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Retail and In-Store promotion Agency, Retail Marketing | face to face marketing consultant Katraj

We help brands to connect with consumers at the point of purchase – driving incremental sales, Retail Marketing & face to face marketing consultant creating new consumers and brand advocates.

At Fulcrum, we are experts in the indian retail environment. As a retail and in-store agency with an in depth knowledge of product sampling, retail promotions and product demonstrations – our nationwide teams can drive sales for your brands at the till.

If you’re looking to showcase your brand within existing retailer channels, or build a whole new audience, we can help you get there.

Our expert staff are experienced with grocery, FMCG, consumer electronics, motor, toys, health and beauty brands and all hold relevant Food Handling and food certification. As a specialist retail and in-store agency, Fulcrum holds full FSSAI certification.

We also provide branded sampling stands and merchandise production, uniforms, freight, storage and logistics to ensure a smooth rollout of your campaign.

With a focus on inspiring action in consumers and delivering actual results, we ensure that we build in measurement, reporting and amplification to maximise ROI for clients.

Speak to us about how we can help you deliver in-store sampling, retail promotions, product demonstrations, travel retail promotions, retail staff, brand ambassadors and retail events.

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5 Tips For Taking Your Brand to Market

Part 1 of our Brand Basics for Small Business series, we covered the crucial first steps to setting up your brand. Once you’ve taken those initial steps and got your brand off the ground, the next stage is to start marketing, in order to raise awareness of your brand, build a customer base, and drive sales for your business. To help you get started, we’ve got five important tips for taking your brand to market.

Tip 1: Get your messaging right

In business, first impressions mean a great deal – so what your initial marketing communicates about your brand will shape the (usually lasting) opinion potential customers form about your brand.

Spend time developing clear, compelling brand messaging that succinctly communicates your brand, ties in with your brand identity, and is relevant to your target audience. Bear in mind that as your brand develops and grows, you’ll need to be able to continue delivering this messaging consistently across all platforms, so getting it right in the early stages is essential.

Tip 2: Choose the right channels

Small businesses are faced with a vast array of potential marketing tactics through which to promote their brand. From digital marketing to direct mail, the key is to identify those channels that are most appropriate to your brand – and are most likely to attract the attention of potential customers. This is where thorough market research (discussed in Part 1) is vital, as you’ll need a clear understanding of your target audience and what channels have the best chance of reaching them.

Potential marketing channels include email marketing, brochures and flyers, social media, event marketing and many more. For some ideas on using a selection of these channels successfully, check out our Guide to Becoming Marketing Active.

Tip 3: Provide clear calls to action – and incentives for following them

Whether your call to action is driving traffic to your website, encouraging email newsletter opt-ins, or increasing your social media following, you need to make this call to action as clear and straightforward as possible. Confusion or ambiguity is an immediate turn-off, so make sure you spell out exactly what people need to do and how to do it.

Behind every call to action, you need to answer the question that is inevitably on the minds of your audience: “what’s in it for me?”. By providing compelling incentives for performing the desired action, your audience is much more likely to follow your lead.

Tip 4: Go for the highest quality you can afford

While budget will always play an important role in small business marketing considerations, opting for cheap-looking, inferior quality marketing materials can do considerable damage to your brand in both the short-term and the long-term. At this early stage it’s important to remember that, as mentioned above, first impressions are critical.

Quality doesn’t just extend to the physical materials on which your marketing is delivered. Skimping on components like copywriting or design can be just as off-putting as cheap paper, so avoid cutting costs by doing it yourself. If price is an issue, consider taking a ‘less is more’ approach and focusing on doing a few key tactics well.

Tip 5: Know your goals from the outset

Before you commence any type of marketing, you need to know what you want to achieve from this activity. Once you’ve established a set of clearly defined goals, you will be able to identify the steps you need to take to achieve these targets.

When setting marketing goals, it’s important to choose targets that are achievable, as well as ensuring you are as clear as possible about your goals. Be specific about what each goal involves and outline timeframes for achievement to work towards. In addition, it’s vital to make sure your marketing goals are easy to track and measure.

While there are many other areas you’ll need to consider before embarking on a marketing strategy, taking time to focus on these five areas will provide you with a strong starting point on which to build.

Stay tuned for the final part of our Brand Basics series, in which we’ll be looking at how to maintain your brand in the long term.

