Free daily tips, information, advice and ideas
to help you better manage your small business.
A big splash draws more attention than a private conversation. Bringing many people together creates excitement. It gets people talking and it sets a new base line for attitudes and outlooks.
Gatherings can be an important activity to promote business. They can be small and intimate or they can be large and expansive.
Example: Jason runs an upscale salon. His regular clients keep him busy, but he wanted more. He trudged up and down the sidewalks in the town, talking to other shop owners and office managers. He engaged everyone, talking them into participating in a town wide event. Business owners bought into Jason's idea--every shop agreed to hold demonstrations, have drawings for merchandise, offer gift certificates, give out free samples, or provide children's activities, and more. Jason also arranged for sidewalk musicians who would perform for free, and craftspeople agreed to set up on the sidewalks demonstrating their crafts. The big day came and the event attracted widespread attention, bringing new people into the town where they discovered shops new to their shopping experience.
Example: Anna runs a small bakery. Her bakery attracts people with health concerns. She offers all sorts of items--gluten-free, nut-free, sugar-free, egg-free, lactose-free, and more. She met Susan the nutritionist at a MeetUp networking event. Anna and Susan put together an event of their own at Anna's bakery. She set out a big table of goodies and Susan talked about nutrition and answered questions from the attendees. The event attracted new customers for each of the women. They plan to hold a similar event every couple of months.
Events can be held by two businesses working together. Or they can involve a whole community. By partnering with others, you can attract much more attention than you can by acting alone.
Fun happenings bring people together. Informational sessions get people thinking about their problems and realizing that your business and expertise can help them. At the same time, events help you promote your particular business.
Many businesses hold events acting alone. You don't need to partner with others to hold a successful event. Think about passing out information and answering the general public's questions. Get the word out on social media to attract the attention of new customers for your products and services.
Wednesday, April 8, 2015
Tuesday, April 7, 2015
Handling emergencies
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to help you better manage your small business.
Bakeries, gift shops, lawyers, landscapers, salons, repair shops, therapists, restaurants, caterers and every other business can suddenly have a disaster on their hands. Every business person deserves to have thought about the possibility ahead of time--and planned for it.
Fire, flood, wind, blackouts and robbers can shut you down--whether you have a shop or an office or work at home. When the unthinkable happens, go into action with that plan you've already thought about.
Example: Phil runs a small auto repair shop. When the electric suddenly went down, he had to close operations and lost some repair jobs. There was no power for three days. Phil quickly installed a generator to supply power to part of the shop and this salvaged some jobs. He also made arrangements for a larger, more powerful generator to have on hand in case of future power outages. Some customers were understanding, others not so much--they moved on.
Example: Diane runs a small neighborhood convenience store. After she was robbed twice, she decided that it was up to her to defend herself. She bought a handgun, went through the proper licensing and training, and now keeps the firearm handy. She hasn't shot anyone yet, but she did send a knife-wielding robber on his way when she pointed the firearm at him. In the past, Diane was terrified of guns, but today she has the means to defend herself while awaiting the arrival of the police. She is much more confident--especially when she is in the store alone.
Example: Jill runs a gift shop located on Main Street in her town. The river is blocks away, but it flooded one night in November. With little warning, Jill rushed to her shop to get things off the floor as water began seeping in. The next day, she sloshed her way through several inches of muddy water to survey the damage. Everything the water touched was ruined, and it took two weeks to clean up the mess. Customers and townspeople were generous with their time helping Jill get the gift shop back in operation for at least part of the holiday shopping season. Jill had flood insurance which paid for much of the clean-up, ruined stock and fixtures. But the lost sales were gone forever, and the shoppers who came had to put up with flooring contractors and sheet rock installers.
Emergencies are not unusual in business. Power outages, flooding and storms can come with little if any warning. And robbers can show up anytime. Be prepared.
With some forethought and a little preparation, you can ride out just about any emergency. In business, you are your own back-up. How will you manage your business if you fall and break your leg?
to help you better manage your small business.
Bakeries, gift shops, lawyers, landscapers, salons, repair shops, therapists, restaurants, caterers and every other business can suddenly have a disaster on their hands. Every business person deserves to have thought about the possibility ahead of time--and planned for it.
Fire, flood, wind, blackouts and robbers can shut you down--whether you have a shop or an office or work at home. When the unthinkable happens, go into action with that plan you've already thought about.
