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Answer Upon - How do You Get the Most Out of a Limited B2B Marketing Budget?
For the past few years or so now we've been creating and printing our own posters. And the best paper that I've found for this is satin paper. And not just any satin paper. The best that I've found is made by Hewlett Packard. And what works best is the 7 mil paper.Satin paper that's 7 mil thick dries quick. Even for dark prints. Cause there's enough paper to absorb the ink. Thinner paper takes a lot longer to dry cause not all of the ink isn't aborbed. So it has to just sit there and dry. Sometimes run and bleed through to the back of the paper.And the 7 mil paper isn't so thick that you can't roll it up and plastic sle
Action Point
Take the list of customers and add a column for Annual Revenue. This can be for last year, or the last twelve months, or even the last six months annualised. Now sort the list with the highest revenue customer at the top. Cost: ?nil
Lesson 5
Fine-tuning the list based on the Windows of Opportunity can have a huge impact on the direction of the business as a whole. It is best to take the whole figure for penetration rather than the individual scores for each market segment, as this next stage do
Noise pollution caused by rooftop and ground-level HVAC equipment including chillers, boilers, and air handlers has become one of the most annoying as well as dangerous environmental problems in cities worldwide. As urban noise increases and residential growth multiplies, residents and communities are demanding better noise reduction solutions for heating, ventilation and air conditioning equipment. Outdoor community noise problems caused by commercial and industrial HVAC systems may require an acoustically engineered Sound Barrier Wall.Sound barrier walls have been used extensively for years in the transportation and industrial fields
If you really are in B2B then you will know all of your customers pretty well because they’ve been placing orders with you for a while and should continue placing orders with you for a good while longer. The reality is that many salespeople, for whatever reason, not only don’t like administrative tasks such as maintaining databases but also regard their customers as their customers, not the businesses.
Action Point
Ensure that your business keeps an up-to-date record of the most important decision makers and key influencers. If you must, give the database an unthreatening title, such as the Christmas Card List. Cost: ?nil
Lesson 2
Just who are your most important customers? Are they the customers that spend the most with you? Are they the ones that give you the biggest margin or the most profit? Or are they the organisations that you currently do some business with but could do a lot more?
Action Point
Make it clear to the sales teams exactly which type of customers are important, and what sort of mix is required, and why. You might need the large accounts to pay for the overheads, the high margin accounts to contribute to profits and the growth potential accounts to fit into the growth plans you’ve got. Not to mention the inevitable customer churn. Once this is done, the Director of Sales can manage how time, effort and resources are spent, making sure that they are in line with your plans. Cost: ?nil
Lesson 3
We all need to sell more to stand still because of the nature of customer churn. When pressurised into producing Growth Plans we must always bear in mind the “hierarchy of risk” map. This hierarchy goes in three stages.
Low risk is selling more to existing customers.
Medium risk is selling your existing range to new customers and selling new stuff to existing customers.
High risk is selling new stuff to new customers.
The safest route to take is to sell more to your existing customers and the easiest way of doing this is through the Windows of Opportunity.
Action Point
Take the list of your Most Important customers (the Christmas Card List), perhaps also using Pareto’s 80:20 rule to refine the list still further, putting the names in the left hand column. Then, across the top, list out the products or services that you offer. This may be Nuts, Bolts and Washers; Vales, Pumps and Actuators; or PR, Copy Writing and Consultancy. Now, against each item in the matrix, put the estimated level of penetration (or wallet-share) you have with each customer against each product or service you offer. Show this as a rough percentage – 100% or 80% or 30% - something simple that everyone can understand. You might need help from the sales people on this. Better still, use the delivery drivers. They often get to see the inside of the customers’ warehouses and they know who’s buying what from whom. This is your Window of Opportunity. Cost: ?nil
Lesson 4
So far this exercise has cost you nothing but time, effort, and the embarrassment of not having this vital data to hand in the first place. We should now have on a single spreadsheet a list of the decision makers and key influencers at your most important customers, cross referenced with who buys what and how much of their spend you’ve got. This list needs to be prioritised a bit further.
