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Exclusive Zpd.TIPS from Z promotion & design
Volume 1 - 2000
The Zpd.TIPS archives has been divided into 5 10-week
periods. As you click on the links below, you will be taken to
that section of the tips.
Volume 1 Number 1
Congratulations!
Welcome to the 21st Century… you’re now an official
recipient of Zpd.TIPS.
Designed to be a weekly marketing "newsletter" from Z
promotion & design, Zpd.TIPS is intended to be a very
short email providing the best integrated marketing tips I
can offer you and your company. Of course it is also a
shameless attempt to keep Z promotion & design in the
forefront of your mind. If for some unexplained reason you
would like to be removed from my mailing list, please
click here, and tell me…
And the first Zpd.TIP… One of the best ways to keep in
touch with your clients is through a newsletter – it can
be a regularly scheduled email, a password-protected page
on your web site or even the more traditional paper
variety. We all have incredibly hectic schedules -
sometimes we just have to remind our clients that we’re
still here.
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Volume 1 Number 2
Welcome to week 2 of Zpd.TIPS.
Online
Searches and such…
There are actually over 2700 different engines,
directories and "link sites" available to promote your web
site.
But as you imagined, the top 13 sites that help traffic
flow are:
Alta Vista, AOL Search, Excite, Google, HotBot, Infoseek,
Lycos, Magellan, MSN Search, Northern Light, SNAP,
Switchboard and of course Yahoo!
Each of these engines uses different ranking methods
including Title, META Tags, Page Text, Alt Tags, body text
and in the case of Yahoo! - personal, individual site
review.
For effective marketing throughout the life of your web
site, it should be created around your keywords. Begin
with a keyword list, use that list to create a
description, use that description to develop your opening
paragraph and make sure you have descriptive titles and
alt tags – again using those keywords!
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Volume 1 Number 3
Good morning. This week's tip is a useful web site I
stumbled across.
If you're interested in the numbers of the online world -
who's on, how long they remain, how many site they visited
and more, Nielsen//NetRatings.
Be sure to read "Hot Off The Net" and follow the "more
stats" link at the bottom.
The daily stats for January 13, 2000:
Total Unique Audience = 24.4 million
Average Time Spent Per Person = 30 minutes
Sites Visited Per Person = 3
Total Home Internet Usage for the U.S.= 12.4 million hours
online
Have a great week!
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Volume 1 Number 4
Happy Monday! This weekend I spent some time considering
my advertising for 2000 - how much, where, will cash flow
support it and what are my expectations. And as you might
expect, voila! another Zpd.TIPS was born.
Although advertising differs with each company, the bottom
line is to increase business. So, as you examine your own
company's advertising, consider...
What are your (realistic) long and short-term goals -
elicit a response... develop an image... enhance an
image...
What media combination works best to meet your goals -
print... the internet... broadcast... direct mail... a fax
campaign... guerilla type...
Create a plan and stick with it - don't give into
knee-jerk reactions, give your plan time to work
Develop a campaign - create an image that people recognize
as yours.
Provide an in kind service in exchange for advertising (or
logo placement) to supplement your plan
How 'bout a PR supplement - has your company accomplished
something newsworthy - imagine (in print) your story on
page one and your ad on page 2!
Thanks to everyone for your topic suggestions... you can
expect to see them in upcoming weeks!
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Volume 1 Number 5
I hope everyone (in the RTP area) has thawed out and that
business is returning to normal.
During the weekend I managed to clean out my bulging
rolodex (yes, I still keep business cards in a rolodex
along with my "Outlook" contacts file). I also spoke with
a client about reordering cards this week. Of course you
suffer the consequences with a Zpd.TIPS about business
cards...
The design...
Although many people immediately put business card
information into an outlook file, when you initially hand
someone your card you are presenting yourself and your
business on a billboard. And unlike the traditional
billboard you have to read at 60 mph, your audience has
plenty of time to go back and read the card as often as
necessary.
Don't ignore this advertising venue...
In addition to your logo, your name, title and contact
information (including web address) be sure to include as
much information about your business and what you do as
possible. Z promotion & design has even designed a
business card-sized, 3-panel brochure - just ask Emily
Toone at TPS, Inc.
Use color and good design - it creates a great impression
and encourages the recipient to read the card.
Be creative - use the back... as a calendar... a coupon...
a directory of information... don't waste the space.
When you order or reorder business cards, order as many
names as possible at once - it keeps the cost down.
If your card is expensive to print (embossing, 4-color
process, spot varnish, etc.) it is more cost effective to
print extra shells during your initial printing and add
the names and other contact information as required (new
employees, new email addresses, etc.).
oops... this got long this week... sorry.
Have a great week! I hope to see many of you at the
Conference on Entrepreneurship at The Fuqua School of
Business this Saturday (2/5).
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Volume 1 Number 6
Good Morning!
For those of you (locally) who attended the Conference on
Entrepreneurship Saturday, I hope it was as successful for
you as it was for Z promotion & design! And welcome to
those attendees who have been added to our list... a quick
stop at
http://www.zpd.net
will provide some details and past tips.
At the conference, I was surprised and impressed with some
of the giveaways and thought it was worth a thought or two
Monday morning.
The purpose of a giveaway should be to get and keep your
name in the forefront of your (potential) clients' mind.
They are excellent at trade shows, when meeting potential
clients for the first time, as a thank you to an existing
client or as a holiday gift.
Give away something useful that stays close to your client
- and make sure it has your contact information
prominently displayed.
Give away an item that is conducive to the type of show
you're sponsoring and the type of response you desire. A
bag gives you excellent name visibility at a large show,
but it won't stay on a desk very long afterward.
