Researching Your Market

Whether you're just starting out or if you've been in business for years, you should always stay up-to-date with your market information. Here are the best methods for finding your data.

The purpose of market research is to provide relevant data that will help solve marketing problems a business will encounter. This is absolutely necessary in the start-up phase. Conducting thorough market surveys is the foundation of any successful business. In fact, strategies such as market segmentation (identifying specific segments within a market) and product differentiation (creating an identity for your product or service that separates it from your competitors') would be impossible to develop without market research.

Whether you're conducting market research using the historical, experimental, observational or survey method, you'll be gathering two types of data. The first will be "primary" information that you will compile yourself or hire someone to gather. Most information, however, will be "secondary," or already compiled and organized for you. Reports and studies done by government agencies, trade associations, or other businesses within your industry are examples of the latter. Search for them, and take advantage of them.

Primary Research
When conducting primary research using your own resources, there are basically two types of information that can be gathered: exploratory and specific. Exploratory research is open-ended in nature; helps you define a specific problem; and usually involves detailed, unstructured interviews in which lengthy answers are solicited from a small group of respondents. Specific research is broader in scope and is used to solve a problem that exploratory research has identified. Interviews are structured and formal in approach. Of the two, specific research is more expensive.

When conducting primary research using your own resources, you must first decide how you will question your target group of individuals. There are basically three avenues you can take: direct mail, telemarketing or personal interviews.

Direct Mail
If you choose a direct-mail questionnaire, be sure to do the following in order to increase your response rate:

• Make sure your questions are short and to the point.
• Make sure questionnaires are addressed to specific individuals and they're of interest to the respondent.
• Limit the questionnaire's length to two pages.
• Enclose a professionally prepared cover letter that adequately explains what you need.
• Send a reminder about two weeks after the initial mailing. Include a postage-paid self-addressed envelope.

Unfortunately, even if you employ the above tactics, response to direct mail is always low, and is sometimes less than five percent.

Phone Surveys
Phone surveys are generally the most cost-effective, considering overall response rates; they cost about one-third as much as personal interviews, which have, on average, a response rate which is only 10 percent. Following are some phone survey guidelines:

• At the beginning of the conversation, your interviewer should confirm the name of the respondent if calling a home, or give the appropriate name to the switchboard operator if calling a business.
• Pauses should be avoided, as respondent interest can quickly drop.
• Make sure that a follow-up call is possible if additional information is required.
• Make sure that interviewers don't divulge details about the poll until the respondent is reached.

As mentioned phone interviews are cost-effective but speed is another big advantage. Some of the more experienced interviewers can get through up to 10 interviewers an hour (however, speed for speed's sake is not the goal of any of these surveys), but five to six per hour is more typical. Phone interviews also allow you to cover a wide geographical range relatively inexpensively. Phone costs can be reduced by taking advantage of cheaper rates during certain hours.

Personal Interviews
There are two main types of personal interviews:

1. The group survey. Used mostly by big business, group interviews can be useful as brainstorming tools resulting in product modifications and new product ideas. They also give you insight into buying preferences and purchasing decisions among certain populations.
2. The depth interview. One-on-one interviews where the interviewer is guided by a small checklist and basic common sense. Depth interviews are either focused or non-directive. Non-directive interviews encourage respondents to address certain topics with minimal questioning. The respondent, in essence, leads the interview. The focused interview, on the other hand, is based on a pre-set checklist. The choice and timing of questions, however, is left to the interviewer, depending on how the interview goes.

When considering which type of survey to use, keep the following cost factors in mind:

• Mail. Most of the costs here concern the printing of questionnaires, envelopes, postage, the cover letter, time taken in the analysis and presentation, the cost of researcher time, and any incentives used.
• Telephone. The main costs here are the interviewer's fee, phone charges, preparation of the questionnaire, cost of researcher time, and the analysis and presentation of the results of the questioning.
• Personal interviews. Costs include the printing of questionnaires and prompt cards if needed, the incentives used, the interviewer's fee and expenses, cost of researcher time, and analysis and presentation.
• Group discussions. Your main costs here are the interviewer's fees and expenses in recruiting and assembling the groups, renting the conference room or other facility, researcher time, any incentives used, analysis and presentation, and the cost of recording media such as tapes, if any are used.