We’d love to hear your experiences of taking a brand to market – if you’ve got your own tips, why not share them with the MIH community? Get in touch by leaving your comments below…

 

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PRICE LISTS, ESTIMATES, QUOTATIONS AND TENDERS

PRICE LISTS, ESTIMATES, QUOTATIONS AND TENDERS–Every business has to give its customers prices for its products or services. There are several ways you can do this.

Many businesses, such as hairdressers, use a standardised price list that remains the same for every customer. Other businesses, such as painters and decorators, have to provide tailored prices for the specific products or services a customer wants to buy. This is usually done with an estimate or a quotation. Larger, more complicated projects are often priced on the basis of a detailed tender document drawn up by the customer.

This guide outlines how to present your prices to your customers. It tells you how to create a price list, describes the difference between a quotation and an estimate, details how to prepare quotations and estimates and describes how to price a tender for a contract.

  • Prepare a price list
  • The difference between a quotation and an estimate
  • Prepare a written estimate
  • Prepare a written quotation
  • Prepare a price for a tender
  • Win contracts at the right price

PREPARE A PRICE LIST

Most businesses will need to draw up a price list at some stage. If you sell a fixed range of products, this may be the only form of pricing you need. This type of standard price list can also be used as the basis for pricing your non-standard orders.

It’s a good idea to date your price lists – particularly if your customer is likely to keep it for a long time. You should make it clear when any special offers expire. It can also be useful to include a clause at the end of the price list stating that prices are subject to change.

You should make clear whether any delivery, packing or postage costs are included in your prices. Additionally, although you don’t have to indicate discounts for bulk purchases on your price list, it might attract more business.

You may be able to use software packages such as Sage Simply Accounting to help you draw up complex price lists.

THE DIFFERENCE BETWEEN A QUOTATION AND AN ESTIMATE

It’s impossible for some businesses to give standard prices for goods and services. This may be because the skills, time and materials required for each job vary depending on different customers’ needs.

This situation is more common in some trades than others – decorators or builders, for example, rarely do exactly the same job twice. When it’s not possible to work from a standard price list, you have to give a quotation or an estimate instead.

A quotation is a fixed price offer that can’t be changed once accepted by the customer. This holds true even if you have to carry out much more work than you expected.

If you think this is likely to happen, it makes more sense to give an estimate. You can also specify in the quotation precisely what it covers, and that variations outside of this will be subject to additional charges.

An estimate is an educated guess at what a job may cost – but it isn’t binding. To take account of possible unforeseen developments, you should provide several estimates based on various circumstances, including the worst-case scenario. This will prevent your customer from being surprised by the costs.

To work out a quote or estimate you need to know your fixed and variable costs. These include the cost-per-hour of manual labour and the cost of the materials you’ll require. Your quote or estimate is then calculated according to what you think the job will involve.

You should provide all your quotes and estimates in writing and include a detailed breakdown. This will help to avoid any disputes about what work is included in your overall price.

You may also wish to set an expiry date. Your quote or estimate will no longer be valid after this time.

PREPARE A WRITTEN ESTIMATE

When you prepare an estimate it’s good practice to give the customer a written copy, including a full breakdown of costs.

Your estimate should include the:

  • overall price
  • breakdown, listing the components of the price
  • schedule, detailing when work will be done or products delivered
  • terms and conditions
  • time period the estimate is valid for
  • payment terms or schedule

You must include your full business contact details in your estimates. If you have letterhead, it’s a good idea to put your estimates on this.

Where applicable the GST/QST component of your price should also be provided.

It is advisable to get signed acceptance of your estimate and to make sure your customer is clear about what has been agreed.

Include a disclaimer stating clearly that the estimate’s price is subject to change. Agree in advance how any variations will be costed. These can arise if the client changes their requirements or if a job turns out to be more complicated than expected.

If you think price complications are likely to arise, it’s a good idea to supply a number of estimates based on different scenarios. This will help to avoid any disputes with your client as the work progresses.

When you start to work or supply, you should keep good records of any cost over-runs, along with how and why they occur.

Software packages can help you identify the costs involved in work for which you’re providing an estimate. Many accounting and spreadsheet packages can be used for this purpose.

