Am working with a few clients on their websites. It is amazing how many of them think that they can build a website that looks like Intel's, or Microsoft's, or Nike's. They all have a limited budget and an extremely short amount of time to get up and running.

A couple of things to remember when you are planning a new website or changing your website:

1) People read your website like a book, top to bottom, left to right. If your most important link is in the lower right hand corner, very few people will make it there.

2) People will spend no more then 10 seconds on your site looking for the information that they need/want. Follow step one above and put that information in the upper left.

3) KISS. Keep It Short & Simple OR Keep It Simple Stupid OR Keep It Simple & Stupid. Either one of these sum up what and how you should be building your website - especially your home page. Make it easy to find the information and the links to further discover what they want. My site? Yes, very KISS. But, that is also my business model. I don't need video's and advertisements and stuff to get my message out.

4) Watch your content. Video's are great, but, when they automatically start, they no only scare people, but, they take up bandwidth - which is no big deal to some, but, if it takes longer then six seconds to get the page to become interactive, you probably have already lost them.

5) LAY OUT your website as a flow chart - on paper. First. Diagram where links will go and what information is at the end of that link.

6) Make it INTUITIVE!!! Have your friends, co-workers, others go through the website and see if they follow the "flow" of the site.

Lastly, CHECK YOUR ENGLISH!!! Nothing better to lose a prospective client then to have typo's and grammar mistakes on your pages. I wouldn't expect clients to hire me if I have mistakes throughout the site.

Good luck - if you follow these steps, your website will, at the very least, meet the norm of website currently on the net.

Over the past month, I have had the opportunity to see a museum choose to be status quo (continue to do everything the same), a wedding planning company double their prices, and a hi-tech company choose to sponsor a trade show.

In today's economy, where money is a bit tighter then it was last year, which one do you think was the better choice? The museum continuing to spend the same amount of money on marketing? The wedding company doubling their prices? Or was it sponsoring a trade show?

They way I would rank it, since I was involved in the process, but, obviously not the final decision, would be the wedding company, then the hi-tech company, and then the museum.

If your business can be unique and stand out from the crowd, then, why not double your prices?

If you want to make an impact, then, sponsoring an event may help.

And of course, battening down the hatches and continuing to do the same thing hoping that everything will pass is the last choice that I would ever recommend.

Some people say the economy is back on track, others say it will take another year and still others say it will take years.

Who knows. You can sit and worry about the economy or you can study it, look at the new buying habits that are emerging from companies, and change your business to meet what the new buying habits are.

I recommended that the wedding planning company double their prices - there were over 100 companies charging the same or less, there was one company charging 10 times as much, the market was wide open to a medium range for wedding planning costs.

I recommended that the hi-tech company sponsor an event, but, also do the appropriate advertising and public relations activities to capitalize on the sponsor investment. They did not and they will be disappointed.

I recommended to the museum that they double their efforts and costs in marketing. Yes they are a non-profit, but, they do have the money. They chose to remain the same and even cut back in some area's.

I don't need to remind all of you what I wrote on this blog over two years ago - when everyone else is cutting back on marketing, it is time to double yours. Read the blog entry if you want to learn more on why I say this.

And that is the point of this posting - now is the time to increase your marketing costs!!!

I know, I know, it has been a while since I wrote here and I do apologize; but, let's get down to business.

Remember the gatekeepers? The gatekeeper is the one who holds the keys, or, in your case (if you are a marketing individual) the person who holds the money.

For a parent and a child shopping in Toys-R-Us, your market is the child, but your gatekeeper is the parent.

You must always remember that marketing only to the child will not result in increased sales; but, if you market to both the child AND the parent, your sales should increase.

The person that will use the product is the child, but, the parent is the one who purchases the product. Yes, parents do hate it when their children are screaming and clawing and crying for a new toy and many do succumb and purchase the toy, but, others don't.

It is the ones that don't that you must ALWAYS think about - do research, do study groups, do whatever you can to understand what it would take to get the parent, i.e. the gatekeeper, to purchase the product!!!

If you put the price right on the product, the parent knows immediately what the price is and doesn't get frustrated (on top of the screaming child) becuase they don't know the price. Or that it will entertain the child for 10 hours. Or that the child will want to play with other kids with the toy (and keep them away from the TV). Is it mentioned?! Is it pushed on the packaging or advertising?!