Secondary data is outside information assembled by government agencies, industry and trade associations, labor unions, media sources, chambers of commerce, etc., and found in the form of pamphlets, newsletters, trade and other magazines, newspapers, and so on. It's termed secondary data because the information has been gathered by another, or secondary, source. The benefits of this are obvious--time and money are saved because you don't have to develop survey methods or do the interviewing.

Secondary sources are divided into three main categories:

1. Public. Public sources are the most economical, as they're usually free, and can offer a lot of good information. These sources are most typically governmental departments, business departments of public libraries, etc.
2. Commercial. Commercial sources are equally valuable, but usually involve costs such as subscription and association fees. However, you spend far less than you would if you hired a research team to collect the data firsthand. Commercial sources typically consist of research and trade assocations, organizations like SCORE (Society Corps of Retired Executives) and Dun & Bradstreet, banks and other financial institutions, publicly traded corporations, etc.
3. Educational. Educational institutions are frequently overlooked as viable information sources, yet there is more research conducted in colleges, universities, and polytechnic institutes than virtually any sector of the business community.

Government statistics are among the most plentiful and wide-ranging public sources of information. Start with the Census Bureau's helpful Hidden Treasures--Census Bureau Data and Where to Find It! In seconds, you'll find out where to find federal and state information. Other government publications that are helpful include:

• Statistical and Metropolitan Area Data Book. Offers statistics for metropolitan areas, central cities and counties.
• Statistical Abstract of the United States. Data books with statistics from numerous sources, government to private.
• U.S. Global Outlook. Traces the growth of 200 industries and gives five-year forecasts for each.

Don't neglect to contact specific government agencies such as the Small Business Administration (SBA). They sponsor several helpful programs such as SCORE and Small Business Development Centers (SBDCs) which can provide you with free counseling and a wealth of business information. The Department of Commerce not only publishes helpful books like the U.S. Global Outlook, it also produces an array of products with information regarding both domestic industries and foreign markets through its International Trade Administration (ITA) branch. The above items are available from the U.S. Government Printing Office .

One of the best public sources is the business section of public libraries. The services provided vary from city to city, but usually include a wide range of government and market statistics, a large collection of directories including information on domestic and foreign businesses, as well as a wide selection of magazines, newspapers and newsletters.

Almost every county government publishes population density and distribution figures in accessible census tracts. These tracts will show you the number of people living in specific areas, such as precincts, water districts or even 10-block neighborhoods. Other public sources include city chambers of commerce or business development departments, which encourage new businesses in their communities. They will supply you (usually for free) with information on population trends, community income characteristics, payrolls, industrial development, and so on.

Among the best commercial sources of information are research and trade associations. Information gathered by trade associations is usually confined to a certain industry and available only to association members, with a membership fee frequently required. However, the research gathered by the larger associations is usually thorough, accurate and worth the cost of membership. Two excellent resources to help you locate a trade association that reports on the business you're researching are Encyclopedia of Associations (Gale Research) and Business Information Sources (University of California Press) and can usually be found at your local library.

Research associations are often independent but are sometimes affiliated with trade associations. They often limit their activities to conducting and applying research in industrial development, but some have become full-service information sources with a wide range of supplementary publications such as directories.

Educational institutions are very good sources of research. Research there ranges from faculty-based projects often published under professors' bylines to student projects, theses and assignments. Copies of student research projects may be available for free with faculty permission. Consulting services are available either for free or at a cost negotiated with the appropriate faculty members. This can be an excellent way to generate research at little or no cost, using students who welcome the professional experience either as interns or for special credit. Contact the university administration departments and marketing/management studies departments for further information. University libraries are additional sources of research.

Source: The Small Business Encyclopedia and Knock-Out Marketing.

Read more: http://www.entrepreneur.com

How to Create a Marketing Plan

What is a marketing plan and why is it so essential to the success of your business? Find out here, in the first section of our comprehensive guide to creating a marketing plan.

