Having an online business presence makes good sense. A website can be a greatmarketing channel to capture customers who may not frequent brick and mortar businesses.

Consider this recent Harris Poll by Harris Interactive. In December 2009, a new poll found that internet users are spending an average of 13 hours a week online. (Usage varies – one in five adult users are online for two or fewer hours and one in seven are on for 24 hours or more.)

From 1999 to 2002, adults spent an average of 7 hours a week online, and from 2003 to 2006 they spent approximately 8 to 9 hours. In 2007 usage increased to 11 hours and last year, after the financial crisis, it jumped to 14 hours.

A few of the likely causes for the increase are that people are becoming more adept at using the internet, they watch TV more often online, and they purchase more frequently online. The recession is also considered to be a factor as people have a tendency to stay home more often.

Whatever the reasons for the increase, it is becoming more crucial for companies to have some online presence. Fifty percent of all of those polled stated they had made a purchase of products and services within the last month. Adults aged 30 to 64 were more likely to make purchases than those who were under 30 or over 65. If your target market lies in the 30 to 64 age range, there is even more incentive to set up a website and begin to drive people to it through a variety of marketing channels.

A. Yes, but I would recommend that you first contact the newspaper to find out more about how they did the evaluation. You should find out the criteria they used, how large a geographic area their survey covered, whether the paper engaged an outside professional survey firm to conduct the evaluation, whether this was the first time they had done this survey and will this be a continuing annual evaluation. I would recommend you find out these background matters in order to be more informed as to how to position this reference to their evaluation and what to say. It may be, for example, that the newspaper will make suggestions or provide information that might be useful in your own advertisements referencing this number #1 rating.

Note:
The above should not be interpreted as offering legal advice in any jurisdiction where such practice is not authorized. Engage competent counsel familiar with your jurisdiction when legal issues arise.

Write right. No matter how many words you use in your mail piece, make sure the copy is compelling and correct.

Clearly outline the benefits to your reader. Remember to include the features and benefits of your services or products.

Create compelling headlines. A headline is the first item to capture attention – be sure it succinctly sums up your point or offer.

Include a call to action. Consider what you want the customer to do, and then be sure to ask them to do it. Ask your reader to use a coupon for a discount, pick up the phone, or visit your website and enter a discount code.

Use memorable clean design. Clean, simple design that helps you get your point across will be more useful than design that obscures your message.

Proofread! You spend a lot of thought and time on your mailings. Spend a little more time and be sure all of the information is correct.

Keep your database up-to-date. Using in-house lists? Make sure they are kept current. Do not waste money mailing to bad addresses. Update or delete bad addresses after each mailing.

Be prepared to follow-up. Follow-up with another direct mail piece that offers an increased benefit, a phone call, an informational mailing, or any other necessary marketing actions.

Before you join the hordes of “eco-friendly” businesses, be aware of the potential backlash against companies who profess they are going green. Some consumers are frustrated with conflicting advice about being environmentally conscious or are just tired of hearing companies tout their new eco-awareness. They may doubt your
sincerity or integrity if you are pushing a green agenda.

According to the results of the 2008 Green Gap Survey by Cone LLC and The Boston College Center for Corporate Citizenship (BCCCC), the group they surveyed misunderstood language commonly used in environmental advertising, which gave products “a greater environmental halo than they deserve” and created risk of a back lash. In addition, a majority of those surveyed support government regulation of environmental messaging.

In order to avoid a green marketing backlash you must be precise, be relevant, be a resource, be consistent, be sincere, and be realistic when marketing green products or services. Specific environmental claims are more credible than general claims. How is your product or service helping the environment — or hurting it less than
another product or service? Be sure to make a clear connection between the product you offer and the environment, and be sure you can back up any and all green claims you make. Consider images you use to portray your products or services. Do they contradict your words or support them?

Be truthful about what you are doing and how your green efforts are making a difference or are progressing. Provide additional information and/or a resource list of third party websites for customers on your website. Consider how green fits with your mission statement, and update it if appropriate. While promoting your green, make sure you don’t lose focus on your products or services.

You won’t require a lot of forms or extensive questions, but you need to know what qualities make a difference to you in employee performance.

Two basic considerations are behaviors that you want to see and the results you expect. Once you have identified the expected behaviors and results, conducting performance reviews provides you with the opportunity to let your staff know what you expect from them, what they’re doing right, and what needs to change. For a new employee, a timely performance evaluation can clearly identify or reinforce your expectations and let the employee know how he or she is meeting them.

Performance reviews for small businesses also are crucial for identifying and correcting results and behaviors that could cripple your business.

A small business with two employees is more severely impacted by substandard results or negative behavior than a business of 50. In a shop of two people, one underperforming employee is 50% of your work force. Think of the impact that could have on your customer base!

If you have a small workforce, chances are that you rely heavily upon their talents and their customer interaction to build a successful business.

You can use the performance appraisal tool to keep that staff functioning at its best.

Courtesy of Small Business Matters www.smallbusinessmatters.com

For further information on developing successful performance metrics and performing appraisals for your employees, please contact Terry A. Brown at 610-987-0036 or TBrown5988@earthlink.net

Answer: Yes. Presumably, when you began your business over a decade ago, you set your original price based on what you believed left you with a reasonable profit margin, after deducting expenses. While your customers no doubt appreciate the fact that prices have not increased, there is nothing wrong with increasing the price — provided your contract allows for price adjustments. If it does not, you may want to negotiate an amendment or have new contracts executed with each of your customers which allow for price escalation from year to year. If the current contract runs for a definite term and is not evergreen, you might also just allow it to expire and then send customers a revised agreement. Particularly if your costs may be impacted by fuel expenses, you ought to have the contractual freedom to charge for those expenses. You might also consider having your attorney add a section allowing for specific fuel surcharges aside from price adjustments if conditions warrant.

