Archive for the ‘Marketing’ Category

Consulting isn’t just about expertise — it is also about relationships. What better way to build those relationships than through networking?

Networking isn’t just for consultants. It is something you should do regardless of your career. As the old saying goes, “It’s not what you know, but who you know.” True for finding new jobs… and for finding new clients.

Networking can seem painful. Many consultants are introverts — we’re thinkers and planners. We like to deal with problems and ideas, not necessarily with people. Leave that for the sales and marketing types, right?

But if you are a solo practitioner, it is up to you (and you alone) to get the business. You first need to GET the projects before you can DO the projects. That means YOU are the now sales and marketing department.

As an aside, I often advise my engineering colleagues (among the most introverted and distrustful of sales and marketing) to treat getting the business as just another challenging problem to be solved. Looking at it that way, it can even be fun. It is for me.

So how do you network? Strategically. Go where your potential clients are. Think about the niches you serve. This is not about “speed dating” or collecting business cards. Rather, you need to focus — use a rifle, not a shotgun.

And don’t overlook recommenders — others serving your markets. These include professionals (attorneys, lawyers, bankers), media (magazine editors and newspaper reporters), and yes, sales people (reps, distributors, etc.)  Some of my best business leads over the years have come from these sources.

Here are some ways to network strategically:

–Professional organizations… If you are a professional and not already a member — join today!  Participate — don’t just attend meetings. If you business is local, get involved at the local chapter level. If you business is national, get involved at the national level.  If both, well, get involved at both levels.

Volunteer to speak. Short talks and tutorial sessions provide great exposure, and help your colleagues at the same time. Special committees are good too.  We’ve done both, and it has paid off well. Plus, we’ve made a lot of good friends along the way.

One caveat — pick and choose you efforts with care, as volunteer organizations can suck up time like crazy. Don’t spread yourself too thin — you still need to make a living.

–Symposiums… Many professional organizations have annual trade shows. You should attend these too. These are an excellent opportunity to meet the movers and shakers in your industry, which include influencers like journalists and marketers.

Skip the academic sessions, and head for the tutorials. Better yet – volunteer to present – this puts you in front of potential clients. And spend time on the show floor talking to the sales/marketing folks. You’ll learn about new products/services, and often new opportunities as well.

–Trade & Civic organizations… Think about places your clients and potential clients hang out to network. Then plug into those networks, at least on an occasional basis.

For example, if you are an accountant serving a local business market, consider joining local Rotary or Lions clubs. If you are an accountant serving a special niche such as HOAs (home owners associations), consider joining the local or national HOA group. (Yes, such groups exist.)

–Social media... Thanks to the Internet, social media offers many opportunities to expand your networks at very low cost. One caveat — do not rely solely on social media — the personal touch is still crucial.

The big four today are LinkedIn, FaceBook, Twitter, and Google+.  My experience suggests that LinkedIn is preferred for B2B, while FaceBook shines with B2C. Done right, Twitter can be effective for both. Just joined Google+ so I have no opinions on it yet.

The key is to be where your potential clients are at. Once again — watch your time. If you are not careful, these can be addictive and can become tremendous time sucks.

Finally, don’t expect immediate results – networking is for the long term and will eventually pay off.  As a plaque in my office says, “In the pond when you least expect it, a fish will appear.” But you need to have your line in the water…

People buy from those they know, like, and trust. Networking works!

Copyright © 2013, jumptoconsulting.com. All rights reserved.

As part of my commitment to get off my butt and write my book on consulting, I attended the Indie Author Publishing Conference this weekend in Phoenix. Over 120 authors and prospective authors heard from several panels of experts that included book editors, agents, publishers, legal experts, and more.

The focus was on the business end of writing. Lots of nuts and bolts stuff – how to pitch your book to agents and editors, published vs. self published, digital books, copyright issues, and much more. Learned a LOT about the ins and outs of the book business. In fact, I’ll never look at a book the same again.

A crucial message repeated throughout the conference — marketing is key! You can write the best book in the world, but without marketing it won’t go far.

As one presenter said, “Writing is an craft — publishing is a business.” It struck me that consulting and writing are similar. If you want to make a living at either, you must first treat them as businesses.

That doesn’t mean you don’t deliver quality. It was reiterated many times — you still need to write good stuff. So it is with consulting — you still need to deliver good results.