Firms that are successful in marketing invariably start with a marketing plan. Large companies have plans with hundreds of pages; small companies can get by with a half-dozen sheets. Put your marketing plan in a three-ring binder. Refer to it at least quarterly, but better yet monthly. Leave a tab for putting in monthly reports on sales/manufacturing; this will allow you to track performance as you follow the plan.
The plan should cover one year. For small companies, this is often the best way to think about marketing. Things change, people leave, markets evolve, customers come and go. Later on we suggest creating a section of your plan that addresses the medium-term future--two to four years down the road. But the bulk of your plan should focus on the coming year.
You should allow yourself a couple of months to write the plan, even if it's only a few pages long. Developing the plan is the "heavy lifting" of marketing. While executing the plan has its challenges, deciding what to do and how to do it is marketing's greatest challenge. Most marketing plans kick off with the first of the year or with the opening of your fiscal year if it's different.
Who should see your plan? All the players in the company. Firms typically keep their marketing plans very, very private for one of two very different reasons: Either they're too skimpy and management would be embarrassed to have them see the light of day, or they're solid and packed with information . . . which would make them extremely valuable to the competition.
You can't do a marketing plan without getting many people involved. No matter what your size, get feedback from all parts of your company: finance, manufacturing, personnel, supply and so on--in addition to marketing itself. This is especially important because it will take all aspects of your company to make your marketing plan work. Your key people can provide realistic input on what's achievable and how your goals can be reached, and they can share any insights they have on any potential, as-yet-unrealized marketing opportunities, adding another dimension to your plan. If you're essentially a one-person management operation, you'll have to wear all your hats at one time--but at least the meetings will be short!
What's the relationship between your marketing plan and your business plan or vision statement? Your business plan spells out what your business is about--what you do and don't do, and what your ultimate goals are. It encompasses more than marketing; it can include discussions of locations, staffing, financing, strategic alliances and so on. It includes "the vision thing," the resounding words that spell out the glorious purpose of your company in stirring language. Your business plan is the U.S. Constitution of your business: If you want to do something that's outside the business plan, you need to either change your mind or change the plan. Your company's business plan provides the environment in which your marketing plan must flourish. The two documents must be consistent.

A marketing plan, on the other hand, is plump with meaning. It provides you with several major benefits. Let's review them.

• Rallying point: Your marketing plan gives your troops something to rally behind. You want them to feel confident that the captain of the vessel has the charts in order, knows how to run the ship, and has a port of destination in mind. Companies often undervalue the impact of a "marketing plan" on their own people, who want to feel part of a team engaged in an exciting and complicated joint endeavor. If you want your employees to feel committed to your company, it's important to share with them your vision of where the company is headed in the years to come. People don't always understand financial projections, but they can get excited about a well-written and well-thought-out marketing plan. You should consider releasing your marketing plan--perhaps in an abridged version--companywide. Do it with some fanfare and generate some excitement for the adventures to come. Your workers will appreciate being involved.

• Chart to success: We all know that plans are imperfect things. How can you possibly know what's going to happen 12 months or five years from now? Isn't putting together a marketing plan an exercise in futility . . . a waste of time better spent meeting with customers or fine-tuning production? Yes, possibly but only in the narrowest sense. If you don't plan, you're doomed, and an inaccurate plan is far better than no plan at all. To stay with our sea captain analogy, it's better to be 5 or even 10 degrees off your destination port than to have no destination in mind at all. The point of sailing, after all, is to get somewhere, and without a marketing plan, you'll wander the seas aimlessly, sometimes finding dry land but more often than not floundering in a vast ocean. Sea captains without a chart are rarely remembered for discovering anything but the ocean floor.

• Company operational instructions: Your child's first bike and your new VCR came with a set of instructions, and your company is far more complicated to put together and run than either of them. Your marketing plan is a step-by-step guide for your company's success. It's more important than a vision statement. To put together a genuine marketing plan, you have to assess your company from top to bottom and make sure all the pieces are working together in the best way. What do you want to do with this enterprise you call the company in the coming year? Consider it a to-do list on a grand scale. It assigns specific tasks for the year.

• Captured thinking: You don't allow your financial people to keep their numbers in their heads. Financial reports are the lifeblood of the numbers side of any business, no matter what size. It should be no different with marketing. Your written document lays out your game plan. If people leave, if new people arrive, if memories falter, if events bring pressure to alter the givens, the information in the written marketing plan stays intact to remind you of what you'd agreed on.

• Top-level reflection: In the daily hurly-burly of competitive business, it's hard to turn your attention to the big picture, especially those parts that aren't directly related to the daily operations. You need to take time periodically to really think about your business--whether it's providing you and your employees with what you want, whether there aren't some innovative wrinkles you can add, whether you're getting all you can out of your products, your sales staff and your markets. Writing your marketing plan is the best time to do this high-level thinking. Some companies send their top marketing people away to a retreat. Others go to the home of a principal. Some do marketing plan development at a local motel, away from phones and fax machines, so they can devote themselves solely to thinking hard and drawing the most accurate sketches they can of the immediate future of the business.