If you disregard the gatekeeper (i.e. ignore them), you will lose out on another revenue stream.

Think about it.

Have a few clients now, and also have worked at some companies, where the expectations for a single individual are impossible to meet.

It reminds me of General Patton and this: If General Patton decided to attack a front, he did not do it alone, he gathered his troops, told them the objective, and set them loose. If Patton went on his own, defined his own objective, and then attacked, by himself, he would have been quickly killed.

The same goes for marketing activities. The general can certainly lead, if there are troops around him. But, if by himself, he will quickly be killed.

Some clients of mine expect me to be able to attack, by myself, and win the battle. What this means is: no budget (money), no support (staff or agencies), and no recognizence of what is happening in the market. No, not research, but, actually knowing the pitfalls and issues that may be faced.

I have asked many times for more money so that I can devote more time - no. To be able to hire an agency that can devote the time and effort needed - no. To be able to have a staff person be able to answer the calls or make calls - no.

Expectations have to managed, of course. What this means is that the client must know that for you to succeed and with no support, you probably won't succeed, but, you will certainly throw yourself at the brick wall, over and over, until you die.

Remember that success depends on a cohesive front, on one that is supported by all, and that support is given when and if needed. To launch a product on a worldwide basis, by a single individual, is entirely doable, but, luck plays as much a role as does strategy.

A general never won a war by fighting by himself, it takes an army. Don't ever let your clients forget that or YOURSELF - you must have the support you need to make a success. Be it family, money, staff, or whatever.

The elevator pitch is very important for the success of your company. Doesn't matter the size of the company, from huge to one person, if you can't tell someone what you do in an elevator, then, you are failing as a business.

Two questions that you should be able to answer within 30 seconds (each):

1) What does your company do?

2) How is your company going to do it?

Let's take the first question first, what does your company do. This must be answered in three (3) sentences or less. You offer a solution to what?

Some examples:

"We offer a software solution that will secure a users data in case it is lost or stolen. No one will be able to access the data and "see" what is on their lost device - either it being a USB Flash Drive, a laptop, or a cell phone."

"We offer a service that allows brides and fiancee's to be worry-free about their upcoming wedding. Our professionalism takes the stress out of the wedding day, allowing the participants to enjoy the day it was meant to be."

Doesn't matter what the company does or is, the short elevator pitch should be no more then three sentences in length.

As to the second question, how is your company going to do it. Again, answered in three sentences and 30 seconds. What or how is your company going to grow or maintain its business? Who are the markets? What is the potential? Who are current or future partners/clients?

For example:

"We are targeting males, 30-55 years old, who golf. There are currently eight million golfers in this market and with our solution, we are confident that they will understand that our golf ball will improve their game by three strokes, making it the best golf ball on the market"

"We will target those individuals who make over $1 million a year, providing them the incentive to donate to our non-profit, allowing us to build our new annex and thus insuring that the community and tourists will be educated about the cultures that have been in our area for the past 10,000 years. Targeting will include direct mail, personal visits, personal phone calls, and advertising in our community. With these targeted efforts, we are sure that we will reach our $600,000 goal."

Be positive. Be confident.

Have been working with a new client, as well as an older client that has been going through the same issues and didn't think it was worth it to write about it here, but, I have to.

What do you do with a new partner (or founder) that wants to be (and you want them to be) a part of your new company? Do you immediately make them a partner and give them 50% of the company? (or if there are two of you, you split again and give them 33%?)

If the person is experienced and definitely feels an immediate need (like bringing in funding or having the knowledge to build the product) then, by all means, split and get them on board.

But, this is more about bringing someone on that may not bring in immediate funding or bringing on partners or, as one of my clients experienced, is holding the company ransom since all their money is locked up with this one outside vendor and if you don't bring them on board, the whole company will go under.

Let's take the last scenerio first - let the company fold. It is not worth it to bring on a partner/co-owner who will own the majority of the business because they have the money. Shut the company down, reform it, and learn from your lesson and find funding from numerous people (instead of 100% in one person, get 20% from five different people). You will end up the loser and it is better to end up the loser by shutting down the company then by losing control of the company, your patents, your payroll, your employee's, etc. because someone is holding you hostage.