PREPARE A WRITTEN QUOTATION

Quotations commit you to the price you specify, so they are usually used when:

  • the work you’re quoting for has clear requirements – in terms of time, labour, materials, etc.
  • your costs are stable
  • you’re confident the work won’t turn out to be more complicated than expected

It’s good practice to give your customers a written quotation. This should include the:

  • overall price
  • breakdown of the components of the price, indicating what is covered and what is not
  • period the quotation is valid for
  • schedule for when the work will be done or products delivered
  • full contact details of your business
  • payment terms or schedule

It’s also advisable to get your customer’s written confirmation that they’re happy with the price you have quoted and the work that this includes. This should be done before you carry out the work, or provide the goods or services.

Computer software can be used to help you determine the costs involved in any work for which you’re drawing up a quotation. Many accounting and spreadsheet packages can be used for this.

PREPARE A PRICE FOR A TENDER

If you provide goods or services to other businesses or the public sector, you may have to compete for contracts by submitting a tender. Although value for money can be an important component of many tenders, the way you price your bid can also make the difference between winning or losing business.

As with quotations, you’re committed to the price you submit in a tender if it is accepted.

Before you price a tender, check the instructions in your client’s bid specification. These will usually detail how the costs should be displayed so that bids are easier to compare.

You may be asked to provide:

  • a breakdown of component costs at each stage of the project (e.g. weekly or monthly)
  • staff time and costs
  • management time and costs
  • administration time and costs
  • estimates of reimbursable expenses

Even if a detailed breakdown isn’t asked for, it’s in your interest to provide one. It can help you to win contracts by showing your client you’re offering good value.

For more advice on how to price contracts, read the page in this guide on how to win contracts at the right price.

In your tender document, your overall price should be set out in both words and figures. It should be clear which currency you are dealing in and whether your price includes GST/QST.

You should also state how long your prices will be valid for. It can sometimes take a long time for tender decisions to be made – by which time your costs may have increased.

It is a good idea to add a contingency for any unexpected costs or additional work that may arise. Explain where and why you have included this in your bid.

WIN CONTRACTS AT THE RIGHT PRICE

Pricing a tender for the first time can be difficult as you will have no benchmark or idea of what competitors might bid.

Price is important when submitting a tender, but don’t lose sight of the quality you will provide when deciding on it.

Clients often consider the lifetime cost of the products and services they buy. This includes their initial purchase cost, along with other factors such as maintenance costs, downtime costs (if there’s a breakdown) and the cost of consumables and disposal.

Make sure you don’t bid too low just to get your foot in the door. Clients will be suspicious of abnormally low bids – they may doubt the level of quality you can deliver for such a price. Remember that once you’ve committed to a very low price, you may find it difficult to increase your prices with this client in the future.

It is therefore better to price your tender realistically, and ensure that you focus on the benefits that you can provide to a customer. Get this right and many customers will be willing to pay the price required, even if it is more than your competitors will charge.

It can be helpful to think in terms of the value of your goods or services from the customer’s point of view, not your own. If you are the only quality provider of something a client really needs, it may be more valuable than you think. Your price should reflect this.

 

PRICE LISTS, ESTIMATES, QUOTATIONS AND TENDERS

 

Principles of Marketing

Effective marketing techniques

Marketing communication Strategies and Planning

Promotion: Integrated Marketing Communication

Marketing Management and Strategic Planning

Marketing Strategy

ADVERTISING AND PROMOTIONS

 

 

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We power the mechanics behind your promotional marketing. Providing fully integrated fulfilment services that are intelligent and flexible enough to manage your ideas, growth and promotional objectives. Our multi-channel solutions provide a solid infrastructure for your project, whilst our history and experience allows you to benefit from what we have learnt over the last 10 years. shopper marketing | Feet On Street marketing Work Katraj

Consumers have changed, media has evolved and so have our solutions.

Our solutions to your activity include:
Ecommerce
On-pack promotions & competitions
Loyalty & Reward programmes
Customer helplines
POS – Collation & Distribution
Product Sampling
Contract packing
Database Management
Kitting & relabeling
Digital services

 

About Us

At Fulcrum, we consider ourselves the home of marketing logistics solutions, and have done so since we were established back in the ’s. As specialists in promotional marketing, large volume contract packing and customer service, we pride ourselves on our ability to help brands connect with their customers.

we are able to deliver agile, flexible and dynamic solutions for our clients. It’s for these reasons that we have maintained long-standing relationships with some of the mumbai’s leading brands. Our clients come in all different shapes, sizes and sectors which include retail, public sector, cosmetics & personal care, beverage, financial services and travel to name just a few. However, it’s our culture and values that set us apart from the rest, as working with Fulcrum means you are doing business with a trusted partner who puts your brand integrity at the forefront of everything we do.

