This page contains a Flash digital edition of a book.
MARKETING


MARKETING YOUR WAY TO SUCCESS IN 2012


It’s a classic business problem, particularly amongst small and medium companies. Sales slow down, and you put your foot on the marketing gas. Sales pick up – putting pressure on operations –you take your foot of marketing.


Is this a formula for success? Of course not, it serves only as a quick-fix to plug short-term sales problems. Part of the reason is many bosses do not truly understand marketing, or the power it wields. They see it as a cost rather than investment.


Yet, marketing can transform a company. It can ramp up gross profit margins and dramatically improve net profit. It can build customer and staff loyalty. In the right hands it can increase order values, sales conversion rates and customer spend. It will help you weather the storm of economic uncertainly, reducing the peaks and troughs.


Marketing should focus on two elements: where you want to be in the future (strategic) and what you need to do right now (tactical). Let’s review some of the key issues your marketing strategy needs to include.


POSITIONING YOUR BUSINESS


Forget how you see your business. All that matters is how your customers and potential customers see it. Perceptions matter – it retains customers, attracts customers, and creates loyalty. More companies loose customers through “indifference” than they do through bad service.


So how do you position your company and


your products to build customer loyalty, value and increase revenue? First and foremost, develop a strategy for communicating regularly with your existing customers – newsletters, reports, personal contact.


Secondly, develop a strategy to establish


your industry credibility. Use good editorial PR (not puff) to achieve this. Local newspapers want to run stories on successful local companies, and the trade press will carry stories that are news-worthy and relevant to their readers. Events, sponsorship, and awards are also excellent ways of building your creditability.


PR works well because readers aren’t exposed to a sales pitch, giving you more credibility. It doesn’t happen overnight, but committing to long-term brand building will form the foundation of a solid, successful company with better margins and higher customer retention.


DRIVING NEW BUSINESS


Once you have a marketing process for building your brand, generating new business becomes much easier. Prospects already know about your company and have good perceptions, and are therefore more likely to respond positively to your approach.


Before you commence any marketing


activity, ensure you have a good database/ CRM system to record leads, track prospects and manage sales activity. There is no point wasting time and money chasing new business if you can’t monitor the results.


Consider all marketing channels, not just the ones you’re most familiar with. This will vary between business-to-business and business-to-consumer markets, but the key is to communicate with prospects in a way they most relate to – not the way you most relate to.


Once you’ve agreed your new-business strategy, invest in good creative. There’s no point spending money on a marketing campaign if your prospect doesn’t instantly connect and respond to your message. Change the headlines, test the copy, and use powerful imagery and photography.


MOVE WITH THE TIMES Let’s face it, digital marketing is here to


stay. Developing a digital strategy in tandem with your traditional marketing can be a powerful cocktail. From a regularly updated, fresh and engaging website to social media, email marketing and online advertising - your PR and marketing messages are equally as important online as they are off-line.


In the same way products must continue


to evolve and develop, so will marketing channels. This month, for example, sees the unveiling of the Insight Index, the new search engine, supplier directory and product


94 « Clearview North « January 2012 « www.clearview-uk.com


finder that is set to change the way people find suppliers and products in the window industry (www.insightindex.co.uk).


STEP BACK AND REVIEW YOUR MARKETING


Companies will spend a great deal of time


investing in a new machining centre, glass cutting table or delivery truck evaluating increased productivity and return-on- investment (ROI). The same approach should be taken with marketing. What do we want to achieve? What are the best tools to make this happen? How much should we invest and what will the ROI be?


Market leaders already know this; they do it


every day. But for most companies marketing is still a reactive tool used to boost leads when turnover drops. Those companies who do adopt a more strategic approach will reap the rewards of better margins, stronger customer loyalty and a more sustainable business. These companies will be the market leaders of tomorrow.


Andrew Scott is Managing Director of


Purplex, the window industry business and marketing consultants. He is a Fellow of the Institute of Sales & Marketing Management and an accredited member of the Institute of Direct Marketing.


For more information call Purplex on 01934 803132, visit www.purplexmarketing. co.uk or find us on the Index. www. insightindex.co.uk/in/purplex


To read more news, log onto www.clearview-uk.com and join in our Forum discussions.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100