Things to Know Before You Start Looking for A Marketing Agency

As a business owner, you are often required to wear a multitude of hats: from book keeper, to manager, to procurement specialist, to salesman, to manufacturer. However, the best entrepreneurs are those that are able to focus on what they do best, and outsource the rest to qualified specialists. If you have decided it is time to grow your business by partnering with an experienced marketing agency, here are five things you should know before you begin your search!

1. Know Your Company

One of the most important questions you can ask before you start speaking with agencies is, 'can you handle the increased exposure and traffic?'. Do you have the labor force, infrastructure, and systems in place to execute the strategy your agency lays out for you?

The fact of the matter is, no one knows your company better than you do, however it requires great honesty not to over- or under-estimate your strengths and weaknesses. Find out what these are, and you will have a much better time explaining your positioning to your agency.

2. What Are Your Objectives?

Beyond just knowing your company, you should also be very clear on where you want to go, and what results you expect from partnering with a professional marketer. You should have a list of the goals and objectives you are targeting when you hire a firm. If you can, try to close the gap between your own sales team with proper systems and incentives, and their marketing strategies in order to more closely align to those objectives.

3. What Strategies and Tactics You Need

A full-service advertising agency will be able to offer a smorgasbord of strategies and tactics to help you meet your objectives. From website design and development, to SEO, to content and social media marketing, to digital advertising and even print media. With all of these options, it can be overwhelming to choose. However, by carefully reviewing your objectives and considering which strategies will work best for your goals to give you the best return on your investment, you should be able to roughly prioritize the tactics that will work best for you.

4. Understand Your Culture

Finally, keep in mind that even a high-performing agency may not always be the best fit for your company if your values and personalities clash. In short, you need to like the people you work with. Beyond just validating references and credentials, it is critical to note the personal connection when dealing with your agency. Do they treat you the way you want to be treated, or how you would treat someone if you were in their shoes? Successful partnerships require trust and open communication. In order for this to happen, cultures must be aligned.

Tips for Marketing to CFOs and Senior Executives

Marketing to CFOs and other senior executives in the information age means providing useful data and information. These business professionals should perceive you as a solutions provider - not as a marketer looking for a sale without regard to their needs as finance and/or IT managers.

Your focus when engaging CFOs and other top managers should be on giving them the best information so they can make the best purchasing decisions. Remember, they're looking for solutions that benefit their respective organizations. Here are 7 tips for marketing to CFOs and the senior executives that report to them:

1. Understand How They Acquire Information

CFOs and other senior managers do spend time online acquiring information. They will take the time to perform research on products and services. However, they won't waste their time on sites not devoted to providing top-notch information that presents real solutions to the problems they face each day in their business.

Corporate marketers must present CFOs quality information through channels they use. They want specific information; along with online research, they will tap into the knowledge, recommendations, and analysis of their peers concerning products and services. They consider solutions and want the best product at the right time at a competitive price.

2. Understand How They Use Information

CFOs and other senior manager use information to make purchasing decisions that best fit their enterprise. They analyze information provided to them and compare this information to other information they acquire. They know when they're being supplied useful information that seeks to help them in their roles as decision makers. They also know when they're being supplied marketing hype that doesn't speak to their concerns.

3. Understand Their Motivations

CFOs and other senior managers' motivations are to make decisions that facilitate the efficient and profitable operation of the companies where they hold significant responsibilities. Their motivation is to streamline operations and control costs, while implementing initiatives, policies, and procedures that contribute to growth. The solutions a corporate marketer presents to CFOs must address these motivations.

4. Understand the Solutions They're Looking For

CFOs, and those who report to them, want solutions to budget concerns, such as ways to curtail increasing and unnecessary expenses. They want solutions to inefficiencies that hurt the bottom line. In addition, they want solutions that position the company for future robust growth. Corporate marketers must offer solutions that answer these concerns, all the while demonstrating that their product and/or service offerings are the best solution for the CFO.

5. Understand Their Need for Information and Knowledge

It's worth repeating, CFOs desire quality information and knowledge. They want information and knowledge that's precise and up-to-date. Because of the demands on their time and the quantity of information they process each day, they want you to present information to them in an organized, concise, easy-to-read format, which gets to the point quickly without superfluous material. In other words, don't waste their time.

6. Understand the Language You Must Use

CFOs and other managers want language - words - that address the problems they face. This means clear, direct language sans hype. Forget the hyperbole; give them the truth concerning what you have to offer and avoid using jargon that sounds like a sales pitch. In essence, they require information that helps them run their businesses better. Give them straightforward information that can help them perform their jobs better.

