degree, passed the bar exam, and tacked a brass plate on his storefront door. Then he waited. And he waited. It's one thing, I told him, to have great credentials, but it's quite another thing to rein in paying clients. Every client expects a lawyer to be smart, educated, and resourceful. That's the minimum. But when they walk in your door, it's all about them. What can you do for me? It's not about you, I said, it's about the client. Walker joined the local chamber of commerce as well as several networking groups. He offered to lead free discussions at senior centers, local organizations and other groups. There, he talked about simple concerns of people in the audience: what to do when you get a traffic ticket, how you handle an elderly relative, what to do if you get sued. Soon his phone began to ring, and his law practice began to blossom.
As a business owner, you must put yourself out there to meet people. All sorts of people. You never know which person will become a customer/client--and refer others to you.
Shy? Many find face-to-face contact to be intimidating. But you can do many things to promote your business without the face-to-face contact.
Example: Freida loved to bake. Something about creating cookies and cakes fascinated her. She opened her small bakery and waited for people to beat a path to her door. Some people stopped in, but business was slow. Customers gave her baked goods high marks, and they returned--from time to time. Freida was disillusioned, until she found ways to promote her bakery and turn it into a destination. She began holding events for kids. She set out a fresh sample table every day. She put her bakery on Facebook. She began holding baking classes--teaching people how to bake, giving them tips and information. All this activity created a buzz in the community--and beyond. At all these events, she handed out business cards--not the usual standard size, but postcard size cards with colorful pictures of scrumptious cookies and cupcakes, biscotti and brownies, layer cakes and fruit pies--along with her address, phone, hours, and her Facebook presence. Her reputation spread, and customers passed the word around, bringing others.
Sell yourself by getting the word out about what you can do for others. It's not about you, it's about them. Sell yourself by getting others to think of you when their needs arise.
Always pay attention to referrals. The people who attended Walker's talks on the law will remember him and pass the word around to their friends and relatives. And the people who attended Freida's baking sessions will talk about it to others. Satisfied customers/clients will do the selling for you.
Selling the soap (or the advice) can be done in many ways. Concentrate on what works for you and your business. When a method works for you, figure out ways to do more of it. Selling yourself becomes easier when you focus on the ways you can help other people.
from personal experience starting-up and growing businesses of my own.
No business will make it unless someone sells the soap. Or the advice. Or whatever it is that inspired you in the first place.
Business is selling.
Owners who shy away from selling are ignoring their own childhood and adolescence. You learned to sell every step along the way.
All of us sold our parents--you had to go to that concert, you had to borrow the car. We tried to sell our teachers--I couldn't find that book, my little brother tore up my paper.
These were valuable lessons. Some worked. Others, not so much. But all were valuable learning experiences.
Example: Walker got his law degree, passed the bar exam, and tacked a brass plate on his storefront door. Then he waited. And he waited. It's one thing, I told him, to have great credentials, but it's quite another thing to rein in paying clients. Every client expects a lawyer to be smart, educated, and resourceful. That's the minimum. But when they walk in your door, it's all about them. What can you do for me? It's not about you, I said, it's about the client. Walker joined the local chamber of commerce as well as several networking groups. He offered to lead free discussions at senior centers, local organizations and other groups. There, he talked about simple concerns of people in the audience: what to do when you get a traffic ticket, how you handle an elderly relative, what to do if you get sued. Soon his phone began to ring, and his law practice began to blossom.
As a business owner, you must put yourself out there to meet people. All sorts of people. You never know which person will become a customer/client--and refer others to you.
Shy? Many find face-to-face contact to be intimidating. But you can do many things to promote your business without the face-to-face contact.
Example: Freida loved to bake. Something about creating cookies and cakes fascinated her. She opened her small bakery and waited for people to beat a path to her door. Some people stopped in, but business was slow. Customers gave her baked goods high marks, and they returned--from time to time. Freida was disillusioned, until she found ways to promote her bakery and turn it into a destination. She began holding events for kids. She set out a fresh sample table every day. She put her bakery on Facebook. She began holding baking classes--teaching people how to bake, giving them tips and information. All this activity created a buzz in the community--and beyond. At all these events, she handed out business cards--not the usual standard size, but postcard size cards with colorful pictures of scrumptious cookies and cupcakes, biscotti and brownies, layer cakes and fruit pies--along with her address, phone, hours, and her Facebook presence. Her reputation spread, and customers passed the word around, bringing others.
Sell yourself by getting the word out about what you can do for others. It's not about you, it's about them. Sell yourself by getting others to think of you when their needs arise.
Always pay attention to referrals. The people who attended Walker's talks on the law will remember him and pass the word around to their friends and relatives. And the people who attended Freida's baking sessions will talk about it to others. Satisfied customers/clients will do the selling for you.
Selling the soap (or the advice) can be done in many ways. Concentrate on what works for you and your business. When a method works for you, figure out ways to do more of it. Selling yourself becomes easier when you focus on the ways you can help other people.
Friday, August 15, 2014
Other people's money
Free daily tips, information and advice for small business
from a lifetime of personal experience--been there, done that.
Money is always a problem in small business. There is never enough.
Your business plan is in place. And things are moving in the right direction.
But the business is not generating cash as fast as you would like. You might need other people's money so you can grow faster--or expand into another business entirely.
