Jul/100
Traditional marketing v new marketing
There is still a great deal of confusion, particularly amongst business owners who consume little digital media or don’t participate in social networks, about the difference between traditional marketing and new media or social media marketing. Hopefully, the following examples will help to ignite debate around the distinction.
A traditional marketer will focus on broadcasting a message to the local area using newspapers, posters or flyers. The message will reach people who may or may not know your business and will talk about why they should become customers. He is fighting to capture the attention of the masses, regardless of whether they are likely to be interested in your business. A new media marketer will concentrate on creating a piece of online content (a photo, video, blog, podcast or similar), which is aligned with your business and which your target customers will find entertaining or interesting. She will distribute it through the online networks of existing customers and draw attention to it in several places online, where people can find it. She is building a bridge (as Brian Solis would call it) between consumers and your business’ online presence.
A traditional marketer will want to improve your product or service and will start by asking your customers to complete a questionnaire. Maybe even an online questionnaire. He is producing a structured piece of feedback that will help you to make improvements. A new marketer will make sure that communication channels are constantly open with your customers such that they feel comfortable posting a comments on your Facebook wall or via Twitter to let you know about a bad (or sometimes good) experience. This marketer will take time to monitor the digital channels for conversations about your business. She is providing a simple and convenient way for customers to talk to you when they have something to say.
A traditional marketer will seek to acquire new customers. He will place adverts in the local press, invest time and money in making your website appear at the top of Google ranking lists when people search for certain keywords and perhaps pay Google to make you appear at the top as a sponsored link. He is forcing your business into the offices and homes of local people. On the other hand, a new marketer will focus on engaging existing customers and getting them to talk to their friends about your business online. She will give them a reason to talk to their friends about you. This could be an engaging piece of online content that they will want to share with their friends. She is making it easy for local people, at least those who are interested, to find you.
Agree? Disagree? Like it or not, social media is important to your business. As a local business owner, the most important thing is that you do your homework and form an opinion. At the very least, join Facebook, Twitter and Foursquare and see for yourself what all the talk is about.
Jun/100
What is the value of your address book?
The owner of a small restaurant group recently told me about a piece of research conducted in the UK, which estimates that one customer’s contact details adds, on average, £1.50 to the value of your business. It follows that, if you have built a database of 10,000 customers, you would be around £15,000 better off when it came to selling your business.
It takes planning, time and effort to build a customer database and this research suggests that all that hard work is very worthwhile.
So what is your customer contact database worth? I would suggest that there are two key questions to consider. Firstly, what is the quality of your data? Secondly, how do you use the data?
The quality of the data is crucial. How many of your records are out of data? Have any of your customers changed their details since you collected them? If customers hear from you regularly and value your communications, they will let you know when their details change (or at least you will find out when a message bounces back).
Another indicator of data quality is the method you use to collect your data. If you use incentives such as a freebie, the chances are that a number of people will sign up even if they don’t want to hear from you. Of course, these people are unlikely to look forward or respond to your communications. The smaller the incentive, the better your chance of capturing genuinely interested customers.
Have customers given you explicit permission to contact them in certain ways? Email, SMS, Facebook, post? If their permission is explicit, they are more likely to respond to your messages. The fact that they gave you their mobile number when booking a table does not mean they want to receive SMS messages from you.
What do you know about your customers’ interests? Which of your product lines are they most interested in? What type of events would they like to hear about? Do they want to know when you have a sale or discount? When is their birthday? The more you know about them, the more you will be able to tailor your messages and the happier they will be to hear from you. Your aim should be for every message to be anticipated (see explicit consent above) and relevant to their interests.
Let’s say that your customer database meets all of the above quality criteria. So what is it worth? Well, that depends entirely on how well you use the data to entice customers to spend money with you. Let’s take a simple example. If you send an email to 1,000 customers in your database and, as a result, 20 customers visit you and spend £300 between them, simply subtract the cost of the campaign (say £50 for the email to be built) from £300 and divide by 1,000 to calculate your average value for that campaign (£0.25). But what if you do this once per week and achieve the same results on average? That means the average return on one of your customer records over a year is £13 (£0.25 x 52). Someone who buys your business should be able to generate an extra £13,000 over the next year using your customer database. So ask yourself, what should they pay you for it?