Ideally, after writing marketing plans for a few years, you can sit back and review a series of them, year after year, and check the progress of your company. Of course, sometimes this is hard to make time for (there is that annoying real world to deal with), but it can provide an unparalleled objective view of what you've been doing with your business life over a number of years.

Source: The Small Business Encyclopedia and Knock-Out Marketing.

Read more: http://www.entrepreneur.com/

What Kind of Entrepreneur Are You?

BY George Deeb | November 19, 2013|

The other day I read an interesting book called Entrepreneurial DNA, by Joe Abraham, the founder of BOSI Global, an operating partner to venture-backed and owner-operated companies. The book is based on Joe’s study of over 1,000 entrepreneurs. The research confirmed the discovery that all entrepreneurs are not all wired the same way. The book suggests entrepreneurs fall into four distinct types of entrepreneurial DNA’s that leverage unique strengths, weaknesses and tendencies typical in each specific type of entrepreneur:

1. The Builder: You have a drive to build highly scalable businesses very fast. When this DNA is high in an individual, they break past $5 million in revenue within two to four years and keep going to up to $100 million. That's because these individuals measure success through a very unique lens: infrastructure. It drives the decisions they make and the strategy they build and deploy. They aren't satisfied with a certain amount of personal income or goodwill toward man. They are Pied Piper-like individuals who are master recruiters of talent, investors and customers. Builder DNA activates certain behaviors like a controlling temperament, leading to a Dr. Jekyll and Mr. Hyde like demeanor in the office. Individuals with high Builder DNA tend to struggle most with personal relationships and typically have a revolving door of talent in their companies.

2. The Opportunist: Picture Sir Richard Branson and you have a pretty good idea of what Opportunist DNA is all about. Individuals wired with this DNA are highly optimistic master promoters. They enjoy marketing and selling. They are wired to sniff out well-timed money making opportunities, jump in at the right time, ride the wave of growth up and (hopefully) jump out at the peak. Opportunist DNA measures success based on the amount of money they make (or will make) when they aren't working. So they are drawn to business opportunities where leverage can be used to create residual and renewal income. This behavioral preset in entrepreneurs makes them impulsive decision makers, especially when it comes to money-making opportunities. This trait can serve them very well or be the source of their demise.

3. The Specialist: This DNA activates in the experts of our world. No sooner does an individual go through years of schooling, apprenticeship or on-the-job training, does this DNA activate, driving the corresponding behaviors. Specialist DNA drives one to be very analytical, relatively risk-averse and anti-selling. Specialists generate most of their new business from referrals and networking. They measure success based on their personal income. Their businesses tend to grow fairly well in the startup and early growth phase, but as soon as their personal income hits preset targets, their internal thermostat kicks in and they go into customer service mode. Research found that most Specialist-owned businesses plateau in revenues well below $5 million. The ones that get past this level take significantly longer to get there than Builder DNA companies -- often decades.

4. The Innovator: Picture Mark Zuckerberg in the movie The Social Network and you'll see Innovator DNA at work. Like most Innovators, he was doing something he loved, when a business opportunity popped up. The breakthrough discovery typically drives this entrepreneur in the "lab" of their business -- where they want to invent, design and tinker. They would much rather be in the lab of their business than at the cash register or in the business office. They find operating a business draining. They measure success based on the impact their product or service is having on mankind. "It's not about the money," you'll hear them say. "I'd do this for free for the rest of my life if I could." Individuals with high Innovator DNA control most of the great intellectual property of our time. Unfortunately, they hide in dungeons and find it hard to engage in business discussions.

For centuries the approach to entrepreneurship has been -- what worked for one entrepreneur will work for every entrepreneur. But research has proven that entrepreneurs are all different. Some of us are Innovator-Builders. Others are Specialist-Opportunists.

Knowing your DNA and the DNA of those surrounding you is critical to selecting the business, strategy and team best suited for you. Just because it worked for Richard Branson (Opportunist-Builder) or Bill Gates (Specialist-Builder), doesn't mean it will work for you. 

What kind of entrepreneur are you? Find out at BOSI DNA and share your results and thoughts in the comments below.

Read more: http://www.entrepreneur.com/