Example: Jim was in the home improvements business. He worked job by job, installing doors and windows, putting up siding, and roofing jobs. He used the 9/10 mechanism to borrow money. It works like bonds--I give you $9 and you pay me back $10. Jim approached friends, relatives, acquaintances with this simple proposition. Each person would loan him $900 and he would pay them back $100 a month for ten months. This is not cheap money, but when the bank turns you down your alternatives are few. Jim found one person who agreed to give him $9,000 to be repaid at $1,000 per month for ten months. Jim was careful to keep all accounts separate, using the loans to buy tools, equipment and materials for specific jobs. When a job was done and his customer paid him, he set enough money aside to pay off the 9/10 loan.
Example: Robert was also in the home improvements business. He worked with his customers to finance each job. He required one third payment upfront, one third payment when an agreed-to milepost was reached, and the final one third payment when the job was completed. This method can be used in other types of businesses as well. Just remember that the profit for the job comes in that last payment.
Example: Leland was a young man in a hurry. He was a landscaper. One of his on-going jobs involved taking care of the yard around a small apartment building. The owner of the building was impressed with Leland's work and asked Leland if he wanted to buy the property. Leland jumped at the chance, but told the owner that he could not afford it. Maybe yes, maybe no said the owner. He showed Leland how to take over the property with two mortgages--a large first mortgage at normal interest and a second short-term mortgage at a higher rate of interest. Income from the rent rolls would cover the mortgage payments. With time, Leland would own the building. If he did not make the payments, he would be in default and the owner would take back ownership of the building. Leland is still a landscaper but with a difference--he owns the building where he cuts the grass and trims the shrubbery. And he has his eye on another apartment building in the same neighborhood.
Using other people's money in business is quite common. It takes many forms, but the mechanism is concept is the same. Put it to work and home in on the specific arrangement that helps you start-up, grow and expand.
When your supplier delivers and hands you an invoice due in 30 or 60 days, you are using other people's money. It's a matter of trust that you will pay your bills on time. That simple concept of trust is at the heart of using other people's money.
from a lifetime of personal experience--been there, done that.
Money is always a problem in small business. There is never enough.
Your business plan is in place. And things are moving in the right direction.
But the business is not generating cash as fast as you would like. You might need other people's money so you can grow faster--or expand into another business entirely.
Example: Jim was in the home improvements business. He worked job by job, installing doors and windows, putting up siding, and roofing jobs. He used the 9/10 mechanism to borrow money. It works like bonds--I give you $9 and you pay me back $10. Jim approached friends, relatives, acquaintances with this simple proposition. Each person would loan him $900 and he would pay them back $100 a month for ten months. This is not cheap money, but when the bank turns you down your alternatives are few. Jim found one person who agreed to give him $9,000 to be repaid at $1,000 per month for ten months. Jim was careful to keep all accounts separate, using the loans to buy tools, equipment and materials for specific jobs. When a job was done and his customer paid him, he set enough money aside to pay off the 9/10 loan.
Example: Robert was also in the home improvements business. He worked with his customers to finance each job. He required one third payment upfront, one third payment when an agreed-to milepost was reached, and the final one third payment when the job was completed. This method can be used in other types of businesses as well. Just remember that the profit for the job comes in that last payment.
Example: Leland was a young man in a hurry. He was a landscaper. One of his on-going jobs involved taking care of the yard around a small apartment building. The owner of the building was impressed with Leland's work and asked Leland if he wanted to buy the property. Leland jumped at the chance, but told the owner that he could not afford it. Maybe yes, maybe no said the owner. He showed Leland how to take over the property with two mortgages--a large first mortgage at normal interest and a second short-term mortgage at a higher rate of interest. Income from the rent rolls would cover the mortgage payments. With time, Leland would own the building. If he did not make the payments, he would be in default and the owner would take back ownership of the building. Leland is still a landscaper but with a difference--he owns the building where he cuts the grass and trims the shrubbery. And he has his eye on another apartment building in the same neighborhood.
Using other people's money in business is quite common. It takes many forms, but the mechanism is concept is the same. Put it to work and home in on the specific arrangement that helps you start-up, grow and expand.
When your supplier delivers and hands you an invoice due in 30 or 60 days, you are using other people's money. It's a matter of trust that you will pay your bills on time. That simple concept of trust is at the heart of using other people's money.
Thursday, August 14, 2014
Working from home
Free daily tips, information and advice for small business
from a lifetime of personal experience starting-up and running businesses.
I grew up on a dairy farm, so working from home is as natural as it gets. Dozens of cows grazed in the pasture and provided the twice-a-day milking. Then we bottled and delivered the milk to doorsteps all over town.
Today's advanced communications make it easy to start-up and run a business from home. Running a business is easier than ever--with a laptop or tablet, a cell phone or smart phone, and a place to keep records.
Examples: Personal trainers can meet a client at the client's home gym. Nutritionists and cooking teachers can meet a client at the client's home kitchen. Holistic healers and massage therapists go to clients' homes. Consultants and coaches can start out at home, perhaps growing into bricks-and-mortar offices as the business develops. In a previous blog, I described a doctor who closed his clinic office. He now sees patients exclusively in their homes--he specializes in the problems of the elderly.
Most of these businesses are one person operations. But some develop a network of other specialists working together. All these have a place for record-keeping, but that too is frequently fully computerized.
Examples: Tradespeople have long worked from their home offices. Electricians, plumbers, locksmiths, masons, cleaners, repair specialists and others frequently start out working from their homes. As they grow, they might establish an office, serving as a base for bigger operations.
Single person businesses are easy to start at home. Again, using today's communication and transportation technologies, it's easier than ever to establish a business--right from home.