Look for something a little different - an item that gets
people talking and stopping by the booth.
Order plenty of what ever you're giving away - if it's a
hit, you'll be giving away more than you anticipated!
If you're at a show, get a special giveaway or two to
raffle off - a great way to gather business cards.
Thanks and have a GREAT week!
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Volume 1 Number 7
This week's tip is actually an interesting web site
discovered by a recipient from our list. The site provides
mathematical equations I'm sure you learned in school, but
forgot only because you don't use them everyday. However,
from time to time you may need them (to put your marketing
budget together, to discover the surface area of a cube,
help my kids with their homework...) and isn't nice to
know they exist somewhere.
Here's the link:
http://library.thinkquest.org/20991/gather/formula
And if you dig a little deeper into the site there's a
lot
more as well...
http://library.thinkquest.org/library/index.html
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Volume 1 Number 8
Happy Presidents’ Day!
And for those of you who feel that a federal holiday means
less traffic on the way to work… happy Monday!
This week a word or two about web site freshness… when was
the last time your site was updated? And how did you let
people know changes were made? Is there a reason for
visitors to come back …each day …each week …each month.
Remember, no matter how much you enjoyed last week’s
episode of "The West Wing" (just a small editorial
comment), you don’t want to see the same episode every
week.
Have you considered adding any of the following to your
web site…
tips for your industry… a joke of the day… a weekly
cartoon… becoming an industry portal… an affiliates style
program...
anything you do to increase traffic can mean increased
profits.
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Volume 1 Number 9
Today Zpd.TIPs takes a quick look at getting the most out
of your creative dollar. As you begin to look at
developing marketing collaterals, pay attention to the
economies of scale available to you.
Like what? you ask…
- If you’re writing copy… you can use variations of it
for your web site, your brochure, your sales sheets...
- If you’re shooting video… plan to shoot for a sales
or training tape, a commercial, web site elements, an
interactive CD...
- If you’re heading to the printer… you can save money
when you print similar items at the same time...
- If you’re developing a web site… some of the same
elements (graphics, video, audio or text) will work in
your PowerPoint presentation… on an interactive CD
- If you’re creating an interactive training CD… it
can be added to your web site...
Have a great week!
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Ever consider a Human Resources/Marketing alliance? Here
are a couple of ideas...
You can attract employees and boost your image
simultaneously with an advertising campaign. Put out the
call for applicants while presenting the benefits and
assets of your company. It really works.
Look no farther than The Home Depot who (according to
Newsweek) has had a great deal of success attracting new
associates, while enhancing its image through its current
television ad campaign. On a smaller, local scale, The
Plantation Inn Resort has been advertising for employees
on television for years.
And, on the other side of human resources... if you’re
looking for clients…
Use the Sunday classifieds for sales leads. After all,
these leads are qualified, to a degree. You already know
the potential client is looking for a designer (for
example) when you make contact. If pays off more often
than you may think…
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Volume 1 Number 11
First, welcome to all the new subscribers who joined us
via the web last week!
NCAA Basketball, in the guise of March Madness, is upon
us. That means lots and lots of commercials… the same
commercials… the same commercials over and over again …at
every time out. If you find yourself in the market for a
new radio or TV ad, think about variety! Perhaps two or
three commercials as part of your overall campaign – check
out the new NIKE "Bracketville" campaign.
The economy of scale theory applies here. As you plan your
advertising campaign, get those creative juices thinking
in terms of more than one commercial along the same theme.
By producing multiple commercials at the same time you can
save on:
Shooting – by shooting similar scenes at the same time you
can save money on fees for producing, directing, acting,
lighting, make-up, etc….
Editing – you can save money by editing more than one spot
at a time, rather than coming back at a later date.
In the long run, a campaign of multiple spots can be more
cost effective, and have a more positive impact on your
audience than if you produce commercials one at a time, as
separate elements.
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Volume 1 Number 12
With apologies to those recipients of Zpd.TIPS who keep us
informed through their tireless efforts as journalists…
What to grow your business with very little additional
effort?
PROMOTE YOURSELF!
As you complete a project, win a contract, bring on new
staff, bring home an award or accomplish something for
which you’re proud, send out a press release.
Although all of the local, regional or national press may
not agree with its newsworthiness (if I may use that
word), some may… others may find a story hidden in the
release you never envisioned. All publications provide
specific instructions for submitting press releases or
editorial content – just follow the instructions.
There is very little money can buy that is better for
growing your business than a well-placed article or the
consistency of mentions in the media for jobs well done.
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Volume 1 Number 13
Last week I ran across a tip among my many emails I
thought was worth passing along. The credit goes to "The
Markus Allen Organization" –
When you write your sales letters or emails put your
benefits up front. The first sentence should feature the
benefits of your product or service. Since time is a tight
commodity (and getting tighter everyday), get to the point
early, then draw your reader into the details.
The Markus Allen group recommends:
"How'd you like to fly to Paris for just $199, round trip
... including FREE gourmet meals ... and FREE limo
service?"
This is where I disagree. Their opening line sounds
cheesy… too sales-like and similar to fourteen thousands
emails that I deleted this morning. I feel there is still
enough time to inject your own personality into yours
sales communiqués. Give your potential clients a chance to
meet you through your mail - but do get to the point
early!
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Volume 1 Number 14
What’s the value of having your name associated with a
community project, venue or event? Is it worth providing
your service for free or at a discounted rate? Is it worth
paying (in some cases big bucks) for your association?
It may be. But before your decide, consider…
- How will your name be associated?