Of course, the other question you should ask yourself is how to find out more about your customers and how to create more compelling communications so that you can increase the average value of your contacts. For hints, look at the customers who respond most often. Their contact details will already be worth far more than your average.
Apr/100
10 questions that every local business owner should answer
1) How did your customers find out about you?
2) How old is your typical customer?
3) Where does your typical customer come from? How far? Here’s a clue: Ask for their postcodes.
4) What do your average customers do with their time? Are they married with kids? What type of jobs do they have? Here’s another clue: If you have their postcodes, you can buy this type of information.
5) How much money, on average, do your customers spend with you?
6) If you are a bar, restaurant or similar service business, how much time do your customers spend with you?
7) How often do they spend money or time with you?
8) How many of your customers refer you to their friends?
9) How many complain about you to their friends?
10) Who else do they spend money with when they could be buying from you?
Notice that these questions are all about the status quo. Now, for each question, ask yourself what, in an ideal world, you would like the answer to be. You may be surprised to find that, for at least one of these questions, you can change your business to achieve close to the ideal answer. And if you can do that, you may be surprised about the difference it makes to your bank balance.
Mar/100
Groups can harness the power of local too
If your local business is a shop, pub or restaurant, you undoubtedly compete with similar businesses in your area. A number of your competitors may belong to a group or chain of anything between a few to several thousand outlets.
Group businesses enjoy some substantial advantages over your business. For example, owing to the volumes they purchase, they get better prices from suppliers. Also, they have larger marketing budgets so can afford to entice local people in with press and radio advertising, perhaps even national press or TV. They offer predictable products and services and most people love the fact that they know exactly what to expect.
However, as an independent, you have a very powerful advantage over your group competitors. That advantage is you. You are more interested in your business than the manager of the local Starbucks or Café Rouge. You are far more motivated. You keep thinking about your business in the evening and it sometimes keeps you awake at night. You put far more energy into it. If a group could have one of you running each of their branches, they would be the most successful business in their sector.
For obvious reasons, it simply matters more to you and, crucially, it usually shows in your interactions with customers. For you it is a very personal matter that your customers are satisfied. If not, you will feel their discomfort in your pocket sooner or later. For you it is natural to remember your customers’ faces and names, their likes and dislikes. Most chain store managers don’t think this way.
And this is the best thing you have going for you when it comes to beating large competitors. You have the motivation and energy to take every person that walks into your store and work to convert them into a loyal customer. Today, most groups and chains underestimate the power of building local audiences, choosing instead to build central marketing databases where consumers interact with the HQ of Restaurant Group PLC rather than their local branch or store.
However, new technology is making it easier for groups and chains to build local fan bases quickly and inexpensively. They will never replicate the dedication of an owner at the branch level, but it is becoming easier for them to leverage their local premises and staff to convert footfall into loyalty more quickly. If they wake up to the power of local, your fight will become a little more difficult.
Mar/100
Forget advertising. Grow by word of mouth alone.
Everyone knows it is great to have word of mouth but how do you make it happen? Conventional wisdom says that all you need to do is provide a good product or service and word of mouth will do the rest. The truth is that it is less straightforward than that and there are a few subtle issues to contend with.
Some people love to find new things and tell their friends about them. If your business is something new or different, you’ll need to seek out early adopters because many people don’t like change. Your effort to find early adopters is usually rewarded as these people love to tell everyone about the great new things they have discovered. A word of caution, though. If you expect people to change their buying habits for you, your product or service will need to be remarkable.
What if yours is the type of business people don’t talk about very much? How often have you raved about the wonders of your gynaecologist over dinner with your friends? Do you talk about contents insurance at the pub? Not every product or service can grow by word of mouth alone.
Can you make it any easier for people to talk about you? Think about how your customers communicate. Can you send an email or an SMS with a special offer that they will want to forward to their friends? How about creating a Facebook page for your business and posting news, events and offers there? When someone becomes a ‘fan’ of your Facebook page, their network of friends will be able to see that.