Examples: Artists and artisans typically work from home. They are running a business, and sometimes they have a working studio--in a barn or attic or an extra room in the home. The business end of their love is conducted out in the marketplace, including the Internet, or they ban together for group shows and galleries. I knew a sculptor whose loft served as both his living quarters and work space. Finally, he ran out of room and rented a studio elsewhere. I knew an artist who started out working from home back in the 1980s, then opened a combination store/studio, and finally closed it--going back to working entirely at home.
In business, you move with the times. Working from home makes it easy to transition from a single person business to a larger operation. It can be a part of your business plan from the very beginning. I know. I did it myself--starting a typesetting operation on the dining room table. After several months, it had grown to the point that I rented an office, expanded, and never looked back. Growing up milking all those cows on the dairy farm prepared me for the hard work of establishing a business of my own--beginning at home.
As the Good Witch of the North advised Dorothy in The Wizard of Oz, the place to begin is at the beginning. Starting a business at home can take you down the road to the Emerald City.
from a lifetime of personal experience starting-up and running businesses.
I grew up on a dairy farm, so working from home is as natural as it gets. Dozens of cows grazed in the pasture and provided the twice-a-day milking. Then we bottled and delivered the milk to doorsteps all over town.
Today's advanced communications make it easy to start-up and run a business from home. Running a business is easier than ever--with a laptop or tablet, a cell phone or smart phone, and a place to keep records.
Examples: Personal trainers can meet a client at the client's home gym. Nutritionists and cooking teachers can meet a client at the client's home kitchen. Holistic healers and massage therapists go to clients' homes. Consultants and coaches can start out at home, perhaps growing into bricks-and-mortar offices as the business develops. In a previous blog, I described a doctor who closed his clinic office. He now sees patients exclusively in their homes--he specializes in the problems of the elderly.
Most of these businesses are one person operations. But some develop a network of other specialists working together. All these have a place for record-keeping, but that too is frequently fully computerized.
Examples: Tradespeople have long worked from their home offices. Electricians, plumbers, locksmiths, masons, cleaners, repair specialists and others frequently start out working from their homes. As they grow, they might establish an office, serving as a base for bigger operations.
Single person businesses are easy to start at home. Again, using today's communication and transportation technologies, it's easier than ever to establish a business--right from home.
Examples: Artists and artisans typically work from home. They are running a business, and sometimes they have a working studio--in a barn or attic or an extra room in the home. The business end of their love is conducted out in the marketplace, including the Internet, or they ban together for group shows and galleries. I knew a sculptor whose loft served as both his living quarters and work space. Finally, he ran out of room and rented a studio elsewhere. I knew an artist who started out working from home back in the 1980s, then opened a combination store/studio, and finally closed it--going back to working entirely at home.
In business, you move with the times. Working from home makes it easy to transition from a single person business to a larger operation. It can be a part of your business plan from the very beginning. I know. I did it myself--starting a typesetting operation on the dining room table. After several months, it had grown to the point that I rented an office, expanded, and never looked back. Growing up milking all those cows on the dairy farm prepared me for the hard work of establishing a business of my own--beginning at home.
As the Good Witch of the North advised Dorothy in The Wizard of Oz, the place to begin is at the beginning. Starting a business at home can take you down the road to the Emerald City.
Wednesday, August 13, 2014
Start up at any age
Free daily tips, information and advice for small businesses
from personal and hands-on experience in starting up and running businesses.
You can start up a business at any age. Your age does not enter into the equation.
Doing business comes as naturally to the very young as it does to older, more experienced people. In fact the young don't hesitate trying new things.
Example: When I lived in the big city, I walked to the corner to catch the bus every morning. As I approached the bus stop one day, I saw four or five people gathered around a small table. They were picking up and examining things displayed there. Coming closer, I saw my neighbor's young daughter among the adults--one of whom was the child's mother. It turned out that this 6-year old had gathered some stones, painted them in blazing colors, and was offering them for sale at a dime each. People smiled, plopped down their dimes, pocketed the stones, and boarded the bus. I decided to catch the next bus, lingering to talk with the youngest entrepreneur I ever met. Why set up your table here, I asked the girl. Because that's where the people are, she answered without hesitation. What will you do with all the dimes, I asked. Save them in my piggy bank, she told me--looking up at her mom. It's almost full, the mother said. As my bus came to a stop, I put a quarter on the table and took a yellow stone. I still have it.
Children catch on quickly to the ways of the world. I've often wondered what became of the young stone painter. I'll bet she's heading up her own business somewhere.
You're never too old to start a business either.
Example: Many years later, I headed up the Business Owners Institute in New Jersey. Everyone there had to have run a small business. That way, we offered varied and hands-on experience in dealing with the problems of starting up and running small businesses. People came to us for help with financing and loans, selling and marketing, expanding and growing their businesses. One day, a lady came wanting advice on starting up a business she had in mind. Right off, she told me that she was 79 years of age and worried that she might be too old to tackle a start-up she had in mind. She moved and talked like a 40 year old, and I assured her that you are never too old to begin. She wanted to establish a bagel shop, and over a couple of months I helped her arrange to lease space, buy used bagel-making equipment, stock her new shop and get the doors open. The place was very successful. About five years later she sold out, pocketing a nice retirement income for her later years.
You are never too young or too old to get yourself in business. Or to change the direction of the business you already have established. Just do it. The years will take care of themselves.
A lifetime of personal experience shows that you can do what you set your mind to do. Other things impact decisions--family, health, and more. But attitude is the thing that will see you through.
from personal and hands-on experience in starting up and running businesses.
You can start up a business at any age. Your age does not enter into the equation.
Doing business comes as naturally to the very young as it does to older, more experienced people. In fact the young don't hesitate trying new things.