- Will you be a name sponsor? or The name sponsor?
- How will the community view you? – as a
philanthropist? an expert in your field?
- Where and how will your logo be used?
- Will it generate more business?
- Will it open new markets to you?
- How much time and money will you have to dedicate to
the project?
In most cases the benefits outweigh the risks… but look
closely before you decide.
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Volume 1 Number 15
E-mail is great – a very convenient and a wonderful way to
maintain contact with our clients, customers, friends and
family. We’ve used it to redefine sales and marketing
approaches (i.e. – this weekly addition to your e-mail).
However, remember the fine art of personal contact?!
Although not always necessary or practical, make the phone
call – make the visit. When you do…
… you become a person(ality) – making it easier to be
remembered.
… the intent of your communication will be clear – can you
say innuendo… or my favorite - sarcasm!
… you get the opportunity to develop a relationship with
the receptionist – your most powerful ally or enemy in any
office.
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Volume 1 Number 16
Not sure I would consider this week’s Zpd.TIPs as actual
marketing, rather view it as a self-reevaluation.
As of this writing, we’re still unsure what last week’s
economic changes mean… perhaps nothing… but it got me
thinking about how a drastic economic change might impact
my clients, my business and therefore life in general.
Have you considered how a downward economic trend…
- will impact the way you do business?
- will change the direction of your business?
- will change your life and the life of your family?
and then…
- how will you react?
- are we as prepared for downward trends as we are for
success?
The intent is not to depress you, rather to encourage
you to make sure each day holds some meaning… and Fun!
I’ll close with a quote from the late Harry Chapin, I
would encourage you to stop and think about before you
delete this email and return to your hectic day…
"…it’s got to be the goin’ – not the
getting there that’s good!"
in short… are you doing what you love doing – or just
waiting for an IPO?
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Volume 1 Number 17
So, your web site has been designed, you’ve used keywords,
meta tags and submitted to as many online searches and
directories you can think of… yet your traffic is lower
than you want and sometimes you can’t even find yourself…
help!
Although I never give guarantees regarding search or directory placement, I do take the time to resubmit my
site every sixty days or so… keeping in mind that sites
such as Yahoo and Snap have rules regarding how often you
can resubmit.
Has it worked for Z promotion & design? I’d like more hits
(wouldn’t we all) but based on the stats I capture about
my site, the major online search (yahoo, excite, hotbot,
lycos, altavista) and two advertising-based directories
account for most of my referrals. After all, almost half
of the recipients of Zpd.TIPS found us online!
Have a great week! Spring is here (in the Northern
Hemisphere)!
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Volume 1 Number 18
It may be time to review your marketing plan…
A marketing plan is a living document that is your
business’ road map to success. It should be a written,
physical document that is reviewed from time to time to
ensure changes in your current situation and company goals
are taken into account.
I always recommend a company’s marketing plan start with
"today" and move toward a specific goal. Since "today" is
a relative term, and goals can change – a regular review
is recommended.
Zpd.TIPS is going to spend the next few issues dealing
with the questions you need to answer (at least consider)
as you review and/or write your marketing plan. Take this
next week to review your plan and see if you think it
needs an overhaul.
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Volume 1 Number 19
Last week we began our adventure into the structure of
your marketing plan. To continue, consider your marketing
plan in 5 sections.
1 – An Executive Overview (summary): Lays the foundations
and establishes parameters for your current marketing
agenda.
2 – Market Analysis: Analyzes market trends; defines
segments; evaluates your competitive strengths and
weaknesses; prioritizes distribution channels and
qualifies your marketing opportunities.
3 – Marketing Strategy: Qualifies and quantifies your
marketing objectives; sets time frames for break-even and
profitability; details and rationalizes specific
strategies and tactics; sets budget guidelines for sales
and distribution.
4 – Communications Strategy: Establishes message and media
guidelines for advertising and other communications
options, as well as budget guidelines.
5 – Plan of Action: Assigns marketing tasks and
responsibilities; identifies suppliers and sets up a
critical path for implementing your marketing campaign.
Next week Zpd.TIPS will begin to dissect each section…
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Last week we looked at the 5 sections in a marketing plan…
The Executive Overview (summary), The Market Analysis, The
Marketing Strategy, The Communications Strategy and The
Plan of Action…
Because I believe the Executive Overview is best written
as a summary after the other sections, that will be the
last area discussed.
The Market Analysis – this section may require an outside
market research firm to help you gather the information
you’ll need. However, the Internet, libraries, trade
journals and government statistics will give you a great
place to start.
The first question you’ll need to answer… What is your
company’s macro-market? In other words…
Complete this sentence: Our (company’s) total potential
marketplace encompasses __________ (Project the widest
market scope of practical interest you – i.e. worldwide,
US only, your city?)
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Volume 1 Number 21
To review… last week Zpd.TIPS looked at the first question
in the Market Analysis phase of your marketing plan…
What is your company’s macro-market? In other words…
Complete this sentence: Our (company’s) total potential
marketplace encompasses __________
(Project the widest market scope of practical interest you
– i.e. worldwide, US only, your city?)
As we take another step into the Market Analysis…
Complete this sentence: Our marco-market is based on
(broadly define your product or service category – i.e.
packaged frozen dinners, marketing/consulting services,
Internet service provider, yours?), usually selling in the
range of $____ to $____ per (unit, hour, square foot,
yours?).
For pricing information you can check your competition’s
ads or promotion literature, including the Internet.
