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Why Door Hanger Marketing Is A Dynamite Way To Target Your Niche

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There are plenty of marketing strategies that one can use for their businesses. Of course, it depends on what messages those firms want to give, and how they wish to present it to their audience.

One creative way to market a brand is by using door hangers, believe it or not! Most people assume direct mail marketing is the only way of getting people’s attention. Door hangers offer a fresh and innovative way to spread your message.

So, should you consider using door hangers to target your niche market? Here are a few reasons why it might make sense for your business:

Why Door Hanger Marketing Is A Dynamite Way To Target Your Niche
Photo courtesy of Michael M. S.

They are a fun way to grab people’s attention

The thing about leaflets is people sometimes throw them away without reading them first. They have no choice but to read what’s written on a hanger before they open the door!

Even if they aren’t interested in your message, your door hanger will still be memorable. They might want to contact you at a later stage, or share your door hanger with a friend that could use your services.

There’s no denying that business door hangers provide a fun and creative alternative to leaflets.

Why Door Hanger Marketing Is A Dynamite Way To Target Your Niche
Photo courtesy of xcDogs

They are prominent

Leaflets and other mail usually gets left on the ground for a long time or in the mailbox. Door hangers are different. Even if people avoid their mailboxes, they can’t avoid door hangers!

They are quite visible, and people can’t help but notice them. They will stir their curiosity, and they’ll take a few seconds to scan through your message. They won’t just chuck your door hanger in the trash.

Customization options are limitless

With door hangers, you can get as creative as you want! There are millions of design possibilities. What’s more, you can use any shape or size of door hanger to get your message across. For example, you could use a standard size one.

If you want to be different, you could design a novelty oversized door hanger! The choice is yours. You have full control of the layout, color scheme and, of course, the content.

Door hanger marketing is wallet-friendly

By now you might be wondering if embarking on such a marketing strategy will eat up your budget. The good news is that door hangers are a cost-effective way of promoting your brand.

They are often the same price or cheaper than getting leaflets printed out. Door hangers offer a higher ROI than flyers because of their prominence. And they are more successful than pricier marketing options.

They are easy to distribute

One thing that marketers hate about leaflets is getting their hands stuck in mailboxes! The beauty of door hangers is they are easy to distribute. All you have to do is walk up to a door, “hang” the door hanger and walk off.

You don’t need to worry about those pesky mailboxes. And you don’t even have to know on each door. Another benefit is your distribution costs will be cheaper. The reason is simple: door hangers are quicker to distribute!

So, when will you give door hanger marketing a go?

The Big Picture of Business – How to Maximize Trade Show Exposure

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The number of companies participating in trade shows increases each year. While sales objectives are most common, trade shows may also be behavior, product, distribution or marketing oriented. Booth exhibitions at trade shows are viable and cost-effective sales tools to:

  • Achieve new customers, in order to grow and increase profits.
  • Introduce new products. Most of the visitors come to see what’s new.
  • Target a select group of visitors.
  • Allow your staff to interface with the public.
  • Perform informal market research.
  • Educate the public about what your company and your industry do.
  • Enhance your company’s image.
  • Assess competition and the overall business climate.

Trade shows generate sales leads at a lower cost per contact than a typical sales call. Research shows that industrial sales calls costing $252 to reach a prospect, with 4.6 follow-up calls necessary to book an order = $1,158. At a trade show, you might spend $133 to reach a prospect, with .8 follow-up calls necessary to book an order = $334.

Exhibits can be designed to appeal to all the senses: sight, sound, touch, smell and taste. Research shows that 75% of what show visitors recall after expos is what company representatives told them.

Exhibiting in business-to-business shows requires different skills and approaches. The objective should be qualifying prospects, rather than selling. One meets more business prospects in a faster period of time at a trade show. Today’s customers are becoming increasingly complex and more difficult to identify. They are knowledgeable, sophisticated and have increased expectations about what they want. Customers are now under more pressure to act immediately.

