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Why passion is not enough

November 10, 2010 by Fiona Humberstone

We often start our businesses because of a deep-seated passion for what we do. Perhaps we have a flair for something and we want to spend all of our time doing it. Maybe we want to turn a hobby into a business – perhaps we just want to do what we do best.

I have a lot of respect for people who follow their passions. When you bring a passion for what you do together with a flair for business, you have a winning formula.

The challenge is getting that flair for business into the mix.

I’ve spoken to two brand new clients recently. Both have more than 20 years’ experience in their respective fields and have a real passion for what they do, but they haven’t thought clearly about how customers fall into the mix.

Business owner number two – let’s call him Jeff – is an expert in his field. He works in a niche, scientific market but his service could be sold to anyone – domestic or commercial. He called my company for help with designing an advert for a school magazine. The trouble was, he hadn’t thought through how the parents at school would benefit from his service. He certainly hadn’t thought through why they should care about his business.

Jeff was blinded by his passion. So passionate was he that everyone should use his service, he’d failed to see it from his customers’ point of view.

You may believe in your product or service, you may have scientific evidence to back it up. But unless you can convince your customers they need or want you, you’re on a hiding to nothing. You’ve got to sell your business in a way that your customers can feel it in their gut. They need to understand exactly why they need you (ask yourself – so what? why should my customers care?) and what the cost of doing nothing is.

It’s hardly surprising that Jeff’s business is struggling. He needs to define a clear brand strategy for his business; he needs to work out who his most profitable clients are; and he needs to create a structured marketing plan that enables him to communicate effectively to them and get them to start buying. His passion alone isn’t enough.

Don’t get me wrong, I’ve been described as one of the most passionate business people in Surrey – on more than one occasion. I “get” the importance of running a business you’re passionate about. But passion alone isn’t enough. You’ve got to stay focused on your customers, because without them – you don’t have a business.

Fiona Humberstone, Flourish design & marketing


The Apprentice: Bye bye Paloma

November 04, 2010 by Rachel Miller

Missed the fifth episode? Catch up here.

The task

It’s another early start and this time the candidates have been asked to pack an overnight bag. They are going to Manchester to sell clothes at the Trafford Centre. But first they must select two lines of clothing made by some young up-and-coming new designers in London. All the girls’ eyes light up at the prospect of a fashion task and Liz becomes leader of Synergy while Paloma leads Apollo.

The best bits

Things are looking slightly more professional at last — although it’s hard to know whether the candidates are improving or it’s just that the worst of the bunch have left. Then again, it could simply be the fact that this task is a buying and selling job, pure and simple, and does not include any tricky manufacturing challenges — sausages, muffins etc — that often descend into farce. For me, the best bits are watching Nick Hewer’s constantly changing facial expressions, which register everything from amusement to horror and speak louder than words.

The worst bits

Apollo makes three mistakes. Like Synergy, Apollo visits the designers of some affordable glitzy party dresses that could sell themselves. While the Synergy team is in raptures over the clothes, the guys from Apollo stand there in silence. You can almost see the tumbleweed. So when the designers have to pick a team to sell their clothes, they opt for Synergy. Strike one. Compounding that mistake, Apollo then chooses a range of upcycled clothes with a hefty price tag that are very hard to sell. Strike two. Next, Alex brags that he has worked at the Trafford Centre before (doing what, one wonders) and takes charge of picking a site for Apollo’s promotional stand — miles from the team’s actual store. Strike three.

The losers

Paloma pins all the blame on Alex. She also takes Sandeesh into the boardroom — a transparently tactical decision as Sandeesh has already faced some flak from Lord Sugar. But nothing gets past Lord Sugar. He tells Alex, “I think you’ve been set up. You may be bloody useless but I’m going to give you another chance.” Paloma is out.

The ones to watch

As the numbers dwindle to ten, the potential stars are shining a bit brighter. And this week’s stars include Stella, Liz and Chris. Meanwhile, Alex and Sandeesh may have survived another week but their long-term prospects don’t look great.