Example: When I lived in the big city, I walked to the corner to catch the bus every morning. As I approached the bus stop one day, I saw four or five people gathered around a small table. They were picking up and examining things displayed there. Coming closer, I saw my neighbor's young daughter among the adults--one of whom was the child's mother. It turned out that this 6-year old had gathered some stones, painted them in blazing colors, and was offering them for sale at a dime each. People smiled, plopped down their dimes, pocketed the stones, and boarded the bus. I decided to catch the next bus, lingering to talk with the youngest entrepreneur I ever met. Why set up your table here, I asked the girl. Because that's where the people are, she answered without hesitation. What will you do with all the dimes, I asked. Save them in my piggy bank, she told me--looking up at her mom. It's almost full, the mother said. As my bus came to a stop, I put a quarter on the table and took a yellow stone. I still have it.
Children catch on quickly to the ways of the world. I've often wondered what became of the young stone painter. I'll bet she's heading up her own business somewhere.
You're never too old to start a business either.
Example: Many years later, I headed up the Business Owners Institute in New Jersey. Everyone there had to have run a small business. That way, we offered varied and hands-on experience in dealing with the problems of starting up and running small businesses. People came to us for help with financing and loans, selling and marketing, expanding and growing their businesses. One day, a lady came wanting advice on starting up a business she had in mind. Right off, she told me that she was 79 years of age and worried that she might be too old to tackle a start-up she had in mind. She moved and talked like a 40 year old, and I assured her that you are never too old to begin. She wanted to establish a bagel shop, and over a couple of months I helped her arrange to lease space, buy used bagel-making equipment, stock her new shop and get the doors open. The place was very successful. About five years later she sold out, pocketing a nice retirement income for her later years.
You are never too young or too old to get yourself in business. Or to change the direction of the business you already have established. Just do it. The years will take care of themselves.
A lifetime of personal experience shows that you can do what you set your mind to do. Other things impact decisions--family, health, and more. But attitude is the thing that will see you through.
Tuesday, August 12, 2014
Referrals from seniors
Free daily tips, information and advice for people in small businesses
from personal experience starting-up and growing businesses of my own.
Seniors are a good source of referrals. And they are a formidable market themselves for your products and services.
Many seniors are now retired, with more coming every week. They're also living longer than previous generations. They have disposable income--but they've learned to live on budgets. And they have many friends, relatives, and associates who trust their judgement.
You can put all this to work in your business.
Example: Peter's small computer business needed more customers. He noticed that he got a few referrals after giving a free computer workshop at the local senior center. Thinking about it, Peter realized that all those grandmothers and grandfathers were spreading the word out in the community. His workshop had been a beginner's introduction to how to email a photo to someone, how to access and use Facebook, and other simple uses. Today, Peter gives free computer workshops at several area senior centers, and his business is growing.
Senior centers are everywhere. You can volunteer to give free talks, demonstrations and workshops. These people appreciate the attention, and they go home and talk about you and your business.
Example: Ellen owns a tea shop. It used to be a small place with only four tables. But the shelves were lined with teas of all descriptions. People stopped in for a cup of tea and to stock up on loose and bagged teas to take home. The town held a street fair, and Ellen set up a table outside her tea shop offering free cups of tea. She noticed that her teas seemed to be a hit with all age groups--but especially seniors. She began offering tea demonstrations and talks at clubs, group meetings, and senior centers. Today, Ellen has expanded her tea shop into the larger space next door. She still serves tea and pastries to an expanding clientele, but her business really took off over the Internet. Seniors have referred people from all over the country to Ellen. They order teas for themselves and as gifts for their friends. Ellen now spends lots of time daily packaging and shipping out her teas.
Seniors can be extremely loyal.
Example: Bill runs a small home improvement business. He and two helpers take care of the odd jobs around the house--painting, replacing a window, cleaning gutters, etc. He takes a two pronged approach--especially with seniors. (1) On his initial visit, he takes the time to listen to their concerns and homes in on what they want done. He always suggests that he begin with only one job. If they are satisfied, he'll estimate and go on to the next job. This puts the client at ease, and it stretches out payments--a real concern with seniors. (2) Bill always asks for referrals and leaves a handful of business cards with the homeowner to give out to their friends and neighbors. It's working for Bill.
Seniors are a good source of business and referrals. You can tap into this market if you are sensitive to the concerns of seniors.
You build your business one customer or client at a time. Getting seniors to give you referrals is a good way to extend your reach and bring in new customers. Perhaps more than any other group, seniors will refer others to you.
from personal experience starting-up and growing businesses of my own.
Seniors are a good source of referrals. And they are a formidable market themselves for your products and services.
Many seniors are now retired, with more coming every week. They're also living longer than previous generations. They have disposable income--but they've learned to live on budgets. And they have many friends, relatives, and associates who trust their judgement.
You can put all this to work in your business.
Example: Peter's small computer business needed more customers. He noticed that he got a few referrals after giving a free computer workshop at the local senior center. Thinking about it, Peter realized that all those grandmothers and grandfathers were spreading the word out in the community. His workshop had been a beginner's introduction to how to email a photo to someone, how to access and use Facebook, and other simple uses. Today, Peter gives free computer workshops at several area senior centers, and his business is growing.
Senior centers are everywhere. You can volunteer to give free talks, demonstrations and workshops. These people appreciate the attention, and they go home and talk about you and your business.