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Volume 1 Number 22
This week the Zpd.TIPS step by step marketing plan is
going to help you examine your market potential and
growth…
Revenues from all sales last year in this marketplace
amounted to approximately $________. A one-percent share
of the market equals $_________ annual gross sales. – fill
in these numbers and a realistic percentage of market
share and you’re on your way to determining your market
potential.
During the past several (years/quarters/months) the market
has been (growing/shrinking) at a (rapid/steady/slow)
rate. This rate trend is attributed to (briefly explain
the reason(s) for the market trend – economic
conditions/changing lifestyles/changing work styles/new
technology/an aging populations/ etc…)
and finally…
Market activity is strongest among the (consumer/
business/ industrial/ institutional/ professional/ other?)
sector(s).
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Volume 1 Number 23
This week the Zpd.TIPS step by step marketing plan is
going to help you examine market segmentation…
Fill in the […] with your specific information.
Our [domestic/domestic and foreign] market segment(s)
include [consumers/ business/ professionals/ private
institutions/ public institutions/ industry/ government
agencies/ others?], as defined by "Target Market
Definition."
What is the "Target Market Definition"? – stay tuned.
Begin to think in terms of your market’s demographics.
Next week I’ll provide a complete list of variables.
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Volume 1 Number 24
As you consider the list that follows, imagine your
customer and make choices accordingly… the art of market
segmentation is just beginning!
demographics:
location: where does your customer live (inner city
/urban/ suburban/ rural/ ?)
age: what is your customer’s age group (juvenile/ teen/
young adult/ adult/ senior/ ?)
gender: (male/female/both)
education: (high school/ university educated/ technical
school/ professional degree/ ?)
occupation: (student/ retired/ professional/ blue collar/
?)
income: (fixed/ middle-income/ $35K-$50K/ ?)
marital status: (single/ couple/ divorced/ marriage
planners/ ?)
family role: (head of household/ equal partner/
breadwinner/ ?)
Next week… psychographics and sociographics… fine tuning
your customer.
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Volume 1 Number 25
It’s time to look at psychographics and sociographics in
our ongoing Zpd.TIPS step by step marketing plan.
Using any of these indicators will help you better
identify your customers…
attitude: (decision-maker/ independent/ leader/ follower/
self-determined/ ?)
motivation: (traditional values/ protective/ comfort
seeker/ status seeker/ ?)
family: (empty nest/ full nest/ expecting/ ?)
home: (single home dweller/ apartment dweller/ home owner/
renter/ ?)
recreation: (golf/ racquet sports/ jogger/ dancer/ board
game/ card player/ ?)
hobbies: (cooking/ sewing/ gardening/ carpentry/ auto
restoration/ reading/ ?)
entertainment: (comedy/ theater/ movies/ tv/ music/ ?)
work ethic: (hard working/ self-sacrificing/
underachiever/ initiator/ ?)
business travel: (frequent flyer/ occasional flyer/
usually drives/ train/ bus/ ?)
drives: (one car/ two cars/ new car/ domestic/ imported/
luxury/ SUV/ RV/ ?)
wears: (designer labels/ off the rack/ trendy/ casual/
bargain/ ?)
eats: (meat & potato/ health foods/ diet foods/ gourmet/
exotic/ fast food/ fine dining/ ?)
imbibes: (tobacco/ wine/ liquor/ beef/ coffee/ ?)
health & beauty: (analgesics/ antacids/ laxatives/
vitamins/ nasal sprays/ skin care/ baby care/ ?)
eco-politics: (environmentally aware/ concerned/
conservationist/ ?)
pets: (horse/ dogs/ cats/ birds/ exotic/ none/ ?)
…others you can think of…
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Volume 1 Number 26
A non-consumer target market definition may be detailed or
general, depending on the nature of your business and the
information available. Use as many of the following
indicators as possible to sharply pinpoint your market
segments.
Type: (specify the type(s) of businesses, professions
and/or institutions you are targeting).
Size: (indicate small/medium/large – or indicate size by
ranking in marketplace and/or by dollar sales volume
and/or by number of employees and/or number of
offices/outlets and/or their annual appropriations for you
r product or service/etc.)
Geography: (Give location of head office / branch office(s)
and/or business venue i.e. North America/Atlantic
Canada/Northwestern United States/ etc.)
Decision-Maker: (names, if you know them)
Title: (specify – i.e. CEO/ President/ General Manager/
Chief Financial Officer/ Sales Manager/ Production
Manager/ etc.)
Responsibilities: (briefly describe the duties – i.e. runs
the organization / coordinates marketing/ supervises
product development/ purchases office equipment/ etc.)
Powers: (permitter/ decision maker/ influencer/ adviser/
initiator/ motivator)
Viewpoint: (global/ departmental/ other?)
Emotional Influences: (achievement/ pride/ duty/ status/
advancement)
Practical Influences: (quality/ cost/ productivity/
efficiency/ cost-effectiveness/ safety/ security)
Limitations: (geographical/ departmental/ requires
purchasing approval – specify from whom, if you know)
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Volume 1 Number 27
The Zpd.TIPS step by step marketing plan begins to look at
prospective customers.
A list of prospective customers may be developed by a
research company, or you might develop your own list. Many
trade magazines, business journals and associations
publish directories naming and often profiling their
participants and members. Most of these are available
through media reps. In addition, you can gather lists of
potential customers through your local chamber of
commerce, phone books, business newspapers and magazines
and of course the Internet.
As you collect information, you should maintain a prospect
list that includes:
- Company Name:
- Type of Business:
- Size:
- Person to Contact:
- Phone / Fax / Email:
- Address:
- Web Address:
- Lead Developed By:
- Comments:
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Volume 1 Number 28
The Zpd.TIPS step by step marketing plan continues its
look at prospective customers.