But, if you are a young company and you want to bring on new clients who will start the revenue flow  and an individual is telling you that they will bring on new clients only if they are made a partner, then, by all means, bring them on. BUT, and this is a big but, HIRE A LAWYER who will write a contract that will protect you and your business until that person proves themselves in what they promised.

For example, two founders of a company have a product, but, they have no idea how to sell it (they know where to sell it, but, are engineers and don't trust themselves to sell it).  An outside individual comes to them and says "I can bring on a client that will buy your product, bring in millions of revenue, but, I want 33% of the company". What do you do?

My suggestion would be (as I suggested to my current client), bring them on under contract with these stipulations. Give them 5% initially, that expires after one year if they don't bring on a client. Give them another 5% for every client they bring on, up to 33%. It guarantee's that you will have six/seven clients, it guarantee's that the individual will continue to work (and not sit back and just keep taking 5% of the profits), and it shows that you are committed to them, if they are committed to you.

Pretty easy, huh? Make it a win/win for everyone involved. The founders can't be unhappy if their new partner brings in six new clients and starts the company going in the direction that they want it to be. And the new partner can't be unhappy because they are rewarded for their work and gain what they are looking for, a percentage of the company.

Think things through before giving up a percentage of your company - a lawyer or business mentor will give you helpful advice; all you need to do is listen to it.

Good luck.

Remember, at 100%, it will be five months from now and the market will have passed you by. If potential customers are asking about your service/product and you have 80% of the messaging finished, or whatever, don't say "I'll get you back in a month when it is finished", because they will have moved on. Give them what they want.

Just had to vent. Sorry for the short entry today.

Have to share this. Friend of mine called me and told me that he had been fired. On Saturday. At 10:00pm at night. By a company that he worked for for 9 years. Not by his boss, but by his bosses assistant. And then was told that he needed to call some of his staff and fire them.

Yes, true. Yes, sad. No, not in America, in Israel (which makes it very believable).

The world economy is in a panic (no thanks to America). Everyone is cutting employee's, not only for salary but also the benefits and additional costs that can be saved. They need money in the bank to weather this storm. Instead of dropping/stopping bad products or getting out of bad business', employee's are the first to go. It has happend before and will happen again.

But, I don't want to talk about the economy. I want to talk about letting people go. If you are in a socialist state, then, you don't need to read anymore. But, if you are in a capitalist state, then, continue to read.

First, read all the information on the web, in books, etc. about how to help a future employee transistion out of their job (lol - isn't that a good way to say "your fired"). Next, don't call them and lay them off, do it in person. If you can't do it in person, then, you, yes YOU, shouldn't be in the position that you are currently in.

Second, put yourself in their position. Yes, you may be laying this person off to protect your own job, but, still, take the moment and put yourself in their shoes and make it as comfortable as possible for them.

And third, remember, they believed in you, as their boss, that YOU knew what you were doing and that you were going to help them become rich/make money/etc. You were their mentor, or, at least, their boss, and they looked up to you for direction and leadership. Even in this moment, when you are laying them off, you are a leader - act like one.

So many generals in history kept their honor and respect when they surrendered or lost a battle. Because they did it with class and with their soldiers in mind. Business is war, don't ever forget it.

Be a leader and think before you talk.

Was talking with a good friend the other day and she was asking me how she could get her "boss" to approve a direction, any direction.

It is an easy answer, and I am always surprised how many times I have given thsi advise to others.

Write down the options that you have. Present them.

That's it. Write down the options, breifly, on a single page. One, two, three or however many options you have (better not be more then three though). Under each one, list the pro's and con's, or consequences by doing it with positives and negatives, and so on.

PRESENT IT. Leave it behind. Let them make a decision. They can't come to you and say "now which one gives me this?" or whatever else. Of course, if you would like, tell them which one YOU think they should do, but, leave it in their hands.

I have never had a boss or client come back to me, after I have done this, and ask questions about the options. It's in front of them. Easy to decide.

By the way, don't think that you can do this verbally, because your client or boss will NOT remember. WRITE IT DOWN!!!

Good luck.

Yes, we all know that the economy is hurting us, from placing ads to producing brochures to shipping product to to to, well, you get the idea.

