In this age of Big Data, don’t let your small business data go to waste

Posted by Karen Utgoff on May 16, 2013

There has been a good deal of press about Big Data, including a number of recent articles about related tools for small business. The basic idea is that companies can cost-effectively tap disparate sources of data and combine them in new ways to improve decision-making and performance.

Is there hype here? Of course, but that doesn’t mean it’s all sizzle and no steak. In fact, that steak might just be the lunch that savvy companies are snatching from the jaws of their less alert competitors. So, what’s a small business to do? Regardless the size of your datasets—big or small—there is more pressure than ever to use data-driven tools. Here are some specifics that may deserve your attention.

1. Use your current data and analysis tools to identify and implement improvements. Most small (and large) businesses collect data that isn’t used much if at all. Even if it doesn’t qualify as Big Data, put it to work!

How long is your sales cycle and where are the rough spots? What are the characteristics of your best customers? If you don’t know the answers, it’s likely that you are missing something important. Some analysis doesn’t even require a computer, as in this terrific example from my colleague Laurie Breitner.

Do you have a way to contact customers with information that is relevant to them, or to ask them to share their opinions? If not, see item 2 below.

Do your inventory, maintenance, or production systems allow you to spot inefficiencies or intermittent problems? Are you using the data in each to find points at which difficulties occur routinely and unnecessarily? For example, perhaps one or two machines breakdown disproportionately or one vehicle in your fleet is particularly trouble prone? These costly problems can be hard to spot over short periods; analyze data over time to identify opportunities for profit improvement.

2. Explore innovative data-driven tools to help you attract new customers and reach out to existing customers more effectively. Add new tools to more selectively contact, cultivate, and survey customers or potential customers.

This NYTimes.com article profiles businesses that combine free tools such as Google Analytics with specialized tools built into software they use to improve their sales operations. It also points out the value of new generation of loyalty programs, as does this article.

Don’t overlook opportunities to combine existing data in new ways that enable more powerful insights. For example, do your sales, customer service and manufacturing systems store customer information in different formats that don’t match up? What could you learn if they did?

3. Scan for potentially disruptive technologies that could change the dynamics of your industry and weaken your advantages. Build awareness of Big Data into routine scanning of your competitive landscape and market trends.

The rise of Amazon and the decline of independent booksellers is a cautionary example. As Viktor Mayer-Schöenberger and Kenneth Cukier describe in Big Data: A Revolution That Will Transform How We Live, Work, and Think, Amazon’s successful replacement of person-to-person recommendations with a recommendation engine allowed the Internet retailer to cost-effectively match what had long been held to be the sole purview of independent booksellers—personalized recommendations. Small business owners, beware. This example calls into question the competitive advantage of the personal touch—always thought to be one element that big business could not hope to match except in luxury markets.

4. Be alert to new opportunities to build tools for existing customers or new markets. Big Data can create opportunities—some involve helping your customers have a better experience and others may repurpose data or analyze it differently to build entirely new businesses.

Mayer-Schöenberger and Cukier (pages126-131) suggest three categories: organizations that own data, organizations able to carry out complex analyses on the data, and organizations with a “big-data mindset” that enables them to spot opportunities before others do. One company that fits into the latter two categories is Innovation Accelerator, which is developing novel tools to explore existing databases for overlooked solutions to intractable R&D problems (Full disclosure: I am founder Anthony McCaffrey’s NSF I-Corps business mentor).

5. Don’t be wowed or intimidated by Big Data. There is no substitute for good judgment and business acumen. For example: before you can identify your best customers, you need to define “best.”

As Shevtank Shah, Andrew Horne, and Jaime Capellá point out in their Harvard Business Review “Idea Watch” article (April 2012, pages 23-25), “For all the breathless promises about the return on investment in Big Data…companies face a challenge. Investment in analytics can be useless, even harmful, unless employees can incorporate that data into complex decision making.” They go on to say that “Informed skeptics” are needed to provide balance. Bryan Burkhart’s April 4, April 11 and April 16 NYTimes.com “You’re the Boss” blog posts describe how one company used both in its decisions regarding a data-driven initiative (be sure to read all three or you will miss the point).

Are you convinced that data should be a bigger part of your tool kit? If your team typically relies on intuition or rules of thumb to make decisions, start slowly and be patient. Taking greater advantage of data-driven tools will require changing decision-making habits, which takes time and training. You may want to pick one of the first four categories to get started. Find some low hanging fruit to generate quick wins and build employee enthusiasm.