Quote of the week

“Behind me you can see Stella wearing a very short sequined emerald green dress, waving at people from the window. Amsterdam? Maybe. But not in Manchester.” Nick Hewer.

Missed this episode? Watch it on BBC iPlayer.

Summit for nothing?

November 04, 2010 by Mark Williams

So the coalition government set out its stall this week by outlining measures it believes will aid the UK’s five million or so small and medium-size enterprises (SMEs).

Hosting the launch event – loftily entitled the Summit for Small Business – Business Minister Mark Prisk said: “I entered government with the goal of making this the most entrepreneurial decade in our history and I'm confident today's announcements will make that a reality.” Big ambition. Bold claim.

All the major parties agree on the pivotal role SMEs are likely to play in reviving the UK economy. SMEs provide 60 per cent of the nation’s jobs and half of its GDP. And with so many public sector workers likely to lose their jobs, many will hope to find gainful employment in the private sector. 

The government’s three main aims, as revealed at the Summit, are to: improve access to finance; make it easier for SMEs to win public sector contracts; and allow social tenants (ie someone who rents a property from a local council or housing association) to start their own home-based businesses (currently this isn’t allowed).

Despite the taxpayer bailouts and criticism from business groups, still too many small firms are met with refusal when seeking a bank loan or overdraft extension. Business Secretary Vince Cable has certainly been a vociferous critic of the banks in this regard.

The government says it is committed to ensuring a wide range of finance options for small businesses. The Enterprise Finance Guarantee (EFG) scheme will remain live for another four years. According to the government it will make “£2bn available to viable small companies [that lack] credit history or collateral. This will provide support to 6,000 SMEs a year.”

A further £200m will be committed to Enterprise Capital Funds, which will “support equity investments in the highest-growth potential businesses over four years.” The first of the new funds is expected to begin investing in early 2011.

The government will also work with banks in their response to the Business Finance Taskforce green paper, including the £1.5bn Business Growth Fund, mentoring and drawing up of a new lending code. Vince Cable said: “The government is doing its bit. The banks [must] play their part [by increasing] normal commercial lending to get the economy growing.”

Chancellor of the Exchequer George Osborne noted: “The private sector is also taking steps to provide a diverse range of finance options for businesses – a development which is welcomed by government.”

The government also wants to make sure SMEs are awarded at least one-quarter of public sector contracts, which will be welcome news for those eager to get a slice of a multi-billion pound pie. To speed up the process a standardised ‘Pre-Qualification Questionnaire’ (developed in co-operation with the Federation of Small Businesses) will be introduced in December. Designed to ease cashflow pressures, the government has committed to pay 80% of its prime contractors within five working days and these must pay their suppliers within 30 days (more good news for many small suppliers). 

Cable, Osbourne, Prisk et al are not the first politicians to make speeches underlining the huge contribution SMEs make, as they quietly go about generating wealth and providing employment. Praise is one thing. Time will tell whether these latest measures are enough to have any a quantifiable positive effect on SMEs’ fortunes in the difficult few years yet to come.  

Mark Williams, Start Up Donut editor


Set your business apart for less

November 03, 2010 by Dale Cook

Growing a business isn’t easy, but experience has taught me that one of the keys to success is to set yourself apart from the rest. Thankfully, it doesn’t have to be expensive.

Firstly, you must understand your customer.

You want the product or service you sell to become a real hit among your target market, but do you really know who buys it? There are many factors to consider and these could change with emerging trends. It’s important you gain an understanding of who is buying and what the biggest driving forces are that make that someone choose you, your expertise, your brand, your product or service.

Next, get online.

The internet is a low-cost billboard for you to showcase your business and perhaps sell your products and services, but the prospect of hiring a web designer can be daunting. Why not take a DIY approach? The good news is that a modern range of software is demystifying web design. There are simple, drag-and-drop visual web design programmes not a million miles away from an office word processor. Some packages boast even more potential, producing feature-rich websites without using any HTML coding. A professional-looking site can be produced and online in a matter of hours, even if you have no prior experience – and without a hefty bill for design and build.