As previously mentioned, the first thing that is cut in most organizations when money slows down is marketing. From cutting the ad budget to not sending out mailers to creative.

As I said then and I say now, I do disagree with this. Now is the time to keep (or increase) the budget, because people do have a limited amount of money to spend and you need to be front and center, not behind or gone. But, you can read that entry for more information on that.

I want to talk about the EMBRACING of the economy and owning it.

Now is the time to step up and show how your product will HELP consumers/partners through the lean times.

For example: a security company can say "with the economy getting worse and more people not working, some of those people will turn to the dark side (i.e. thievery) and our service(s) can help you cope (stop)". You get the idea.

Another example: a CPG sells laundry detergent, so they can say "with our concentrated formula, you can do more wash with less detergent, saving you money". Again, you get the idea.

But, what about web companies? Easy. "Instead of driving to a store, come to our site and shop here first and save on the cost of gas and environmental impact".

Or, non-profits - now here is a case where the economy will truly hurt them, as their money is mostly made through donations and contributions. How can they appeal to the market to keep giving money? Well, they can't do anything different then they already have been doing, i.e. begging. If they are large, then they probably have investments or an endowment that will see them through the lean times, but, otherwise, they have to "APPEAL" to the good in people. From "give blood, it may save your life" to "give money, it will continue to educate the world about xxx".

And of course, there are companies that will definitely be affected and may have to shut down some or all of their operations because of lack of funds/revenue. As my grandfather always said "make a product or contribute a service that people must have, not like to have, as those that survived the great depression did just that - they made products that consumers needed (like food) or services (like being a doctor)".

No, you can't change your profession now, but, you can think about how you can appeal to someone's pocketbook, not through thievery, but through honest to goodness quality goods and services.

The economy will certainly weed-out those companies that have been "hanging on" and "barely surviving", but, that is a good thing.

Like a garden, you have to weed it every now and then to get the best vegetables.

Sorry that I have not written in a while, been a bit busy - and I know how you guys all look forward to my next posting.

Let's get to it - you are a manager, and your boss says "let's get another set of eyes on this, let's bring in a consultant, okay?", and what happens? Your heart skips a beat, your mind starts running with the thoughts of "am I not good enough?", or "oh man, they're going to replace me!".

Well, if you have been following my exploits over the years, you know me - don't fear the unknown, there is nothing that you can do about it. If your boss wants to replace you and doesn't have the guts to tell you and this is how he (or she) is going to do it, then, so be it. Move on.

But, most likely, your boss (as I have done many times and currently get hired to do) just wants to get another set of "eyes" on the project or product or presentation or brand or brochure or website or whatever. Come on - be realistic, how many times have you looked at something that someone else did and you said "I would have done it this way" or "why put the logo there, no one notices it?".

A consultant does (or should) do the same thing. Having a fresh set of eyes on anything could bring an epiphany or a breakthrough, or, in my case when I consult, a complete rethinking on what is trying to be accomplished (again, if you know me, I make people look at the whole picture).

Welcome the consultant with open arms (not a cold shoulder).

Give them everything they can use/have that will let them understand what you are trying to do.

Allow them to give all the feedback they want - don't limit them (no matter what, they are getting paid, so, get your moneys worth).

And lastly, make them your friend (if they are good, lol).

Don't fear a consultant, they aren't a threat unless you a) make them a threat or b) aren't good at your job.

Recently worked with a client and we started a debate (that is still ongoing) about how to make your start-up grow and the value of its trademarks.

Some background - the company is a start-up, like TRULY a start-up, two guys in a garage. They do have products that are bringing in revenue, so, a successful startup. Now to the point - they have a technology that they license. They have given this technology a trademarked name. That name is not well known on the street (if at all), but, is known in the media as well as with all their partners (only two partners, but, better then none).

Next point - they want their partners to be succesful, so, one of the partners started to use the trademarked name of my client.

My client did not think that this was a bad thing - it would build their brand as well as insure the success of their partner.

I disagree'd, because:

1. It is my clients trademark, not their customers
2. It is my clients brand, not their customers

and, because, if my clients customer goes under, has to do a recall, has a virus, catched on fire, or whatever, it is my clients trademark that will lose all credibility, not their customers (of course, if money or death or liability issues are involved, the clients customer will be hurt).