How is Big Data changing your small business? Do you see mostly opportunities or threats on the horizon? I’d love to hear your thoughts.

Additional articles:

“3 Steps To Incorporate Big Data Into Your Small Business” viewed May 13, 2013.

“Unlocking the Big Data Goldmine for SMBs” viewed May 13, 2013.

“Why ‘lean’ data beats big data” viewed May 13, 2013.

Thanks to Laurie Breitner for her help with this post.

_________

Karen Utgoff, principal of Karen Lauter Utgoff Consulting, is a market-oriented business strategist based in Amherst, MA. Learn more at http://www.utgoff.com.

© Karen Lauter Utgoff Consulting 2013. All rights reserved.

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Tips on finding the right business coach for you and your small business

Posted by Guest Poster on May 14, 2013

Today’s guest poster is Lauran Star.

Believe it or not, today if you do not have a coach in your corner, you are falling behind in business. That’s right – there is ample evidence and studies that demonstrate those with coaches are far more likely to succeed in business and leadership than those who don’t. However, finding the right coach can be tricky as they are now a dime a dozen with a variety of backgrounds. So let me take some of the guesswork out of finding a great coach!

Where do you find a coach?

The best place to start is a personal referral. However, if you do not know anyone who has had a coach, then start on the Internet. Do a search for the particular type of coach you are looking for i.e. leadership coach, relationship coach, and business coach. Go to the coach’s website and look for testimonies and background information. Email the perspective coach and see how quickly they respond. See if they offer a complementary consultation that should focus on YOU – NOT the sale of coaching to you.

Let the coach know you will take 24 hours to make a decision rather than on the spot. Often I find clients go with the first coach they find because they feel pressured. Also as a coach myself, I need a few hours to decide if I want to bring you on as a client. Test drive several coaches – get a feel for the different styles.

What does a positive coaching relationship look like?

Successful coaching relationships come down to just that — a good coaching relationship. There are thousands of great coaches out there, but trust me, there are only one or two who are good for you. It comes down to that personal relationship and style. Most coaches provide a consultation before taking you on as a client. This is for both you and the coach to determine if there is a sound relationship. If this is not offered, move on. The co-creative relationship is sacred and it takes two people—you and the coach—to build.

When you go into the consultation, be prepared to ask questions. Trust me, as a coach I have my list ready because it is more than gaining one new client; it is a relationship and thus needs to work 100 percent for me, too.

Questions to ask your prospective coach:

• Who is your ideal client? It is imperative that the coach you select know his or her ideal clients or the kind of person they will only work with. They also should be direct with answering this – not hedge in fear of losing you as a potential client.

My answer to this question is simple: I work with women who are very take-charge; they are open, honest, and not afraid of the tough questions or the tough action steps that we are going to discuss or put forth. They take accountability, and are willing to make mistakes. They are willing to take risks and understand the benefits of coaching, fully knowing it will take energy and time for success.

In understanding who I am and who I click with personality wise. I know right away if we will work well together when we have the initial consult. Example: If the client immediately starts placing blame elsewhere, this is not going to be a client I am going to work with.

• What is your coaching style? The coach should also know their style of coaching. Some styles are direct, tender, questioning, quiet or shy. Some are pure coaches – meaning they will have you solve all your questions – “you already know that answer you just need guidance in finding it” and some are more hybrid or a cross between coach and mentor – “It’s ok if you do not have the answer – I will help you find one that works because of my own experience.”

I am very direct, and very forward. I am going to call it as I see it. I am going to make you think and work hard. I will ask those questions that will make you uncomfortable. My coaching style is a hybrid of coaching and mentoring. However, realize that being uncomfortable in a co-creative relationship allows for personal growth. I will never judge you. I am your strategic thinking partner concerned with all of your needs.

• What are your credentials? Not all coaches are alike – some are members of the International Coaching Federation, a national group that sets coaching standards. Others will have no professional affiliation, some will have coaching training, some hold a degree in coaching, etc. Remember you get what you pay for…

I have fifteen years of leadership experience with several Fortune 500 companies. I have my master’s degree in Industrial Organizational Psychology and certified in Leadership and Executive Coaching. I am the founder of Lauran Star Consulting LLC where our focus is on Leadership Development and Empowerment (visit www.LSC-Group.com for more information).