A brief summary of your experience with customers is an
excellent and inexpensive form of market research. A
single case history can provide valuable market insight,
even if it only shows you what you could be doing better
for your most important customer. Several case histories
can help you spot trends; reinforce strengths and overcome
weaknesses; target new business agents; optimize your
human and financial resource; design or adapt your
merchandising, advertising, and/or customer service
strategies; set new goals, and anticipate changes in your
infrastructure. [If case histories are too numerous to
include here, append them to your marketing plan.]
(Name of Client) has been our customer since 19__/2000.
They heard about us through [our ad in the name of media/
PR in name of media/ from name of other customer/ through
our telemarketing campaign/ via cold calls/ visited our
booth at name of trade show/ other?].
They chose us for reasons of [quality/ cost/ style/
selection/ location/ service/ reputation/ other?].
Their first order was for (describe the product or service
they bought and quantify in term of volume and/ or
dollars).
Since that time they have [increased / decreased/
maintained] their volume with us largely due to (specify –
ie. quality/ service/ price/ location/ competition/
other).
Currently they are spending about $ _____ per [month/
year] with us, and our relationship is [improving/ holding
steady/ in need of review].
We [are/ are not] their only supplier for our type of
[good/ service]. Their business with us accounts for ___%
of their overall spending on similar [goods/ services].
Next year’s sales goal for this client is $______.
This will be accomplished by (describe how you will hold
and if possible build this business – ie. business as
usual/ improved service/ more choice/ better price/
special promotions/ other?).
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Volume 1 Number 29
To recognize opportunity and set realistic goals it helps
to know how your market "pie" is divided among the
participants in that market. A more detailed competitive
analysis can help you develop strategies expressly to
achieve your goals. To better know your competition read
what is written about them in your industry or trade
journals, and what they say about themselves in their own
advertising, promotional materials, annual reports, web
sites, etc. Compare their products or outlets, prices and
packaging. Talk to their customers, suppliers, and
dealers. If possible, attend trade shows, examine your
competitors’ new lines, and strike up conversations with
their booth attendants and visitors.
At present our market is shared by approximately (how
many?) _______ participants, ranked as follows:
Name of Competitor Current Market Share
#1 (name here) _____%
#2 (name here) _____%
#3 (name here) _____%
#4 (name here) _____%
others...
Include your company, if you’re currently a participant.
New Participants:
During this period (how many) _____ new participants have
entered this market.
Successful new participants have taken share from [major
players/ all participants/ expanding market base/ other?].
New participants who succeed do so thanks to [product
differentiation/ innovation/ quality or features/ greater
value/ more service/ distribution/ advertising/ other?].
Those who fall out tend to do so because of [lack of
product innovation/ poor quality/ high price/ high
production cost/ inadequate distribution/ inconsistent
communications/ competitive counter pressure/ other?].
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Volume 1 Number 30
This week the Zpd.TIPS weekly marketing plan is looking at
Merchandising, Selling Position, and Price Point.
Merchandising
Our key competitors merchandise their [products/services]
as follows: [write a brief description] -
- you can glean most of the data from competitors’
advertising or other promotion materials, including the
web, packaging and point-of-sale materials. You can also
survey their customers; if not feasible to do this
yourself, talk to a market research provider –
Selling Position
Name each competitor and describe their main selling
point(s) in any of the following areas; repeat this
process of each of your competitors.
Performance/ Function: (specify – e.g. "competitor #1
positions their frozen dinners as "Low Calorie dishes that
taste good enough to actually eat").
Features / Bells and Whistles / Guarantees: (e.g.
"competitor #1 guarantees satisfaction or your money
back).
Breadth of line/ Options: (e.g. "competitor #1 pushes
variety with their "Celebrity Chefs of the World" position
that lets you "Dine in a Different County Each Night").
Reliability / Delivery:
Durability/ Service Life:
Serviceability/ Ease of Repair/ Quality of Service:
Aesthetics/ Style/ Color/ Touch and Feel:
Quality Image/ Reputation:
Innovation:
Craftsmanship/ Expertise:
Prestige/ Popularity/ Acceptance:
Price/ Value:
Availability/ Accessibility:
Other?
Price Point
Indicate price range for each direct competitor’s entry –
i.e. $ _______ to $ ______/ premium price/ high end/
competitive price/ mid range/ bargain price/ economy/.
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Volume 1 Number 31
Distribution:
(indicate the channels through which each competitor’s
entry reaches the end-user, as follows)
Direct – via [media advertising/ sales force/
manufacturer’s representative/ direct mail/ showrooms/
proprietary outlets/ in-home/ telemarketing/ trade shows/
internet/ other?]
Through Retail Stores – via [jobbers/ wholesale
distributors/ others?]
Through resellers or repackagers [i.e.: direct marketers/
chains/ original equipment manufacturers/ others?]
Our Competitors’ Strength and Weaknesses:
Our key competitors’ most notable strengths and weaknesses
are: (briefly describe the strength and weaknesses for
each key competitor, in the following areas: )
Product / Service Strengths:
Performance / Function: (eg: competitors #2’s frozen
dinners deliver a large, satisfying portion with
relatively few calories.)
Features / "Bells & Whistles"/ Guarantees:
Breadth of Line/ Options:
Reliability / Delivery:
Durability / Service Life:
Serviceability / Ease of Repair / Quality of Service:
Aesthetics / Style / Color / Touch & Feel:
Quality Image / Reputation:
Innovation:
Craftsmanship / Expertise:
Prestige / Popularity / Acceptance:
Price / Value:
Availability / Accessibility:
Other?
