We’ve discussed Facebook, but there are plenty of other affordable, grass roots-style marketing strategies you can implement to build your business during lean times.

Many online marketing strategies boil down to having the time to work on them. They are often free (apart from the time spent), and so it’s a case of setting aside a block of time every week to work on them.

Here are just a handful of free or low-cost ideas to help reach existing clients and attract new prospects:

Create video tutorials or talks and post them on video-sharing sites. Most of you will have seen the great Will It Blend? video series — they reach out to millions of viewers for a tenth of the cost of a television advertisement.

Post screenshots of your work on photo-sharing sites. A good way to show off your design work is to post screen grabs on sites such as Flickr and the like. You can even make your username your business name or URL. Be careful though, of looking as if you’re spamming, as they all have strict terms of use.

Create an email newsletter. If you’ve yet to do so, I recommend creating an email newsletter to distribute to your clients. Crafting good content and adding forward to a friend tools means they are more likely to be read and forwarded to prospective clients.

Try out contextual advertising. Services such as Google Adwords allow for low budget, short-term, pay-per-click advertising, which you can trial and then track the results.

Spend time understanding SEO. Spending time on search engine optimization can dramatically increase your ranking and have a considerable effect on prospects making contact with you.

Then there are offline efforts as well:

Try asking for (and rewarding) referrals. Ask existing clients for leads, and reward them with a bottle of wine or movie tickets. Simple gifts like these make your clients feel appreciated, and helps to maximize your marketing efforts.

Become involved with public speaking. Offer your services to local business and industry groups, or hold your own talk at the office or nearby conference facilities, and invite everyone you know to attend.

Best of luck with the above ideas, and I wish you plenty of success!

This post first appeared as part of Issue 434 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.

In December 2007, I penned an article for SitePoint, 10 New Year Resolutions to Boost Your Business. You can read the article for all the details, as well as download a handy wall planner to stick near your desk. You’ll find that it’s still as relevant today as it was when I wrote it.

The ten resolutions, in short, are:

1. start setting goals
2. ask a client for a referral
3. focus on profit, rather than turnover
4. learn something new about business
5. take time for yourself
6. create products that generate income
7. delegate effectively
8. focus on client service
9. take time to wander the Web
10. build rock-solid procedures

Read the article for the full details on each of these resolutions. The start of the calendar year is perfect for us to look at implementing the first one: goal setting.

Setting goals helps filter all of the thousands of thoughts and ideas you have into a list that’s far more manageable. High achievers in every field from sports to business consistently suggest that goal-setting is an invaluable part of the process. Goals can help you define your objectives and understand what’s important to you, motivate you towards achievement, and build your self-confidence.

So what is a great goal?

Many people use the acronym SMART when creating goals, as well as for other project management methods. SMART stands for:

Specific
Ask yourself if the description of the goal is precise? A plausible goal is very specific and easy to understand. Goals such as “increase amount of clients” or “make more profit” are too vague. Instead, use specific language, such as “add three new clients to portfolio before end of March” or “increase average profit on all jobs by 5% before middle of the year.”

Measurable
Does the goal explain how you’ll measure results? A solid goal has a measurable outcome, so that you’re able to determine if you’ve achieved it, and it helps you stay on track. Hence why I used very specific terms, like 5% profit increase or three new clients. This helps spur you on towards your goal, assuming the goal is attainable.

Attainable
Is the goal possible to achieve, with some effort? If you set far-reaching goals, you may be unable to commit to realizing them; for example, “increase turnover by 1000% within three months” is probably way beyond your current means. However, the goal should require some effort; for instance, “wake up each day before lunchtime” is easily achievable for most people, and so is unworthy goal-wise.

A proper goal should stretch you slightly so that you need to be committed, yet should also feel attainable. “Increase client base by at least two per month for next six months” is a goal you’d possibly need to work hard to reach, but is still feasible.

Realistic
Ask yourself: do you have the power to control the results? You need to feel that you can reach your goals, and that you have an influence on them. Having a goal like “co-workers to be nicer to clients” is, fundamentally, out of your control, even if you are the boss. A better goal would be “run monthly workshops for employees that focus on client service.”

