Small Business Marketing on the Internet

Advertising on the internet can be very expensive for small businesses. Search engine marketing can need a lot of money and the bigger firms can outdo the smaller companies in no time. How does one find a solution to this situation? Is there a more affordable way of marketing for smaller companies who don’t have big budgets for advertising?One of the major challenges of marketing your business online is being available to the user when the user needs you. Advertising on the internet serves this purpose to an extent, but there are limitations to it.1. There is no guarantee that your customer will notice your advertisement.2. Those who do notice the advertisement may not be your target audience.3. Even if they are your target customers, they may not be in the frame of mind to register the message about your business.4. Only sustained advertising which is expensive can give you a chance to be noticed by your target audience.However, small businesses that do not have fancy budgets to spend on advertising cannot afford this kind of marketing. This makes reaching the target audience even more difficult. What does one do then? Try and leverage the internet.Challenges of advertising on the Internet: Advertising on the internet has a lot of challenges. Some of them are:1. It is very expensive.2. Established internet marketing agencies that can advertise for you may not find your scale of operations or budgets lucrative.3. There are a lot of scams and fly by night operators who earn their money at the cost of your business.4. There are billions of websites that you are competing against and you need to get noticed among these websites.What happens then to small businesses that are looking at getting noticed by their target audience on the internet? Search Engine Marketing can help such businesses to get noticed and grow their business. Over 60% of the people use search engines before deciding on anything.Advantages of search engines for a business: 1. People look for your products and business when they search on the internet. If you are available to them at that time, it will help your business grow.2. Instead of you trying to get to your customers, they try to find you.3. It is the best time to reach your customer when he is searching for you because then he is most receptive to your message.4. While advertising on the internet is expensive, being on the search engine and appearing among the top search results when your customer needs you need not be very expensive.To leverage the power of search engines, for most growing businesses, it makes marketing sense to outsource SEO to a credible and ethical SEO firm. You gain from their resident SEO expertise, results achieved last for months after the SEO effort is stopped and the biggest gain is that you are able to make search engines market your products and services.

Rep V. Direct: How to Best Organize a Sales Team

Sales executives are constantly searching for the ideal structure of the sales team. Should the team be composed only of direct sales people? Should the team be composed only of manufacturers’ representatives? Experience shows that a hybrid sales organization, composed of a blend of direct and indirect sales employees (manufacturers’ representatives), combines optimal performance, cost effectiveness and flexibility.If one observes several sales organizations over an extended period, she’s able to see that relatively often, sales executives make sweeping changes to those organizations, from all direct to all rep, and from all rep to all direct. Invariably, the observer is able to note that sales management ultimately reverses many of those sweeping changes. Sometimes sales executives benefit from observing changes made by others. Unfortunately, too many sales executives develop the understanding of the benefits of a hybrid organization by making one or more poor decisions and then repairing the organization after problems surface. The most durable of sales organizations are those that use a hybrid technique, employing a mix of both direct sales staff and manufacturers’ representatives. Sales teams composed entirely of all direct people or entirely of manufacturers’ representatives are generally not ideal.Why “Direct Only” Teams Are Not IdealMany CEOs and executive teams believe that the best way to build relationships with customers is with a sales team composed only of direct employees. In this example, sales staff cannot be distracted with unrelated business and other product lines. No one can blame the inexperienced CEO and executive team for thinking this way. A salesperson is able to devote 100 percent of this time to the company. A direct sales team suffers from far fewer distractions than a rep sales team. However, experienced CEOs and executive teams understand that they must thoroughly look at a direct sales team before converting to it. Direct sales teams are quite expensive to train and support. The company must support offices in all major markets. Those offices bring along with them assorted costs: rent, administrative support, office equipment, utilities, etc. A competent manager who can work well and represent the company without direct supervision must manage the office. The company must train and occasionally upgrade each office manager.When sales are growing, the office manager must hire and train new sales staff. The company must train the manager in hiring and training techniques. The company must also train the office manager in firing techniques, in hopes of avoiding legal problems.As sales grow, the office must expand to meet growing demands upon the sales office. Cost of sales rises as sales grow. Sales, however, do not grow forever. Ultimately, sales flatten and roll over. Sales usually roll over earlier and more abruptly than hiring plans. Sales may dip at anytime during the year, but hiring plans are usually set at the beginning of each calendar or fiscal year. As a result, hiring is sometimes still underway when industry and office sales are falling. Such dynamics create an environment whereby cost of sales, (as measured by the total cost of running the sales office, divided by the total revenue that the office generates, expressed as a share of sales) rises rapidly.


