Before purchasing a car, computer, copier, or equipment, businesses do the usual due diligence. They do research, make comparisons, and then decide on the most appropriate product with the best value. John Graham explains why research is required before making an extensive marketing investment.

Call it branding. Call it marketing. Call it whatever you want. But it has the singular objective of motivating the right customer to want to do business with a particular company or to buy a particular product or service. In this document, John Graham lays to rest some common misconceptions on the role of marketing.

Where's your business headed this year? This article by John Graham offers recommendations on setting your priorities.

If we listen to half the politicians, everything will be coming up profits this year. They tell us to stop worrying about the economy. We're heading towards a new sunrise, they say. The other politicians paint a darker and far less optimistic picture. Where does that leave us? What are we to believe in 2004?

Just when we think we've grasped what's happening in business, something changes to disrupt the precarious balance. It may occur in the economy, an industry, a region, a particular market, or technology that alters even the most flexible business plan.

Establishing a strategy, then staying with it, was possible for most businesses until the last decade. Planning a year or more in advance was relatively easy. Ups and downs would occur but with a high degree of predictability. Hitting sales and revenue targets was almost a natural outcome.

The major goal of any agency or brokerage can be expressed in just one word: survival.
The mounting failures involving seemingly strong, well-established businesses that have been around for 15 to 75 years are of great concern.
The time has come for agencies and brokerages to take immediate action in order to survive a protracted economic downturn that may extend for several more years in some sectors of business or regions of North America.

Marketing may be second-nature in large companies, but smaller firms often have a tough time implementing, managing, and monitoring an effective marketing strategy. The 'marketing director' title is often conferred on the person designated to answer requests for sales literature, or given as an afterthought to the sales manager (who thinks that marketing is just another way of spelling s-a-l-e-s).

If you're thinking about what will be happening on the business scene in the future, the first step is to clear your mind of several popular misconceptions. More than ever, it will be dangerous to harbor-let alone act upon-erroneous ideas which can lead a business down the wrong road.

Selling isn’t about making sales — it’s about engaging customers, entering into a conversation with them, and letting them respond when they’re ready to buy. That’s called marketing, and marketing makes sales. In this article, John Graham uses Krispy Kreme Donuts as an example of how a company finds ways to create excitement and build customer loyalty.

In spite of those who claim that “marketing costs too much,” John Graham provides four major reasons why just the opposite holds true.

GETTING IT STRAIGHT
Marketing may be second nature in large companies, but smaller firms tend to have a tough time implementing, managing, and monitoring an effective marketing strategy. The title of 'marketing director' is often conferred on the person designated to answer requests for sales literature, or the title is added as an afterthought to the role of the sales manager who thinks that marketing is just an alternative spelling of 'sales.'