• In what markets are your clients found? Many do not think of this question; however, if your market is small such as restaurants in Bedford, New Hampshire, does your coach have a conflict of interest? It happens; I recently had to turn away two clients due to a conflict of interest as I was working with their direct supervisor.

My markets are Medical, Financial, Legal, and Engineering. Therefore, if you come to me from the restaurant arena, I will happily refer you to coach who plays in that market, and visit your restaurant as a guest.

Ask your potential coach for success examples. How does he or she see success? How would your potential coach address a situation you’re facing?

Below are questions you need to ask yourself when evaluating a coach after the initial consultation are:

• Can you be open and honest with your coach?

• Do you feel safe and not judged with that coach?

• Does that coach have enough credentialing behind him or her or enough academic learning to be able to be mentally stimulating as well as your thinking partner?

• Then putting that all together, does their personality jive with yours?

If, in the end, something does not gel with who you are, move on. I could be the number one coach in the entire universe but not right for you. Again, it comes down to that personal connection; you just have click with your coach. If you do not click, don’t be afraid to let the coach know – and ASK for a referral. If a potential client does not click with me, I refer her to someone I know she will click with.

For more information feel free to reach out to me.

Lauran Star

lauran@lauranstar.com

www.LSC-Group.com

www.Lauranstar.com

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Sponsorship: An effective marketing and branding tool for small businesses

Posted by MarkAuerbach on May 9, 2013

A great way to get your small business and brand in the public eye is by sponsoring an event produced by another entity. It could be a golf tournament to benefit a local non-profit, a performance or exhibition at an area cultural institution, or a walk-a-thon to benefit programs and services of a medical research program or a health services group that provides support to people living with cancer.

Before you sign on, it’s really important to evaluate the event, its producer, its beneficiary, your sponsorship recognition package, and the overall effect your participation in the event.

Mark Iacuessa, Pioneer Valley (MA) advertising director for Newspapers of New England, evaluates sponsorships frequently for his company, which publishes seven daily and weekly newspapers in Massachusetts and New Hampshire, including the Daily Hampshire Gazette and The Valley Advocate. He gets dozens upon dozens of requests from organizations promoting events  large and small.

“We look to see where there’s a fit between our business and the event’s audience. We ask ourselves which audience we want to put our brand before,“ says Iacuessa. “We want to be perceived as good community citizens; we also want people to feel good about our brand.

“We want exclusivity in our field (newspapers) when we sponsor an event. We don’t want to dilute our visibility,” he adds, “and we want to build a relationship and partnership with the group we sponsor.”

How to evaluate a sponsorship opportunity

In your evaluation mode, here are a few questions to ask about the event. Is the event valued in the community? Has the event been a success in the past? Is it well-produced? Will your partner deliver the recognition perks promised? Is this sponsorship within your budget? Will you be the exclusive (type of business) as a sponsor? (You don’t want to co-sponsor with a competitor.) Is the group’s mission compatible with your company’s mission? Will your market value your participation as a sponsor?

Stick to events and partners that have an impact on the community. Avoid events and partners that might be considered controversial to your customers–i.e. political fundraisers or events that benefit a particular religious initiative or lobbying effort.

When you evaluate the perks for sponsorship, consider how your sponsorship will be marketed and promoted. The marketing effort should get your name out to the widest possible number of potential customers, not just those who show up at the event. For example, if you sponsor signage at a hole for a golf tournament, the only people who will see your sign are those playing in the tournament. If you sponsor a performance, your logo may be seen in all of their ads, their website, and other venues by people who might not attend.

A good sponsorship recognition package will include your logo on posters, flyers, direct mail pieces, invitations, and advertising, and a web page (with link to your website), all of which extends your reach into a community at large. A good sponsorship partner will also make sure that there’s good recognition at the event–an ad in a program book, an on-site recognition opportunity, and of course, admission to the event.

Shawn Farley, director of Marketing and Communications at the University of Massachusetts Fine Arts Center in Amherst, MA, has over 25 performances available for sponsorship during a given year. She looks for cash sponsors and in-kind sponsors (design, lodging, restaurants, caterers, transportation). “Sponsorships offer exposure over an extended period of time. We offer playbill ads, which reach people for the sponsored performance and others around it; lobby signage for the season, web presence and more, so a sponsor gets multiple impressions.”