Example: Phil runs a small auto repair shop. When the electric suddenly went down, he had to close operations and lost some repair jobs. There was no power for three days. Phil quickly installed a generator to supply power to part of the shop and this salvaged some jobs. He also made arrangements for a larger, more powerful generator to have on hand in case of future power outages. Some customers were understanding, others not so much--they moved on.
Example: Diane runs a small neighborhood convenience store. After she was robbed twice, she decided that it was up to her to defend herself. She bought a handgun, went through the proper licensing and training, and now keeps the firearm handy. She hasn't shot anyone yet, but she did send a knife-wielding robber on his way when she pointed the firearm at him. In the past, Diane was terrified of guns, but today she has the means to defend herself while awaiting the arrival of the police. She is much more confident--especially when she is in the store alone.
Example: Jill runs a gift shop located on Main Street in her town. The river is blocks away, but it flooded one night in November. With little warning, Jill rushed to her shop to get things off the floor as water began seeping in. The next day, she sloshed her way through several inches of muddy water to survey the damage. Everything the water touched was ruined, and it took two weeks to clean up the mess. Customers and townspeople were generous with their time helping Jill get the gift shop back in operation for at least part of the holiday shopping season. Jill had flood insurance which paid for much of the clean-up, ruined stock and fixtures. But the lost sales were gone forever, and the shoppers who came had to put up with flooring contractors and sheet rock installers.
Emergencies are not unusual in business. Power outages, flooding and storms can come with little if any warning. And robbers can show up anytime. Be prepared.
With some forethought and a little preparation, you can ride out just about any emergency. In business, you are your own back-up. How will you manage your business if you fall and break your leg?
Monday, April 6, 2015
Riding the waves
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to help you better manage your small business.
In business, it's you. You roll with the punch. You ride out the storms.
Economic downturns, endless regulations, employees who do you a favor by just showing up, cash flow problems--it's enough to get you depressed. But depression is not an option. You keep going.
Example: Ella runs a yoga studio. She holds classes and offers private sessions. When her lease was almost up, the landlord notified Ella that the rent would be doubling. She had sixty days to solve the problem. Her alternatives were slim--pay the new rent amount, find another space, or find a compatible business partner. Ella proposed sharing her space with a massage therapist who worked from home and was building a client base. Together, they found a new space, large enough to accommodate both. By splitting the space and the rent, Ella's half was less than she had been paying before the move.
Non-competing small businesses can hold down expenses by sharing space. Artists and artisans, holistic practitioners, chiropractors, medical specialists and others frequently make use of this. Sometimes it is a formal partnership. At other times it is just an informal arrangement.
Example: Ed began his small baking operation by renting a local restaurant's licensed kitchen on days when the restaurant was closed. Here, he baked brownies, cookies and other goodies. Over time Ed built up his business by selling his bakery goods to local corporations, organizations, and other businesses. Suddenly, the restaurant owner announced that he was planning to retire and move away. Ed had six months to make other arrangements. He scrambled to find a suitable place, negotiate a lease, locate and buy used baking equipment, get it installed and inspected, and transition to the new place. Today, Ed's bakery offers a wide variety of bakery items to local restaurants, caterers and others. He built his customer base first, only then worrying about establishing a place of his own.
Finding ways to grow and expand takes creative planning. And time. When the road ahead goes dark, get busy. When storms roll across the ocean you're sailing, ride it out. Never give up. There is always another way.
Unexpected disasters and economic downturns test the metal you're made of. Sudden loss of a major client or a valuable employee means getting busy, not giving up. Plan ahead and roll with the punch.
to help you better manage your small business.
In business, it's you. You roll with the punch. You ride out the storms.
Economic downturns, endless regulations, employees who do you a favor by just showing up, cash flow problems--it's enough to get you depressed. But depression is not an option. You keep going.
Example: Ella runs a yoga studio. She holds classes and offers private sessions. When her lease was almost up, the landlord notified Ella that the rent would be doubling. She had sixty days to solve the problem. Her alternatives were slim--pay the new rent amount, find another space, or find a compatible business partner. Ella proposed sharing her space with a massage therapist who worked from home and was building a client base. Together, they found a new space, large enough to accommodate both. By splitting the space and the rent, Ella's half was less than she had been paying before the move.
Non-competing small businesses can hold down expenses by sharing space. Artists and artisans, holistic practitioners, chiropractors, medical specialists and others frequently make use of this. Sometimes it is a formal partnership. At other times it is just an informal arrangement.