When a sales office has healthy sales, the company can manage its cost of sales and support them at a predetermined level. If sales grow for a long period, the company can manage the office to cut cost of sales. The sales office can benefit from economies of scale. A sales office supporting 20 salesmen doesn’t need more copiers, fax machines and conference rooms than an office supporting only 10 salesmen. Unfortunately, sales ultimately roll over. It is difficult to cut costs immediately. The office manager must usually see several months or quarters of declining sales before realizing that he must cut costs, including headcount. During this time, cost of sales rises, sometimes well above tolerated levels. The sales office manager and the company cannot cut costs quickly. Which is a chief reason that totally direct sales teams are undesirable.Why “Rep Only” Teams Don’t Yield Peak PerformanceRep only sales organizations afford a number of benefits to the sales executive. The sales teams are already in place. Hiring and firing of salesmen is not the direct responsibility of the sales executive or his regional sales managers. Manufacturers’ representatives generally hire and fire as sales move up and down. The cost of running a rep only sales organization rise and fall directly with the level of sales. A significant benefit of the rep only sales organization is that cost drops immediately when sales drop. It’s possible to accurately forecast cost of sales as a share of total revenue. Cost can never get out of control by hiring too many salesmen, buying too many computers, or leasing too large an office; not infrequent problems for direct sales organizations.Manufacturers’ representatives are not always the panacea for companies looking to hire or expand a sales organization. Large customers often demand direct sales staff; not indirect staff from a manufacturers’ representative. Large customers view their largest suppliers as strategic partners, and like the ability to communicate directly with those suppliers. Communications is sometimes slower and less clear when a customer must communicate with a manufacturers’ representative, who in turn communicates with the supplier. Customers may set the style with which they deal with suppliers as part of their purchasing strategy. For example, they may decide to deal with no more than two or three suppliers on any commodity and to deal with those suppliers directly. This disallows conducting business through manufacturers’ representatives. A supplier must recognize and honor such a strategy, or be ready to suffer undesirable consequences. A supplier must never turn a tin ear to a request from a customer demanding direct sales representation.Large suppliers view their largest customers as strategic partners, and like the ability to communicate directly with those customers. They view the delay when communicating through a manufacturers’ representative as an unnecessary burden. When large suppliers invest management time with strategic customers, they do not want to dilute that investment by sharing management time with manufacturers’ representatives. The incapacity to offer direct coverage to strategic customers is the primary reason that a sales team composed only of manufacturers’ representatives is unattractive.First and Foremost: Do No HarmRecognizing that something is wrong, many sales executives make bold, sweeping structural changes to their sales teams. Fire all reps and hire a direct sales team. Fire all direct salesmen and hire a network of manufacturers’ representatives. Either approach will certainly repair some problems. More than likely, however, extreme changes are very prone to creating new problems of equal or greater scale.Why do so many companies replace one poor-performing sales organization with another that destined to yield performance that is no better than the original? The two most common reasons are inexperience and weakness of the sales executive compared to the rest of the management team. Perhaps the inexperienced sales executive has risen through a single company with an all-direct or all-rep sales force. Now, managing the global sales organization, he opts for sweeping change from all-direct to all-rep, or from all-rep to all-direct sales without benefit of understanding thoroughly the benefits and problems with either a pure-rep or pure-direct organization. Alternatively, the inexperienced sales executive may have developed his management skill at a company employing an all-direct sales organization. He may not feel comfortable managing if hired into an all-rep company. No one can fault a sales manager if he sees massive problems and concludes that he must make sweeping change to an all-direct sales organization. Only inexperience allows him to make a major, highly disruptive change.Another reason companies make dramatic changes in the structure of a sales organization is that the sales executive is weak. If cost-of-sales, expressed as a share revenue is too high, the CEO, the rest of the executive team, or both can apply pressure on the sales executive to affect change and cut cost. If the sales executive lacks the strength to defend his team or the structure of the sales organization, he merely becomes the messenger, not the manager.


