Thursday, May 1, 2008

10 Tips To Make Your Advertising Work!

10 Tips To Make Your Advertising Work!
10 Tips I Use To Make Sure My Advertising Produces For My
Clients!

Number One: Translate features into benefits. Don't give
your client information and think they "get it." Many of my
clients are automobile dealers. When advertising a car it
would be a mistake to list a product feature without
showing the benefit first. For example; front wheel drive
is a desirable feature, but many people wouldn't know why.
You need to tell them it's desirable because of safety,
improved cornering, improved braking, increased mileage and
so on.

Number two: Write from the "you" perspective not the "I" we
perspective. Say, "You will love the smooth handling and
quiet ride of your new car." Don't say, "We build the
quietest and best handling car."

Number Three: Communicate credibility. Credibility can be
demonstrated in many ways. The length of time in business,
the number of customers you serve, the size of your
company, testimonials from satisfied customers, membership
in various community associations, awards and certificates
of appreciation and all things combined.

Number Four: You can use dramatic license. You shouldn't
deceive or mislead or misrepresent anything but you can
dramatize it. Here is an example you're familiar with;
Remington Shavers had commercials in the eighties and the
president of the company said; "I like the Remington shaver
so much that I bought the company." Well that's silly. That
man is a shrewd and experienced business person and his
acquisition of Remington was based on a thorough analysis
of many factors, not just the quality of the product.
However, his statement is at least partly true and is a
dramatic way of talking about quality. That's dramatic
license.

Number Five: Remember that stories sell, facts only tell.
Whenever you can use first person stories, third party
stories about customers and amusing stories to make key
selling points, do so. Stories sell, facts only tell.

Number Six: Don't be afraid of long copy. Ad copy should be
as long as necessary to tell the story effectively and
persuasively. Customers will read all the way to the bottom
when it is something that interests them. One of my most
successful sales letters was 8 pages long.

Number Seven: Use a writing technique, Dan Kennedy calls;
"a double readership path." This is really very simple and
I agree with Kennedy that it is extremely important. The
idea is to understand and reach both ends of the spectrum
of consumer behavior. Analytical behavior versus impulsive
behavior. Here is what is meant; the analytical person will
read lengthy copy and is interested in as much information
as possible. The impulsive person lacks the patience to
read lots of copy and wants to get the message quickly.
When you organize your copy, you should communicate the
important points in only your headlines, subheads, photo
captions and call to action so the impulsive person can
quickly skim over your copy yet still get the message and
take action.

Number Eight: Keep your sentences and paragraphs short. You
don't want to intimidate or confuse people with long
paragraphs and complex sentences. Number Nine: You must
create a sense of urgency. You can do this in many ways. By
offering a discount or bonuses, putting an expiration date
or including extra incentives for a quick response.

Number Ten: Use the power of the P.S. Many direct mail
copywriters agree that many people skip down to the P.S. on
a letter and read that first. You can take advantage of
this in several ways. One, make sure you include a P.S. at
the bottom of your letter, two, make a powerful, persuasive
and interesting statement and three, reiterate whatever
bonus, incentive or discount you offered in the letter copy.

Now that you have my top ten tips. Use them in all your
advertising. Don't use four or five, use all ten every time
when you're writing your ads. These techniques can turn a
small business into a big business, a struggling business
into a successful one, a modest income into wealth.


----------------------------------------------------
Hal Hoadley has been creating direct mail marketing events
for multi-million dollar companies for 24 years. His
marketing skills have produced million dollar sales in
various markets through out the United States. Recently,
Hal has put together a marketing plan that is guaranteed to
get attention. He calls it "The Ultimate No BS Marketing
Plan".
http://www.lahpromotions.com

What are they thinking?

What are they thinking?
Often times small business owners think they know their
customers want, but assumption is primary tool of choice
drawing these conclusions.

The best way to really know what a market thinks about
something is to ask. Run the idea up the old flagpole and
see what kind of response you get. The Internet is spawning
a whole new set of tools that can the smallest of
businesses tap the collective wisdom, or least collective
opinion, of the masses when trying to make even the
simplest business decisions.

Online surveys have become a powerful tool for the small
business. By asking your clients everything from how much
should I charge to what's the best color for our logo you
can effectively test your assumptions before you push
something out to the market.

Survey are also a great way to monitor how you are doing in
the eyes of your customers. Creating simple satisfaction
survey and serving them up to each individual customer
allows you to find holes in your customer service and
collect comments, good and bad, from the street.

Several email marketing services have begun to offer survey
tools are part of the overall communications strategy.
Emails with interactive components like surveys stand out
and engage the reader more effectively than static content.