These pointers are offered to prospective exhibitors before the show:

  • Determine your correct mission for participating.
  • Evaluate each trade show for what it contributes to your sales objective.
  • Determine who you want as key prospects.
  • Delineate other categories of visitors, and develop a strategy for maximizing your time with key prospects.
  • Develop action plans for accomplishing your goals and getting the right people to visit with your company at the show.
  • Be sure that booth personnel understand what they are responsible for…and what they are selling. Untrained staff can lose qualified prospects and leads.
  • Employ professional counsel to format your exhibit, thus maximizing your investment.
  • Keep labor costs to a minimum.
  • Be sure that every member of your company is aware of the exhibit. Encourage all to invite prospects and to attend themselves, even if not involved in exhibiting.
  • Market your presence at the show in advance via mailings, distribution of VIP tickets and inclusion of your booth in advertising. Invite your current clients to visit your booth. Most attendees go to the shows in response to invitations to visit specific exhibitors. * Notify your trade media that you will participate. Engage public relations professionals to publicize your involvement.
  • Work closely with the show’s management. They too are interested in the same audiences as you: attendees and the media. Invite the board of the sponsoring organization to visit your booth.

These pointers are offered in order to maximize the way in which you should exhibit the product-service:

  • * Graphically describe and show what you do. Don’t expect the product to show itself. Don’t expect people to know about you already. This is a fresh opportunity for you to communicate.
  • Keep your focus upon your products, rather than pretentious displays.
  • Keep the booth simple, clean and organized.
  • Give facts and simple explanations of your products. Since many visitors may be unfamiliar, don’t assume that they know what you do.
  • Ask questions and listen. Don’t concentrate on giving a sales pitch.
  • Good lighting, decoration and booth dress are always relevant to the product.
  • Show a maximum number of products.
  • A good demonstration convinces visitors that your product is all you claim it is.
  • Show what the product can do for them and what it has done for others.
  • Give samples, if possible.
  • Encourage audience participation.
  • Distribute professionally-produced, factual literature, or don’t give out any literature.
  • Use video as interactive demonstration elements, augmented by signage.
  • Collect business cards, as the basis for follow-up activities.
  • Make appointments to have in-depth presentations to serious prospects.
  • Trade show selling requires high energy levels. Booth people must be pro-active, greet all prospects and learn how to qualify.
  • Approach large numbers of people within short periods of time, determining how to best process each contact.

Research shows that trade show booths that have dishes of candy tend to draw twice the number of visitors than those without candy.

The value of premium giveaways lies in lasting impressions, increased name identification and paves the way for faster follow-ups with prospects.

These observations and recommendations are made for booth exhibit personnel:

  • Booth personnel must be equipped to give precise, detailed information on your product.
  • Train booth attendants for show duty. If possible, stage a dress rehearsal. Follow procedures for literature distribution, trash cleanup, conversation and public demeanor.
  • Work out approach statements in advance. Have talking points in writing. Follow a step-by-step process.
  • Staff with a technical representative, as well as a greeter. You can never have enough well-trained people at the show.
  • Avoid the high-pressure approach.
  • Do not smoke, drink or eat in the booth.
  • Booth personnel should look and act the part. Stand up straight. Keep your hands out of your pockets. Use approachable body language. Do not sit down unless you are with a client.
  • Dress conservatively.
  • Keep small talk with other booth personnel to a minimum.
  • Arrange and follow duty schedules. Keep staff alert and on their toes.
  • Make booth visitors feel welcome at all times.

Lead collection and follow-ups must be treated seriously. After the show is over, don’t forget to follow through on details, promises and intentions:

  • Send follow-up letters to each visitor who left a business card.
  • Send out requested additional materials within one week after the show.
  • Set a lead follow-up program, since early response is vital. Follow up on sales leads for at least two years after the show.
  • Evaluate your results.

Your company’s commitment to participate in trade shows represents a big step. You should always want to improve the exhibit each time, thus insuring a return on the investment. The process of strategizing your exhibit relates directly to your company’s promotional and business development philosophy. This process inevitably makes every company’s marketing position much stronger.

About the Author

Hank MoorePower Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.

Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.

Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.