Example: Ellen owns a tea shop. It used to be a small place with only four tables. But the shelves were lined with teas of all descriptions. People stopped in for a cup of tea and to stock up on loose and bagged teas to take home. The town held a street fair, and Ellen set up a table outside her tea shop offering free cups of tea. She noticed that her teas seemed to be a hit with all age groups--but especially seniors. She began offering tea demonstrations and talks at clubs, group meetings, and senior centers. Today, Ellen has expanded her tea shop into the larger space next door. She still serves tea and pastries to an expanding clientele, but her business really took off over the Internet. Seniors have referred people from all over the country to Ellen. They order teas for themselves and as gifts for their friends. Ellen now spends lots of time daily packaging and shipping out her teas.
Seniors can be extremely loyal.
Example: Bill runs a small home improvement business. He and two helpers take care of the odd jobs around the house--painting, replacing a window, cleaning gutters, etc. He takes a two pronged approach--especially with seniors. (1) On his initial visit, he takes the time to listen to their concerns and homes in on what they want done. He always suggests that he begin with only one job. If they are satisfied, he'll estimate and go on to the next job. This puts the client at ease, and it stretches out payments--a real concern with seniors. (2) Bill always asks for referrals and leaves a handful of business cards with the homeowner to give out to their friends and neighbors. It's working for Bill.
Seniors are a good source of business and referrals. You can tap into this market if you are sensitive to the concerns of seniors.
You build your business one customer or client at a time. Getting seniors to give you referrals is a good way to extend your reach and bring in new customers. Perhaps more than any other group, seniors will refer others to you.
Monday, August 11, 2014
Special businesses
Free daily tips, information and advice for people in small business
from personal hands-on experience in starting up and running businesses.
You can make a business out of anything. I've come to believe this after a lifetime of my own businesses and working with others.
If you're thinking about going into business, consider the activities you love. If you're thinking of changing the direction of your existing business, think about the things that you once loved doing but no longer have time for. Pick one of those passions and go for it.
Example: Jason loved cars and motorcycles. He spent every free hour growing up tinkering and repairing vehicles. An engineering degree in his pocket, he decided to take the plunge. He set up a business specializing in two things: restorations of older vehicles back to original condition and building motorcycles from the ground up. He brought some of his work to car shows, and his reputation spread. Restorations of cars that are 20 to 50 years old and in poor condition--this takes months, sometimes years. While waiting for parts for the restorations, Jason would concentrate of building or customizing motorcycles for clients. His backlog of work waiting to be done now extends to years.
Special businesses can grow out of the interests of youngsters. Those activities that fascinate us early on can become the business of the adult.
Example: Margit loved designing women's clothes. Her designs brought compliments and sales. She was forced to make a strategic decision. Either she could open up her own high end retail shop or she could become a design house. She chose the latter. Today Margit has her own design house and sells her designs to clothing manufacturers.
Sorting out the possibilities of which way to take a business can be daunting. But it is not wise to let the business drift with the times--you want to be ahead of the times, ahead of the waves that will surely wash over your business. (See my previous blog--Business Drift.)
Example: Several years ago, I met a man who had a business repairing and selling old vacuum cleaners. He had established his business when he retired, and he had attracted a loyal and growing clientele. I was incredulous. Who would want an old vacuum cleaner? Everybody who knows the difference, he assured me. It was an eye opener. He reminded me that old vacuum cleaners were built to last--with all metal parts. Today, vacuum cleaners are made mostly with plastic parts--and they wear out and break. People in the know, he explained, pay big bucks to have their old vacuum cleaners repaired--or they buy one on display for sale. These days, he is repairing vacuums in heaven. But in the years between retirement and going to the great beyond, he built a nice business on his passion for vacuum cleaners.
A special business can be built out of the things you're passionate about. If you're interested, others are interested. And therein lies a market.
Be passionate about what you do. If you're not, you're in the wrong business. Sometimes the best way forward is to figure out where you once were. Your time on this planet is limited. Spend it well.
from personal hands-on experience in starting up and running businesses.
You can make a business out of anything. I've come to believe this after a lifetime of my own businesses and working with others.
If you're thinking about going into business, consider the activities you love. If you're thinking of changing the direction of your existing business, think about the things that you once loved doing but no longer have time for. Pick one of those passions and go for it.
Example: Jason loved cars and motorcycles. He spent every free hour growing up tinkering and repairing vehicles. An engineering degree in his pocket, he decided to take the plunge. He set up a business specializing in two things: restorations of older vehicles back to original condition and building motorcycles from the ground up. He brought some of his work to car shows, and his reputation spread. Restorations of cars that are 20 to 50 years old and in poor condition--this takes months, sometimes years. While waiting for parts for the restorations, Jason would concentrate of building or customizing motorcycles for clients. His backlog of work waiting to be done now extends to years.
Special businesses can grow out of the interests of youngsters. Those activities that fascinate us early on can become the business of the adult.
Example: Margit loved designing women's clothes. Her designs brought compliments and sales. She was forced to make a strategic decision. Either she could open up her own high end retail shop or she could become a design house. She chose the latter. Today Margit has her own design house and sells her designs to clothing manufacturers.
Sorting out the possibilities of which way to take a business can be daunting. But it is not wise to let the business drift with the times--you want to be ahead of the times, ahead of the waves that will surely wash over your business. (See my previous blog--Business Drift.)
Example: Several years ago, I met a man who had a business repairing and selling old vacuum cleaners. He had established his business when he retired, and he had attracted a loyal and growing clientele. I was incredulous. Who would want an old vacuum cleaner? Everybody who knows the difference, he assured me. It was an eye opener. He reminded me that old vacuum cleaners were built to last--with all metal parts. Today, vacuum cleaners are made mostly with plastic parts--and they wear out and break. People in the know, he explained, pay big bucks to have their old vacuum cleaners repaired--or they buy one on display for sale. These days, he is repairing vacuums in heaven. But in the years between retirement and going to the great beyond, he built a nice business on his passion for vacuum cleaners.