The message to the sales executive feeling pressure to make sweeping change in a sales organization is to adhere to the Hippocratic Oath: First, do no harm. Any sweeping change imposed upon the structure of a sales team will initially be disruptive. Make sure to justify the disruption and be very sure that the change, once implemented, is most likely irreversible. Sweeping change brings disruption, higher cost of sales and lower productivity. All of this might be worthwhile. However, if a sales manager imposes sweeping change and then reverses course within a year or two, disruption from the reversal is much greater and more costly. A reversal of an organization change brings with it disruption, higher cost of sales and lower productivity just like the original change. However, an organizational reversal can erode the sales team’s enthusiasm. A company can handle disruption, higher cost of sales and lower productivity if repaired relatively quickly. Repair of an unmotivated sales team takes much more time.”Hybrid Sales Teams” Work BestA supplier always looks to optimize its sales organization. If a company continuously focuses on cost of the sales organization, use of manufacturers’ representatives is mandatory. The benefits of manufacturers’ representatives are too great to ignore. However, manufacturers’ representatives may not satisfy the requirements for some customers. Strategic customers demand direct interface, excluding the use of reps. The best alternative then, is to merge some of the best features of both a rep and a direct sales organization. Implement a direct sales team to cover the sales to all strategic customers, while simultaneously bringing about a sales team of manufacturers’ representatives to cover all other customers.A hybrid sales team benefits from the cost effectiveness of manufacturers’ representatives. The same team can deal directly with strategic customers. The sales executive may take advantage of the non-disruptive flexibility when adding or deleting customers on strategic customer list. A secondary benefit of a hybrid sales organization is bench strength. Well-seasoned, top-performing direct sales personnel represent a talent pool from which from which to draw regional sales managers.ConclusionExperience shows that a hybrid sales organization, composed of a blend of direct and manufacturers’ representatives combines optimal performance, cost effectiveness and flexibility. The most durable sales organization is one that uses a hybrid technique. Sales teams composed entirely of all direct staff or entirely of manufacturers’ representatives too often underperform.

Take Charge at Telecommunications Schools

Instead of taking off work to wait for the phantom cable guy, or pleading with your Internet Service Provider to change your fiber-optic cables back to copper so you can get DSL service, why not take your telecommunication experience into your own hands? Telecommunications schools can show you how.Your FieldIn a world where families and businesses are spread across the globe, telecommunication (communication at a distance) is no longer a luxury — it’s a necessity. Where would you be without your cell phone? Or your BlackBerry? Or your TiVo? All of these are facets of a telecommunication career, which encompasses voice, video, and Internet communication services.In your telecommunication career, you’ll be entering an ever-evolving industry that is continually introducing new technologies and services. Fiber-optic networks bring lightning-speed communications to residential customers. Wireless providers are increasing the capacity of their radio networks and introducing improved portable devices that transmit voice, data, e-mail, and video. And, some wireless phones now use VoIP (Voice over Internet Protocol) technology to make phone calls through local wireless Internet networks.


Your TrainingThat’s why, if you want to succeed in this competitive industry, you’ll need postsecondary training from telecommunications schools. There, you can acquire the knowledge and skills you need in computer programming and software design; voice telephone technology (telephony); laser and fiber-optic technology; wireless technology; and data compression.The good news for graduates of telecommunications schools is that steady employment is available in almost every community. According to the U.S. Bureau of Labor Statistics (BLS), the telecommunication industry provided one million wage and salary jobs in 2004.Your CareerWhat exactly will you be doing in your telecommunication career? Fifty-five percent of all telecommunication workers are employed in administrative support occupations or installation, maintenance, and repair occupations.Here’s a telecommunication career overview: Telecommunication craftworkers install, repair, and maintain telephone equipment, cables and access lines, and telecommunications systems. Line installers and repairers connect central offices to customers’ buildings. Telecommunication equipment installers and repairers install, repair, and maintain complex communications equipment and cables. Cable installers travel to customers’ locations to set up pay television service so customers can receive programming. Telephone operators make telephone connections, assist customers with specialized services, provide telephone numbers, and may provide emergency assistance. And customer service representatives help customers understand all the services offered by telecommunication providers.