Note:
The above should not be interpreted as offering legal advice in any jurisdiction where such practice is not authorized. Engage competent counsel familiar with your jurisdiction when legal issues arise.

1. Owner as Rainmaker
As the founder and owner you know the Product and/or Service best and truly understand the true costs so you are less likely to undervalue the product. Most clients prefer to work with the owner because there is an assumed trust since the owner is not considered a “salesman.” The problem of course is that the owner takes to selling usually when business tends to slow and what happens is this takes away his focus from running the business. When the owner is selling, there is little time to stop and establish a sales plan?

Luckily there are other options available!

2. Inside Sales Personnel
A direct, hourly Employee who sole purpose is selling and providing Prospects with Pricing, preparing written Quotations is a great alternative. These inside sales reps are trained so that they are able to Handle Technical Questions and many companies have inside sales reps deal with both Existing and New clients. By working with existing clients, the sales rep are able to up-sell them. Each business is different but inside sales reps are frequently responsible for Some “Cold Calling” and they have limited ability to negotiate discounts. Because they are direct hourly employees, they may participate in a light Incentive Program of between 1-3% of sales value.

3. Outside Sales Personnel
An outside sales person is typically a Direct Salaried Employee. They are normally on a Commission/Incentive Plan. They need to have extensive technical knowledge of the product or service although they could rely on an inside application engineer, depending on the type of company and it’s product complexity. Outside sales personnel may deal with both existing and new clients but there time is best spent working on acquiring new clients. It is important that territory and assigned customers be clearly defined. Written guidance is required on what authority exists on discounts and other concessions. One of the biggest challenges for companies is establishing an effective written commission plan that will motivate the employee, yet not create any administrative or financial problems.

4. Manufacturer’s Reps/Agents
These are not employees and paid only on sales closed. Companies usually pay the commissions, which can range for 5-20%, on a pay when paid basis. It is important that the company identify a proven manufacturer’s rep organization that is well recognized in the industry and is committed to support the companies goals. Agreements should not only address the companies goals, but should have legal review to ensure that they are in compliance with all laws. Many factors need to be evaluated prior to using this sales channel. Agent is a term that is normally restricted to international sales and advice should always be obtained before appointing an agent.

5. Resellers/Distributors/Private Label/OEMs
Although each of these terms is unique, they have been combined for the purpose of this discussion. The key factor is that they buy and resell your products. However they are representing your company and it is important that a detailed contract be executed. In some cases you may be granting them an exclusive right in their defined market to promote and sell your products. The reseller usually buys your product based on an order already received. Distributors usually have a list of defined products and prices that they can quote. Some, but not all, distributors will actually hold inventory of your product. Because they take title you have to be careful in how much you try and control their sell price. A private label situation is when you reach an agreement that the seller can place their name on your product an sell it as if it was their product. An OEM is a company that uses your product as an integral part of a larger device that they are selling.

With over 30 years experience as a Senior Executive (President, Executive Vice President, Managing Director, Director) in marketing, sales and operations, David Barton heads up Global Management Advisors LLC.  He can be reached

According to Global Finance, this global recession is proving to be a “springboard” for China and India (as well as other Rapidly Developing Economies (RDEs) like Asia, Brazil, Mexico, and Eastern Europe). Companies in China and India were not immune to the recession and those that were in debt have struggled. However, many companies in those two countries were able to advance or position themselves for growth during the recession.

Many companies from China and India had cash on hand or were able to use stimulus funds to grow. They were in a better position to acquire weaker businesses, make large investments in technology, enter new business areas, or turn their focus to their home markets to foster growth. While “most American companies were in a holding pattern” these global companies have prepared themselves for a post-recession leap. There are obstacles to business growth in both China and India and many other RDEs; a high poverty rate, tight government controls, and lack of financial transparency are a few of the stumbling blocks. To service companies in RDEs, it will be crucial to know both the legal system and cultural customs of those RDEs.

It won’t happen overnight, but China, India, and other RDEs are poised to become global industrial and financial centers, and this century may prove to be “The Asian Century.” In the coming years, it may pay for you to increase your global business awareness and search for new opportunities, especially in Asia.

Global Finance, http://www.gfmag.com/latest/features/9932-cover-story-global-leaders-in-waiting.html

Answer: Yes. Assuming there is no prior conflict, you may be able to register the design as a trademark logo.

Note:
The above should not be interpreted as offering legal advice in any jurisdiction where such practice is not authorized. Engage competent counsel familiar with your jurisdiction when legal issues arise.

Answer: Your company’s name is a tradename. While a trademark is used to identify and distinguish the trademark owner’s goods from those of another and to indicate the source of the goods, a trade name means any name used by a person or business to identify his business. Trade names cannot be registered in the U.S. Patent and Trademark Office. If you meet the tests to register your company’s name as a trademark, i.e. that it is distinctive as established by the evidence, you should register the trademark before expanding its use to another state.

Note:
The above should not be interpreted as offering legal advice in any jurisdiction where such practice is not authorized. Engage competent counsel familiar with your jurisdiction when legal issues arise.