7. Understand Their ROI Needs

CFOs make purchasing decisions based on Return on Investment (ROI). They want bang for the corporate bucks they will spend. Prove to them that your product or service will deliver the results they require - and demand. Show them the data, the numbers, the case studies... whatever... that highlight the actual return they can expect through using your product or service. If you cannot answer their ROI questions, you have no business marketing to them.

Consider the above 7 tips for marketing to CFOs and other senior executives. Understand their need for relevant, quality information that helps them make buying decisions that contribute to first-rate business operations. Educate them concerning the solutions you offer; serve them to the best of your ability as partners with them in driving their businesses forward.

Michael Ugulini is a freelance copywriter from the Niagara Region, Ontario, Canada. He writes SEO (Search Engine Optimized) articles for small businesses, feature articles, blog posts for small businesses, newsletter content, brochure content, and web page content. In addition, he is a Watkins Consultant.

10 Secrets for Women Leaders to Increase Visibility and Credibility

Secret #1 -- Build networks internally and externally 

This is important for both men and women.  
This is one area that is a derailer for many mid-level management individuals who don't take this seriously.  It is important to build networks internally to develop allies and externally to increase your value to the company.  You may think you don't have time, but it can actually save you time when you need to call on that ally for support on a big project with a tight deadline.  The higher up you go in an organization, the more important it is for you to have strong networks.  At higher levels, the emphasis of work is done more through people and your ability to effectively influence and communicate with others.  
People with large networks can easily access and receive timely, useful information to help them accomplish their goals.  It is best to identify individuals where there is a mutually beneficial relationship based on common goals and interests.  Who are two or three people you need to develop a stronger relationship with? 

Secret #2 -- Sell yourself effectively, not aggressively 

One of the things I see over and over again with women is how they undervalue their achievements and they believe that their good works will be obvious.  Or, they think: "this is easy and anyone with half a brain could do this."   Many women do not see their key productive strengths and talents.  Women need to learn how to first see their strengths and second effectively sell themselves and how their specific accomplishments connect to the business drivers.  
Identify two or three of your key accomplishments.  What strengths and skills can you identify from these accomplishments?  See the full report for tips on how to identify your strengths and effectively sell yourself. 

Secret #3 -- Select a mentor within your company 

This is a very important one!  Don't wait on the company to institute a program or if there is one and you're not part of it, then seek out individuals you value and begin to build a relationship.  This may be more critical for a woman's success than it is for her male colleagues.  In a study of individuals who made it into the senior ranks of organizations, the authors of Breaking the Glass Ceiling found that only 38% of successful men had mentors, but all of the women executives had them.

A mentor can give you advice on what you need to do next in your career to move forward, how to get visibility and recognition, and how to play the game of your particular organization. You can do this informally without necessarily asking the person to be your mentor.  A mentor can encourage you to take more risks and be an advocate for you in those closed door meetings at the executive level.  Who is someone you respect and might be available as an informal mentor for you?  When and how will you approach this person? 

Secret #4 -- Ask for the stretch assignments 

Women must often explicitly signal their interest and willingness to take on unusual or challenging assignments.  Otherwise, managers may assume they are not interested.  You can use the work you've done in Secret #2 to identify your key strengths and pitch your 'qualifications' or readiness to take on more challenging assignments. Women can get caught in a double bind of being seen as too ambitious.  So, you wouldn't necessarily want to tell your boss you want her job.  But, it would be generally acceptable to voice your interest in taking on more responsibility and demonstrating your ability to do so. 
You could volunteer for visible projects that require you to stretch and accomplish tasks you haven't had the opportunity to do in the past.  Other ideas include: volunteer to speak on a program or at a conference, volunteer for a cross-departmental committee, go to company social events and talk with people you don't know.  What action will you take in this area? 

Secret #5 -- Develop strong communication skills and mastery of your emotions 

Developing strong communication skills, mastery of your emotions, and the ability to effectively handle conflict is another very important area for success.  Once you reach management level, your ability to effectively influence and relate to others is more important than your technical skills.  
There has been enough research out now on the importance of Emotional Intelligence (EI), which is a current term for a person's ability to manage their emotions and relate effectively to others.  In a 1990 study (by Hunter et al), 200 companies and organizations were examined.  It was found that top performers were 127% more productive than average performers.  The competency research indicated that about one-third of the difference was due to technical and cognitive (IQ) ability, while two-thirds was due to competence in the area of EI.  In top leadership, 4/5th of the difference was attributed to EI competence.  All this is to say that having EI competence is one of the most important determinants of your success, and especially so if you are in leadership. 