Incidentally, it is OK to write or consult as a hobby. Many do this in retirement, or as a pleasant diversion during the working years. We moonlighted for almost ten years before going full time as consultants, and enjoyed it. Even made a few bucks along the way.

But if you want to make a living at writing or consulting, you must focus on the business end of things. And the most important aspect of both businesses is the marketing! Without clients or readers, you won’t make any money.

Here were several insights gleaned on the book business:

Publishers don’t market. They print and distribute. Any marketing they provide usually ends within the first 30 days of release. After that, it is up to YOU to promote your book.

Publishers like to see a platform. If you have a blog with 100,000 new visits per month, you can get published pretty fast. Ditto 100,000 (legitimate) follower on Facebook or Twitter. Do you have an existing fan base?  Don’t worry — even a smaller following helps.

Publishers like credibility. Have you written a book? How did it do? What about magazine articles or columns? Are you known in your market?

Publishers (particularly smaller ones) serve niches. For example, we were told that books on southwest gardening often do well in Arizona. Niche marketing works! (In this case, geography and topic.)

Publishers (particularly the larger ones) often work solely with agents. You may need the connections and guidance these specialized consultants provide.

Publishers reject a lot of stuff. Even really good stuff. So don’t give up — at least right away. But be sure you have a quality product.

Finally, it also struck me that there are many consulting opportunities in the publishing business. A prime example is the the husband and wife team of Arielle Eckstut and David Sterry. They founded and run The Book Doctors, a consultancy that helps aspiring writers get published.

Both are published authors (7 for Arielle and 12 for David), plus Arielle is an agent with a respected New York book agency. They presented a session on “How to Pitch a Book” followed by the Pitchapalooza at the end of the day. Good people!

So this weekend I learned about book publishing, and that writing and consulting have a lot in common. Marketing is key for both. Now, back to the book!

P.S. Special thanks to my favorite book store - Changing Hands in Tempe AZ – the sponsor of the conference.

Copyright © 2013, jumptoconsulting.com. All rights reserved.

Directories should be a part of every consultant’s marketing strategies. The secret is to be listed in the right directories – those used by potential clients. So give some thought to where you might look to find someone like yourself.

Most directories provide search capabilities (expertise, location…), so consider your search categories. If you don’t see a good match, contact the directory owner and suggest a new category. This is particularly important if you serve a narrow niche.

Directories alone, however, are not enough. They are just a starting point, so you need to have other pieces in place. A web site is ideal, since most directories allow only minimal information.  Be sure to include your web address and e-mail in the listing.

Don’t have a web site? Set one up — even if it is a single page. Nowadays, a phone number is not enough — most people want to check you out before initiating contact.

The good news is that many directories are inexpensive or free. So where are these directories, and how do you get listed? Here are several options:

• Professional organizations – Good for visibility with professional colleagues, which often lead to referrals. Most have on-line directories, although some still offer printed directories. Often free, but may include a nominal annual charge.

• Trade magazines – Good for visibility with potential nationwide clients. Most have on-line directories, and some include printed directories as part of annual Buyer’s Guides. Often free, but for a nominal charge you can often enhance your listing. If offered, I recommend doing so.

• Civic/business organizations – A good choice if your clientele is primarily local, such as legal, accounting, architecture, etc. Examples are Chambers of Commerce, Business Round Tables, etc. You may want to participate in the organization for even more visibility.

• Technical answering services – For years, we’ve belonged to Intota (formerly Teltech),  an organization that connects businesses with peer recommended experts. Over 10,000 experts in the science, engineering, medicine, regulations, and business. Free for consultants, and you even get paid to answer simple questions (which often lead to longer consultations.)

Finally, directories are best used in conjunction with other lead generation methods, such as web sites, professional activities,  articles, presentations, etc. In fact, our experience has shown that multiple methods multiply your success.

Copyright © 2013, jumptoconsulting.com. All rights reserved.

Recently ran across this web site and newsletter, and wanted to share it here. In addition to being a useful resource, it is also a delightful success story.

In 2000, Michael Katz launched Blue Penguin Development, a one man firm that teaches professional service providers how to position themselves as “likeable experts.” Much of his emphasis is on newsletters (a favorite technique of mine) and social media.

Following his own advice, he has published over 275 issues of “The Likeable Expert Gazette,” a weekly E-Newsletter with over 7000 subscribers around the world. Just added my name to his list, and really enjoy his musings. Light, refreshing, and easy to digest. (Gee, I sound like a food critic.) Nutritional, too.