It pays to advertise.

Consider placing an advert in a targeted publication so you can be seen by the right people. Consider your budget – is radio or TV a possibility? How about adverts in mobile phone applications? If you need to keep your costs low, creating your own advert can still work wonders. Distil what you want to say and make it an attractive proposition. Decide what your brand values are and keep messages within brand guidelines. Focus on an easy-to-remember call to action.

Go direct and save a small fortune.

Cut out the middle men by producing designs yourself and sending them straight to a professional printer. Some flexible design and publishing programs are ultra user-friendly. Templates offer a quick way to make polished materials and your designs can be shared in a professional, compatible format (eg PDF) for accurate printing in any pro print shop.

Don’t rush out a poster, newsletter, brochure, flyer or other materials.

First, thoroughly check text for spelling and grammar mistakes. Use software to help, but remember to check for errors with the naked eye, too. There are proofing tools built into popular desktop publishing packages, design products and word processors, but they might not always pick up correctly-spelled words used in the wrong context.

Less really is more.

When you decide to produce your own poster, advert or other marketing materials, remember that a clear message will have more impact. Don’t use graphical effects for the sake of it or use too many different fonts, sizes and weights, otherwise the design will look unprofessional. If you have a coloured area or image as a background, you might want it to go right up to the edge of your page, but headlines, text, logos and other important information should be places well inside the edge of your design. What is it you or your customers like about other advertising you consider to be effective? Bear these points in mind when you work on your own materials, whether editing a design template or creating a design from scratch.

Dale Cook, Serif


Make a good impression with LED laser printing

November 02, 2010 by Matt Bird

Finding a truly niche market is hard these days. With remarkably few barriers to entry, especially when considering internet retailing, there has been an exponential rise in competition.

Whether you’re selling ink cartridges (as I do) or cuddly toys, there will be companies out there offering the same products at a similar price. As such, a company’s attempts at differentiation now commonly focus on customer service and “going that extra mile”. And new printer technology can play a big role here, by creating good first impressions with your marketing literature. 

The printer’s part

As you all know, in addition to internal document printing, your business printer can be used for customer documents, ranging from invoices to promotional brochures. This is a crucial part of your service and poor quality documents with low-resolution prints or dull colours can really affect attitudes towards your business.

Historically, the options were to outsource such printing requirements to a professional printer, or to foot the bill for a (previously) very expensive colour laser.

LED laser printers

However, many manufacturers are now following Oki and moving into LED printing technology for their colour laser machines, and start-ups with high volume printing requirements can cheer at this.

The benefits are many:

  • High-resolution prints
  • No moving parts (quieter and fewer hardware issues)
  • Lower maintenance costs (highlighted by longer free warranties)
  • Single-pass printing (less chance of a paper jam)
  • Faster print speeds.

And best of all, their initial price (from £180) is accessible for any start-up. Plus, very little can go wrong with the machines, the quality is brilliant and the costs (both in consumables and maintenance) are affordable.

The only real weakness behind the technology is the limited horizontal resolution, as there are only so many LEDs you can physically fit in a row. For the vast majority of small businesses, however, this is not an issue, because it only becomes a problem where you’re doing a lot of image printing. And in that case it would be better to purchase a dedicated image printer anyway.

Perfecting the customer-facing side of your company is just one of the many factors a start-up has to get right to survive. LED printers are a great way to achieve affordable and professional quality printing, and thus immediately put your business level with the competition. And avoiding the need to outsource printing means costs can be kept to a minimum and forecast easily – a real bonus in the start-up world, where every penny counts.

Matt Bird of printer cartridge supplier, StinkyInk


How to promote your business with a killer case study

October 27, 2010 by Jane Lee

Case studies are stories describing how a customer’s business has benefitted from using a product (or service). They can be in written, podcast (audio file) or video format.

