Business Owners Toolbox Blog Discussions and articles to help the small business owner solve the challenges they face as they grow their business.

September 24, 2009

The Power of a Strong #2

Filed under: Growth Management — Tags: , , — Mike Van Horn @ 5:30 pm

(from discussion in a Business Group meeting)

“I’m now getting a glimpse of what I can do in my business if I’m not in charge of day-to-day operations.”
So says a woman who owns an eight-person professional service company and who just hired a top-notch marketing associate. “Execution–doing the work–isn’t our problem; it’s keeping the pipeline filled. That’s what she’s going to do.”

“Now that she is producing results, I have the bandwidth to turn my attention to building the strategic relationships we need in order to expand into new cities.”
“She’s expensive. But what choice do I have if I want to grow? I’ve got to be willing to invest in my business—especially right now as the economy is beginning to turn around. I’ve got to be there to take advantage of the opportunities that are happening right now. If I don’t, the others will be passing me by. The key is selecting that person who can do the job—even better than I could—so that she pays for herself many times over.”

My question to you, readers: Who is the strong support person you should bring in (or groom) to free you to leap into the emerging opportunities? Could be anybody from a part-time admin assistant to a high-powered director of operations.

When Do Companies Stop Being Creative?

(From my response on joyofhumancapital.com.)

A. As I look around at the small business owners I’ve worked with (including myself) here’s what I see:

1. Creativity comes in all kinds and sizes of business, and so does failure of creativity.

2. Failure of creativity follows shifts in the attitudes of the owner and other key people

CREATIVITY KILLERS FOR SMALL BUSINESS OWNERS

• Owners get dragged out of creativity by the demands of running the business day to day. This has a lot to do with your own management style. “ I can’t find good people that I can trust.” “I got into this business to do what I love; now I spend all my time as a damn manager.” Thus you are continually pulled back down into lower-level tasks, and can’t focus on creativity, vision, strategy.

• Lack of support. Nobody is pushing you to take the creative leap, nor problem solving how to overcome the hurdles. No-one following behind, handling the details, executing the vision.

• Lack of systems; seat-of-pants management. Thus your “franticness quotient” increases exponentially with growth.

• Ill-fitting systems. E.g., accounting or project management or sales tracking systems that don’t give needed performance information to the owner.

• Constraining systems. Too much “by the book” or “bean counter mentality.” Of course the owner has put these into place, but then starts believing in them.

• Failure of vision. A creative owner gets beaten down, burned out. You have one good idea, but stick with it long after the window of opportunity has slammed shut. Or you fear taking the needed next step. “Tried that, got beaten down, it didn’t work, now I’m gun shy.”

• You get out of touch. You drift into an eddy out of the current of new ideas and technologies. This can be related to age, but there are many creative codgers out there.

• You get too comfortable. The balance between work and life tips toward Maui.

• Physical/mental impairment. Alas, this eventually catches up with us. If you’re smart, you’ll go out at the top, handing the creative reins over to the young whippersnapper you’ve groomed—and whose ideas you probably hate.

What’s the answer? First, see if you spot yourself in the above list, and own up to it. Then you can tackle the problem.
— My book can help you tackle this challenge: How to Grow Your Business without Driving Yourself Crazy.
— If you were a member of one of our business owner groups, this would be a perfect challenge to bring up to your group of peers. This is valuable because it’s often hard for us to see and acknowledge our part in this process.

— Call or email me. I’d be glad to talk with you a bit about this at no charge.

Marketing vs. Selling

Filed under: Marketing — Tags: , , — Mike Van Horn @ 4:22 pm

Q. What’s the difference between marketing and selling? I often hear these words used interchangeably.
(Asked during Business Group meeting)

A. Marketing and sales are often confused because “sales person” is seen as much less prestigious than “marketing associate,” so everything gets lumped into marketing.
Marketing is everything you do to prepare for sales. Selling is closing sales that make you money. Thus, you could say . . .
— Marketing is money OUT the door.
— Selling is money IN the door.
For small business owners, marketing is usually time intensive. We spend at least as many hours as we do dollars on marketing.
People who are good at marketing are often not good at selling and vice versa. These take different personalities and mindsets. Seldom will you find one person who is good at both. That goes for us entrepreneurs as well. We’re usually much better at one than the other, but we are forced into both roles, one of which we do poorly.