Timely
A concrete goal has a deadline. It may be as limited as the end of next week, or as long as the end of 2009. Deadlines help you manage your time towards achieving goals. Without a deadline, the goal will appear to be unimportant and never happen. Set a realistic deadline, with a suitable time frame.

It’s a good idea to limit yourself to just a handful of short-term and medium-term goals. Writing an exhaustive list of everything you would like to complete before you leave this earth is a sure way to de-motivate yourself.

Set some goals today, and look forward to a more productive year ahead!

This post first appeared as part of Issue 428 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.

There’s been much talk about strategies for businesses to survive the uncertain economic climate. The media every day are reporting massive layoffs and industries in turmoil. In these times, it’ll be all too easy for most businesses to feel the effects of the crisis, so what can we do?

One of the major scenarios we’re already seeing in some industries is the domino effect of a large company hitting the wall; this in turn affects their suppliers, who then suffer, affecting their suppliers, and so on down the food chain.

What is immediately obvious here is that there are two actions we need to take. I also note that these should be part of standard business practice, not just for uncertain times.

The first one is control costs. Most organizations can identify a few areas where some small cost savings could add up to a sizable percentage of their bottom line. Look for savings in bank fees, transport costs, telephone and bandwidth, office supplies, and the like.

Secondly, manage cash flow.

If your clients hit hard times midway through a project, you could be left wearing the debt. Make a habit of invoicing smaller amounts more frequently, based on project milestones or calendar months. Keep on top of recalcitrant debtors — if you start chasing them the day after the bill is due, it trains your clients to know that you mean business.

Chasing your debtors consistently means you’ll have their payment sooner, and it’ll be less likely they’ll become a bad debtor.

This post first appeared as part of Issue 428 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.

Should you offer services or products?

The old phrase, The grass is always greener … is often heard when discussing the merits of services versus web-based products. Listed below are some of the advantages and disadvantages of both models. Which ones apply to you?

Products — Advantages

• gives you unlimited income potential, because time constraints are minimal (unlike selling services)
• enables lower prices for the consumer, as costs can be amortized over more customers
• allows you to concentrate on building one main project, rather than several small ones
• presents a choice of different revenue models, which are simpler to modify over time
• affords a better opportunity for residual income, in continual license fees
• provides an easier option to sell as an ongoing concern than a small web service does.

Products — Disadvantages

• requires more upfront investment in time and possibly money, especially the marketing aspect
• presents the possibility of competitors creating similar products and competing directly with you.
• necessitates market research to avoid ending up with little or no customer base.
• runs the risk of fielding more support queries than anticipated
• may delay long-term growth because of the lack of immediate cash flow

Services — Advantages

• generates income faster, because it’s easier to sell your services than a brand new product to the marketplace
• provides scope for a variety of projects, maintaining your interest in each new project
• offers more versatility in meeting market demands, rather than having to rebuild a mature application

Services — Disadvantages

• reduces your capacity for income, because it’s based purely on how much you can charge and how many staff you need
• limits short-term growth; for example, hiring staff is more time-consuming than bringing a new server online
• makes you more vulnerable to market buoyancy than product licenses

Also remember, as Dave mentioned, that it’s very simple to have a hybrid model of both: sell your current services while developing and offering products as well. This is similar to how businesses may sell hosting, stock images, and CMS licenses.

This post first appeared as part of Issue 424 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.

Here’s a question for you. When your last project finished, what was the final communication the client received from you? Was it a bottle of wine and card, a “Thanks for the work, call me if you need anything,” or just an invoice in the mail?

It seems to be very common for us designers, developers, freelancers, and businesses to be keen to talk at the start of a project, but shy to speak at the end.

What we really need to do at the completion stage of projects is to thank the client for their business, and then ask them some hard questions.

Why do I say hard? Well, maybe it’s the human condition, but we as service providers don’t like to imagine that clients are ever anything but absolutely impressed with our work — but I have to tell you, the truth is that they often aren’t.

Think back to the last time you were out for a meal. When you paid, the waitperson probably asked you about your experience. In answer to “How was everything?”, you probably mumbled something like, “It was good, thanks” — even if you didn’t feel that way.

Why? Few of us like confrontation. We don’t like to give neutral or negative feedback (unless it’s within the relative anonymity of an online auction web site!) and we don’t like receiving it, either.