A special business can be built out of the things you're passionate about. If you're interested, others are interested. And therein lies a market.
Be passionate about what you do. If you're not, you're in the wrong business. Sometimes the best way forward is to figure out where you once were. Your time on this planet is limited. Spend it well.
Friday, August 8, 2014
Spreading the word
Free daily tips, information and advice for small business
from a lifetime of personal experience running small businesses.
You never know where the next referral is coming from. This simple fact tells you how to treat every visitor to your website, every person who calls your business, and every person who walks in your door.
Example: Mary had her hair done at a local salon. She enthusiastically referred her friends. One came and was dissatisfied with the results. This friend spread a lot of negativity about the salon. When word reached Mary, she went into action. She contacted the dissatisfied person, offering a free "do-over" plus a gift certificate. The owner also called Mary, thanked her for the referral and offered her a gift certificate as well. The bad-mouthing stopped and more referrals rolled in.
Turning a dissatisfied customer around can be a tricky exercise. But it is always worth the extra effort. You don't want bad-mouthing to be going around the neighborhood.
More straightforward ways can be even more effective in spreading the word.
Example: When John got his plumber's license, he had few customers--mainly friends and relatives. He passed out business cards at every opportunity, including several networking sessions he attended. He also placed a small ad in the local newspaper. Nothing seemed to bring in many new customers. John decided to call people he had done some plumbing work for. First, he asked if they needed any additional plumbing work done. Second, he asked for referrals--names and phone numbers of people they knew. Everyone needs a plumber sooner or later, he reasoned. It worked. Several referrals became customers. Today, he employs two helpers.
Referrals are the lifeblood of every business. Referrals come to you on another person's reputation, friendship or recommendation.
Example: Frank used a method similar to the plumber's method. Frank is a business consultant and coach. Tough business. Asking satisfied clients for referrals is a tried and true method to increase your circle of clients. Frank called people he'd worked for and asked for referrals. When he called these referrals, he launched into a conversation about cash flow, finding good employees, and other problems common to all small businesses. It worked well for him. BTW, Frank was careful not to use the word "consultant" when calling the referrals--that word is a turn-off to people in small business.
Referrals arrive at your door pre-disposed to your services/products. Not that they are ready to buy, but they are leaning in your direction.
Work at getting referrals. Whatever method you use, keep it up. Don't let a week go by without doing something to increase referrals.
You deserve a constant flow of referrals to your business. You've invested a lot in the future of your business. Referrals make it happen. Getting more referrals is important to your future success.
from a lifetime of personal experience running small businesses.
You never know where the next referral is coming from. This simple fact tells you how to treat every visitor to your website, every person who calls your business, and every person who walks in your door.
Example: Mary had her hair done at a local salon. She enthusiastically referred her friends. One came and was dissatisfied with the results. This friend spread a lot of negativity about the salon. When word reached Mary, she went into action. She contacted the dissatisfied person, offering a free "do-over" plus a gift certificate. The owner also called Mary, thanked her for the referral and offered her a gift certificate as well. The bad-mouthing stopped and more referrals rolled in.
Turning a dissatisfied customer around can be a tricky exercise. But it is always worth the extra effort. You don't want bad-mouthing to be going around the neighborhood.
More straightforward ways can be even more effective in spreading the word.
Example: When John got his plumber's license, he had few customers--mainly friends and relatives. He passed out business cards at every opportunity, including several networking sessions he attended. He also placed a small ad in the local newspaper. Nothing seemed to bring in many new customers. John decided to call people he had done some plumbing work for. First, he asked if they needed any additional plumbing work done. Second, he asked for referrals--names and phone numbers of people they knew. Everyone needs a plumber sooner or later, he reasoned. It worked. Several referrals became customers. Today, he employs two helpers.
Referrals are the lifeblood of every business. Referrals come to you on another person's reputation, friendship or recommendation.
Example: Frank used a method similar to the plumber's method. Frank is a business consultant and coach. Tough business. Asking satisfied clients for referrals is a tried and true method to increase your circle of clients. Frank called people he'd worked for and asked for referrals. When he called these referrals, he launched into a conversation about cash flow, finding good employees, and other problems common to all small businesses. It worked well for him. BTW, Frank was careful not to use the word "consultant" when calling the referrals--that word is a turn-off to people in small business.
Referrals arrive at your door pre-disposed to your services/products. Not that they are ready to buy, but they are leaning in your direction.
Work at getting referrals. Whatever method you use, keep it up. Don't let a week go by without doing something to increase referrals.
You deserve a constant flow of referrals to your business. You've invested a lot in the future of your business. Referrals make it happen. Getting more referrals is important to your future success.
Thursday, August 7, 2014
Beyond cash flow
Free daily tips, information and advice for people in small business
from personal business experience--been there, done that.
Small businesses face big time cash flow problems. Bills pile up and there's never enough cash to deal with it.
You are your own backup of last resort. A certain amount of prudent juggling can see you through these times. But sometimes that's not enough.
Example: A small business I know solved the ups and downs of cash flow by putting in place a revolving line of credit with a local bank. It was for $250,000. When incoming cash did not meet the outgoing cash requirements to pay bills and meet payroll, the owner hit the revolving credit line for a cash infusion. It was a short term loan. When the receivables came in, the loan was paid off. Problem solved. Then, the unthinkable happened. Bank policy changed. The owner was notified that the bank would not be offering revolving credit accounts under a million dollars--effective in 30 days. The owner's credit line would be disappearing in short order. He scrambled to find another bank that would meet his requirements.