Example: Ed began his small baking operation by renting a local restaurant's licensed kitchen on days when the restaurant was closed. Here, he baked brownies, cookies and other goodies. Over time Ed built up his business by selling his bakery goods to local corporations, organizations, and other businesses. Suddenly, the restaurant owner announced that he was planning to retire and move away. Ed had six months to make other arrangements. He scrambled to find a suitable place, negotiate a lease, locate and buy used baking equipment, get it installed and inspected, and transition to the new place. Today, Ed's bakery offers a wide variety of bakery items to local restaurants, caterers and others. He built his customer base first, only then worrying about establishing a place of his own.
Finding ways to grow and expand takes creative planning. And time. When the road ahead goes dark, get busy. When storms roll across the ocean you're sailing, ride it out. Never give up. There is always another way.
Unexpected disasters and economic downturns test the metal you're made of. Sudden loss of a major client or a valuable employee means getting busy, not giving up. Plan ahead and roll with the punch.
Friday, April 3, 2015
Professionals expand
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to help you better manage your small business.
Therapists, accountants, lawyers, consultants, medical practitioners and others can find it difficult to attract new clients. Today, one reason is that they have been slow to take advantage of and use social media as a promotional tool.
Example: Sue is a CPA specializing in taxes. After getting permission from some of her clients, she took pictures of them when she announced they were getting big tax refunds. The surprised and smiling faces of clients now pop out on Sue's website. She posts them on Facebook as well. The word spreads and calls from referrals come in. It's not just about tax season. Businesses have on-going tax problems throughout the year.
Example: Frank is a business coach. He helps business owners with cash problems, growing pains, product branding, and more--advising them on ways to streamline their operations and grow. He put his profile on LinkedIn, and he followed up by posting a series of questions and answers that typically concerned owners of small businesses. This resulted in comments and more questions from readers. He answered all of them, directing them to his profile on LinkedIn as well as to his website. All this activity has resulted in some new clients.
Example: Tom is a young attorney. He spends several hours a week at his computer. On his website, he writes a brief blog two or three times each week. Here, he discusses in general terms the problems people can face--what to do with traffic tickets, getting sued, the differences between types of business organization--partnerships, incorporation, LLCs, etc. No legal advice is given out in his write-ups. They are designed to educate and inform. He drives prospective clients to his website, and to the blog, with a presence on Facebook, Twitter, LinkedIn and others. New clients regularly call his office.
Other professionals can use social media to find new clients. Therapists, dentists, chiropractors, consultants, engineers, designers, medical practitioners and others are today tapping into the public's thirst for information.
You attract attention and provide useful information on social media. You are at the beginning stage of forming a relationship. Social media is all about the reader, not the sender. What you post should be about them, not you. Be brief, but always provide a way for them to reach you.
Many additional examples of using social media are scattered throughout these write-ups. As a promotional tool, social media can provide professionals many ways to grow and expand.
to help you better manage your small business.
Therapists, accountants, lawyers, consultants, medical practitioners and others can find it difficult to attract new clients. Today, one reason is that they have been slow to take advantage of and use social media as a promotional tool.
Example: Sue is a CPA specializing in taxes. After getting permission from some of her clients, she took pictures of them when she announced they were getting big tax refunds. The surprised and smiling faces of clients now pop out on Sue's website. She posts them on Facebook as well. The word spreads and calls from referrals come in. It's not just about tax season. Businesses have on-going tax problems throughout the year.
Example: Frank is a business coach. He helps business owners with cash problems, growing pains, product branding, and more--advising them on ways to streamline their operations and grow. He put his profile on LinkedIn, and he followed up by posting a series of questions and answers that typically concerned owners of small businesses. This resulted in comments and more questions from readers. He answered all of them, directing them to his profile on LinkedIn as well as to his website. All this activity has resulted in some new clients.
Example: Tom is a young attorney. He spends several hours a week at his computer. On his website, he writes a brief blog two or three times each week. Here, he discusses in general terms the problems people can face--what to do with traffic tickets, getting sued, the differences between types of business organization--partnerships, incorporation, LLCs, etc. No legal advice is given out in his write-ups. They are designed to educate and inform. He drives prospective clients to his website, and to the blog, with a presence on Facebook, Twitter, LinkedIn and others. New clients regularly call his office.
Other professionals can use social media to find new clients. Therapists, dentists, chiropractors, consultants, engineers, designers, medical practitioners and others are today tapping into the public's thirst for information.
You attract attention and provide useful information on social media. You are at the beginning stage of forming a relationship. Social media is all about the reader, not the sender. What you post should be about them, not you. Be brief, but always provide a way for them to reach you.
