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The answer is a resounding YES!  If you are starting a business, your business venture should be something in which you have experience or professional training. The only exception to this rule is if you buy into a franchise, but it is especially true if you take over an existing business.  Sometimes there are people working in the business who can help provide institutional information about the business, but you need to make sure you trust the people giving you advice.  In those cases, the franchise company typically provides some training. (Even so, I would not suggest buying a food franchise if you have never worked in a restaurant.)

If you buy an existing business, you must make sure the employees who are left are interested in the business being successful.  You also need to quickly determine who you can trust.  Many times the original owner stays on in some role for a couple years to make sure there’s a smooth transition, but there is no guarantee that the founder of the business will work hard for you either.

I have a friend who was an investment banker, who wanted to get into the production industry.  So, he researched the industry, found out who the major players were, and identified a business he wanted to buy in the Midwest.  The company he had his eye on was the top post-production house in that town.  He bought it for millions and then sunk millions more into it upgrading all of the equipment to HD and renovating the space so that people would just want to come by and hang out there and, of course, do business.  The place was a showpiece.  He even threw the industry Christmas party at his business location, so people would see how fabulous the place was on the inside.  Everything was steady the first year, but within three years of the purchase, he was out of business.

Why did this happen?  He should have had business lined up around the block with a facility like that, but because he didn’t know the industry, and more importantly – the culture of the industry so he made many costly mistakes.  Within the first year, three of his top producing editors left the company.  It wasn’t about the facility- his talent drove the demand – it was about the specific editor.  Then, advertising people followed the editor they wanted to work with.  He also rubbed industry people the wrong way by how he went about getting business; advertising creatives never respond favorably to being told what vendors to use.  He was friends with the clients of some of his customers and was perceived as trying to get his friends to strong arm their ad agencies into doing business with him.  He also turned off other production industry veterans in his town by being so flashy and bold.  This is a brilliant guy, who had plenty of resources to run his business, but he had no industry experience.  He also bought from a man who he couldn’t trust.  The former owner was not invested in his success. He was just looking for a payday. The former owner didn’t help him understand the culture of doing business in the advertising industry.  Not knowing how business was done in this industry, cost him his business.  He thought – if he built a top-notch state-of-the-art facility, that would increase the business – but it didn’t.  Here’s SmallBizlady’s rule about buying an existing business Do not just buy a business because you like their balance sheet.

I hold a degree in Broadcast Production from Virginia Tech.  I worked for six years in television as a news producer before I started my multimedia production company. Work for a business like the one you want to start for at least a couple of years before starting on your own. Do not start a daycare center if you have never worked with kids, just because you heard those kinds of businesses make a lot of money.

Door-to-door marketing is a canvassing technique that is generally used for sales, marketing, advertising, or campaigning, in which the person or persons walk from the door of one house to the door of another, trying to sell or advertise a product or service to the general public or gather information. People who use this sales approach are often called traveling salesmen, or the archaic name drummer, to “drum up” business. This technique is also sometimes called direct sales. A variant of this involves cold calling first, when another sales representative attempts to gain agreement that a salesperson should visit.

With the realization of telephone “Do Not Call” lists it is becoming increasingly more difficult to connect with consumers and business people. An emerging trend is the deployment of very professional, highly skilled door-to-door canvassers to drive product sales and brand awareness.

Coordinating, training and motivating these teams to produce results are at the very core of Fulcrum’s proven capabilities. Fulcrum has the knowledge and experience required to implement these programs, such as best days and times to canvass, who will sell the most product; male, female, young or mature and what geographics and demographics respond best to door-to-door marketing. Put Fulcrum’s experience to work for you and avoid the costly mistakes of trying to manage these programs in-house.

Hire and Train Door-to-Door Marketing Team

If you’re in charge of hiring people, that typically means that you’ve found success in Door To Door Marketing yourself. You know what it takes to be great, but now you’re stuck with an entirely new problem. How do you find others who will be just as good (if not better) and will stick around and grow into important influencers invested in the long term growth of the company? A great D2D sales company is a great recruiting company. So what does that greatness look like?

First off, you need to realize that you’re not going to hire a superstar every time. If you think you have found one, be careful. It’s not hard for someone to seem golden during one interview and you don’t want to be fooled.

Even if you think the candidate does have a lot of great experience working in the field for other companies, you have to realize that success doesn’t always translate. What worked for them at previous companies probably won’t work as well for you. In fact, their success will probably make them stubborn; after all, what reason do they have to follow your approach when they’ve figured out their own?

It’s also possible that the rep’s previous company might have had much better-developed training and selling systems than you do, and that system was the key reason they killed it. If you’re not developing a competitive system, what does that communicate about your company? The more dialed-in you are about a rep’s success, the more likely you are to attract and keep strong performers.