Top Five Sneezers: Using Revenue to Increase Online Revenue

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As I previously mentioned in my recent post “How to Rank a Website,” leverage is one of the fastest techniques you can use to grow a website. There are a lot of ways you can use leverage to increase your website revenue.

Recently, one of the 200 websites I helped launched for my company received 100,000 hits and reviews in a 90-minute period, thanks to one pretty and popular actress. We had asked her if she would review our website, and whether the product was something she would buy. We said, “If you like this product, would you do us a favor and tweet about it?” She did, and she also ended up buying the product. And because she had such a strong Twitter following, her endorsements caused thousands of her fans to jump on our website that day. We saw explosive growth and maintained a 2 percent lift after that one mention.

Of course, not every website owner knows an actress they can call up for an endorsement on social media. So how can the non-celebrity-knowing businessperson use this same premise to leverage their site?

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About the Author

Ken CourtrightKen Courtright, speaker and author of multiple best-selling Internet marketing titles, is the founder of Today’s Growth Consultant (TGC) – a two-time Inc. 5000 designee – that launched www.IncomeStore.com. TGC/Income Store partners with individuals, companies and private equity firms/fund managers procure, develop and manage revenue-generating websites at two times earnings. The company’s portfolio currently boasts over 400 websites that are seen approximately 100 million times each year. Ken may be reached online at www.TodaysGrowthConsultant.com.

Two Cold Call Case Studies: Why Your Cold Calls Aren’t Working

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I believe that cold calls are quite important as part of an overall sales strategy. How they are done, however, determines their success. If the goal of the call is to gather data, share product information, start a conversation, or make an appointment, the odds are that the outcomes will be less than successful: sellers claim over 90% failure on their attempts.

If, however, a seller can enter the call with a goal to create the means for buyers to discover their path to excellence in the area of the seller’s solution, to figure out who they should assemble to begin a change process that leads them to excellence (and possibly a purchase), and create a win/win collaboration with the seller that engages buyers and prospects to continue communicating, then it’s a win.

Using current cold calling techniques, cold callers don’t recognize that the call is meant for them to get their own needs met. Sellers enter the call as if the buyer:

  • were sitting and waiting to hear from them with nothing else to do,
  • needs the solution regardless of their status quo,
  • should respond fully and honestly to a stranger asking probing, rude questions.

And worse of all, there are a large percentage of real buyers who won’t take the call because they either don’t want to speak to a stranger who wants to take their time, don’t like the prying questions or the information push, or aren’t at the stage in their decision path that would enlist a solution or sales person. Using other means of cold calling, these folks could easily be brought on board for appointments with all of the decision makers, or for continued calls of discovery and collaboration.

Here are two lousy cold calls I got recently. I took one of them and created a ‘good call’ using my Buying Facilitation® model to show you the difference between playing a numbers game, and serving buyers to facilitate excellence. Read them all, and decide which is better.

Case Study Number 1

C: Hello, Sharon? Joe from Mimeo calling. How you doin’ today? [I assume he was attempting to be intimate, not knowing that anyone intimate with me would never call me ‘Sharon.’]

SDM: Do you know if that’s my correct name?

C: I do know. It’s your name.

SDM: Really? Are you absolutely certain?

C: I am.

SDM: How can you be so certain?

C: Wait. Aren’t you Sharon? Is Sharon there?

Seriously. That call happened. Word for word.

Case Study Number 2

E: Hi. I’m calling from Ecsell. Is this Sharon?

SDM: Is this a cold call?

E: No. It might be a partnership call and I might be able to hire you as a speaker.

SDM: Cool. You should know, then, that my first name is Sharon Drew.

E: OK. I didn’t know that. But I know you’re a sales company and want to tell you about our coaching products. [And the reason she doesn’t want to collaboratively figure out if our solutions would blend is….? And the reason she tried to trick me into speaking by lying to me is…?]

SDM: Do you know who I am and what I do?

E: You’re the President of Morgen Facilitations. What else should I know? (She’s asking ME?)