However, feedback is very important to us, as individuals and as businesses, in order to grow and improve — even if that does mean we open our ears to possibly negative feedback as well.

The next time a project wraps up, consider emailing your client a link to an online survey. I have found people are far more willing to be honest completing a form instead of speaking directly to you.

Ask them what they liked most about the project — and then ask them what they liked least. You really do want to know. It could be something really simple that you or your firm is doing over and over, with every project, assuming clients like it when in fact they don’t. This habit or process could be holding you back from success!

In my business, we’ve been seeking feedback in this way for a few years now. We get some great feedback, both positive and negative, which helps us tune our processes and our services to better suit the next customer. We’ve had some really crazy input, too — for example, our coffees were too strong, or we were so good that the client was going to miss our weekly meetings!

There are countless survey software systems available, many of which have a free plan. Alternatively, it’s a trivial matter to whip up your own web-to-email form. The trick is to avoid asking questions that are too leading: “Did you find our design team very enthusiastic?”, or that allow for only yes or no answers — keep questions open. Keep the form brief, too — if it goes on for pages and pages, clients will be hesitant to complete it.

The next important step is to act on the feedback. It may warrant a call or meeting with the customer for further details, or speaking to team members (or yourself) if there was something amiss. And remember to give praise where it’s due — we all enjoy a pat on the back from time to time!

This post first appeared as part of Issue 418 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.

Egomaniacs who are their own favorite topic. We all know someone like that, right? But are we in danger of coming across that way in our sales proposals?

Pardon, I hear you cry! How could we sound like this? Well, for a start, do you spend the first few pages covering all the awards you have won, and the bright history of your team? How far into the document before you learn what the prospect wants? Are the prospect’s objectives even covered in your proposal?

I’ve read many sales proposals from web companies over the last decade or so, and it still amazes me when I come across this type of example: a mind-numbing twenty pages in length, with pages 1 to 16 about the web company, and page 17 the first sign of discovering what the prospect wanted.

How did I get my hands on this proposal? Well, our company won a job, and the client gave me this blundering document to show what not to do in business. We shared a laugh reading through the novel-length sales pitch together—where they also took the liberty of misspelling the client’s name on the covering page!

The secret of successful proposals is to focus on what the prospect wants to hear. They want solutions to their problems, benefits for their projects, and most of all, they want to be convinced that you understand what they need. Sixteen pages talking about yourself (especially at the beginning) is subconsciously stating that you believe you are far more important than their project!

You should mention who you are and what you do, but after their project details, and one or two pages should suffice. Or perhaps make it a separate document entirely.

Make sure you’ve included the basics: timeline, budget, and deliverables. Reiterate your understanding of the prospect’s requirements, and make sure your proposal clarifies how your solution will help them.

Spell-check, then spell-check again—misspelling a prospect’s name is just plain lazy. Use short sentences, avoid long paragraphs, and keep the entire proposal succinct; a technical specifications document can run to dozens of pages, but a sales proposal shouldn’t. Speaking of technical, don’t get all abbreviated on the client. The average prospect doesn’t know what half the abbreviations we use mean, and we shouldn’t expect them to, either.

Sell benefits, not products. You may have a great content management system, email gateway, or other product, but talk about the benefits of these, not the product features.

Include testimonials or links to similar projects if you can. This shows you have a proven track record, and understand their requirements.

If you lack any design skills, ask a colleague to give the document some sparkle, and then use this as a template. A polished document is clearly marked with headings, sub-headings, and block quotes (if required).

Conclude the proposal with a call to action. Don’t just end it with a price for the job. State what the terms are, and make it easy for the prospect to action the starting process. For example: “Send this page back, signed and dated, and we can commence immediately” is far better than a dollar figure on the last line.

This post first appeared as part of Issue 417 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.

A few weeks ago–September 5 to be exact–I ordered myself a shiny new car.

The experience went along these lines. First, I did lots of research and decided on my ideal vehicle make and model. Then, I went to the only dealership in my city that sells this type of car.

I met one of the salespeople, we took it for a drive, I looked at all the options and discussed all the features, and pretty much made up my mind. This process took a few visits, and then we got down to negotiating the two big questions: cost and delivery date.

Those of you who’ve worked in the Web for some time will have become accustomed to expecting everything instantly, as I have; however, when we reached this stage, the salesman had some bad news.