Farley added, “Think of a sponsorship as more than a marketing buy. It’s a partnership. If a sponsor brings good attitude and enthusiasm to the table to co-promote the event and co-brand, or in other words, a desire to ‘buy in,’ then it’s a real win-win for both parties.”

Remember, a good sponsorship is a partnership for the present and the future.

Some resources on event sponsorship:
Event Marketer is a good site with resources, “how to” information on sponsorships, newsletter and a great magazine. http://www.eventmarketer.com/
Jeff Haden’s article for Inc.: http://www.inc.com/jeff-haden/sponsoring-an-event-how-to-maximize-your-return.html
Kim Harrison of Cutting Edge PR’s article on benefits for sponsors: http://www.cuttingedgepr.com/articles/sponsorship_many_benefits.asp

___________
Mark G. Auerbach is principal at Mark G. Auerbach Public Relations, a Springfield, MA, based marketing, public relations, development and events consultancy. You can find more information about Mark at Facebook and LinkedIn.

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Stories to inspire you when the going gets tough in your small business

Posted by Jeanne Yocum on May 7, 2013

Building and operating a successful small business is never easy. Some days you think you’ve got everything under control, and other days, it feels just the opposite. On the bad days, I think it helps to realize that others have been through the rough patches you’re experiencing and have not only survived, but gone on to thrive. No matter what challenge (or combination of challenges) you’re facing, you are far from the first person to experience such tribulations on the path to success.

I’m sure you already know what I’m saying is true, but it helps to have concrete examples that show you that others have made mistakes, run into roadblocks, or otherwise faced travails with their business. Inc. magazine has a page on their website full of videos and first-person articles from famous and not-so-famous entrepreneurs who talk about how they got started and the challenges they overcame along the way.

I think these stories are great inspiration at all times, but especially when things aren’t going your way. Check out the Inc. page here. Bookmark it and return to read more on those days when you are struggling. Think of this page as a tool for re-generating your energy and determination. It’s uplifting to know others have been where you are and have found a way forward.

Do you have other online sources of inspiration for when things are tough in your small business? If so, please share them with us.

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Word of mouth: Your strongest marketing tool

Posted by Jeanne Yocum on May 2, 2013

Word of mouth has long been recognized as the best marketing tool a company can have. A half century ago ad genius Bill Bernbach, founder of perhaps the most famous ad firm in history (Doyle Dane Bernbach, now DDB Worldwide), said “Word of mouth is the best medium of all.” Since then that truth has only been amplified. The advent of the Internet has added a whole new facet to the ability of small businesses to generate new customers through positive word of mouth.

Now, instead of relying on customers to tell family, friends and colleagues how wonderful your business is in face-to-face conversations, you have the power of online mentions as well. This combination of offline and online conversations is being called “social voice,” via which your customers can tell not just the people they actually know but also total strangers about how great they think your products or services are.

The Word of Mouth Marketing Association (WOMMA) regularly does surveys to determine the power of word of mouth recommendations on consumer buying decisions. Their latest data shows that 72% of consumers say reviews from family members or friends exert a “great deal” (39%) or “fair amount” (33%) of influence on their decisions to use or not use a particular company, brand or product.

WOMMA also found that 81% of U.S. consumers are influenced by friend’s social media posts and 92% of consumers worldwide trust recommendations from friends and family more than any form of advertising. This is up from 74% in 2007, which, I conjecture, may be because of the increased use of social media, meaning that there is simply more word of mouth being generated than there was six years ago and people are listening.

On the reverse side, I’ve seen a number of studies done over the years that showed the terrible damage that can be done by negative word of mouth from a dissatisfied customer whose problem is not resolved quickly. For example, a study done by TARP, a customer service research company, found that customers who had an awful experience with a business will share their negative incident with an average of 12 other people. In turn, each of those 12 people will mention the occurrence to six others. This means the news of one negative customer experience can reach as many as shocking total of 85 people. Think about it; if you’ve had a bad customer experience that left you fuming, haven’t you told others about it?

Generating positive word of mouth

Here are tips on how to generate positive word of mouth for your small business:

• It’s all about the experience. First and foremost, provide an outstanding consumer experience – with great service – and you will stand out in the crowd and generate positive word of mouth. A key part of this is having good communications systems in place so that if something does go wrong for a customer, they can easily reach you and get a quick resolution.