At Fulcrum, we truly believe that having an empowered workforce helps us to deliver the best possible service for our clients, which is why we set up the Fulcrum Academy. The academy supports our employees in their quest for personal and professional development, it gives individuals who are ambitious and want to further their own skills and careers the opportunity to gain further qualifications. We offer a wide range of learning opportunities f to professional body qualifications, as we believe our staff are at the heart of the business and its success.

We’re more than just a marketing logistics partner, we’re your brand ambassadors. Working with you to ensure you deliver a customer experience to be proud of.

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Icebergs

14.1 Icebergs

LEARNING OBJECTIVES

  1. Understand the kinds of disasters that can face a small business.
  2. Understand why disaster planning is important to a small business.
  3. Describe the process of disaster planning.
  4. Describe the sources of disaster assistance for small businesses.

A natural or a man-made disaster is but the tip of the iceberg. Planning for the complexity of what lies below the tip is important for every small business. Small- to medium-sized businesses are the most vulnerable in the event of a disaster.“Planning Can Cut Disaster Recovery Time, Expense,” US Small Business Administration, accessed February 6, 2012, archive.sba.gov/idc/groups/public/documents/sba_homepage/serv_da_dprep_howtoprep.pdf. It has been estimated by the US Department of Labor that 40 percent of businesses never reopen following a disaster. At least 25 percent of the remaining companies will close within two years. The Association of Records Managers and Administrators estimated that over 60 percent of small businesses that experience a major disaster close by the end of two years.Darrell Zahorsky, “Disaster Recovery Decision Making for Small Business,” About.com, accessed February 6, 2012, sbinformation.about.com/od/disastermanagement/a/disasterrecover.htm.

Given these odds, planning for disaster recovery makes great sense—even if, in the end, walking away makes the most sense. If a small business owner decides to rebuild, the process can begin after human health and safety are restored, the electricity is back on, and transportation is up and running. Everyone will want life to return to normal following the destruction, but that may not be possible for every small business. The market may change. Conditions may change, and a business must change to succeed in disaster recovery.Darrell Zahorsky, “Disaster Recovery Decision Making for Small Business,” About.com, accessed February 6, 2012, sbinformation.about.com/od/disastermanagement/a/disasterrecover.htm.

Disaster Planning

In the film Apollo 13, astronauts and engineers went through seemingly endless simulations of what might go wrong on a flight to the moon. The astronauts complained that some of the scenarios were unrealistic and almost impossible to occur. But when a near disaster occurred on Apollo 13, the engineers and astronauts were confronted with a problem that had never been considered; however, because of their prior experience with disaster training, they were able to develop a solution.

Rather than being negative, anticipating what can go wrong can be profoundly positive through either prevention or quickly responding to a crisis. The wise small business owner should appreciate Murphy’s Law (“Anything that can go wrong will go wrong”) and Murphy’s first corollary (“And it will go wrong at the worst possible moment”). The most pragmatic small business owner will also realize that Murphy was an optimist.

The Federal Emergency Management Agency declared 741 natural disasters in the United States for the period 2000 to 2011. Of that number, 66 percent were declared across the following six states: Texas (#1), California, Oklahoma, New York, Florida, and Louisiana (#6). However, every state and territory was represented.“Declared Disasters by Year and State,” Federal Emergency Management Agency, accessed February 6, 2012, www.fema.gov/news/disaster_totals_annual.fema. Planning for the aftermath of severe storms, flooding (e.g., perhaps snow melts too fast), fire, a hurricane or a tornado, a terrorist attack, or—in some areas—an earthquake is the key to getting back to business with a minimum of disruption. Not all businesses will face the same likelihood of these disasters occurring, but everyone faces the possibility of fire, severe storms, and flooding. Every situation will be unique, with the complexity of issues depending on the particular industry, size, location, and scope of a business.“Planning Can Cut Disaster Recovery Time, Expense,” US Small Business Administration, accessed February 6, 2012, archive.sba.gov/idc/groups/public/documents/sba_homepage/serv_da_dprep_howtoprep.pdf. The widespread nature of a the typical disaster means that public services, such as police, fire fighters, and medical assistance, will be unable to reach everyone right away. A business might be going it alone for a while.F. John Reh, “Survive the Unthinkable through Crisis Planning,” About.com, accessed February 6, 2012, management.about.com/cs/communication/a/PlaceBlame1000.htm.