Many additional examples of using social media are scattered throughout these write-ups. As a promotional tool, social media can provide professionals many ways to grow and expand.
Thursday, April 2, 2015
Replace lost clients
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to help you better manage your small business.
Sooner or later, you will lose every customer or client you have. They move away. They grow older. They seek out a competitor. They no longer need your service or product. Their brother-in-law opens a similar business.
Example: Takisha runs a yoga studio offering private and group sessions. When she lost one of her private session clients, she was prepared. The long time client announced that she was retiring from her corporate position and moving to another state. This will be my last session, she told Takisha one evening. Takisha took immediate action. She emailed the opening time slot to all her group session clients and posted it on Facebook. The slot was quickly filled.
Think ahead. Plan how you will deal with replacing lost clients.
Example: Carl is an interior decorator. He concentrates on corporate clients, small businesses, professional offices, along with some residential clients. One well-heeled matron
was difficult to deal with, complaining loudly to Carl in front of others about a job he was undertaking for her. It required lots of special orders and the schedules were out of Carl's control. The lady was accustomed to having her own way and disregarded all his explanations. She even complained about the timing of the project on social media. Carl took action--he refunded her deposit and referred her to one of his competitors.
Now and then, your relationship with a client cannot be salvaged. The best solution might be to resign the account, back away, and move on.
Example: Meg runs a gymnastic operation for children up to about age 12. She attracts new attendees by holding open houses and promoting on social media. But children grow up, and Meg loses them. She decided to expand into dramatic arts, especially for budding teens interested in a career in theater. She found a compatible business partner who was teaching dramatic arts but had no studio. Together, Meg and her new partner now offer programs for young people up to age 18 and beyond. The new operation attracts even more attention to the gymnastics side of the house and many of these young people get exposed to a career they might not have otherwise considered. In the face of losing kids as they turned 12, Meg found a way to expand the overall business.
The time to replace clients and customers is when you first get them. Sooner or later, you will lose them all. Think ahead. Have a plan in place.
All examples in these write-ups are drawn from actual business situations. Only the names are changed, but the ideas have worked for other business people.
Wednesday, April 1, 2015
Growing together
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to help you better manage your small business.
Informal arrangements between two or more small business can help both. These are not formal partnerships--that's another subject.
But 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 form an informal relationship with an audiologist. In new offices they maintain their practices entirely separate, but they share the expense of common areas and a single receptionist who serves the two. It's the new Eyes & Ears place in town.
A spillover of clients and referrals can occur when two non-competing medical practitioners come together at the same location. Think chiropractors and nutritionists, podiatrists and massage specialists, dermatologists and psychotherapist. Even tradespeople (plumbers, electricians and others) can explore having a common office that can eventually grow into a one-call service for homeowners.
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 of them is always on hand to answer phones and handle customers. Some take it the next level--with several artists sharing the same big studio. Potters, for example, can share kilns and space. They can welcome the public every day of the week or hold events from time to time.
Example: Massage therapists, nutritionists, hypnotherapists and holistic practitioners can benefit by coming together in a shared location. There are instances when these types of informal arrangements grew into full-fledged wellness centers or spa operations.
You need to think through the benefits and drawbacks of any such arrangement before proceeding. Does is fit in your long term goals? Will it help you in the marketplace? Are you compatible with the other person and the business that will now be next to yours?
Growing together is about much more than saving money. Yes, you can save real dollars by sharing space and expenses. But if you cannot get along with the other person, don't do it.
to help you better manage your small business.
Informal arrangements between two or more small business can help both. These are not formal partnerships--that's another subject.
But 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 form an informal relationship with an audiologist. In new offices they maintain their practices entirely separate, but they share the expense of common areas and a single receptionist who serves the two. It's the new Eyes & Ears place in town.
A spillover of clients and referrals can occur when two non-competing medical practitioners come together at the same location. Think chiropractors and nutritionists, podiatrists and massage specialists, dermatologists and psychotherapist. Even tradespeople (plumbers, electricians and others) can explore having a common office that can eventually grow into a one-call service for homeowners.
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 of them is always on hand to answer phones and handle customers. Some take it the next level--with several artists sharing the same big studio. Potters, for example, can share kilns and space. They can welcome the public every day of the week or hold events from time to time.
Example: Massage therapists, nutritionists, hypnotherapists and holistic practitioners can benefit by coming together in a shared location. There are instances when these types of informal arrangements grew into full-fledged wellness centers or spa operations.