Engrain in your employees that there is no downtime when it comes to customer service. The customer who spent $10 is no less valuable than the one who spent $100. Strong company values that focus on valuing the customer will almost certainly product strong word of mouth for your business.

• Leverage the power of social media. As I already mentioned, the popularity of social media has added a whole new dimension to the ability of small businesses to generate word of mouth. Just yesterday, a local business I follow on Facebook reached out and asked their community to help them generate the 62 more “likes” they need to get to 1,000. I was one of the people who shared their message yesterday with my Facebook friends, and I’m sure others did, too, because this morning they reported that they now only need 26 more people to get to 1,000 likes.

One of the reasons I follow this particular small business on Facebook is because they provide helpful information in their posts. They aren’t just trying to sell me something; they are helping me out. Take this approach and people will generously share your posts or tweets with their social media friends.

• Monitor your online image. Of course, not everything said online about small businesses is all sunlight and roses. It’s important to carefully monitor your online image for negative reviews or comments and, if something bad does pop up, take a deep breath and respond promptly and appropriately. Here’s a helpful article on how to do this.

• Get testimonials and display them prominently, both online and off. Some small business owners are shy about asking for referrals. You need to get over that, and one way of easing yourself into such a conversation is to ask for a testimonial. Once you have a testimonial, use it on your website, your Facebook page and in offline marketing materials, such as a company brochure.

• Be visible. Whether it’s participating in community events or offering workshops or seminars, being visible outside of your shop or office will help generate positive word of mouth. This is especially true with the “buy local” movement now playing such a strong and growing part of consumer attitudes. I definitely make a point of shopping at local businesses that I know are supporting community initiatives that I like; for example, we have lots of garden centers in my town and I frequent the ones that have been very generous to the Friends of the Granby Library, an organization I’ve been active in. What’s more, I give these businesses positive word of mouth by telling others in town about their generosity to the Friends. Similarly, I’ve generated good word of mouth (and referrals) for my own business by giving workshops at various nonprofits that support small businesses.

Why do I believe in word of mouth so much? Because it has been the chief marketing tool I’ve used to build my business. I’d estimate that 80 percent of my business over the past 24 years has come as the result of positive word of mouth, while the other 20% has come from people finding me online. Of course, the Internet didn’t even exist when I started my business, so when I started it was all word of mouth. So as far as I’m concerned Bill Bernbach was definitely right 50 years ago and is still right today!

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Good small business reads #29: Focused on growing your small business

Posted by Jeanne Yocum on April 30, 2013

It’s the last day of April, but we still have time to squeeze in this month’s issue of good small business reads. All the recommended readings this time give advice on how you can grow your small business, taking it to new heights of success.

First up is “Three Ways to Find an Edge in a Crowded Market,” from Entrepreneur magazine. Whether you’re thinking of opening a business and are hesitating because of the heavy competition or you’re already operating in a crowded market, this article gives great advice on how you can make your business stand out in a crowded field.

The SBA, always a good source of information, has a section dedicated to articles related to growing your business. These include pieces on forecasting for growth, financing growth and how to use technology to stay competitive, among others.

Next up is an article from Fast Company entitled “5 Essential Principles for Growing Your Small Business,” by Faisal Hogue, a successful entrepreneur and author. One of the principles the author discusses is “Scale your sales.” This is an area that troubles many small businesses; they either grow too fast and can’t keep pace with customer demand (and lose customers as a result) or they hesitate to do what’s necessary to scale and miss their chance for growth. Hogue’s advice on how to build a repeatable sales model that allows you to scale is important.

Finally, for some inspiration we all can use I direct you toward “10 Things Extraordinary People Say Every Day,” by Jeff Haden, writing for Inc. magazine. This piece is not strictly related to business, but I think a leader who says these things regularly to his/her employees is probably going to build a great culture that will lead to growth and  success.

Happy reading!

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Is your signage pulling in new customers for your small business?

Posted by Jeanne Yocum on April 26, 2013

Good signage is one of the most important marketing tools any retail or other storefront business has for drawing in new customers. Even if you’ve been in business a long time and think everyone in town already knows where you are, there are still new people moving in all the time as well as other potential new customers from nearby towns who just happen to be in your neighborhood. Depending on the nature of your business, there may even be tourists from outside the area who, for example, would stop by for a cone of your delicious ice cream if your sign catches their eye as they drive by.