According to a recent poll conducted by the National Federation of Independent Business, man-made disasters affect 10 percent of small businesses, and natural disasters have impacted more than 30 percent of all small businesses in the United States.Darrell Zahorsky, “Disaster Recovery Decision Making for Small Business,” About.com, accessed February 6, 2012, sbinformation.about.com/od/disastermanagement/a/disasterrecover.htm. Man-made disastersare disastrous events caused directly and principally by one or more identifiable deliberate or negligent human actions.“Man-Made Disaster,” BusinessDictionary.com, accessed February 6, 2012, www.businessdictionary.com/definition/man-made-disaster.html. They include such things as arson, radiation contamination, terrorism, structural collapse due to engineering failures, civil disorder, and industrial hazards.“Anthropogenic Hazard,” Wikipedia, accessed February 6, 2012, en.wikipedia.org/wiki/List_of_man-made_disasters. The better prepared a business is, the faster it will be able to recover and resume operations…if that is the decision. Having a disaster plan can mean the difference between being shut down for a few days and going out of business entirely.“Disaster Preparedness: FAQs,” US Small Business Administration, accessed February 6, 2012, sbaonline.sba.gov/services/disasterassistance/disasterpreparedness/serv_da _dprep_howcaniprep.html.

A Disaster Planning Success Story

Joe Bogner of Dodge City, Kansas, learned the importance of disaster planning firsthand. He owns Western Beverage, Inc., a beverage distribution company serving twenty-nine counties in western Kansas. In 2002, Western Beverage sustained millions of dollars in fire damage. Yet the company resumed deliveries after just three days. Bogner was named the Kansas City Small Businessperson of the Year for 2006, partially because of his company’s ability to respond to adversity. As his nomination package stated, “Setting up plans of action and following through are Joe’s way of life. He has proven and is continuing to prove that dreams can come true.”“Planning Can Cut Disaster Recovery Time, Expense,” US Small Business Administration, accessed February 6, 2012, archive.sba.gov/idc/groups/public/documents/sba_homepage/serv_da_dprep_howtoprep.pdf.

Four key facts about disaster planning must be kept in mind: (1) disasters will occur, (2) an owner must have a plan before the disaster occurs, (3) react with urgency but do not panic, and (4) ride it out.F. John Reh, “Survive the Unthinkable through Crisis Planning,” About.com, accessed February 6, 2012, management.about.com/cs/communication/a/PlaceBlame1000.htm. If an owner is committed to having a disaster plan for a business, the plan and process can be structured in a variety of ways. For this section, however, the recommendations on Ready.gov serve as the structure for our discussion. These recommendations reflect the Emergency Preparedness Business Continuity Standard (NFPA 1600) developed by the National Fire Protection Association and endorsed by the American National Standards Institute and the Department of Homeland Security.“Plan For and Protect Your Business,” Ready.gov, accessed February 29, 2012, www.ready.gov/business. The recommendations are divided into three areas: plan to stay in business, talk to the people, and protect the investment. The topics discussed here are presented in Figure 14.1 “Disaster Planning”. They have the greatest immediacy for a small business.

Figure 14.1 Disaster Planning

Source: http://www.ready.gov/business.

Plan to Stay in Business

A business owner has invested a tremendous amount of time, money, resources, and emotions into building a business, so he or she will want to be able to survive a natural or man-made disaster. This requires taking a proactive approach so that the chances of the business surviving are increased. Unfortunately, nothing can be done to guarantee the survival of a business because there is no way to know what kind of disaster may occur—or when. There is also no way to know what kind of business environment the owner will face after the disaster. There are, however, several things can be done to increase those chances of survival. Resist the temptation to put emergency planning on the back burner.

Be Informed

It is important to look realistically at the types of disasters that might affect a business internally and externally and prepare a risk assessment. Consider the natural disasters that are most common in the areas where the business operates and think about the business’s vulnerability to man-made disasters. Fires are the most common disasters in the United States, and they are extremely destructive to businesses,“Fires,” American Red Cross, accessed February 6, 2012, www.sdarc.org/HowWeHelp/DisasterPreparedness/Fire/tabid/81/Default.aspx. but an owner may not be aware that a community is very vulnerable to flooding from snow melt or that the proximity to a chemical plant makes a business vulnerable to the results of explosions. This is why it is important to prepare a risk assessment so that the business can plan accordingly.