Planning what your readers would like to hear more about in
your next five newsletter issues is as simple as proposing
topics in a survey. Then you can better prepare the content
your readers want to read the most.

Journalists love survey results and will often take great
interest in the results of a survey conducted by an
industry expert - that means you! Conducting some basic
research about trends and habits in your industry is a
great way to add some expert status to your brand and could
land your results in a publication or two about your
industry.

Sharing your survey results with prospects is a great way
to help educate them on important information that may
impact their buying decisions.

Survey tools come in several flavors and a broad range of
prices from free to not so free. Online stand alone
versions like Survey Monkey and Survey Gizmo are nice
options for the small business. (Survey Gizmo also features
a WordPress Plugin and Mac desktop widget.)

Email marketing services like iContact and Constant Contact
also offer survey tools right inside their core offerings.

Bloggers have long seen the value of the interaction a good
survey can generate, so there are lots of survey widgets
available for blogging platforms like WordPress and TypePad
as well.


----------------------------------------------------
John Jantsch is a veteran marketing coach, award winning
blogger and author of Duct Tape Marketing: The World's Most
Practical Small Business Marketing Guide. You can find more
information by visiting http://www.ducttapemarketing.com .

Business Strategy Fundamentals

Business Strategy Fundamentals
Over the years, I have met and worked with literally
hundreds of business owners. At one time or another, many
of them have written a business plan. But very few of them
have a working business strategy. A business plan and a
business strategy are two very different tools. A business
plan normally is prepared for a financing partner, either a
bank or an investor. The purpose of the plan is to let
investors know about the business and its potential for
success in order to encourage them to invest in the
business.

A business strategy is quite different. Rather than a
document for investors, this is a plan for the owner to
follow. It begins with an evaluation of the business'
goals. Where does the business owner want the business to
be in 5, 10 or 20 years, both in terms of fair market value
and cash flow? What are the plans for exiting the business?
Will it be sold to an outside party or to key employees, or
will it be turned over to the owner's children?

Next, we have to do a thorough evaluation of the current
state of the business. This includes a valuation of the
business and an evaluation of the business' strengths and
weaknesses. The more thorough the evaluation, the better
the potential outcome, but even a cursory evaluation is
helpful.

Most businesses have a tendency to identify strengths and
weaknesses solely from input from top management. The
approach needs to be broader than this to get a true
assessment. A broader approach includes interviews with key
personnel and surveys of all staff levels. A side benefit
of the interviews and surveys is it provides significant
insight into the opportunities of the business.

Also included in the evaluation should be benchmarking.
Benchmarking identifies areas in which a business is above
or below the industry averages. This analysis can
immediately identify areas of opportunity.

Now we need to create a strategic plan to overcome the
business' weaknesses and to use its strengths to create the
desired value and cash flow. The valuation is key to this
process. Most businesses never have a valuation done until
they are ready to sell or gift the business. This makes no
sense. If we want to target a specific value in the future,
wouldn't we want to know the current value and the method
of valuation that is used in our market? By doing a current
valuation, we can develop a plan that will use the
principals of value in the valuation to build the value of
the business.

Once we have a conceptual strategic plan, we need to
determine those tactics that are likely to achieve that
plan. "Strategy" is most often defined as an elaborate and
systematic plan of action intended to accomplish a specific
goal or goals, while the "tactics" are the actionable steps
that will carry out the strategy. Having a well thought-out
strategy keeps the company focused and on target while
implementing and tracking a list of actionable tactics
ensures real results.

Tactics are the specific tools you will use to carry out
your strategy. Your tactics will need to adjust to the
conditions of the market. For example, your strategy may
include multiple locations. Your initial tactic may be to
acquire other businesses like yours in strategic locations.
But you may find that there are not qualified or motivated
sellers in your targeted locations. You may have to change
tactics and build your own office in your desired location.

With tactics tentatively in place, it's time to begin
implementing your business strategy. This includes building
your team, developing your reports, creating your systems
and procedures and putting in place internal controls. When
building your team, be sure to have clear agreements in
place with each team member regarding their roles and
responsibilities towards you and your business. Clear
communication is essential to implementing a successful
business strategy.

Be sure that the reporting is set up to give you the
information you need to make sure everything is implemented
and running smoothly. Good reporting relieves much of the
stress of running a business because you know what is
happening and why it is happening.

Good reporting is also part of good internal controls. You
must have internal controls in place, not only to prevent
fraud and theft, but also to ensure that the work is being
done in the way you expect.

Creating workable and efficient systems and procedures
allow you to run the business by managing systems rather
than managing individuals. With proper systems in place,
you can build your business as large as you want while
maintaining efficiency and high levels of profitability.