Secret #6 --Learn the rules of the game of business and how to play for success 

Business is still played by the rules of team sports.  The games we play as girls and boys influence how we 'play' at work.  Organizations are still strongly influenced by the male culture.  So, in order for women to be effective in this arena, they will need to visibly see the rules of the game and understand how to maneuver within that framework.  
Growing up, girls learn dependence and boys learn independence.  Competition is one of the key principles in the game of business where winning is all important.  Even if you grew up playing with boys, those experiences are minor in comparison to the influence of social norms.  Growing up, girls learn how to be competent interpersonally and develop and sustain relationships.  Boys, on the other hand, learn how to subordinate relationships to aggressiveness, competition, and winning. 
Research shows that behaving like a man will backfire.  Women have a narrower band of acceptable behavior.  The one important piece to remember is that for most men, business is a game.  If you understand that it's not personal, you will be able to choose your strategies and approaches wisely to your success. 

Secret #7 -- Know what it takes to successfully transition each leadership passage 

In the book, The Leadership Pipeline, by Charam, Drotter & Noel, the authors identify six passages which require a different focus and attention to navigate successfully through the passage.  The six passages are 1) from Manage Self to Manage Others, 2) Manage Managers, 3) Functional Manager, 4) Business Manager, 5) Group Manager, 6) Enterprise Manager (CEO).  Not only is understanding this critical for your success in progressing upward, but it is vital for you to understand how to focus the development for those under your span of control.  The skills, time application, and work values are different for each passage and there are signs of possible derailment at each turn. For example, passage number 4 from Functional Manager to Business Manager requires an ability to deliver inspired communication, assemble a strong team, grasp how the company makes money, and develop strong leadership at multiple below you. 

Secret #8 -- Know and manage your image 

You will want to manage how you are perceived.  Some questions to ask yourself are: How do people perceive you in your organization?  What kind of reputation have you established?  What image are you portraying through your dress?  
As a leader it is more important to be respected than liked.  You are called upon to make tough decisions that everyone will not necessarily like.  This is another difference in the male and female culture that can create tension.  As young girls we are taught to get along and being liked is important.  
A word about business attire.  Make sure your business attire is tasteful but does not draw more attention to your sexuality, such as tight skirts, sweaters, low cut blouses, or frilly clothing.  The way you dress determines the overall message you send.  If your makeup, hairstyle, or clothing stands out, then what you are saying in an important conversation will be secondary. The general rule of thumb to follow is to dress for the job you want, not the job you have.  Notice what successful women at the top of your organization are wearing and adapt to that style.  You can still have your own style, just remember the unspoken dress code is akin to the team uniform and is another 'test' of how well you fit into the team. 

Secret #9 -- Hire an experienced coach 

Hire a coach who's familiar with 360 tools and other personality and work style assessments so you get the vital objective feedback and how to use it into your development plan. 
If you have never worked with a professional coach, you might consider doing a little research and contacting some experienced coaches for a sample coaching session.  Many coaches offer a free 45-minute coaching session so you get to know them and what to expect in the coaching process with them.  Working with an experienced coach can expedite your development and save you a lot of hard lessons.    

Secret #10 Know your long-term goals, maintain work/life balance, and support other women 

Be clear about your long-term goals and how you will maintain the work/life balance that's right for you.  If your goal is to reach the upper executive levels, then find out what commitment it will take, how it will impact your personal life, and what support systems you will need to put in place.  There are many ways to be in leadership and have a powerful impact.  You may decide that you enjoy being at a mid-level management position with the ability to influence many people and groups within the organization.  Or, if you are better suited to be a senior level individual contributor such as VP of Investor Relations, then go for that.  
It's important for your own happiness and satisfaction in life that you identify your key productive skills, your long-term goals, and your personal quality of life to determine the best career path for you. 

The Do's and Dont's of Creating Lucrative Business Partnerships

I run a small meeting, event and conference planning company based in the New York City area. As an entrepreneur and small business owner with a limited advertising and marketing budget, developing business partnerships has been really helped me to get the word out about the services that I offer. For example, I have aligned myself with a DJ company as the preferred planner for their clients and am actively receiving business and referrals from this source. Also, due to my partnership with a travel agency, I am now handling meetings, conferences and events for inbound corporate groups from abroad. Forming strategic alliances has been and will continue to be a significant part of my long term business plan and model for exponential growth.

I have practiced the proverbial "art" of building non-competitive alliances with like minded companies, not just as a new entrepreneur, but also as a business building tool in all of my previous positions. While, on the whole, this strategy has yielded very positive results and significant revenue, there have been some negative consequences. So, I would like to share with you a very basic list of "do's and dont's" for creating successful business partnerships.


Do seek out companies where your services would be a natural addition to the resources currently offered. For example, if you are a catering service specializing in healthy cuisine, you might want to partner with health club to offer special incentives to gym goers. 


Do choose organizations whose business ethic and overall image are at least generally compatible with yours. The last thing you want is to be associated with an organization who has questionable business practices. Although you may financially gain from such a partnership in the short term, that type of "bad business karma" can only affect you negatively in the long term. 