He first started by saying that it could take anywhere from two to six months to take delivery of the car, depending on the model and options that I decided on. After a few phone calls, he was pleased to announce that he’d found the exact model and options I wanted on the other side of the country, and that he could offer me a six-to-eight week window for delivery.

I was crestfallen–I wanted the car right then, or next week at the latest. Then I realized this really did boil down to just my own impatience. I decided to go ahead with the purchase anyway, given that I was already in love with the features and the idea of driving the car, and placed my order.

I’ve been thinking about this experience over the last few weeks, in terms of what a close analogy this situation offers to most web site projects. I’m talking about the common scenario where the client (in this case, myself) becomes sold on the concept of you doing the work, loves the options you’ve offered them, and they want the finished product right now–but of course, it’s impossible to have that site or feature built until after their ideal deadline.

I felt for the poor sales guy at the dealership, who could see my disappointment, and resigned myself to the fact I wouldn’t be getting behind the wheel of this vehicle until mid-to-late October.

So you can imagine my delight when I got a call last Friday to say I could pick the car up the following Tuesday, only three-and-a-half weeks after I placed the order!

Not only has it made me super-pleased with the product, but very appreciative towards the sales guy and the dealership. The cynic in me wonders if perhaps they always intended to have the car sooner, but they always add some leeway to their timelines, just in case.

The result of this situation is that they have broken their own promised deadline by weeks, and their business now has a very big fan. With that in mind, look at your own projects–how hard would it be for you to add a few weeks or a month to the deadlines you promise, and then work hard as you can to meet the original date anyway?

We’ve all heard that cliché about under-promising and over-delivering, but when you’re the client, it certainly feels like a great result! Try this theory with your next project, and let me know how it goes–I’m very confident that your next client will become your biggest fan if you manage to deliver quicker than planned.

This post first appeared as part of Issue 416 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.

Do you stay seated at your desk for just about every lunchbreak? Is the line between work time and break time increasingly blurred? We’re all guilty of doing that from time to time. It’s a nasty habit though, and not good for you or your productivity. Here are nine ways to have a better lunchbreak.

• Go for a 20-minute walk. It could be around the block, or choose somewhere further from the office (or home, if you work there) to buy your lunch, and walk it. The trick here is to gain that extra bit of walking into your working week.
• Eat smart. Go for fresh fruit and vegetables and avoid processed food. Eating healthier foods for lunch means less sugar highs and lows, better nutrients and fibre intake, and a better metabolism. See this site for more fruit and vegetable information.
• Have lunch with a friend. We’re all guilty of skipping social contact in favour of more work. Regain some social contact by arranging regular lunch dates with friends–the social contact will do you a world of good, and your friendships will benefit.
• Join a health club. Is there a health club nearby? Even half an hour on a treadmill or exercise bike can boost your fitness, and improve your motivation for the afternoon. If there isn’t a club nearby, consider hiring or buying some basic equipment for the office or home.
• Learn. Download podcasts, print out interesting articles, find a short course you can do nearby for less than an hour. The key here is to stimulate the brain and finish the week with more knowledge than you started with.
• Meditate. Just five or more minutes of silence can not only relax your mind and reduce stress, but it’s also likely to allow you time to solve some other nagging issues as well! You’ll probably have to leave the office for this one, or close your door and take the phone off the hook.
• Swap your coffee for a glass of water. As I’ve already mentioned, water is so good for you. Instead of reaching for the coffee machine, grab a bottle of water and keep it on your desk.
• Read something new. Join a library, buy some new books; whatever you do, get away from that monitor for a while and read a newspaper, book, or magazine. It’ll expand your knowledge and take your mind off your projects for a short period of time, which is a very good thing.
• Get away from your computer. If you must work during this lunchbreak, stand at a whiteboard or sit in a different place and write on paper. Whatever you do, give your eyes and posture a break and try a different location or activity for a while.

You needn’t start all this at once–try to start incorporating one of these tips into your lunchbreak every week. Even better, combine a few at once, such as walking while eating an apple, or put headphones on and chill out while reading a book or this week’s Tribune (for example!).

This post first appeared as part of Issue 415 of the SitePoint Tribune, a very popular email newsletter that I am co-editor of. Thanks to SitePoint for allowing me to reproduce the work here.