WHAT’S INCLUDED IN MARKETING? Remember, marketing is everything that leads up to selling. Here are some marketing activities:
– Handling incoming inquiries
– Asking your current customers for referrals for more business
– Networking and building relationships
– Advertising and public relations. Direct mail and e-newsletters
– Special promotional events
– Merchandising and merchandise selection
– Holding sales, offering preferred customer bonuses
– Getting articles published. Blogging
– Doing cold calls to set appointments
– Market research, customer surveys
– Branding, creating your sales message
– Design and creation of collateral materials
– Building and maintaining your web site, blog, Facebook page, Twitter
– Market planning and strategizing

Marketing includes doing good work so that your customers come back, and tell others about you. It includes hiring employees who are good at customer service, and giving them the training so that they can keep your customers happy.

Marketing includes pricing–finding the price level that will attract the customers you most want to do business with (and will make you a profit).

Marketing includes product design and development and packaging.

All these things lead up to selling.

SELLING INCLUDES THE ACTIVITIES THAT GET CUSTOMERS TO MAKE A PURCHASE . . .
. . . presenting, answering questions, making suggestions, doing proposals or estimates, addressing concerns, negotiating. And most important, asking for the sale. Then completing the sales agreement, etc.

Your sales people clearly do some marketing. Networking, responding to inquiries, making public presentations, doing cold calling, calling old customers. The marketing that sales people do best is just one or two steps away from selling.

Selling is harder than marketing, and this is why good sales people get paid a lot of money. As business owner, your aim should be that your sales people get filthy rich, because in the process, they make you even richer.

Because selling is hard for many people (including sales people), those who are hired to do both often spend too much time on marketing activities and not enough on selling. (This goes for us as business owners as well.)

Salespeople are motivated by performance incentives, aka commissions. In my experience, sales people on an hourly rate or salary are less effective. If there’s a mix between salary and commission, it should be weighted toward the latter. Their performance is very easy to measure: signed orders, cash in the door. Not hours worked, nor contacts made, but sales closed.

The marketing and selling funnel. This funnel shows the different stages of marketing as it proceeds toward a sale. It’s wide at the top and narrow at the bottom. This represents that your marketing must reach a lot of people in order to make a few sales.

I’ll send this to you for free. Just subscribe to my list, then email me and ask for it. I’ll send it as a pdf. (You’ll also receive my Success Tips from Small Business Owners, just for subscribing.)

Who Is the Carrier of Your Company’s Culture?

Filed under: Growth Management — Tags: , , , — Mike Van Horn @ 4:15 pm

Q. If I have a virtual company, how can I have the kind of company culture I want?
(question on LinkedIn)

A. Who is the carrier of your company’s culture? You, of course, plus the people who work for your company. (And to an extent, customers and others who influence it with their expectations.)

The less continuity in your workforce, the harder it is to sustain a desired culture. If it’s just you plus a bunch of subs and virtual assistants, there will be a culture, but it may not be the one you want. You’ll have to work harder to maintain a culture of shared mission and commitment and productivity among people who work with you only some of the time and have little invested in your success.

I have many small business clients that have key players who work remotely, even on different continents. The owners sustain the desired culture among the far-flung folks by:
— Paying attention to it. Knowing what culture they want and continually pulling people and operations toward that.
— Selecting the right people. It takes a special person to be able to support your desired mode of interaction when they are half a world away
— Having regular face-to-face team interaction. This usually means getting people together for special events, but video conferencing can work also—at least for some of the interactions. And cost decreases make this increasingly feasible for even small companies.
— Rewarding those who act in congruence with the desired culture, and eliminating those who won’t.

Even a tight-knit group working physically together will pull against you, and test the limits of the cultural norms. This is even more prevalent with remote team members. You as owner are the ultimate keeper and enforcer of the culture.

I have a downloadable piece titled “Build a Culture of Growth” that goes into this more.

Or call or email me with your challenge. I’ll be glad to talk with you – at no charge.

mvh

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