Whatever the case, it is vital that your signage be attractive and easily read by both pedestrians and those in cars. I recall an instance a couple years ago when I was looking for a dry cleaner I hadn’t been to before in a town near me. I drove up and down the block two times before I could distinguish its sign. They had made the all-too-common mistake of having a sign in which there was little contrast between the background color and the color of the type. So to someone driving by in a car, even at the slow pace I was traveling, it just all blended together.

Here are things to consider when choosing signage for your new business or updating the signage for an existing business:

• Check with local regulations before ordering signage. Several years ago a nonprofit built its new headquarters in my town. When the building was finished, they put up a lovely sign, but, alas, they apparently had not bothered to check with the town building department about our bylaws regarding allowable sign size. This proved costly because soon the sign was quickly relegated to the dumpster and a considerably smaller sign took its place.

Similarly, be sure you know the regulations about things like sidewalk signs that you might want to use to draw attention to your business. For several years a running battle took place in a town near me between the building inspector and the businesses in a busy retail neighborhood where the businesses loved to put out sidewalk signs to pull in customers. The town’s regulations didn’t allow for any such signs, but still business owners were using them and then complaining about how anti-business the town was when they were fined for using such signs. The dispute finally was settled when the Chamber of Commerce got together with the town and worked out reasonable regulations that allowed sidewalk signs. If you have similar problems with signage regulations in your town, don’t just complain; get involved and try to come up with regulations that are more business-friendly.

• Remember that signage is an important part of your branding. Any signage associated with your business – from the company name sign to window signs announcing sales or specials new products – need careful consideration because they all say something important about your business. For many people your sign will be the very first piece of your branding they see. So getting it right from the start is important.

How many times have you seen a business sign that is in need of repair? What message does that give you about the business? Not good, right? Fixing damaged signage ASAP should be a  priority.

• Consider the conditions in which people will need to read your signage. Depending on your location, people may be driving by at 40 or 50 miles an hour. Or it may be dusk or even nighttime. If your business is open in the evening, it is particularly important to have good lighting associated with your company sign. And at all times, be sure to choose a high contrast color scheme, as mentioned earlier, and a clearly legible typeface so your sign can be easily read no matter what the conditions. It can be tempting to go with something fancy, but when it comes to signs, simpler is better because it will be easier to read.

Also, it’s important to note that using all capital letters does not make a sign easier to read. Studies have shown that it is actually harder to read anything that is written in all caps. So go with initial caps only.

• Pay equally close attention to window signage and sidewalk signs. Such signs can be highly effective in pulling in new customers, and just because a window or sidewalk sign is only going to be up for short time that doesn’t mean it isn’t sending a message about your brand. Sloppy, hand-written signs with grammar mistakes definitely send a negative message, but yet we all see this type of thing all too often. Perhaps it’s because I’m a both a writer and a marketer, but I cringe when I see poorly done signs in store windows; instead of pulling me in, it turns me off.

Less copy is better than more copy for such signage; people are moving by quickly and don’t have time to read lines and lines of type. Also, a picture IS worth a thousand words.

Fortunately, getting attractive window and sidewalk signs at an affordable price from online providers such as Signazon.com is fast and easy these days. And such companies also provide full printing services so they can provide you with business cards and other necessities. Having your marketing materials prepared by one source helps assure a cohesive look and simplifies matching ink colors and design elements. So let one of these companies help you make the most of your business signage as a tool for business growth.

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Automated social media tools can be perilous for small businesses in times of crisis

Posted by Jeanne Yocum on April 22, 2013

As someone who was a Bostonian for 16 years, including eight years spent living two blocks from the finish line of the marathon and five years right on the race course itself, when I saw a headline online a week ago today about explosions at the finish line, my heart raced. I immediately turned on the TV and continued to watch for hours as the drama unfolded, just like I had done on September 11, 2001. But unlike on 9/11, this time I also stayed glued to something that didn’t exist in 2001 – Twitter – where I read a constant stream of eyewitness and news media updates.

I was stunned to see that amidst the tweets about the carnage, there were also tweeters carrying on as if nothing had happened. They were continuing to hawk their products, services and latest blog posts as though the streets of my beloved city were not covered in blood. I cannot begin to tell you how furious this made me.