You need to think through the benefits and drawbacks of any such arrangement before proceeding. Does is fit in your long term goals? Will it help you in the marketplace? Are you compatible with the other person and the business that will now be next to yours?
Growing together is about much more than saving money. Yes, you can save real dollars by sharing space and expenses. But if you cannot get along with the other person, don't do it.
Tuesday, March 31, 2015
All you need is....
Free daily tips, information, advice and ideas
to help you better manage your small business.
Excuses are everywhere. I didn't set up a business because I didn't have the money. I'll set up that little business of my own when I retire from my cushy corporate job. My business isn't growing because people don't appreciate what I do. There's not enough time for me to do everything.
In small business you learn to plow through the excuses and get the job done. Playing the blame game and procrastinating won't get you where you want to go.
Example: Pam was a whiz at baking. Her kitchen was always abuzz. She loved creating variations on recipes for tarts. She made them big and she made them small. She filled her tarts with jams and jellies, creams and puddings--these were the sweet ones. Then she created savory tarts--bacon and kale, yogurt and spinach, chorizo and cheese. She tested each batch herself, and she gave them away to friends--asking for comments. Finally, she homed in on a line of tarts she thought ready for the marketplace.
The problems for Pam to get into business seemed overwhelming. She had no kitchen facilities to handle baking. She had very little money. And how would she tackle the marketplace?
Continuing: Pam was not one to give up. She contacted a local restaurant and made arrangements to use the restaurant's facilities on Mondays when it was closed. Now she had inspected facilities where she could produce her line of tarts. She made arrangements for labels and shipping boxes. She set up a website showing her tarts and an order form. She took many pictures of the goodies and posted them on social media. Orders began to arrive, a few at first, then more. She boxed the tarts and called United Parcel Service to pick them up and speed them on their way.
Pam succeeded in getting established--without baking facilities of her own, without a sales staff, without a delivery van, without a bricks-and-mortar bakery open to the public. With very little money but lots of determination, she was on the road. Her sweet and savory tarts now showed up at corporate meetings, organizational gatherings, seminars and talks far and wide.
Getting a product off the ground today is far easier than it used to be. A website can be the focal point, with social media driving eyeballs to it--with orders. Delivery of the product? Take your pick--United Parcel Service, Fedex or the Postal Service. As a business owner today, you pull all the pieces together. All you need is ... yourself.
Product-based businesses can easily use this example. Service-based businesses present different problems, but much of the foregoing is applicable.
to help you better manage your small business.
Excuses are everywhere. I didn't set up a business because I didn't have the money. I'll set up that little business of my own when I retire from my cushy corporate job. My business isn't growing because people don't appreciate what I do. There's not enough time for me to do everything.
In small business you learn to plow through the excuses and get the job done. Playing the blame game and procrastinating won't get you where you want to go.
Example: Pam was a whiz at baking. Her kitchen was always abuzz. She loved creating variations on recipes for tarts. She made them big and she made them small. She filled her tarts with jams and jellies, creams and puddings--these were the sweet ones. Then she created savory tarts--bacon and kale, yogurt and spinach, chorizo and cheese. She tested each batch herself, and she gave them away to friends--asking for comments. Finally, she homed in on a line of tarts she thought ready for the marketplace.
The problems for Pam to get into business seemed overwhelming. She had no kitchen facilities to handle baking. She had very little money. And how would she tackle the marketplace?
Continuing: Pam was not one to give up. She contacted a local restaurant and made arrangements to use the restaurant's facilities on Mondays when it was closed. Now she had inspected facilities where she could produce her line of tarts. She made arrangements for labels and shipping boxes. She set up a website showing her tarts and an order form. She took many pictures of the goodies and posted them on social media. Orders began to arrive, a few at first, then more. She boxed the tarts and called United Parcel Service to pick them up and speed them on their way.
Pam succeeded in getting established--without baking facilities of her own, without a sales staff, without a delivery van, without a bricks-and-mortar bakery open to the public. With very little money but lots of determination, she was on the road. Her sweet and savory tarts now showed up at corporate meetings, organizational gatherings, seminars and talks far and wide.
Getting a product off the ground today is far easier than it used to be. A website can be the focal point, with social media driving eyeballs to it--with orders. Delivery of the product? Take your pick--United Parcel Service, Fedex or the Postal Service. As a business owner today, you pull all the pieces together. All you need is ... yourself.
Product-based businesses can easily use this example. Service-based businesses present different problems, but much of the foregoing is applicable.
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