Graduates of telecommunications schools can expect to be well-compensated for their efforts. According to the BLS, average weekly earnings of nonsupervisory workers in the telecommunication industry were $853 in 2004, significantly higher than average earnings of $529 in private industry.Quit waiting for the elusive cable guy, and boost your career competence at telecommunications schools today.

Healthy Competition In Team Sports Teaches Life Skills

The word “competition” brings to mind images of athletes or sports teams striving to do their best and working hard to accomplish significant goals. For most of us, achieving goals and enjoying life is at least partially dependent on working together and getting along with others. Many of these essential relational skills are learned in the developing years as children move from childhood through adolescence and into adulthood. Given the importance of these key life skills, our society would benefit greatly by ensuring that kids are provided with ample opportunities for working together and getting along with people. Such relational skills can be effectively taught (and caught) in the context of an organized sports program.It seems that kids are born with an innate sense of competition and a desire to win. Our society, schools, and sports programs all cater to this inclination to compete with various games and challenges. Such challenges have been a part of human society from the beginning, and this competition develops a number of important skills for use throughout life.As an example, the desire to be the champion and top dog often pushes people further than they would choose to go on their own. This dogged determination to win is what drives Olympic athletes, CEOs, and many leaders to attain to lofty positions. However, the downside of unchecked competition is that negative traits including roughness, a domineering attitude, and unsportsmanlike conduct can develop and can take over a person. Such negative traits can be very harmful, and if not kept in check, can lead to damaged and broken relationships.


This danger for unguided winners to develop poor attitudes is precisely the reason we should encourage children to get involved in team sports programs and other organizations where healthy competition is encouraged and promoted. It is often within these organizations that essential life skills are taught and where the development of proper attitudes can be nurtured.By participating in organized team sports, kids can begin to truly experience the thrill of winning and the pain and discouragement of defeat. By experiencing these emotions in the context of their sports community, children can begin to understand the roots of their emotions and how their emotions can affect others. In addition, parents and coaches can observe how kids react and can provide encouragement and guidance as needed when and if inappropriate behavior and reactions are observed.Within the context of an organized sports program, a skilled coach can help and encourage the winners to revel in the victory, and yet do so in a way that does not put down the losers. In fact, if the kids on the winning team can learn how to reach out and encourage kids on the losing team, they have learned an extremely valuable lesson that will serve them well throughout their lives. In the same way, the losers must learn the essential skill of losing well and not withdrawing in self-pity or lashing out at the winners, their teammates, or their coach. Winning and losing are a continual part of life, and developing key skills to cope with victory and loss will go a long way in helping young people cope effectively with the ups and downs of life.In developing life skills, there is a significant difference between team sports such as basketball, baseball, and soccer and individual sports such as tennis and racquetball. Individual sports typically focus on developing the competitive side of an individual, but organized sports programs can teach so much more. On a team, the children learn to work together to accomplish things that they could never do on their own. In addition, the coach can provide encouragement and direction, and the kids themselves can encourage each other when they are down. On a team, kids can also develop the confidence to try new things that they might otherwise not try. Such an encouraging and supportive environment is rarely found in an individual sport, but can be commonly found on sports teams. Out of necessity, teams learn to work together to accomplish mutual goals and such skills will help carry them through life and work.


In summary, the competition and cooperation that occurs in organized sports programs can be very healthy and helpful for developing essential life skills. In a well-run program, team sports encourage children to work together, encourage one another, and get along with others. A quality and gifted coach can develop these skills in children, and our children would be well-served into adulthood and our society would benefit by having these skills engrained into our children’s character.