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Volume 1 Number 32
Last week I said we would look at your competitors’
product/service weaknesses. Well to keep this short, apply
your competitors’ weaknesses to last week’s (strengths)
list. That will give you your competitors’
product/services strengths and weaknesses.
Now, this week’s installment of the Zpd.TIPS weekly
marketing plan looks at your competitor’s marketing
strengths and weaknesses.
Competitor Marketing Strengths/Weaknesses:
(Indicate each key competitor’s marketing strengths in any
of the following areas. Then show their weaknesses in the
same areas regarding poor performance or known failures.)
Franchise/ Brand Awareness/ Customer Loyalty
Market Segmentation
Dealer Network
Sales Force
Advertising
Marketing Budgets
Supplier Support
Purchasing Leverage
Location
Materials and Labor Costs
Other?
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Volume 1 Number 33
Over the past few weeks we’ve been looking at our
competitors – their strengths and weaknesses in marketing
and products/services. This week we’ll wrap up the
competition with an examination of their corporate
strengths and weaknesses.
Your Competitors’ Corporate Strengths/Weaknesses:
(Isolate each key competitor’s corporate strengths and
their corporate weaknesses [in terms of poor performance]
in the following areas.)
Financial Resources/ Leverage
Human Resources
Stability
Flexibility
Connections
Location
Other?
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Volume 1 Number 34
How you optimize your strengths and overcome your
weaknesses defines your marketing plan. So evaluate your
liabilities as objectively as you do your assets.
Our product/services strengths and weakness…
We can differentiate our offering from the competitions’
in terms of…
Performance/Function
Features/ Bells and Whistles / Guarantees
Breadth of line / Options
Reliability / Delivery
Durability / Service Life
Serviceability / Ease of Repair / Quality of Service
Aesthetics / Style/Color / Touch and Feel
Quality Perception / Image / Reputation
Innovation
Craftsmanship / Expertise
Prestige / Popularity / Acceptance
Price / Value
Availability / Accessibility
Other?
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Volume 1 Number 35
This is week 35 of Zpd.TIPs and as the step-by-step
marketing plan makes its slow and steady progress it’s
time to take a look at goal setting for your company.
Goal setting requires both facts and vision.
Facts about the size and makeup of your market and the
real costs of developing that market.
Vision to see how far you really might go, within the
finite parameters of your market and resources. You may
envision opportunity beyond your immediate means. In which
case you have two options. You can start small and "roll
out" into additional markets as your business grows. Or,
you can look for venture capital, Government grants, bank
financing or wealthy relative and friends.
Long-Term Goals
Within (how many?) _____ [months/ quarters/ years] we
expect to capture a minimum ___ % share of the market
segment(s) we defined earlier in the marketing plan. This
share amounts to about $________ gross annual revenues.
Short-Term Goals
Our immediate goal is to reach $________ in sales within
(how many) ______ weeks/ months.
Break even should occur within (how many) _______
weeks/months.
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Volume 1 Number 36
Today, as promised Zpd.TIPs takes a closer look at
determining your break-even point.
Your break-even point occurs when your up-front investment
has been recovered through revenues from sales. You’ll be
better able to calculate this point after determining your
marketing strategy and communications strategy.
Upon reaching break-even we will begin to realize a net
profit of approximately $_______ per sale, against gross
revenues of $_______.
Profit equals Price minus Cost.
Price and cost elements to factor into this equation are
developed in the weeks to come.
Reinvestment of _____% of profits (figure 10% - 100%)
following break-even will be necessary to pay for (specify
– e.g. additional product development/ market rollout/
line extension/ packaging upgrade/ increased media
advertising/ other?)
Investment –
To reach our short-term sales objectives we will need to
spend $____ during the first (how many) _________
weeks/months. In addition to this amount, a cushion of
$______ (figure 5-15%) is considered prudent to cover
unforeseen costs and to provide tactical maneuverability.
Our marketing costs after reaching break-even will be paid
out of cash flow from sales.
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Volume 1 Number 37
Product Strategy time... as the Zpd.TIPS step-by-step
marketing plan continues.
Product Strategy looks at Positioning, Pricing and
Packaging. Zpd.TIPS, in living up to its commitment of
brevity, will break these into 2 weeks.
Positioning –
Our selling position will be based on ______ (single out
the key selling points as you determined them under
"product/service strengths" with secondary emphasis on
_____ (list the secondary benefits your product or
service).
Pricing –
As you previously determined, the average price to the
end-user for competitive [products/services] is $ ______
per [unit/ sale/ hour/ etc]. The high-end market range
starts at around $_______ and reaches $______. The low end
starts around $_____ and drops to $______.
The wholesale commission to [distributors/ jobbers/
manufacturers reps / agents/ other?] average ____% of
price to the end user (figure 15-25%).
Retail margins average ____% of price to the end-user
(figure 35-50%).
Markups by direct-marketers come to _____% (figure up to
100%).
Total reseller markups come to _____% price to the
end-user.
Our product will be prices to compete in the [middle/
upper/ lower] price range, at $_______ per unit.
This price point will [cover wholesale and retail margins/
support our quality image/ enhance value perception/ give
us a perceived-value advantage vis-à-vis competition/
other?].
We will offer a _____% discount to (indicate to which
markets you might offer a discount [seniors/ students/
schools/ other?].