Action Point
Take the list of customers and add a column for Annual Revenue. This can be for last year, or the last twelve months, or even the last six months annualised. Now sort the list with the highest revenue customer at the top. Cost: ?nil
Lesson 5
Fine-tuning the list based on the Windows of Opportunity can have a huge impact on the direction of the business as a whole. It is best to take the whole figure for penetration rather than the individual scores for each market segment, as this next stage doe
Any basic marketing class begins by introducing its students to the “Four Ps of Marketing”--Product, Place, Price, Promotion. Most business gurus will tell you that of these four, Product is the most important. Your product must have a unique value to the consumer or it won’t sell. Today, with virtual instant communication, it could be argued that PROMOTION is fast becoming Product’s equal when discussing marketing principles. If you promote your product in such a way as to capture the attention and hard-earned dollars of the prized consumer before any competitor has the chance, you’ve won the biggest battle in the marketing war.And ma
Action Point
Make it clear to the sales teams exactly which type of customers are important, and what sort of mix is required, and why. You might need the large accounts to pay for the overheads, the high margin accounts to contribute to profits and the growth potential accounts to fit into the growth plans you’ve got. Not to mention the inevitable customer churn. Once this is done, the Director of Sales can manage how time, effort and resources are spent, making sure that they are in line with your plans. Cost: ?nil
Lesson 3
We all need to sell more to stand still because of the nature of customer churn. When pressurised into producing Growth Plans we must always bear in mind the “hierarchy of risk” map. This hierarchy goes in three stages.
Low risk is selling more to existing customers.
Medium risk is selling your existing range to new customers and selling new stuff to existing customers.
High risk is selling new stuff to new customers.
The safest route to take is to sell more to your existing customers and the easiest way of doing this is through the Windows of Opportunity.
Action Point
Take the list of your Most Important customers (the Christmas Card List), perhaps also using Pareto’s 80:20 rule to refine the list still further, putting the names in the left hand column. Then, across the top, list out the products or services that you offer. This may be Nuts, Bolts and Washers; Vales, Pumps and Actuators; or PR, Copy Writing and Consultancy. Now, against each item in the matrix, put the estimated level of penetration (or wallet-share) you have with each customer against each product or service you offer. Show this as a rough percentage – 100% or 80% or 30% - something simple that everyone can understand. You might need help from the sales people on this. Better still, use the delivery drivers. They often get to see the inside of the customers’ warehouses and they know who’s buying what from whom. This is your Window of Opportunity. Cost: ?nil
Lesson 4
So far this exercise has cost you nothing but time, effort, and the embarrassment of not having this vital data to hand in the first place. We should now have on a single spreadsheet a list of the decision makers and key influencers at your most important customers, cross referenced with who buys what and how much of their spend you’ve got. This list needs to be prioritised a bit further.
Action Point
Take the list of customers and add a column for Annual Revenue. This can be for last year, or the last twelve months, or even the last six months annualised. Now sort the list with the highest revenue customer at the top. Cost: ?nil
Lesson 5
Fine-tuning the list based on the Windows of Opportunity can have a huge impact on the direction of the business as a whole. It is best to take the whole figure for penetration rather than the individual scores for each market segment, as this next stage do
Just to review, in our last article we discussed five things to consider when implementing or upgrading an ERP system.1. Begin with the end in mind. At the end of your project, you own and will live with the system. You need to control the temporary help you bring in to complete this task.2. Don’t hand the keys to the implementation partner and walk away. If you do, you may be surprised when you arrive at a destination very different than what you expected. You are paying for it, not them and you must stay involved every step of the way to ensure that the project stays on track.3. Use a customer solutions oriented pro
Low risk is selling more to existing customers.
Medium risk is selling your existing range to new customers and selling new stuff to existing customers.
High risk is selling new stuff to new customers.
The safest route to take is to sell more to your existing customers and the easiest way of doing this is through the Windows of Opportunity.
