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“Customer Capture Platforms”

 

By Douglas Burson, Sphere Marketer & Analytics

The main components of CRM are building and managing customer relationships through marketing and observing relationships as they mature through distinct phases.  If your company continues to believe customers are still resources that can be used for up-sell or cross-sell opportunities, rather than humans looking for interesting and personalized interactions…

 

 

Small businesses don’t “Capture Customers” – your “Customers Capture You.”

 

If you believe customers are “resources” who can be used for up-sell or cross-sell opportunities, rather than as humans looking for interesting and personalized interactions – your business already is fundamentally out-of-touch.

Which of these “Customer Capture Platforms” are building your business?

salesforce, Microsoft Dynamics 365,  Oracle netsuite

The answer?  None.  Businesses are built upon relationships.  Not technology.

 

What “Drives” your customer relationships?  Technology?

Relational Intelligence, or awareness of the variety of relationships a customer can have with a firm, is an important component to maintain the phases of CRM.

Companies may be good at capturing demographic data, such as gender, age, income, and education, and connecting them with purchasing information to categorize customers into profitability tiers, but this is only a firm’s mechanical view of customer relationships.

 

Photograph By  (C) 2017 Ron Berg

Contact: Douglas Burson, President, Sphere Marketer & Analytics

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Businesses Are Built Upon Relationships.

About Sphere Marketer & Analytics

“Businesses are built upon relationships.  Not technology.”

Sphere is a “private clientele” sales development and marketing communications specialty practice located in Kansas City, Missouri, with operational offices in Atlanta and Chicago. We work exclusively for clients who may feel “trapped” in the world of technology, hoping sales will increase.

And hoping new prospective customers will notice you.

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Our Team – Gatorade, Nabisco Brands, Corporate Communications, Strategy, Reynolds Aluminum, Sales, Blast-It-Clen, New Ventures, Parker Pen, Kyocera, Data Analytics, Media, Maytag, Advertising, RAY-O-VAC, Consumer, B2B, Mercedes, Encompass Capital Group, AirCare, Kansys, Inc.

Results. Sales. Strategy.

“Technology” will not deliver a viable return on your investment in acquiring, maintaining and supporting the growth of your customer base. “Technology” has an important “marketing support” role.

Marketing, though, must support Sales!

We offer expertise and software that leverage the most current “marketing engines” and build your marketing presence across all appropriate media to create/reinforce client “push-through to sales.”

This capability alone helps you lock-in and constantly improve marketing spending ROI – Your “New-Client” acquisition costs are lowered and your relationships with existing clients are strengthened and expanded.

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We evaluate, plan and recommend marketing and media strategies across the spectrum of advertising and online media platforms.

Clients are highly specialized manufacturing and services businesses within the United States.  Typically, these clients are robust companies with established customer bases and products/services, but not yet “market dominant.”

Photo (C) Ron Berg 2017

Contact: Sphere Marketer & Analytics, Inc., Douglas Burson, Rick Dillon, Ken Adams (816) 349-5988 www.spheremarketer.com  Kansas City – Atlanta – Chicago

Wireless Microfencing – Certified Google+ and Marketing Partners

Sphere Marketer & Analytics – Kansas City – Atlanta – Chicago

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Sphere Marketer & Analytics offers our services to numerous companies ranging from small businesses with a local interest to enterprises with a national or global reach.  We have a history of working with companies of all shapes and sizes and continue to offer our services in the United States, United Kingdom, Australia, Canada and India.

It is our mission to make our services work for our clients by connecting with online marketing professionals around the world.  Before our professionals ever work on our clients’ projects, we ensure they spend at least 220 hours in training and certification.  This ensures our professionals don’t just know what to do, but also why they do it and how each service can be leveraged by combining other services.

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Contact: Douglas Burson or Cindy Sanders, Sphere Marketer & Analytics.

 (816) 349-5988, www.spheremarketer.com

 

“Mobile Proximity Marketing”

“Proximity Marketing” is the localized wireless distribution of advertising content associated with a particular place.  Transmissions can be received by individuals in that location who wish to receive them and have the necessary equipment.

So……

How does this help you build your manufacturing or distribution business?

Sphere Marketer & Analytics – Douglas Burson, President.  (816) 349-5988.

(C) 2017 Sphere Marketer & Analytics

 

 

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A selling strategy built on price may be setting a bonfire to your business.

“Don’t compete on price.”

 

By Paula Aaron Rose and Douglas Burson, Sphere Marketer & Analytics (Consumer Packaged Goods and Manufacturing Product Marketing)

When you are trying to bring in new business, it can be tempting to use “price” as an incentive. But cutting your prices is invariably a mistake, as Ben Dyer, ceo of Powered Now Invoicing App, explains.

“Competing on price often feels like such a natural path to follow but for most small businesses, it is the road to ruin.”

“I don’t mean you should charge what you like.  I simply mean that you shouldn’t make price the main reason that you expect your company to be chosen over rivals. And you should absolutely never commit yourself to beat any price from any other supplier,” he said.

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“Price-Cutting can make sense if your are “The Low-Cost” Producer.

Competing on price makes sense when you have a cost advantage over your competitors. So a large national installer that had an exclusive distribution agreement with a window supplier whose windows were cheaper and better than the alternatives could compete effectively on price.

Historically, big supermarkets have also been able to do this as they had their suppliers in such a vice-like grip.

The vast majority of smaller businesses, though, don’t have a fundamental cost advantage over one another, so competing on price just lowers your margins.

This even become an issue for the “big four” supermarkets.  Instead of competing with the corner shop, they now principally compete with each other and continue to emphasize price.  The problem is they also have to compete with Aldi and Lidl and these guys actually have a cost advantage. No wonder the big four are doing so badly.

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The problem with picky customers.

How do you and your salespeople respond to dealing with customers who want to talk about nothing but price?

Most businesses, to put it mildly, don’t find them the easiest people to do business with.  Prospects and clients who are keen on a “deal” also tend to be the most unreasonable; they are often the most picky about every aspect of the work being done.

These customer types know the price of everything but the value of nothing. Why not let your competitors have them to themselves?

Pricing when you are starting out.

Many people at the start-up stage try to undercut everyone because they don’t have the confidence that they will get the job any other way. However, this is usually a mistake.

Of course, you can win on price by paying yourself (and any staff you have) a derisory salary. You can also cut every possible corner on the job. The first approach makes you poor immediately. The second makes you poor slightly later. That’s after you drown in a sea of unpaid bills and even investigations from trading standards. What’s more, you never get recommendations via word of mouth – and that’s where a decent living lies.

What are your alternatives?

There are many alternatives to competing on price.

The first is to make quality your selling point. Matthew Stevenson, of fast-growing The Landscape company says: “If you are to win contracts when you are not the cheapest quote, you need to explain to people that if they get three quotes, they aren’t likely to all be for the same job in terms of the quality of materials and workmanship.  To reinforce this point about quality, whenever you are discussing jobs with clients, make sure that you demonstrate expertise without irritating them by being a know-it-all.

Another approach is to provide a level of service that competitors can’t match. One electrical contractor I know always responds to emergency call outs within one hour, no matter how trivial and whatever time and day that they come in. This builds trust and often leads to follow on work where price is not the prime consideration.

I know of some companies that simply don’t quote when they are in competition. They work hard to generate enough leads so that they can be choosy, and then do such a good job that they are always getting recommended.

Each company needs to find their own unique approach or specialization helping you avoid competing on price.
Competing on price is an incredibly easy route to poverty and probably.  Once started, it can be hard to stop competing with low pricing.  Once you manage pricing you will never look back.

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