Make a Continuity Plan

It is said that a business continuity plan is the least expensive insurance any business can have—especially a small business—because it costs virtually nothing to produce.“How to Create a Business Continuity Plan,” wikiHow, accessed February 6, 2012, www.wikihow.com/Create-a-Business-Continuity-Plan. The better the continuity planning is before a disaster, the greater the chances that a business will survive and recover. There are many things that can be done.“Plan For and Protect Your Business,” Ready.gov, accessed February 29, 2012, www.ready.gov/business; “How to Create a Business Continuity Plan,” wikiHow, accessed February 6, 2012, www.wikihow.com/Create-a-Business-Continuity-Plan. The following is not an exhaustive list:

  1. Carefully assess how the business functions. Document internal key personnel and backups (i.e., the personnel without whom a business absolutely cannot function). The list should be as large as necessary but as small as possible.
  2. Identify suppliers, shippers, resources, and other businesses that are interacted with on a daily basis. Document these and other external contacts, such as bankers, attorneys, information technology (IT) consultants, utilities, and municipal and community offices (police, fire, etc.) that may be needed for assistance.
  3. Identify people who can telecommute. Take steps to ensure that critical staff can telecommute if necessary.
  4. Plan for payroll continuity.
  5. Document critical equipment. Personal computers, fax machines, special printers and scanners, and software are critical to most businesses. An accurate inventory will help a business restore critical equipment.
  6. Make sure that all data and critical documents are protected. Critical documents include articles of incorporation and other legal papers, utility bills, banking information, and human resources documents; all these will be required to start over again. The Small Business Administration (SBA) recommends that vital business records—information stored on paper and computer—should be copied and saved at an offsite location at least fifty miles away from the main business site.“Disaster Preparedness: FAQs,” US Small Business Administration, accessed June 1, 2012, http://archive.sba.gov/services/disasterassistance/disasterpreparedness/serv _da_dprep_howcaniprep.html. Companies such as Carbonite can store records “on the cloud.”
  7. Identify a contingency location where business can be conducted while the primary office is unavailable. Many hotels have well-equipped business facilities that can be used, but remember that other businesses may need to do the same thing. It is good to have a contingency plan for a contingency location.
  8. Put all the information together. The continuity plan is an important document, a copy of which should be given to all key personnel. Do not distribute the plan to people who do not need to have it. The plan will contain sensitive and secure information that could be used by a disgruntled employee for inappropriate purposes.
  9. Plan to change the plan. There will always be events that could not have been factored into the plan. For example, the contingency site is damaged beyond use or the business’s bank is in an area that will be without power for days. Situations such as these will require immediate changes to the plan.
  10. Review and revise the plan.

Talk to People

Without good communication, the internal and external structure of a business—and its daily operations—will face challenges that may ultimately lead to its downfall.Kristie Lorette, “Importance of Good Communication in Business,” Chron.com, accessed February 6, 2012, smallbusiness.chron.com/importance-good -communication-business-1403.html. Strong communication skills are, therefore, a vital part of business success. When first starting out, the owner will need good communication skills to attract and keep new customers. As the business grows and new employees are required, these skills will be needed to hire, motivate, and retain good staff.Leslie Schwab, “Small Business: The Importance of Strong Communication Skills,” Helium, June 20, 2009, accessed February 6, 2012, www.helium.com/items/1486526-strong-communication-skills-are-required-for-success-in-small-business. It is for this reason that the employees of a business should play a central role in creating a disaster plan.

Involve Coworkers

Providing for the well-being of all employees is one of the best ways to ensure that a business will recover from a disaster. A business must be able to communicate with them before, during, and after a disaster. There are several recommendations for doing this, including the following:“Plan For and Protect Your Business,” Ready.gov, accessed February 29, 2012, www.ready.gov/business.

  • Employees from all levels in the organization should be involved.
  • Internal communications tools, such as newsletters and intranets, should be used to communicate emergency plans and procedures.
  • Set up procedures to warn people, being sure to plan how to warn employees who are hearing impaired, are otherwise disabled, or do not speak English.
  • Encourage employees to find an alternate way of getting to and from work in case their usual way of transportation is interrupted.
  • Keep a record of employee emergency contact information with other important documents.