----------------------------------------------------
Tom Wheelwright is not only the founder and CEO of
Provision, but he is the creative force behind Provision
Wealth Strategists. In addition to his management
responsibilities, Tom likes to coach clients on wealth,
business, and tax strategies. Along with his frequent
seminars on these strategies, Tom is an adjunct professor
in the Masters of Tax program at Arizona State University.
For more information please visit
http://www.provisionwealth.com

How to Determine if your Workers' Compensation Company Owes You a Misclassification Refund?

How to Determine if your Workers' Compensation Company Owes You a Misclassification Refund?
Part 3 of the 6 part series What Every Employer MUST Know
About Workers Compensation Insurance

A "How to" Guide

My previous article dealt with the alarming fact that a
large number of organizations have had their employees
improperly classified for purposes of workers compensation
insurance (Workers Comp Misclassifications Can Cost
Employers a Fortune). The consequence of misclassification
could mean that a business unknowingly paid far more in
workers compensation premiums than they should have. Just
think if you found out that your company overpaid and could
be entitled to a refund? How could use this "found money"?
This article will serve as a "How To" guide to see if your
company has overpaid and deserves a refund due to employee
misclassification. How you ultimately spend the money is
up to you!

What information is necessary?

The first thing you need to do in order to conduct your
self audit is to gather lots of documentation. You will
need your workers compensation declarations pages, audit
statements, experience rating worksheets, merit rating
worksheets, loss runs, running totals of premiums paid and
attributable to workers comp premiums, and records of any
dividends received. Unfortunately, you will need this
information for each policy year being audited. I would
recommend auditing at least the previous 5 years worth of
data. If you find a smoking gun in any of those 5 years,
you may wish to audit prior years as well. One error can
indicate past inaccuracies and can compound the effect of
future mistakes.

How do I know if my classification is correct?

Once you have collected all this information, your work
really begins. What you must determine is whether or not
your organization was properly categorized based upon what
it actually did during each policy period in question. To
make that determination easier (in Pennsylvania), the
Pennsylvania Compensation Rating Bureau (PCRB) has
published a set of Standard Survey Instructions on its
website (http://www.pcrb.com/). This 85 page survey begins
with some general questions about your organization and
then moves into specifics regarding your particular
industry. For instance, if you are questioning whether
your business is properly classified as a Paper Products
Manufacturer, the following is a list of the industry
specific questions you would need to answer:

List, and provide percentages for, the raw materials and
finished products.

Does the risk manufacture paper/operate a paper mill?

Provide a step-by-step description of the manufacturing
process.

Does the risk provide contract paper services such as
slitting, sheeting, winding, finishing, laminating, etc.?
If yes, provide a detailed description of these services.
List all equipment used in the risk's manufacturing and/or
processing operations.

As you can see, these are not for the most part "yes" or
"no" questions and can take quite a bit of time to answer.

Where do I submit the results?

After assembling all the data you are now ready to submit
your findings to the PCRB. Neither you nor your insurance
company can just change your code. Your code change
request must be approved and processed by the PCRB. There
are very specific procedures that must be followed and are
available on the PCRB website.

To go back to our paper products manufacturing example,
let's assume the PCRB determines your company should
actually be classified as a distributor. We'll also assume
that the distributor class is less expensive. You can then
begin to calculate (using all your assembled worksheets)
the amount of your refund. Your insurance company will
probably be willing to help you do these calculations but I
would double check them anyway. You will also need to
determine the number of years your company has been
misclassified. Obviously, if you changed from a
manufacturer to a distributor 10 years ago, your refund
could be substantial.

Why don't more companies do this?

That's a very good question! For one thing, even though a
company could get a substantial refund, it can be a big
project to handle internally. There is also no guarantee
that any refund is due. Another reason is because many
organizations just assume that all of their information is
correct.

How can I learn more?

If you would like more information on how to determine
whether your organization has been misclassified you can
contact me using my information listed below. Our company
is fully equipped to help you perform your own audit or you
can outsource the entire project to us.

Are there any other places my insurance provider may have
miscalculated?

Absolutely! That is why my next article will deal with how
to ensure your experience mod is correct. An incorrect mod
can cost you a bundle as well. Until then...


----------------------------------------------------
Eric D. Patrick, is an attorney and Chief Operating Officer
of Consumers Insurance Agency Inc.
http://www.consumers-insurance.com . He is involved in two
law practices and engages in insurance and legal consulting
through his RiskAssure Consulting Group. Please contact him
for further information.

