Recently, I came across an interesting column in a national marketing publication. The writer indicated that marketing programs don't perform well because of 'business marketers' dogmatic belief that 'selling is the only form of marketing I need to do.''
This is an amazing statement because our experience at Graham Communications is quite different. As we see it, the problem is failing to achieve the benefits of marketing because the emphasis is always on sell, sell, sell.

'We were all raised by mothers who told us we had one chance to make a first impression,' Sen. Christopher Dodd of Connecticut once said. He added, 'And a first impression can last you awhile.' It’s all about first impressions making them and responding to them.

Rarely will you get something for nothing. But how do you know if you’re getting what you should out of your marketing program? This document by John Graham provides you with the guidelines to properly evaluate your marketing efforts.
Getting something for nothing seems to be a universal human desire that extends into the business arena. For example, company owners and managers often ask, 'What should we expect to get out of our marketing program? How will our dollar investment translate into increased sales?

There's nothing better for business than a booming economy. Unfortunately, it often encourages faulty thinking and spawns erroneous ideas. When sales are strong and profits meet projections, we're quick to take the credit. When things go sour, external forces get the blame.
A good economy tends to mask distorted thinking and inappropriate ideas. For example, personal computer sales have been drifting downward, even while prices have been dropping. Manufacturers are petrified. Out of near desperation, they jack up power to a sizzling 500 MHz to try to capture customer attention. Just as this happens, free PCs appear. In the midst of all this, one company rediscovers itself. To IBM's credit, it figured out what business it's in: solutions.

In spite of 19th-hole braggadocio about rising sales figures, bottom-line results, and upcoming prospects, businesses do stall and stagnate. Streamline.com was a raging Internet stock until it ran into a wall. Kodak used to be a Wall Street favorite, and now it's struggling to find itself. P&G once had 99.44 % acceptance; now the tide seems to have turned. For years, Xerox set the standard; then it lost direction.

'So dawn goes down today, nothing gold can stay.'
Robert Frost
'There are no more power elites.'
Manuel Castels in The Information Age
The painfully obvious implication of these quotes can be seen in the business world: IBM pulls its PCs out of retail venues because it no longer considers them profitable. The Wall Street Journal reported that in 1998, there were $301 billion in sales via the Internet, while the manufacturing sector did $350 billion in overall business. It took the Internet roughly 36 months to reach this figure; manufacturing needed 150 years.

Becoming accustomed to a growing economy is easy and dangerous. Although there are always pockets of problems, we forget that success is often more the result of a good economy than our business acumen. If everyone else is doing well, our major challenge becomes how to pull ahead of the pack. Unfortunately, many business people tend to get a bit lazy-and that's when we can get caught.
There are ways to become more successful, keep business booming, and give companies the opportunity to gain a competitive advantage. Here are 15 ways to develop an extra edge:

Getting your company’s message out to the buying public doesn’t have to be complex or expensive. Direct mail is perhaps the most targeted and cost-effective vehicle for communicating to an audience.

The goal in business is to outdistance the competition and make profitable sales by producing more customer-friendly products or services. To reach this goal, you need an advantage to improve your batting average-but it's getting more difficult and complicated to obtain this advantage, let alone keep it.

Selling insurance isn't easy. Agency principals, producers, and staff can still reap rewards, but their ranks are thinning under pressure from lower premiums, reduced commissions, and greater demands from carriers and clients. Add to this the ever-increasing expense of technology.
The formula for a great insurance career used to be simple: 'Work hard for 20 years building the book of business, and the book will take care of you for the 20 years after that.' Not anymore.