SDM: So you didn’t do your homework. I’m a sales visionary, and for decades have been teaching a buy-in model I invented and teach to sales folks and coaches to give them the tools to help buyers make the change management decisions necessary to be ready to buy.

E: That’s no reason you wouldn’t be able to use our products also, or tell your clients to use our products.

SDM: Wow. You’re still pushing without listening to what I said.

E: Oh yeah?? I’m not pushing. Just educating .(So she’s assuming that I need education, that what she has to say is more important and better than who I am, what I do, what I might need, and – worse of all – she’s missing a potential win/win collaboration by lying to ‘get in’ just to educate me.’) After I hung up on her, she called me back three times to leave me messages!

These calls really happened. You can see the lose/lose here, the disrespect, and the lost opportunity. Do you know how your sales folks are making their cold calls? Have you ever considered adding new skills that would facilitate a real collaboration?

This is what a sales call would look like if I use Buying Facilitation® in call #2.

E: Hello. My name is Ellen from Ecsell, and I’m selling coaching products. This is a cold call. Is this a good time to speak?

SDM: Yes, I have a few moments, but I’m not in the market for coaching products. I sell some myself, and use a unique coaching model I developed that probably wouldn’t work with a more mainstream coaching solution.

E: Interesting. I wonder if you ever partner with other companies for those times you find groups with other innovative solutions.

SDM: I would be very interested. What do I need to do to find out if there is a partnership possibility here? It goes beyond whether or not I like your solution, as there are generally criteria on both sides that need to be met. What do you suggest?

E: Well, we could start with introducing each other to our solutions on this call, and if we both like what the other has, then I would set up a conference call with one of our principles. And a good question for us both to answer might be: What would we each need to see from the other to know if we have the content and the integrity to consider a partnership of some kind? If it makes sense, we can go from there. Does that work for you?

See how easy? Collaboration. Win/win. Trust. Respect. And we expanded what might be possible, added in a bit of integrity, and everyone brought their beset game – all on a cold call.

If you ever want your cold calls

  • to enable a collaborative dialogue that’s win-win,
  • to facilitate decision making change, buying and integrity,
  • to make appointments that include the necessary decision makers,
  • to teach your buyers how to consider working with you on the first call,

consider adding Buying Facilitation® to your sales model (it works with all sales models). It uses unique questions and listening that opens discussions that enable change, collaboration, and potentially buying.

About the Author

Sharon Drew Morgen is a visionary, original thinker, and thought leader in change management and decision facilitation. She works as a coach, trainer, speaker, and consultant, and has authored 9 books including the NYTimes Business BestsellerSelling with Integrity. Morgen developed the Buying Facilitation® method (www.sharondrewmorgen.com) in 1985 to facilitate change decisions, notably to help buyers buy and help leaders and coaches affect permanent change. Her newest book What? www.didihearyou.com explains how to close the gap between what’s said and what’s heard. She can be reached at [email protected]

Can You Really Turn a Hobby into a Business? part 3 of 3

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Your ‘Why’ Should Not Be Because You Hate Commuting

In his book Start with Why?, Simon Sinek challenges what and how thinking. While what and how are the yin and yang of everything, why is the driving force. So why didn’t I start the article with the why? Because the hobby-to-business process is agile rather than step-by-step – you need to consider each of these areas over and over; you can refine your why as you go.

But first, ask yourself why you want to make a career out of your hobby? Boil down the essence of your purpose because it will drive you to success. Without identifying the why you will not tap into the real reason you are changing your life. If that sounds bold, it is—you’re changing your life for a reason and you should be able to explain what that reason is; whether it’s to save your health, become the person you were told you couldn’t be, or because the real you is not stuck in a call center, defining the real, fundamental reasons why you want to transform your passion into your business will help you ultimately be more successful. Try to complete this sentence:

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About the Author
Nick Goode is the Global Commercial Director of Sage One, Sage’s cloud accounting and payroll solution for start-ups and small businesses. He is accountable for the commercial, channel, product and marketing strategy for Sage One worldwide. Nick was previously Head of Sage One for Sage UK, and prior to that, Head of Marketing for the Accountants Division at Sage.