Let’s assume you have provided a great service, you have given people a reason to talk about you (maybe an incentive), you have made it easy for them to remember you (perhaps a branded box of matches to take home or an occasional email update), made it effortless for them to talk about you and you have identified your most influential customers, paying special attention to them. What next?
Well, what do you want them to say? Can you describe what is great or unique about your business in the few seconds of captive attention you would have if a prospect were travelling in an elevator with you? It’s not always obvious and big businesses spend thousands working out their ‘elevator pitch’. If you can’t, it’s very unlikely that your customers will be able to. If you think it could be hard for customers to ‘sell’ your business in a few words when they bump into a friend at the supermarket, do something about it. Come up with a strap-line for your business and make it visible in your premises, on your van or your business card.
The good news is that, for some types of businesses, such as restaurants and bars, word of mouth alone can bring great success as long as they pay attention to the subtle details. For others, they’ll need to think carefully about how to get people talking about them.
Feb/100
Do this and you will succeed
What would you say if I told you that there is one thing so powerful that, if you did it, your local business would succeed? Not only make more money, but become a resounding success. Far more successful than your competitors.
But that’s not all. If you do it right, you can tear up most of your to-do list, because it will soon become apparent that there is little else more important than this. Traditional marketing and advertising will become increasingly less useful and you will be able to fire all but your best customers. You will focus on this because it works and you will worry less about other tasks. Your priorities will be clearer and you will have more time and less stress.
Well, such a thing does exist and it is no secret. What you must do is find your 1,000 true, local fans. The 1,000 local people that love your business, trust you and talk about you to their friends and colleagues. The 1,000 local people that come back and buy from you regularly and enjoy giving you their money. These are the people that you must talk to and find out more about. These are the people you must communicate with and focus on.
Stop for a moment and think about the power of this. What is your average spend per customer? What do your best customers spend per visit? What if you had 1,000 customers that liked your business so much that they came back as often as they could? How much would you make in a year? Just from those 1,000? What do you think their lifetime value to your business would be? And what about all of the friends they would drive to your business?
Do you think you would still need to advertise? Wouldn’t it be great to focus all of your attention on making those 1,000 people happy? That would be the single most important marketing activity and it is quite likely that no other marketing would be necessary. When you get 1,001, fire you worst customer to make sure you have enough time to focus on your 1,000 true fans!
You don’t have 1,000 true fans? So start today. If you own a shop, pick a customer today that you think has the potential to become a true fan. Capture their contact details before they leave and think about how you will entice them back in and delight them when they arrive. If you do this each day, you will have 1,000 true fans within around 3 years.
You can start simply by inviting a person to receive your special offers by email or SMS. Then let them tell you what type of things they want to hear about. Next, tailor your offers to their preferences. And when they use your business, give them a simple way to praise or criticise without fearing confrontation or reprisal.
The magic of this approach is that it will make you focus on the important things, the products and services. In order to delight people and convert them into fans, you will need to do this. In addition, you will be forced to focus on the customers, creating a dialogue, finding out what interests them about your products and what they really think about your service.
The alterative is to follow the traditional path. Pay somebody else to rent their fan club, perhaps the local newspaper or radio station, in the hope that you can shout your message at them and that 2 or 3% of them might be remotely interested in you. This is not only hard work, stressful and distracting but it is also completely unaffordable when you consider that your competitors may be building their own fan club for little cost. The traditional path will make you feel like you’re progressing because it consumes so much of your energy and mind space. But if you want to succeed, you’ll need to take a different route.
Jan/100
Hope is not a strategy
Just as you were reeling from the blow dealt to your local book shop by the internet, the hammering your grocery shop received when Tesco opened nearby or the kicking your pub was dealt at the hands of the smoking ban, along came the credit crunch. In case you haven’t noticed, it’s no longer good enough just to open the doors and wait for customers to hand over their cash. There is just too much competition and not enough custom to go around.
It’s clear that you need to find new customers and it’s tempting to start placing ads in your local newspaper or paying for prominence in a directory such as Yell. The problem with doing those things is that you are taking the easy option. You are giving your money to the local paper and saying “here’s some cash, now go find me some customers”. Then you are sitting back and hoping.