Write a Crisis Communication Plan

The owner must decide how the business will contact suppliers, creditors, other employees, local authorities, customers, media, and utility companies during and after the disaster. One easy way to do this is to assign key employees to make designated contacts. Provide a list of these key employees and contacts to each affected employee and keep a copy with other protected contacts. Each key employee should also keep a copy of the list at home. In addition,“Plan For and Protect Your Business,” Ready.gov, accessed February 29, 2012, www.ready.gov/business. do the following:

  • Make sure that top executives have all the relevant information needed to protect employees, customers, vendors, and nearby facilities.
  • Update customers on whether and when products will be received and services rendered.
  • Let public officials know what the business is prepared to do to help in the recovery effort.
  • Let public officials know whether the business will need emergency assistance to conduct essential business activity.

Support Employee Health—and the Owner’s Health

Disasters often result in business disorientation and environmental detachment, with the psychological trauma of key decision makers leading to company inflexibility (perhaps inability) to deal with the change required to move forward.Darrell Zahorsky, “Disaster Recovery Decision Making for Small Business,” About.com, accessed February 6, 2012, sbinformation.about.com/od/disastermanagement/a/disasterrecover.htm. If the owner or other key personnel experience posttraumatic stress disorder, it can cripple a business’s decision-making ability.

No matter the disaster, there will be psychological effects (e.g., fear, stress, depression, anxiety, and difficulty in making decisions) as well as—depending on the nature of the disaster—physical effects such as injuries, burns, exposure to toxins, and prolonged pain.John H. Ehrenreich, “Coping with Disasters: A Guidebook to Psychosocial Intervention,” Toolkit Sport for Development, October 2001, accessed February 6, 2012, www.toolkitsportdevelopment.org/html/resources/7B/7BB3B250-3EB8-44C6-AA8E -CC6592C53550/CopingWithDisaster.pdf. As a result, the owner and the employees may have special recovery needs. To support those needs, do the following:“Plan For and Protect Your Business,” Ready.gov, accessed February 29, 2012, www.ready.gov/business.

  • Provide for time at home to care for family needs, if necessary.
  • Have an open-door policy that facilitates seeking care when needed.
  • Reestablish routines as best as possible.
  • Offer special counselors to help people address their fears and anxieties.
  • Take care of yourself. Leaders tend to experience increased stress after a disaster. The leader’s own health and recovery are also important to both family and the business as a whole.

Protect the Investment

Last but certainly not least, take steps to protect the business and secure its physical assets. Among the things that can be done, having appropriate insurance coverage; securing facilities, buildings, and plants; and improving cybersecurity are at the top of the list.

Insurance Coverage

Having inadequate insurance coverage can leave a business vulnerable to a major financial loss if it is damaged, destroyed, or simply interrupted for a period of time. Because insurance policies vary, meet with an insurance agent who understands the needs of a particular business.“Insurance Coverage Review Worksheet,” Ready.gov, accessed February 6, 2012, www.ready.gov/sites/default/files/documents/files/InsuranceReview_Worksheet.pdf.

  • Review coverage for things such as physical losses, flood coverage, and business interruption. Normal hazard insurance does not cover floods, so make sure the business has the right insurance.“Disaster Preparedness: FAQs,” US Small Business Administration, accessed June 1, 2012, http://archive.sba.gov/services/disasterassistance/disasterpreparedness/serv _da_dprep_howcaniprep.html. Business interruption insurance protects a business in the event of a natural disaster, a fire, or other extenuating circumstances that affect the ability of a company to conduct business.“Business Interruption Insurance,” Entrepreneur, accessed February 6, 2012, www.entrepreneur.com/encyclopedia/term/82282.html. Small business owners should seriously consider this type of insurance because it can provide enough money to meet overhead and other expenses while out of commission. The premiums for these policies are based on a company’s income.“Business Interruption Insurance,” Entrepreneur, accessed February 6, 2012, www.entrepreneur.com/encyclopedia/term/82282.html.
  • Understand what the insurance policy covers and what it does not cover.
  • Add coverage as necessary.
  • Understand the deductible and make adjustments as appropriate.
  • Think about how creditors and employees will be paid.
  • Plan how to pay yourself if the business is interrupted.
  • Find out what records the insurance provider will require after an emergency and store them in a safe place. It would be a good idea to take pictures of your physical facilities, equipment, buildings, and plant so that insurance claims can be processed quickly. These pictures will also provide a good basis for putting the operation back into working order.

