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Hub You - Want to Know Where Your New Business is Coming From? Top Tips
In 30 years of sales and public relations I've observed that communication failures are only rarely caused by some esoteric mistake. Rather, the worst and most frequent failures are caused by breaking one or more core principles. Here are the Seven Mistakes That Kill the Sale. Learn to avoid them and you will find you will get more of the results you desire. 1. FUZZY RESULT. You don't have a clear picture of the result you want the communication to produce. It's hard to persuade if you don't know exactly what you want the listener
What this means to you is that you are sitting on a gold mine of specialized service contracts.
1. Think of additional products and services that can establish new sources of profits. Base these services upon these needs of the new breed of developer.
2. Become the expert in these services. Publish and promote your expertise.
3. Break down larger services into smaller services that can be contracted for more often.
4. Back the entire process up two or three steps. Instead of only of
To say that we as human beings have ethical values implies something quite profound. It literally means that we are, in a manner of speaking "hardwired" with such values. If we were not we would not have the ability to ever gauge when something was "right" or "wrong".You see, before you can make such an assessment you need to have an "internal measuring stick" by which to make such measurements.So where does this internal reference or "measuring stick" live inside of us? Well many would say that it is something we learn through our lives say from our families,
But if you were a firm that stopped marketing, you can still be lucky. You can start up again and grow your revenues in a big way during recovery. It is startlingly simple. Here’s how.
For example, say you are an architectural services firm (although a similar technique of identifying client need will work for any services firm.) Your target client is a land developer in Florida. Let’s feel their pain, because we all know that moving away from pain can be a quick way to a sale. If you think like the developer, you will uncover the services they want.
A traditional developer is involved in handling large tracts of never before developed land. That land no longer exists. With the recent building boom, there is a scarcity of undeveloped parcel, raw tract land that has all but eliminated the traditional developer.
Developers who are still active in Florida are a different breed than those who previously simply bought and built on raw undeveloped land. Developers in the current market cobble together parcels, utilize infill, or adaptive reuse, and capture problem properties, that formerly would have caused them to walk away. Brownfields, industrial/urban or irregularly shaped parcels with narrow access and rigid setback requirements are the norm.
The Developers that are still active have new problems.
1. Problems in obtaining any suitable land for building projects.
2. Problems in making the purchase numbers work on land that has to be scraped (buildings razed or adapted).
3. Problems in delivering Return on Investment. They must factor in the cost of purchasing land with buildings on it. Then pay for demolishing or modernizing. They must make the new buildings/units affordable to the potential end market and still calculate a profit margin.
4. Problems obtaining zoning changes for density increases or usage changes.
5. Problems navigating through the approvals processes that are lengthy and now involve extensive community demands.
6. Problems getting through the process of approvals, the design and building process and getting product to market within highly un-flexible timetables. Banks want their money. Stockholders want results.
What this means to you is that you are sitting on a gold mine of specialized service contracts.
1. Think of additional products and services that can establish new sources of profits. Base these services upon these needs of the new breed of developer.
2. Become the expert in these services. Publish and promote your expertise.
3. Break down larger services into smaller services that can be contracted for more often.
4. Back the entire process up two or three steps. Instead of only off
I just like to question the status quo, and this time my question is "why do we have salespeople?".Do they add anything to the product? NO.Do they reduce costs?NO. They add to costs.Do they help us make the right purchasing decisions? NO. They want you to buy their product and not their competitors.So, then, why are there so many salesmen?Good question, even if I say so myself! Of course, the above questions are all from the point of view of the customer. Ask the company that wants to sell the products and you may get different an
A traditional developer is involved in handling large tracts of never before developed land. That land no longer exists. With the recent building boom, there is a scarcity of undeveloped parcel, raw tract land that has all but eliminated the traditional developer.
Developers who are still active in Florida are a different breed than those who previously simply bought and built on raw undeveloped land. Developers in the current market cobble together parcels, utilize infill, or adaptive reuse, and capture problem properties, that formerly would have caused them to walk away. Brownfields, industrial/urban or irregularly shaped parcels with narrow access and rigid setback requirements are the norm.
The Developers that are still active have new problems.
1. Problems in obtaining any suitable land for building projects.
2. Problems in making the purchase numbers work on land that has to be scraped (buildings razed or adapted).
3. Problems in delivering Return on Investment. They must factor in the cost of purchasing land with buildings on it. Then pay for demolishing or modernizing. They must make the new buildings/units affordable to the potential end market and still calculate a profit margin.
4. Problems obtaining zoning changes for density increases or usage changes.
5. Problems navigating through the approvals processes that are lengthy and now involve extensive community demands.
6. Problems getting through the process of approvals, the design and building process and getting product to market within highly un-flexible timetables. Banks want their money. Stockholders want results.
What this means to you is that you are sitting on a gold mine of specialized service contracts.