Don't be so hasty to "share" your trademarks. The odds of it hurting more then helping are about 50/50, but, are you willing to take that risk?

You know, you see everyone advertising and marketing that they are a "green" company, that they are going green, that their product is green, that the company is green, and so on and so on.

This is marketing at its purest.  A perception exists that the world is ending (you can debate what you believe on an environmental blog/web site, not here), the media consistently "hypes" that the world needs to go green, and you, yes you, the marketer, are jumping all over it.

Everyone wants to contribute (not to greenhouse gasses, but to saving the planet), so, if "I" can buy a product that was made in a "green" fashion, or buy from a company that has gone "green", I am helping the environment.

I have wanted to write about this for quite some time, because I am watching how companies and products are "adapting" the perception out there.

If you don't think that "global warming" isn't marketing, then, you shouldn't be in marketing. Again, the marketing campaign behind this "movement" is truly marketing at its best.

By the way, have you noticed how Wiki's are taking off? How everyone is now using one? Do you remember my entry about Wiki's last year? Where I stated that Wiki's are perfect for corporations and people who need to share info, to contribute to other divisions, and how it should not be exposed to the public? Well, if you are following any of the news on Wiki's and how companies are jumping all over them and using them to help themselves, it will prove that I was right, again (lol - if any of you know me, I don't have a big ego, but, this time, I had to brag a little about it).

Wiki's are WONDERFUL, in a corporate setting, for a corporation. But, sharing that info to the outside world and letting outsiders (who don't know your business) comment and change your information is (or I guess, was) a big mistake. Use them, they are wonderful tools (but remember, tools are best used by those who can use them).

We all need a strategy, right? For life, for family members, for work, for play, for whatever we are doing.  We get up in the morning and tell ourselves what we are going to do that day and the order we're going to do it, right? Well, that's a strategy.

But, let's talk more about setting a Marketing Strategy and Marketing Plan.

What is it?

Well, you can read numerous books about setting a marketing strategy and almost everyone will say something different. So, I am here to tell you my definition.

First, your marketing plan is part of your business plan. Without a business plan, don't start a marketing plan. Read a book on making a business plan (or read my blog sometime in the future and maybe I will talk about it).

Second, you must think LONG TERM. I mean five years, even if your business has only been around for five weeks. Find out, by reading your business plan, what new products and/or services you plan on offering in five years. If your management/board/c-level executives don't now, then, QUIT YOUR JOB and go somewhere else. But, if they do know, integrate that into your plans, even if the product is something so new, so different, that you can't address that today.

Third, you must think LONG TERM. I mean three years.

Fourth, you must think LONG TERM. I mean one year.

Okay, you get the idea. Your marketing strategy and plan must start today and integrate out to five years from now. Beleive me, if you are meeting with a partner or the press, they WILL ask you what you plan to do after this product is at the top of the bell-curve, and you better have an answer. Even if it is a totally new direction - for example "This is our new toothpaste, it fights cavities, blah blah blah"..."and yes, in two years, we are planning on getting into surfboards, using the technology we gained in making the toothpaste, blah blah blah".

Fifth, how are you going to get your message out there? Your strategy needs to incorporate ALL of the marketing mediums available, from web to merchandising, from promotions to event marketing. List out events five years from now on that you are planning on attending, like CES in 2012 or CEBIT in 2013 or whatever. Put down brochures that you want to make, around products that are in the pipeline, that are dreams, etc.

Okay, that's it. lol. No, there is alot more, but, this is a good start. Let me make it clear on one thing - the marketing strategy and marketing plan should be able to be read by a layperson and "see" what is happening today, next month, next year, and five years from now. By the way, it is sooo easy to "forget" to update the marketing plan and strategy one year from now, as you are then "in the mix" and "don't have time" to update it. UPDATE IT!!!

Remember with a strategy, you must think about the "end goal" - increase in product sales, revenue, profit, etc. and HOW you are going to get there. What do you have to do to make that happen - and of course, the easy answer is "lots of money", but, try it without money. How would you make the strategy a "winner" spending little or no money.

Your marketing strategy should be understood by everone, from the top top to the lowliest. What is it goint to take and how are you going to get there - and the "you" is each individual in the company and any vendors that you have.