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Volume 1 Number 38
Product Packaging
Select A or B from the list below –
A – Packaging is integral to our [quality image/ brand
personality/ shelf impact/ value perception/ freshness/
convenience of use/ merchandising/ shipping requirement/
other?]
or
B – Packaging is not critical to our strategy because
(explain why not – we sell direct, so shelf impact is not
critical/ other?).
Our packaging is shown in [appendix #___ / page #____/
exhibit #____].
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Volume 1 Number 39
Market Strategy
Begin with the "Scope" by completing this statement as it
applies to your business.
Our marketplace encompasses (i.e. Metropolitan New York/
Midwest/ America Free Trade Zone/ Western Hemisphere/
Worldwide/ other?).
Now, select either A or B
A – Our budget and infrastructure allow for immediate
distribution and communications support throughout this
marketplace. or....
B – We will roll-out into this marketplace in measured
phases as follows:
Phase 1 markets include (specify initial marketplace – eg.
The Maritimes/ New England/ Montreal/ Atlanta/
Southwestern US/ yours?)
Phase 1 activities include establishing distribution and
supporting sales via communications strategies (to be
outlined later in the communications strategies section).
Phase 1 sales objectives are set at $ ________ gross
revenues.
Phase 1 goals should be reached within (how many) ________
weeks/ months/ quarters.
"Green Flag" to proceed to Phase 2 will go up when Phase 1
sales projections have been reached.
"Red Flag" will go up if Phase 1 objectives are not met
within the pre-mentioned timelines. In that event we would
reevaluate our objectives and strategies.
Phase 2 markets will encompass (next larger market scope –
eg. Atlantic Provinces/ California/ Canada/ US/ North
America
Phase 3 markets will encompass?
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Volume 1 Number 40
This week the Zpd.TIPS step-by-step marketing strategy
looks at your Sales & Distribution Strategy
Direct Sales
[Most/ Some/ All] sales will be through resellers, as
follows:
Direct Sales will be through [direct-mail catalogue/
telemarketing/ company-owned stores/ company-owned
showrooms/ expositions/ promotional tie-ins/ others?]
Sales to Resellers:
[Most/ Some/ All] sales will be through resellers, as
follows:
Type of Reseller: (specify – eg: distributors/ jobbers/
manufacturer’s reps/ franchisees/ OEMs/ other?)
Markets Served: (specify for each reseller)
Commission on Sale: _____% of resale price = $_____per
unit.
Some wholesalers in highly competitive markets charge a
fee for taking on a new product line; this is in addition
to their standard commission on sales. This one-time fee
covers advertising or other sell-in costs they might incur
to get your product into the stores they serve. Some
distributors will take on new lines only on consignment:
you don’t get paid until your products sell off the shelf.
In most cases, you must guarantee to take back or give
credits on merchandise that fails to sell-out.
Retailers impacting our market include:
Type of outlet Markets Served Number of Outlets
Chains – (specify: grocery/ drugs/ sporting goods/
fashions/ linens/ hardware/ other?)
Independents
Specialty Outlets (specify: florists/ pet shops/ computer
stores/ party stores/ other?)
Direct Marketers
Network Marketers
Home Party Marketers
Others?
Total Outlets ________
Marketplace Served: (specify for each outlet).
Sales to resellers will be accomplished by a sales force
organized as follows:
Corporate: VP Sales and Marketing/ Other?
National: National Sales Manager/ Other?
Regional: Eastern Sales Manager / Central Sales Manager/
other?
Line: (How Many) ______ salespersons (under each regional
sales manager)
Quota guidelines will be established by [VP Sales &
Marketing/ National Sales Manager/ Other?]
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Volume 1 Number 41
This week the Zpd.TIPS step-by-step marketing strategy
looks at your
Selling Tactics
Sales leads will be developed by: (select from these or
add your own)
A – telephone calls by sales personnel/telemarketing
company – as will be determined by your communications
strategy (coming up in a few weeks)
B – cold visits by sales personnel
C – response driven direct mail promotions to prospects,
containing (promotional letter/ product flyer/ company or
product brochure/ product samples/ price lists/ response
mechanisms (also to be determined in the communications
strategy section)
D – response driven media advertising, per guidelines
established in the communications strategy section
E – trade shows/consumer shows, per guidelines established
in the communications strategy section
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Volume 1 Number 42
Selling Tools/Deals/Incentives
note: Selling tools refers to any communications materials
designed to help sales personnel, dealers or distributors
sell your product or service. A selling tool may be as
simple as a catalog price list or as sophisticated as
video presentation. "Deals" are extra discounts or bonus
quantities used to leverage sell-in to stores.
"Incentives" are rewards or bonuses for meeting specified
sales or purchase quotas.
From the list below select A and/or B C...
A – selling tools will include:
- Samples (provided by you to resellers, to help them
sell)
- Demos (Indicate if demos will be offered free or for
a self-liquidating price)
- Pamphlets/ Brochures/ Catalogues/
Specification-Price sheets
- Pouch Folders/ Presentation Binders (containing
printed materials, graphics)
- Audio-Visual Presentations (graphs/ slides/
videocassette)
- Ad Slicks (dealer ad with space for store logo)
- Other?
B – Sell-In deals will include (Specify – eg. fully
paid or co-op advertising; merchandisers; special deal
price/ bonus quantities, gifts and/or other
considerations/ other?)
C – Incentives will include (Specify – eg.
performance-driven bonus plan/ vacation trips/ car
allowances/ stock options/ gift merchandise/ frequent-user
points/ other?)