1. Think of additional products and services that can establish new sources of profits. Base these services upon these needs of the new breed of developer.
2. Become the expert in these services. Publish and promote your expertise.
3. Break down larger services into smaller services that can be contracted for more often.
4. Back the entire process up two or three steps. Instead of only of
Postage stamps are an adhesive label stuck on envelopes and other postal packages, as proof of the deposit of fee paid for postal services. The first country to issue postage stamps was United Kingdom.Postage stamps are traded through various outlets of the post office, and are issued by the government. Postage stamps are available in various forms and dimensions. There are memorial postage stamps committed to various important events. Postage stamps are also issued to give respect to national personalities, or other extremely important personalities. There are also
The Developers that are still active have new problems.
1. Problems in obtaining any suitable land for building projects.
2. Problems in making the purchase numbers work on land that has to be scraped (buildings razed or adapted).
3. Problems in delivering Return on Investment. They must factor in the cost of purchasing land with buildings on it. Then pay for demolishing or modernizing. They must make the new buildings/units affordable to the potential end market and still calculate a profit margin.
4. Problems obtaining zoning changes for density increases or usage changes.
5. Problems navigating through the approvals processes that are lengthy and now involve extensive community demands.
6. Problems getting through the process of approvals, the design and building process and getting product to market within highly un-flexible timetables. Banks want their money. Stockholders want results.
What this means to you is that you are sitting on a gold mine of specialized service contracts.
1. Think of additional products and services that can establish new sources of profits. Base these services upon these needs of the new breed of developer.
2. Become the expert in these services. Publish and promote your expertise.
3. Break down larger services into smaller services that can be contracted for more often.
4. Back the entire process up two or three steps. Instead of only of
If you have ever worked within a large organisation then you are sure to have heard the term 'we will not have a blame culture' at some point. However the sheer fact that this statement can be made is an indication that a blame culture already exists.Where the statement 'don't think of the colour blue', immediately makes one think of blue, the 'no blame culture' statement is more likely to raise within the organisation the possibility of blame than remove it. In fact an organisation must know what blame is to be able to think about removing it from the culture.
3. Problems in delivering Return on Investment. They must factor in the cost of purchasing land with buildings on it. Then pay for demolishing or modernizing. They must make the new buildings/units affordable to the potential end market and still calculate a profit margin.
4. Problems obtaining zoning changes for density increases or usage changes.
5. Problems navigating through the approvals processes that are lengthy and now involve extensive community demands.
6. Problems getting through the process of approvals, the design and building process and getting product to market within highly un-flexible timetables. Banks want their money. Stockholders want results.
What this means to you is that you are sitting on a gold mine of specialized service contracts.
1. Think of additional products and services that can establish new sources of profits. Base these services upon these needs of the new breed of developer.
2. Become the expert in these services. Publish and promote your expertise.
3. Break down larger services into smaller services that can be contracted for more often.
4. Back the entire process up two or three steps. Instead of only of
Ollie the Octopus reminded me today of an important secret for anyone who’s starting a small business. For you poor souls who don’t know Ollie, he is the title character in a cartoon on the Noggin cable TV channel. Why do I turn to cartoons for business advice? Well, when you have 3 children under 5 years old, you get inspiration anywhere you can.Anyway, back to Ollie. In this episode, Ollie wanted to build a birdhouse so his birdie friends would have somewhere to go when it rained. He built a fine birdhouse. One any bird would be happy to call home. He was ju
What this means to you is that you are sitting on a gold mine of specialized service contracts.
1. Think of additional products and services that can establish new sources of profits. Base these services upon these needs of the new breed of developer.
2. Become the expert in these services. Publish and promote your expertise.
3. Break down larger services into smaller services that can be contracted for more often.
4. Back the entire process up two or three steps. Instead of only offering the phases of actual design services such as schematics, design development, construction drawings, and construction administration, heavily market “pre design” and construction services, such as budgeting, feasibility and master planning.
5. Demonstrate to your clients that you have the ability to get them through the approvals process. This means both sophisticated and grass roots presentations to community officials, governing bodies, the press and the citizens in the communities.
6. Be willing to be the Community Liaison. Help the client identify with whom he needs to meet before the project goes for approvals. Get those approvals parties strongly on board through focus groups and other interactive and cooperative techniques. Show your expertise in this arena of cooperative need. Market these services with hourly contracts or defined number of meetings/presentations, deliverables.
7. Form strategic alliances with other firms that add strength to your services and credentials. Make referrals constant and a two-way street.
8. Strive to define and refine the process until it is predictable, repeatable and profitable.
Define, refine, repeat. Make these services profitable and continuous.
Key words: marketing for an architectural service firm, business development for architects, getting new business as an architect, land development, the needs of the developer, the approvals process in new building, design and construction services, McKerns Development, development in Florida
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