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The 'Four P's are DEAD!
A lot of business owners would know about the 'Four P’s' – Product, Promotion, Price and Place – but in these challenging economic times, say goodbye to the conventional way of doing marketing. The Four P’s are DEAD!
The Four P’s ‘push’ approach is finished.
In an ever-so-complex marketplace and uncertain economic climate, how can this conventional way of pushing customers to the sale be justified? The truth is it CAN’T!
The age of instantaneous and interactive information has turned the Four P’s on its head. The speed of transactions is faster, more dynamic and happening real-time. The world is moving into a more demand-based view. Customers are exposed to large amounts of ads every day. So how do you make your product stand out and above the rest?
EASY. You customize your product to suit each customer’s needs!
How to Change to the New Era of Marketing – The Four C’s:
The customer is no longer the object of a sale, selling a service, or the subject of some department loyalty scheme. You, as a business owner, must capture what is important to the customer and understand the shift from the Four P’s to the Four C’s.
Here’s a good example...
Dell, the computer manufacturer, offers basic to customized computer packages at reasonable prices for personal, home or business use. With no actual Dell store, you don’t need to worry about opening or closing hours.
They go 24/7 as you can order from their website. Not only do they cater for your basic needs but you can customize your computer by adding more advanced hardware at the click of a mouse. If you want it, they will give it to you.
As business owners, you must act as servers of customers, not suppliers of products or services. Create customizable value and keep on giving!
YBTCC Tips for how you can incorporate the 4 C’s into your business:
Questions? Contact the YBTCC team today to further discuss your options!
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It's a game changer for your business
I want to share with you THE most common consistent problem I strike behind most small business management performance – THEY DON’T KNOW THEIR NUMBERS!
Plus, and even worse, no one has ever spent the time to explain why it is important. SOUND FAMILIAR!?
Yes, many business owners have weaknesses in marketing, HR, management skills, and leadership skills, but all of these should be worked on after you know the goals you aspire to achieve and how to get there financially. Otherwise, why get out of bed?
The initial reaction I get when asking this is an eye-roll and being told they ‘know their figures’, e.g.:
But usually they have no idea about the following:
PROFIT GOAL - COMMON-SENSE Firstly, if you tell me you want to make $50,000 - $75,000 per annum profit before your own remuneration, and I will show you the door and give you directions to the nearest employment agency.
Any small business must be ASPIRING (sometimes a bad year accepted), to make twice what their team are earning, otherwise, why bother?!
Being told ‘It’s a lifestyle!’ and ‘Be Your Own Boss’ is a complete COP OUT told to them by their ‘BBQ Advisor’ friends or someone selling the business to them.
Your responsibility to yourself as a business owner is to make a profit to reward you for risk and then to ensure your valuable team has secure employment and a healthy growing environment.
For the purpose of this article, a profit TARGET for a small business owner should be consistently $100,000 p.a. and growing.
Secondly, what is your ‘WHY’ for the profit? To repay your $400,000 mortgage in 10 years? If so, this requires a tax-paid profit of $40,000 p.a. on average to reduce and AFTER you have paid all other personal costs like school fees, food and health insurance.
Plus, the business has to have funded its own growth by paying tax and funding debt repayments, and such.
Why is this important? Because money alone will not motivate your goals being achieved long-term, someone driven to repay their mortgage will be CONSISTENTLY working on the business than someone just wanting to earn $100,000 on a cold winter’s morning.
Why do so many corporate-executive-type personnel leave their ‘comfortable’ jobs and go into small business ventures? Because often they were not fulfilled by money alone; something was calling them to aspire to more fulfillment.
Your goals for the profit are PERSONAL TO YOU, so choose wisely and ALWAYS keep reviewing whether it is still relevant. For example:
WHAT LEVEL OF SALES IS NEEDED FOR THIS PROFIT? We don’t know yet, but we better find out soon! Otherwise, you’ll be disillusioned and unmotivated – maybe not in the short term, but within the decade, you’ll find money alone does not motivate.
So, let's play a little… to know the profit goal, you next need a Sales Trigger Target, as without sufficient sales being known, no goals will be achieved with certainty.
Here is a table (‘Sales Mountain’) to use based on the following KPI’s as an example:
Your ‘Sales Mountain’ is:
Against last year’s Sales - say (or average) $975,000 (B)
Distance to the Sales Peak: $318,103 (A-B = C)
So for this example, to achieve the desired additional profit of $50,000, the Sales have to increase to $1.293M or an increase of $318k.
Then, focused questions kick in:
GROSS PROFIT: WHAT IS THAT? Typically, this is the surplus of the sale you have received after paying for the goods (e.g. buy a unit for $50, sell it for $100, retain $50 profit) i.e. Gross Profit.
This article is not intended to re-educate you on the finer points of Gross Profit and Mark-Up (plenty is written elsewhere online), but more on how to use this knowledge to your advantage.
If you struggle with understanding Gross Profit, then contact us and we’ll schedule a training session with you, and ensure you end the day with a solid understanding of this.
However, for the purposes of planning a quick understanding of how the level of sales need to be assessed to see if this is credible, it is imperative you include your staff that are paid to generate the turnover, as simply doubling your sales to achieve your target profit is too simplistic without understanding the level of additional personnel you will need to employ to generate this turnover.
NOTE: Additional staffing for this Sales increase excludes administration staff, they will be included in a prudent % of Turnover for overheads increasing. A more detailed budget process can define this at a later stage.
WHAT IS THE BIGGEST BARRIER TO SUCCESS TODAY? We are not saying other challenges don’t exist but most are things you can quickly influence, like marketing, finance and systems.
If growing your business requires more personnel, then locating the right number of people with the right skills is becoming incredibly challenging in this modern market – particularly in NZ.
So in the example we have been using we see as follow:
We have calculated your Sales Mountain Distance to climb and it is $318,103.
Based on last year's turnover of $975,000 and divided by the average Full-Time Equivalent (FTE) @ 7 (assumed for this example) = $139,286 average sales per FTE.
When we divide the sales GAP of $318,108 by this average sale per FTE $139,286, it means we need to secure an additional 2.3 new team members to help generate this additional turnover.
NOTE - This additional 2.3 FTE should be achievable but, in some industries, it may be nearly impossible due to location or competitive pressures for recruitment of skilled labor. In others, it may be highly feasible (e.g. hospitality or retail).
Alternatively, by increasing the GP% by 3% to 32% (e.g. raising prices), you may need (in this case) only 1.4 additional FTE to achieve the Sales GAP/Profit Goals.
So, what is the answer to my question: what is the biggest barrier nowadays for a growing small business in NZ? ANSWER: It is finding suitable number of personnel to help you grow the business.
Remember I am not saying this is the *ONLY* barrier, just the main one that we see in all client operations.
IN SUMMARY So we have endeavored to demonstrate a quick and easy way to assess your goals and how achievable they are by helping you understand your numbers that are relevant to you.
By doing this we have asked you to achieve the following before you undertake 2019/2020 annual budget processes:
Contact us if you would like a simple tool to download to enable you to undertake this process by emailing email@example.com