But I quickly saw that other people were tweeting back at the clueless crowd and telling them to stop their tweets. The first tweet of this nature I saw pointed out what the real problem was; it said, “Anyone who hasn’t turned off their automated tweets should have done so 10 minutes ago when this news broke.”

It was a relief to realize that people, including several I know personally – not just through Twitter – weren’t insensitive clods. Instead, they were being done in by the automated social media management services they use, such as Hootsuite or Tweetdeck, that update their Twitter, Facebook and other social media feeds as per a pre-set schedule.

There is no denying these services are super handy, but as Monday’s events proved, they can also be super dangerous if you forget you have them turned on when something horrible happens and everyone tunes in to Twitter. Here is a story about the backlash one organization felt when a disaster occurred at a RadioHead concert they had organized and their automated tweets kept encouraging people to come out for the event kept going out, mixed in with their “live” tweets telling people the concert was cancelled.

I don’t use an automated service for my tweets so I was not in danger of being thought of as a jerk on Monday. I deliberately avoided tweeting or posting to Facebook anything business-related until three days after the Boston terrorist attack. This may have been overly cautious, but given my history with city and the fact that I still have many friends living and working there, it felt like the right thing to do. When things heated up again on Friday and the city was on lock-down, I also did not tweet about business.

The chief lesson here is that social media only works if you are part of the conversation with people. If you’re talking about your business while everyone else is talking about a horrible disaster or other breaking news of great interest, you will lose all credibility and may even generate antipathy toward you and your business. So make turning off your automated social media the FIRST item on your agenda when you hear news of any crisis, whether it be in your town or across the country or even across the world.

Finally, here’s an article my blogging colleague Karen Utgoff brought to my attention that points out another Twitter faux pas that some companies have made…using trending keywords about a disaster to try to bring attention to their products. This is callous beyond belief, but apparently since major corporations have done it, it bears pointing out that this is a definite no-no.

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Is your company’s growth diet well balanced? Five ways every small business needs to grow

Posted by Karen Utgoff on April 18, 2013

Business growth is often thought of in terms of increasing the top-line (revenue) or bottom-line (profit); but, to keep your small business healthy and competitive over the next ten years as well as the next ten months, get beyond these platitudes. In an earlier post I wrote about the role of entrepreneurship and innovation in the small business growth agenda, but there are other crosscutting elements to consider and cultivate. Here are five I think of as essential, along with some hypothetical illustrations.

1. Grow smarter: Trends in the marketplace, competitive landscape, and technology can be challenging to follow. Businesses that track these diligently are less likely to be caught off guard. Encourage all employees—especially sales and operations staff—to bring new developments to the attention of the management team. When you spot an important trend, investigate further to determine how your company will respond to or leverage recent developments.

2. Grow stronger: Every business has a variety of strengths and weaknesses. Fortify strong points or shore up weak points to make your business better able to weather adversity and take advantage of opportunities. For example, improving your business’ financial condition will enable it to cope better with economic downturns or respond quickly to new customer needs.

3. Grow more capable: The skills and abilities of employees are what enable a business to deliver products and services that customers want. Extend these capabilities based upon changing customer preferences, emerging competition, or to improve operations.

For example, the owner of a restaurant with a reputation for its signature menu items notices that customers are increasingly asking for dinner salads as healthy alternatives to heavier meals. Thanks to her commitment to building a financially robust business and sensitivity to what customers want, she is able to authorize the chef to develop and test new recipes with the goal of offering items that will satisfy customer demand for healthy options.

4. Grow more efficient: Improving efficiency—doing things better, faster and/or cheaper—can make the difference between success and failure. In addition to cultivating a culture of continuous improvement, new capabilities often require some changes in the daily routine. After our hypothetical restaurant adds four new salads to the regular menu, the staff finds them cumbersome to prepare in the current kitchen set-up. To make the process better, they work with the chef and owner to reorganize the kitchen, making it easier to assemble salads while reducing the staff time required and food waste.

5. Grow more connected: Every successful business exists within a web of connections that includes customers, suppliers, advisers, service providers, business colleagues, industry contacts, and—last but not least—employees. Thoughtfully fortifying and extending this web can build loyalty and make your business more resilient.