Action Point
Take the list of your Most Important customers (the Christmas Card List), perhaps also using Pareto’s 80:20 rule to refine the list still further, putting the names in the left hand column. Then, across the top, list out the products or services that you offer. This may be Nuts, Bolts and Washers; Vales, Pumps and Actuators; or PR, Copy Writing and Consultancy. Now, against each item in the matrix, put the estimated level of penetration (or wallet-share) you have with each customer against each product or service you offer. Show this as a rough percentage – 100% or 80% or 30% - something simple that everyone can understand. You might need help from the sales people on this. Better still, use the delivery drivers. They often get to see the inside of the customers’ warehouses and they know who’s buying what from whom. This is your Window of Opportunity. Cost: ?nil
Lesson 4
So far this exercise has cost you nothing but time, effort, and the embarrassment of not having this vital data to hand in the first place. We should now have on a single spreadsheet a list of the decision makers and key influencers at your most important customers, cross referenced with who buys what and how much of their spend you’ve got. This list needs to be prioritised a bit further.
Action Point
Take the list of customers and add a column for Annual Revenue. This can be for last year, or the last twelve months, or even the last six months annualised. Now sort the list with the highest revenue customer at the top. Cost: ?nil
Lesson 5
Fine-tuning the list based on the Windows of Opportunity can have a huge impact on the direction of the business as a whole. It is best to take the whole figure for penetration rather than the individual scores for each market segment, as this next stage do
At some point in our lives, we all find a reason to look for a means of bringing in a little extra income – whether it be to pay off a debt, buy a special present for a loved one, or just to be able to treat ourselves to a little something special.Not surprisingly, one of the best ways to earn some extra cash revolves around the fact that we are all consumers. This is one qualification which all of us have, and we practice this skill on a daily basis. There are companies out there who are willing to pay for that experience - and some of them pay quite well too.Mystery Shopping involves you as the shopper carrying out a transac
Lesson 4
So far this exercise has cost you nothing but time, effort, and the embarrassment of not having this vital data to hand in the first place. We should now have on a single spreadsheet a list of the decision makers and key influencers at your most important customers, cross referenced with who buys what and how much of their spend you’ve got. This list needs to be prioritised a bit further.
Action Point
Take the list of customers and add a column for Annual Revenue. This can be for last year, or the last twelve months, or even the last six months annualised. Now sort the list with the highest revenue customer at the top. Cost: ?nil
Lesson 5
Fine-tuning the list based on the Windows of Opportunity can have a huge impact on the direction of the business as a whole. It is best to take the whole figure for penetration rather than the individual scores for each market segment, as this next stage do
How do you turn a complainer into a problem solver? How do you stay abreast of problems on the front line, get the employees to let you in on the inside scoop without encouraging them to tattle or criticize? There are four knee-jerk responses that you may be operating from without awareness. These statements are sure to award you the title “unapproachable” and the result will be low moral, as you are rendered clueless to that inside world of your employees.Look at the list below as if you were taking a test. How many times have you said:"There's nothing else I can do.""It's always been that way.""No one else is c
Action Point
Take the list of customers and add a column for Annual Revenue. This can be for last year, or the last twelve months, or even the last six months annualised. Now sort the list with the highest revenue customer at the top. Cost: ?nil
Lesson 5
Fine-tuning the list based on the Windows of Opportunity can have a huge impact on the direction of the business as a whole. It is best to take the whole figure for penetration rather than the individual scores for each market segment, as this next stage doesn’t want to get too messy.
Action Point
Create a new column entitled Overall Penetration and stick to simple percentages such as 50% or 75%. Now divide the revenue by the percentage figure and the result should be the account potential. Sort the spreadsheet again, with the highest potential, shown in Pound Notes, at the top. This should be a list of your softest targets. Cost: ?nil
Lesson 6
We’ve touched on customer churn already in this exercise. Some churn is unavoidable – mergers, acquisitions and bankruptcies all contribute – but in general at least two-thirds of customer migration can and should be caught before it happens. If you have a churn rate of 15%, it should be possible bring that figure down to just 5% within a few months, thereby putting an extra 10% on revenue forecast.
Action Point
To do this you need to Listen to your Customers. Find out their little niggles. Find out whether there are any personality clashes between your sales people and their buyers. Find out what is stopping them from giving you all of their business; from passing you on to other buyers of your goods and services within their organisation. And find out what issues might be driving them to look elsewhere.
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