There is nothing wrong with paying these companies to look for new customers amongst their audience, so long as you are convinced that the money is well spent. The question is, do you want to rely on them to make you a success?
The alternative is to realise that you can make yourself a success. Look around you. Do you have a shop? Do you have footfall? Do you have a van? Do you have a list of customers that have bought from you in the past? Then, you have your own audience. If you have not already collected their personal details, now is the time to start.
Why should they give you their details or tell you their preferences? How can you entice them in to your business, again and again? These are questions that you will need to answer. Once you have answered them well, you will not need to hope for success.
Jan/100
Email v Text
Which should you use for marketing your local business, email or SMS? Let’s take a look at the differences.
- Email is free to send, SMS isn’t.
- An email can be as long as you like, whereas an SMS is limited.
- An email can include pictures and images. Not an SMS.
- An SMS can be written and sent in minutes, whereas email requires time and money to be composed and sent properly.
- Most people read emails at home or in their office, whereas with SMS it’s wherever they happen to be when they get a text.
- Text messages get noticed instantly. Emails often don’t. Some people take days to notice a new email. Some emails are filtered into spam or junk folders, so never get read.
- Over 95% of texts are opened immediately versus around a quarter of emails.
Which is best depends on what you want to achieve.
If you want to say something to your customers that isn’t urgent and you want them to engage deeply with your message, then email is best for both you and your customers.
On the other hand, if you want to say something right away or you want certain people to be the first to know about something, there’s no doubt that SMS is best for you and those customers that want to be the first to know.
Is your salon looking very quiet next Monday through Wednesday? Why not send an SMS to the stay-at-home Mums in your address book and make them an offer they can’t refuse? Perhaps promote a luxury service rather than a standard cut, so that you don’t prevent them booking their usual monthly trim. What’s better, an empty salon or a busy one with customers paying half price for things they wouldn’t usually buy?
Jan/100
A resolution for 2010 – get permission!
This seems like an obvious point, but make sure that customers know what to expect when they agree to receive direct marketing from you. Are they consenting to email only, or also SMS? Are they opting in for special offers only or will they receive general news and updates about your business? The clearer this is, the more welcome your message will be, the greater chance of receiving a good response from customers. In this respect, people rarely welcome surprises.
Your aim should be for your customers to welcome and look forward to your marketing rather than to put up with it. If it is expected and welcomed by your customers, there is far more chance that it will influence them.
A list of your customers’ contact details is almost worthless unless you have captured their interest and gained their permission. If you have their interest and permission, you have a good chance of generating revenue with each piece of marketing you send.
Dec/090
Extend the Christmas rush into January
Many businesses, such as bars and restaurants, become extremely busy at Christmas time. They make far more money over Christmas and New Year than at any other time of year. They and their staff are completely flat out, their venues bursting at the seams. Then, very suddenly, it’s the 2nd of January and one of the year’s quietest periods commences.
What can be done to extend some of the seasonal rush past December into January and beyond?
For these types of businesses, the premises or venue is perhaps the most significant and costly business investment, as well as the most valuable. The value of a place of business is that it gives direct access to passing trade – prospects that can be converted to customers. A venue makes it possible to build sales from a standing start. Then, once the business is up and running, it provides the opportunity to build relationships with customers in person – something that many web-based businesses can only dream about.
Like any investment, it’s important to extract every bit of value from a place of business. If 8 out of every 10 people who walk into a shop are converted into regular customers, how long do you think it would be before that business would have to start turning people away or extending the shop to cope with the demand? A great problem to have!
This ideal scenario is altogether possible but it is not enough merely to engage with customers who walk in, although that is a great start. You also need to capture their details and preferences so that it is possible to reach out to them and entice them back in future. When you reach out to customers with a relevant and compelling reason to visit your business, some will respond. The more people you reach out to (always assuming a relevant and compelling offer), the more who will respond.
To start with, you need to seize every opportunity to collect your customers’ contact details and learn a little about them. There is no better opportunity than when they have chosen to walk into your premises. And, for the businesses in question, there in no other time of year when more people walk into their premises than at Christmas time.
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