Social media has an important role to play here, but don’t overlook more traditional methods as well. For example, by celebrating local farmers who supply its vegetables, our restaurant owner tells a story that can deepen the engagement of existing customers in the dining experience, attract new customers interested in eating locally produced foods, and build loyalty among suppliers.

All of these elements of growth ultimately impact business performance by increasing revenue and/or profitability while, in the long run, enabling a small business to evolve in response to ever-changing circumstances. Breaking growth initiatives into these separate ingredients can be useful in placing each within the context of a well-rounded, integrated approach to growth. This helps small business owners create, balance, and implement new initiatives that nourish their businesses.

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Karen Utgoff, principal of Karen Lauter Utgoff Consulting, is a market-oriented business strategist based in Amherst, MA. Learn more at http://www.utgoff.com.

© Karen Lauter Utgoff Consulting 2013. All rights reserved.

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Publicizing your small business: Making a media list and checking it twice

Posted by MarkAuerbach on April 11, 2013

In a previous column, we discussed the construction of a press release. This month, we highlight where the release goes–to your press list (old terminology) or media list (new terminology).

First, figure out how you’re going to store and categorize your list. In days of old, we used the Rolodex, a desktop artifact that was like a circular file with cards. We stapled the business cards of our reporters in it, and flipped through it with a pencil, like a secretary might on “Mad Men.”

Nowadays, there are a million programs available to store the list online. I prefer G-Mail from Google, since I most often reach out to reporters by email. G-Mail lets you store email addresses, titles, phone numbers, and has a section for notes, i.e. arts reporter, The ABC Daily News, etc.

Your database is the most important tool you have for public relations, so update it frequently, and, equally important, back it up so you have access to it when your computer crashes.

To build a media list, divide it into categories: newspaper, magazine, radio, television, bloggers, and miscellaneous. You can begin by going to the media source’s masthead (in the print edition or online edition) and finding reporters who cover the beat where you want to pitch your news. Every media website also has a “contact us” feature, which may give you an indication of where to send your materials. And, if there’s a reporter you know, they can be very helpful in recommending the right person in their organization to contact. If you’re an advertiser, ask your account representative. The same applies for radio, TV, and the good blogs that cover your beat.

You can enhance your list by googling your field under the news section of your search engine. For example, if you run a restaurant, google “restaurants in <your location>” under news. See who locally covers that beat.
If you’re on good terms with similar businesses in your area, you might ask to borrow someone’s media list. Pay it forward if you do, and share yours with someone else.
The best advice on building press lists I’ve found comes from Evan Carmichael’s “Press Release Builder,” which you can find at http://www.evancarmichael.com/Tools/Press-Release-Builder/Build-A-Media-List.htm.

It’s possible to purchase media lists. Some sources are better than others, depending upon your needs and your budget. My favorite two are:
PR Newswire, which I use for several clients. You can send out your release via them. I’ve seen press releases show up in print quickly, often in out-of-the-way markets, where newspapers use these releases as an addition to wire stories. 
PR Web is a division of Vocus marketing programs, which also include “Help A Reporter Out,” a site where you offer to be come an expert for a reporter looking for a source. A couple of clients like the Vocus brand. They also package and send releases out.

Some other resources include:
Easy Media List. http://www.easymedialist.com/
NewsLink Directory: http://www.newslink.org/
USNPL List of Media Outlets: http://www.usnpl.com/
Marketwire Distribute. http://www.marketwire.com/

When you reach out, the most efficient and expedient way to work is via email. Some mailing list programs, for example Mail-Chimp are very popular. You’ll learn who opens your material, who never reads your email, and who deletes it.
Nonetheless, don’t forget to include telephone numbers in your database, in case you have to reach out last minute for breaking news. Twitter handles can be good, too, if you follow reporters and they follow you.

Don’t underestimate the use of the phone to make your pitch. Jeff Potter, editor of The Commons, an independent weekly newspaper in Brattleboro, VT, talks to potential news sources, and says that a phone chat gives him a sense of an organization’s needs as well as helps him explain the newspaper’s needs. “We’re a non-profit and non-conventional newspaper. One of our missions is to build community. I like to know the people who are news sources.”
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Mark G. Auerbach is principal at Mark G. Auerbach Public Relations, a Springfield, MA, based marketing, public relations, development and events consultancy. You can find more information about Mark at Facebook and LinkedIn.

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