Do determine beforehand whether you will be operating under the aegis of your own company or your partner's organization. If you are ABC company and your partner is XYZ corporation, will you be marketed separately as ABC company or an extension of your partner XYZ Inc.? Are you looking strictly for access to new clientele or for an opportunity for exposure as ABC company? 


Do specify how referrals will be passed to you. Will clients be contacting you directly or will the initial inquiry pass through your partner? 


Do specify your payment structure in writing. Will you paid directly by clients that come to you or will the billing process take place through your partner's organization? If you are not being paid directly, what is the billing and payment cycle through your partner's company? What percentage of commission, if any, will you owe to your partner for business that comes in through their company? 


Don't dismiss partnerships with companies, organizations or individuals with whom you don't have an immediate and obvious synergy. Be open! Be creative! Explore! For example, I am in the process of working with several business coaches to create seminars on how to host successful product launches for home based businesses. 


Don't neglect to do your research. Ideally, partner with an organization that you are familiar with and whose services you have either used personally or in a business setting. (Or, get at least three referrals from others familiar with your potential partner's services and business style.) 


Don't accept verbal assurances, particularly where commission and payment structure is concerned. Even if you know and trust your partner, having a formal written agreement is insurance against misunderstanding. 


Don't hesitate to question a partnership that is not living up to your expectations. Strategic alliances are a two way street. If your counterpart is following your business agreement, politely remind them of their responsibilities. 


Don't reveal any information, resources, benefits etc. that make your value proposition unique until you are 100% sure how that information will be used and presented by your business partner. In short, strategic alliances can be an effective method of marketing, advertising and sharing resources. Whatever form your business partnership will take, be sure that expectations are clearly defined on both sides.

The Five Methods To Generate Profitable Marketing Ideas Quickly

"Do not follow where the path may lead.

Go instead where there is no path and leave a trail."

- Harold R. McAlindon

Mr. McAlindon, President of the Parthenon Group in Nashville, Tennessee said, "There is a difference between creativity and innovation. Innovation is a creative collaboration. Converting creativity to innovation is a team sport."

Creative people generate marketing ideas by using stimuli to help them think "outside the box." But true marketing innovation can only occur when the creative team collaborates, exchanges ideas, refuses to pre-judge and enjoys the process.

Here are five innovation methods you can use to generate profitable marketing ideas quickly. Each team member brings their own unique view of the world to the table. Have at least four people sit together and follow these five steps carefully. Choose one product, service, idea or concept at a time. Work the formula and reap the rewards of creative innovation.

1. Focus

Before you can develop a successful marketing idea, you must have a plan that identifies the need, the problem and the solution to the problem that exposes the opportunity. The most efficient way to do this is to survey your present customers to find out what their needs are and how you are presently meeting those needs. Ask them questions patterned after the questions in this article. With this information, you'll know the hot buttons to push to attract new customers and clients.

2. Reflect

Once you know the problem and the opportunity, how do you translate it into a successful new idea?

Ask Who, What, Where, How, When and Why to define the problem. Think about how you can make your product or service better. Consider new markets that you can enter, a more defined, benefit driven unique selling proposition and ways to tweak your product or service. Sometimes a more expensive product or service to a smaller niche market will yield greater profits.

Plan a brainstorming session with your mastermind group. Throw ideas out on the table, don't criticize anything, let your ideas flow. Learn about Mind Mapping and how it can aid you in expanding your creative thinking.

Here are a few ways to jump start your ideas:

Take one idea, concept, USP, niche, service, or marketing strategy you presently have and let each person in your group participate in answering the following questions.

1. What if?

2. How can we improve...?

3. How can we streamline...?

4. What should we modify?

5. What could we replace?

6. What could we add?

7. What should we eliminate?

8. How can we simplify?

9. What two things can we combine to make it better? 
10. Why?

3. Act

Assemble all ideas into an action plan. Prioritize the plan and detail the action steps to get it accomplished. Take action, no matter how small it may seem. Just do something to get your creative juices flowing. Take a walk, listen to music, meditate, exercise, do a crossword puzzle. Test your creative impulses by listening to your inner voice. Write out your plan, first in broad terms (yearly, monthly, weekly) then down to the minute details (daily, hourly).

4. Measure

Measure the action. Test and study possible conclusions. If your test works with one market, it might work with another market with a little tweaking. Test new headlines, new offers and guarantees in your direct mail. Offer bonuses for responding sooner rather than later. Instill a sense of urgency in your message.

5. Expand

Using your new measurements, expand your horizons into new territories. Find a hungry niche market, then develop a series of products that you can sell in a packaged system. Once this niche is successful, sell the method you used to sell to that niche and encourage others to follow your suggestions in "their" niches.