Secure Facilities, Buildings, and Plants

One cannot predict what will happen in the case of a disaster, but there are steps that can be taken in advance to help protect a business’s physical assets, including the following:“Plan For and Protect Your Business,” Ready.gov, accessed February 29, 2012, www.ready.gov/business.

  • Fire extinguishers and smoke detectors should be installed in appropriate places.
  • Building and site maps with critical utility and emergency routes clearly marked should be available in multiple locations—and they should be protected with other important documents.
  • Think about whether automatic fire sprinklers, alarm systems, closed circuit television, access control, security guards, or other security measures would make sense.
  • Secure the entrance and the exit for

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The Five Pillars of Experiential Marketing

Design

The design of an experiential marketing event should be of the utmost importance to every brand. This doesn’t mean that the design of the event should just be visually appealing, but also that it should convey a strong message about your brand. Guests should immediately know who the brand is and what they stand for when they walk into an event.

The event should also be designed in a way that makes the experience easy to understand. For example, when GE wanted to host an event to show industry professionals how they were providing global healthcare solutions to impoverished countries around the world, they relied heavily on the event’s design. The company set up several “movie sets” designed to look like various parts of the world that they had helped, including rural African villages and emergency rooms. Then, doctors stood in front of each set to explain to guests how GE’s initiative was impacting these areas. During this event, the design was used to make an impact on guests and clearly illustrate the difference that GE was making around the world.

Community

An experiential marketing event should also embrace the community of the brand’s potential and existing customers. One brand that seamlessly incorporated their community into their experiential marketing event was Google.

Google announced plans to give away $5.5 million to nonprofit organizations in the San Francisco Bay area. Instead of letting executives decide where this money would go, the company enlisted the community’s help. Google set up interactive posters throughout the city in places such as bus shelters, restaurants, and shopping centers. The posters asked the community one simple question: where should the $5.5 million go? People in the community could then tap on the poster to vote for a specific cause such as helping parents and teachers connect, growing small businesses, or helping at-risk kids graduate.

This is a perfect example of how companies should embrace their communities. Google recognized that their donation could lead to significant change in the community, so they allowed the community to decide what needed to be changed. In this example, Google’s community was the actual community of San Francisco, but for many brands, the community is their target audience.

Engagement

Experiential marketing is all about engagement, so it’s no surprise that this is one of the five pillars of this strategy. In the past, brands engaged in one-way communication with their consumers. The brands sent messages via TV commercials, billboards, or print ads, and consumers did not have the ability to respond. But now, consumers demand that brands engage in two-way conversations with them. Consumers want to be able to provide feedback, share their concerns, and ask questions in order to gain a deeper understanding of the brand. Fortunately, this is all possible at experiential marketing events.

Guests should be able to test new products, speak with brand ambassadors, and participate in fun brand-related activities at an experiential marketing event. Even if guests are not actually purchasing the brand’s products, they are still engaging with the brand. Giving guests this type of positive experience is the first step to converting them into customers and building a lifelong relationship with them.

During the event planning process, marketers should constantly ask themselves how guests will engage with the brand. If there are not enough opportunities for guests to engage directly with the brand, changes need to be made in order for the event to be a success.

Data

Marketers should rely heavily on data both before and after an experiential marketing event. Before the event, marketers should use data to figure out where the event should be held, the best way to communicate to their target audience, and what results they should expect. After the event, marketers should analyze the data collected from the event to determine if the event was a success. This data should also be used to improve future events. For example, let’s say the data reveals that the vast majority of guests heard about the event on Instagram and none of the guests heard about the event on Twitter. When planning the next event, marketers should reference this data when determining the best way to invite members of their target audience.

Culture

Brands must have a customer-centric culture in order to plan successful experiential marketing events. If everyone in the company knows that the customer always comes first, this will help them make better decisions when it comes to planning and hosting an experiential marketing event. The event will truly be designed with the customer in mind, which makes it much more enjoyable for guests.

It’s important for brands to hire brand ambassadors that understand the idea of a customer-centric culture. The brand ambassadors will be the face of your brand during an experiential marketing event, so they must be trained to make sure every guest has a pleasant and memorable experience. If they don’t put the customers first, guests will assume that your company doesn’t either.

 

 

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