In small business, you must always think ahead, preparing for any eventuality. The ocean on which you are sailing is always changing--the waves can wash over your ship and storms can sink you to the bottom.
Example: An even smaller business handled the ups and downs of cash flow in a different manner. Due to its small size, this business was not eligible for a revolving line of credit. The owner juggled outgoing payments for materials and supplies, balancing bills with cash to pay them. When a shortfall still existed, he held his own paycheck until the bank account could handle it. He always wrote his paycheck, but he threw it into the desk drawer awaiting the day when it would clear the bank account. Sometimes, this took weeks.
Be prepared for all the things the economy and the marketplace throw at you. The world doesn't end when the cash flow suddenly dips or stops flowing.
You do whatever is necessary to get through the storm. When all is said and done, you know that the sun will come up tomorrow.
Your ingenuity is what got you into business, and your ingenuity will keep you going. You build on what works, and you discard what does not work. I've read about cash flow in books, and I've lived the ups and downs of cash flow in my own businesses. As a matter of fact, I was the owner of the two small businesses in the examples above.
from personal business experience--been there, done that.
Small businesses face big time cash flow problems. Bills pile up and there's never enough cash to deal with it.
You are your own backup of last resort. A certain amount of prudent juggling can see you through these times. But sometimes that's not enough.
Example: A small business I know solved the ups and downs of cash flow by putting in place a revolving line of credit with a local bank. It was for $250,000. When incoming cash did not meet the outgoing cash requirements to pay bills and meet payroll, the owner hit the revolving credit line for a cash infusion. It was a short term loan. When the receivables came in, the loan was paid off. Problem solved. Then, the unthinkable happened. Bank policy changed. The owner was notified that the bank would not be offering revolving credit accounts under a million dollars--effective in 30 days. The owner's credit line would be disappearing in short order. He scrambled to find another bank that would meet his requirements.
In small business, you must always think ahead, preparing for any eventuality. The ocean on which you are sailing is always changing--the waves can wash over your ship and storms can sink you to the bottom.
Example: An even smaller business handled the ups and downs of cash flow in a different manner. Due to its small size, this business was not eligible for a revolving line of credit. The owner juggled outgoing payments for materials and supplies, balancing bills with cash to pay them. When a shortfall still existed, he held his own paycheck until the bank account could handle it. He always wrote his paycheck, but he threw it into the desk drawer awaiting the day when it would clear the bank account. Sometimes, this took weeks.
Be prepared for all the things the economy and the marketplace throw at you. The world doesn't end when the cash flow suddenly dips or stops flowing.
You do whatever is necessary to get through the storm. When all is said and done, you know that the sun will come up tomorrow.
Your ingenuity is what got you into business, and your ingenuity will keep you going. You build on what works, and you discard what does not work. I've read about cash flow in books, and I've lived the ups and downs of cash flow in my own businesses. As a matter of fact, I was the owner of the two small businesses in the examples above.
Wednesday, August 6, 2014
Picking a business
Free daily tips, information and advice for small business
from personal experience--been there, done that.
My first business was computerized typesetting. It was the early 1970s--before Word and before Bill Gates arrived on the scene.
At the time I knew computers and I knew typesetting. It was an easy choice to put the two together.
Many years later, I headed the Business Owners Institute in New Jersey. People came for help, advice, and to talk through problems with someone who had been there, done that in small business.
Others came looking for advice on what business they should go into. This led me to establish a workshop for people wondering what business they could establish. The sessions were popular, both at the Institute and at Kean University.
Picking a business to start is not difficult. Look inside yourself.
Example: A local doctor told me that he had allergies when he was a youngster. His experiences made a lasting impression. College and medical school prepared him to become a doctor. Today, he treats patients suffering through the ragweed season--together with other allergies throughout the year.
This was a long term proposition. But the doctor has built a business on a childhood experience.
Example: A local teacher spent a career in the public school system teaching swimming. When he retired, he started his own business teaching people how to swim--beginners and advanced students alike.
Example: Growing up, Sarah was fascinated with jewelry. She made bracelets and necklaces using seeds and stones. She made brooches and pins out of dried flowers and folded papers. Today she is in the jewelry business. Along the way Sarah took training in working in silver and gold. She now supports her family, selling to a growing list of customers she finds over the Internet and at shows.
Wondering what business to go into? Look at your own background and interests. Settle on the thing you love, the thing you're passionate about, the thing that fascinates you.
Then make a business based on that. If you're interested in something, then be assured that others are interested as well. They are your market. Go for it!
Your business is your life. Make sure you love the thing you are doing. I never wanted to be in a business that I hated. That's why, at 16, I told my dad I did not want to take over the dairy farm where I grew up. At the time, I didn't know what I wanted to do, but I knew it was not cows. The thing that makes America great is it's a place where you can follow your dreams.
from personal experience--been there, done that.
My first business was computerized typesetting. It was the early 1970s--before Word and before Bill Gates arrived on the scene.
At the time I knew computers and I knew typesetting. It was an easy choice to put the two together.
Many years later, I headed the Business Owners Institute in New Jersey. People came for help, advice, and to talk through problems with someone who had been there, done that in small business.
Others came looking for advice on what business they should go into. This led me to establish a workshop for people wondering what business they could establish. The sessions were popular, both at the Institute and at Kean University.
Picking a business to start is not difficult. Look inside yourself.