Aside from actually talking to potential customers, case studies are a great way of showing off what you do well and getting your business noticed. They can be used on your website, newsletter or brochures, but I want to focus on using written case studies for public or press relations (PR) because getting coverage in places like websites, magazines and newspapers is a fantastic way to generate leads and build brand awareness.

What makes a good story?

Marketing case studies are often too ‘hard sell’ for putting in the media. Editors like a subtle approach with only one or two direct references to the product and the story tightly focused on the customer’s experience.

A good case study needs three basic elements: a business challenge faced; the solution found; and, most important, the benefits gained.

But you must also engage your readers and tell a story with a strong angle. Find something topical, like Polished Bliss who has flourished in the recession, or who overcame online fraud problems. Maybe combine a business interest with a human element, such as fulfilling a lifetime dream, or how a company overcame a major obstacle as The Cake Store did when it beat off competition from local supermarkets.

Having decided on your ideal customer and storyline, ask if the company is happy to co-operate – explain the mutual benefits, such as free publicity.

Who should write the case study?

You can always hire a freelance copywriter, a PR specialist or journalist who knows your field. They may cost a few hundred pounds, but it’ll be money well spent. To find one, ask for recommendations at networking events or on social media sites – you’ll be inundated. Always ask for samples of a writer’s work, to check their style. Ensure that one rewrite is included in the fee. Not even an expert will get it right first time.

Once you’ve chosen a writer, give them a clear brief. Tell them the length/word count (typically 500-750 words); the product(s) you want promoted; and the benefits you want highlighted. Fix a deadline for the first draft and then introduce the writer to your customer personally. After that you can leave it to them to arrange the interview.

Of course, if you want to write it yourself, if you have the ability, it’s a great way to get to know your customers. Once written, get someone you trust to check it over, because we become blind to our own mistakes. Try not to be upset by any criticism; ask if the piece ‘reads well’ and makes your point.

DIY writing tips

  • Case studies can be in the first person (“I”) or the third (“he/she”), but if you use “he/she” pep it up with quotes from the customer, to make the story easier to read.
  • An alternative style to prose is using a question and answer format, as in this piece on Plain Lazy’s use of social media for marketing.
  • Give it a strong title that encapsulates the story, such as: “Acme Co grows customer base by 100 per cent using Nuclear Plastiwidgets”.
  • Use statistics to show the difference the product has made and the benefits gained. Ballpark figures are fine.
  • Avoid jargon and terms such as ‘market leading’ and ‘unique’ – no one believes them! Write out any acronyms in full the first time followed by the abbreviation in brackets, for example, Internet Service Provider (ISP).
  • Include your website and contact details for more information.
  • Show the case study to your customer before you send it off, both as a courtesy and to check the content is accurate. Maybe they could use it in their own marketing?
  • Many editors like to use ‘boxes’ highlighting the key facts, for example, industry sector, size, location, date of founding and the benefits covered in the story in condensed form.
  • You need good photography. Ask your customer if they have any “high-resolution” photos (ie 300 dots per inch). You need interesting angles and not just boring, front-on headshots. Look at photo libraries online for inspiration or (if you have enough budget) hire an experienced professional photographer. They’ll cost less than the writer and a good picture makes people want to read on. If possible, give the editor a choice of pictures.

Where to publish

Your target is the publication most relevant to your real audience: your customers and prospects.

Write a summary of your key points and email it to the editor. Only approach one publication at a time, to avoid being accepted in two places. You can try the story in more than one place, but only if you target titles in different sectors using different angles. Editors want “exclusive” stories. 

Once accepted, you may be asked to shorten the piece to suit the space available.

Now it’s over to you…

Don’t forget to put your case study on your own website and refer to it in your customer communications. If you’re on Facebook or Twitter, post a link.

Now go out and find a satisfied customer – one who’s happy to talk about the benefits your product has given. Let me know how you get on.

Jane Lee from Dexterity is an independent PR consultant specialising in IT companies and small businesses.


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