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Volume 1 Number 43
Customer Service Strategy
Customer satisfaction is crucial to a "Total Quality"
approach. To make sure we provide the highest level of
customer service, the following programs and procedures
will be fundamental to our service philosophy:
from the list below, select A and/or B C D:
A – Inventory:
Sufficient stocks will be maintained at (Specify eg:
company’s warehouse(s)/distributors’ facilities/ other?)
Our inventory system will be computerized
Back-Up suppliers will be arranged
Just-In-Time production methods will be used
Other?
B – Order Processing:
Orders will be speedily processed via (specify: eg:
computer system/ network with regional distributors/ field
personnel via link/ LAN/ Fax/ Cellular/ Modem/ Web/
Other?)
Method of payment will be [terms/ letters of credit/ COD/
credit card/ retainer/ other?]
C – Delivery:
On-time delivery will be ensured to the best of our
ability via use of (specify: ie: air-freight/ company’s
rolling stock/ distributor’s rolling stock/ field
personnel/ express courier/ first class mail/ automatic
stocking/ Internet/ other?)
D – Support Services:
Customers will be given (Itemize customer services – ie:
guarantees/ warrantees/ financing assistance/
try-before-you-buy rental program/ 1-800-HELPLINE/ on-line
technical support/ classroom training/ fast spare parts
delivery/ 24-hour field service/ Internet help/ other?)
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Volume 1 Number 44
Budget Guidelines
Some of your sales and distribution costs cannot be
estimated before you have obtained estimates from your
suppliers. A list of suppliers, as well as budget
guidelines for advertising and other methods of
communications will be developed as your marketing plan
progresses.
To implement our sales and distribution strategies, moneys
will be allocated as follows:
Itemize costs for options selected previously:
Selling Tools: $____________
Distribution Fees: $____________
Customer Support: $____________
Other: $____________
Total: $____________
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Volume 1 Number 45
Marketing Communications Strategy
The topics we will cover during the upcoming weeks
include:
Advertising, Sales Promotion, Direct Mail, Telemarketing,
Publicity/Public Relations, Events Marketing, Shows &
Expositions, Brochures & Collaterals, Budget Guidelines.
Marketing success largely depends on communicating the
right selling message to the right market, in the right
manner, at the right time. Media advertising, the
traditional vehicle of the selling message (sometimes
equated with the message itself) may be used on its own or
mixed with more interactive or cost-effective
communications modes, depending on your business and/or
market. Ad agencies and media buying companies earn a
commission (typically 15%) on advertising they place for a
client, however media planning and other related services
may be obtained for a fee.
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Volume 1 Number 46
Advertising Guidelines
Media Advertising refers to any paid advertising carried
into a market via the Media – from a classified ad in a
small newspaper to a network TV campaign.
The Media measure advertising value and set their rates
based on GRPs (gross rating points) – the product of
"reach" multiplied by "frequency".
Reach – tells you the size of your market in any give
media, usually based on circulation or viewing audience.
Frequency – the number of times your ad appears in that
media during a campaign period, or flight.
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Volume 1 Number 47
Media Advertising Objectives
complete these sentences:
Consistent with budget guidelines and all other guidelines
established in the section, advertising in selected media
will be [the principal component of/ a key component of/ a
minor component of] our marketing communications campaign.
Media Advertising allow us to reach [all/some] important
market segments, as previously defined in our market
segmentation section.
The principal role of our advertising will be to: (from
the list below select option which answer your specific
marketing objectives and/or which optimize/overcome the
"strengths and weaknesses" previously identified in this
marketing plan).
- Create top-of-mind awareness for our [company/
brand/ product/ service (and/or) outlet(s)].
- Create the desired [corporate/ brand] image,
consistent with Creative Guideline –to be established –
- Create a predisposition on the part of our prospects
to buy our product/service, when a representative calls.
- Generate sales leads/customer inquiries [via a
response mechanism – coupon/ 1-800 number/ etc.]
- Generate dealer inquiries [via ads in media read by
distributors and dealers].
- Produce an immediate purchase response [via 1-800
number/ order form/ etc.]
- Support retailers [via fully paid or co-op
advertising].
- Attract investors [via corporate ads in business and
financial media].
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Volume 1 Number 48
Free Advertising
Leverage editorial coverage
Editorial coverage is free advertising with which many
magazines support their paid advertisers. Media sales
representatives certainly can’t guarantee you editorial
coverage, but they can sometimes influence editors or at
least give you the names of editors or freelance writers
most likely to pick up your story. So don’t be reticent
when dealing with media representatives. To help close a
deal for your advertising dollars, they can prove to be
very helpful.
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Volume 1 Number 49
Message Guidelines
Complete these sentences to help you determine your
message...
- Our focus of sale will be: (indicate your central
selling idea or unique selling proposition, based on
your Product Strengths – determined earlier in the
marketing plan
[vol. 1
no.34]
- Secondary emphasis will be placed on (list other
important selling points – e.g. “seven gourmet recipes”/
“cholesterol free” / “convenient to prepare and serve”
/ yours?)
- The desired response will be: (consider the
motivation you want your advertising to produce – e.g.
remember our name/ rush out and buy / for more
information return the coupon below/ order now by
phoning this toll-free number/ yours?)
- Brand/Corporate Identity: (indicate whether your
company name or brand logo should be prominent or
discrete; note whether a new logo is to be developed;
also if a logo applications manual will be needed).
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Volume 1 Number 50
Creative Guidelines
to help determine your creative
- Advertising in all media employed must be relevant,
easy to understand and consistent in tone and manner.
- Advertising should reflect the following
[corporate/brand] personality characteristics:
Contemporary/ Traditional/ Trendy/ Wholesome/
Successful/ Fun to be with/ Safe/ Reliable/ yours?
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