Example: A local doctor told me that he had allergies when he was a youngster. His experiences made a lasting impression. College and medical school prepared him to become a doctor. Today, he treats patients suffering through the ragweed season--together with other allergies throughout the year.
This was a long term proposition. But the doctor has built a business on a childhood experience.
Example: A local teacher spent a career in the public school system teaching swimming. When he retired, he started his own business teaching people how to swim--beginners and advanced students alike.
Example: Growing up, Sarah was fascinated with jewelry. She made bracelets and necklaces using seeds and stones. She made brooches and pins out of dried flowers and folded papers. Today she is in the jewelry business. Along the way Sarah took training in working in silver and gold. She now supports her family, selling to a growing list of customers she finds over the Internet and at shows.
Wondering what business to go into? Look at your own background and interests. Settle on the thing you love, the thing you're passionate about, the thing that fascinates you.
Then make a business based on that. If you're interested in something, then be assured that others are interested as well. They are your market. Go for it!
Your business is your life. Make sure you love the thing you are doing. I never wanted to be in a business that I hated. That's why, at 16, I told my dad I did not want to take over the dairy farm where I grew up. At the time, I didn't know what I wanted to do, but I knew it was not cows. The thing that makes America great is it's a place where you can follow your dreams.
Tuesday, August 5, 2014
Going digital
Free daily tips, information and advice for small business
from personal experience--been there, done that.
Many of your current--and future--clients and customers are living the digital life. The Internet is the new go-to. Along with all the mobile cousins.
People follow each other on Facebook, tweet their friends, text everything, join LinkedIn, and much more. They check you out on Angie's List and read the reviews on Yelp. Google has a new addition to their maps--you can now upload a virtual tour of your salon, restaurant or store.
All sorts of possibilities are open to you today that didn't exist 10 or 20 years ago. And going digital can mean re-thinking your business.
Example: A baker I know made a drastic transition. He closed his retail bakery storefront, opting for an Internet-based operation. His cookies and pastries are now sold all over the country, delivered overnight if the customer orders before 2 p.m. His customers now find him, and his goodies, on his Facebook page which drives traffic to his website where they place orders. Customers once drove several miles to get to his bake shop. Now they order online--and Facebook does the driving along with UPS and Fedex.
The baker has used the Internet to expand to a much bigger operation. This would not have been possible with just the storefront.
Example: Joyce owned a long-established frame shop. She decided to take the Internet plunge, hired a local website designer, and was pleased with the project when it was done. The site was attractive, easy to navigate, and she emailed an announcement to her corporate and business clients. After months of keeping up with the costs and maintenance of the site, Joyce took a second hard look. Only a couple dozen viewers had actually used the site, and she could not attribute a single sale to it. She decided it was time for a change. She reached out on Facebook with pictures she snapped herself and posted. The response, including referrals, was immediate. Within the first month on Facebook, Joyce had added three new clients. Facebook drives viewers to her website, and viewership there quickly tripled.
Businesses once put up their websites and that was that. Today, many of those stagnant websites are everywhere--costing time and money and delivering little.
To make them useful, businesses now must drive traffic to them. Social media like Facebook, Twitter, LinkedIn, and others are much more likely to capture the attention of potential customers/clients. Mobile apps do the same thing. Then, and only then, do you get that bump in site viewership.
Your business is unique. You test the different ways to attract attention. Going digital is about much more than setting up a website. Get in there and do it. Find out what works best for your business. Through a lifetime of founding and running small businesses, I've learned that you must keep up with the changing times.
from personal experience--been there, done that.
Many of your current--and future--clients and customers are living the digital life. The Internet is the new go-to. Along with all the mobile cousins.
People follow each other on Facebook, tweet their friends, text everything, join LinkedIn, and much more. They check you out on Angie's List and read the reviews on Yelp. Google has a new addition to their maps--you can now upload a virtual tour of your salon, restaurant or store.
All sorts of possibilities are open to you today that didn't exist 10 or 20 years ago. And going digital can mean re-thinking your business.
Example: A baker I know made a drastic transition. He closed his retail bakery storefront, opting for an Internet-based operation. His cookies and pastries are now sold all over the country, delivered overnight if the customer orders before 2 p.m. His customers now find him, and his goodies, on his Facebook page which drives traffic to his website where they place orders. Customers once drove several miles to get to his bake shop. Now they order online--and Facebook does the driving along with UPS and Fedex.
The baker has used the Internet to expand to a much bigger operation. This would not have been possible with just the storefront.
Example: Joyce owned a long-established frame shop. She decided to take the Internet plunge, hired a local website designer, and was pleased with the project when it was done. The site was attractive, easy to navigate, and she emailed an announcement to her corporate and business clients. After months of keeping up with the costs and maintenance of the site, Joyce took a second hard look. Only a couple dozen viewers had actually used the site, and she could not attribute a single sale to it. She decided it was time for a change. She reached out on Facebook with pictures she snapped herself and posted. The response, including referrals, was immediate. Within the first month on Facebook, Joyce had added three new clients. Facebook drives viewers to her website, and viewership there quickly tripled.
Businesses once put up their websites and that was that. Today, many of those stagnant websites are everywhere--costing time and money and delivering little.
To make them useful, businesses now must drive traffic to them. Social media like Facebook, Twitter, LinkedIn, and others are much more likely to capture the attention of potential customers/clients. Mobile apps do the same thing. Then, and only then, do you get that bump in site viewership.
Your business is unique. You test the different ways to attract attention. Going digital is about much more than setting up a website. Get in there and do it. Find out what works best for your business. Through a lifetime of founding and running small businesses, I've learned that you must keep up with the changing times.
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