How to Drive Business Success

How to Drive Business Success
Times are difficult. Gasoline prices are up. Food and grain
prices are up. Your ire is up and your business... down. It
is so easy for the individual and the entrepreneur to
decidedly give up. There are times when you feel all
obstacles are in your path and the least resistance is
stopping. It is understandable, yet an easy escape. There
is too much recent talk of recession proofing the business
and conducting business in tough times. These are simply
titles and excuses for items that are required to operate a
successful business.

A functional business is similar to a garden. The
foundation for any garden is proper fertilization
techniques that help nurture the soil and maintain its
balance with its vegetation. Yet plantings will not grow
without strong roots and soil. Similar to soil the best
nurturing for your business is constant sales and customer
care. The more sales and the higher the customer
acquisition the easier to pay for people, property,
equipment etc.

Other factors that assist in root development and
nourishment for your soul and destiny relate to your
attitude. Your holistic approach to your business is soil
upon which your business grows. Similar to fertilizer your
daily dosage must include the following:

Desire. For business to flourish you must abundantly desire
success. Recall why you founded your business and what you
hope to achieve. Your passion for assisting others is the
fuel that bounds you from failure to fortune, fertilize
your soul by returning to your desire so that you
revitilize your soul. Another nutrient is repeating your
mission statement and visualizing the success you desire to
achieve.

Believe. There is no better nourishment then your faith.
Faith is a component of both passion and love. Faith is
your ability to disavow the norms and continue. Good roots
fight inclement weather so must you! Thomas Edison did not
believe he failed he had faith to succeed. If Henry Ford,
and Andrew Carnegie did not have faith our American
business system would not be the supreme power it is. And
if Abraham Lincoln did not have faith, African Americans
would not be free and his name would not be associated with
America's greatest president. In fact, faith was so
imperative for Lincoln because his successes did not arrive
until after his 40th birthday. Your faith gets you through
intense storms but you must see the sunshine well before
others.

Achieve. The only manner for success is continuance. My
mentor states do not seek perfection seek success. I
wholeheartedly agree. There is no perfection. We all face
daily obstacles. We are constantly challenged by the errors
of our ways, yet the only way to achieve is to continue
moving. Refrain from excuses and continue to achieve no
matter what the conditions.

Nurture. Gardens require daily maintenance; food, water and
vitamins. You too must invest in nutrition. Success is
achieved through education. Learn from your mistakes.
Failure is the best educational tool we recognize. Many do
not believe failure is a nutrient, yet it is the best
nutrient. Think like Edison and use your failures as a
road map towards new attempts. Education is the one item
that no business professional ever retorts. Education is
the greatest fuel for business success. Use previous
experiences as a nutrient for new ideas and new possible
beginnings.

Succeed. I recall a young man that had limited athletic
ability. He was reared in a dysfunctional home and loathed
by family and friends. After much discovery he found an
outlet in track and field. After years of searching he
found a tool that displaced the discontent in his life.
With much practice he got better and began to appreciate
the sport. His success brought about future success. He
visualized future success. Within months he became the
captain of his team and a four-time school record holder.
He also enrolled and graduated from a prominent university.
You too can achieve success. You have to breathe it, become
it and yearn for it. Success does not come easy. The
Reverend Dr. Martin Luther King jr. stated, "Faith is
taking the first step even when you don't see the whole
staircase." Take the ladder of success one step at a time
by seeing each step, living each step and appreciating each
step.

Prosper. Admittedly, each day represents a new challenge
and yet new opportunities. However, when your garden begins
to show new growth, you stop in admiration. Take the time
to reap what you sow. Learn to stop and smell the flowers
and appreciate your success. Your ability to stop and
reward yourself is prosperity. Yet also understand that
prosperity is not only about money, it is your balance of
both your personal and professional life.

Our worlds like gardens require constant attention. There
is a need to eliminate weeds that shadow the beautiful
flowers. Our gardens require comfort during inclement
weather. And there is a need for daily nourishment to
obtain strong roots for growth. The best gardens are
attended. However, the most abundant gardens obtain daily
nutrition, bountiful sunshine and love. Give foundation to
your garden and watch your business become fruitful!


----------------------------------------------------
Drew Stevens PhD is known as the Sales Strategist. Dr. Drew
assists organizations to dramatically accelerate business
growth. He is the author of seven books including Split
Second Selling and Split Second Customer Service and Little
Book of Hope. He is frequently called on the media for his
expertise. Obtain a FREE ebook of Little Book of Hope,
http://www.webmarketingmagic.com/SecureCart/SecureCart.aspx?
mid=B7852AF9-D0BC-4560-9A02-03924B1AD158&pid=51de1aa559da7aa
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