Michael has a BA in Psychology, an MBA, and a past career as a columnist and humorist before going independent twelve years ago. He started about age 40 (boomers take note) and is still going strong. Best of all, he is as bald as a billiard ball, which always sits well with me. Hair is way overrated…

His services range from writing newsletters to helping with marketing. He does this through books, webinars, and individual consulting. If you sign up for his newsletter, he’ll even send you a link to his free E-Book, “It Sure Beats Working – 29 Quirky Stories and Practical Business Lessons for The First Time, Mid-Life Solo Professional.” Loved it!

I’ve not met Michael Katz, but hope to at some point in the future. It is a real pleasure to recommend him to those of you considering your own JumpToConsulting.

The Likeable Expert Gazettete, by Michael Katz – www.BluePenguinDevelopment.com

Copyright © 2013, jumptoconsulting.com. All rights reserved.

Not my favorite approach, but when times are desperate…

I’m with luminaries like Alan Weiss, Howard Shenson, and Perry Marshal on this method. Much better to have potential clients call you, rather than the other way around. As Shenson once said, your marketing goal should be have clients clamoring for you.

Think about it. As a professional, does you doctor call you to see if you want to buy a penicillin shot today? Does your lawyer call you to see if you want to buy a will today? No, they create both the credibility and visibility so you will first call them.

But there are times when cold calling can help. If you are just starting out, for example, you could (and should) call everyone you know to announce your new business. You can ask if they know anyone who might need your services. Just don’t push your services on them — if interested, they will let you know.

One important suggestion. Don’t rely on e-mails alone for the initial contact. Most of us get a hundred or more cold-call e-mails every day, and we are all good at zapping them to the delete folder. That is, if the spam filters don’t catch them first.

Consider a personal letter. No, snail mail is not dead, and a well written personal letter will stand out. Use it to break the ice, and then follow up with a personal phone call. I think you will be pleased with the results from this two step process.

Pick a number – say 20 per week – and work your way through your list. It is said that most of us know around 200 people. Make 4 calls per day, and in ten weeks you’ve personally contacted all of them. If lucky, you may even have snagged a project.

But don’t stop there. If you publish a newsletter, ask to add them on your list. You’re not publishing a newsletter? Well, time is a wasting. Consider a short e-mail letter. Now that you’ve made the personal contact, the e-mail follow up is fine and very inexpensive. You want to keep in touch.

Technically, the cold calls above are really warm calls. Since you already know the person, you have a reason to call. But what about complete strangers?

This is where targeted cold calls can work. For example, you just read that the XYZ company just won a contract where your area of expertise could help. Get on the phone and find out who would be a good contact. Check out your contacts on LinkedIn too.

When you find the right person, give them a call or send a letter. But do your research first.  Don’t waste their time “exploring what keeps them up a night” or other similar nonsense.  Rather, offer some ideas or examples of how you have helped others. After all, that is what consultants do.

Here are two examples of cold/warm calling...

The first is Dr. Gary Blank, a fellow consulting engineer. He tells a great story of how he quickly transitioned from corporate employment to full employment as a consulting engineer.

When told of an impending job change, he decided it was time to hang out his consulting shingle. Highly motivated, but not sure where to start, he sent out personal letters to everyone he knew.  Within a month he landed his first project.

Dr. Blank shared that story many times with prospective consulting engineers through his activities with the IEEE (Institute of Electrical and Electronics Engineers) Consulting Engineers Network. As a result of his hard work and visibility, he was recently elected the President of IEEE-USA, a capstone to his fulfilling career.

The second is Your Truly. Thirty five years ago as a young sales engineer, I tried a similar approach with some success. Involved with the launch of a new design system, I scoured the want ads (remember those?) for companies seeking design engineers who might use our system.

It only took a few minutes of searching every week, followed up by a short letter with a brochure, and later a phone call. Although not my main source of leads, it did result in a couple of sales. Not only that, my boss even commended me in my next review.

Finally, most people shy away from cold calls. But highly targeted cold calls work, with both acquaintances and strangers. They work best when you first warm them up, and they can be very effective when you start out.

Copyright © 2013, jumptoconsulting.com. All rights reserved.

The tough part is making it a success.

Recently ran across a blog post on business startups. The author suggested consulting, since it was so easy that anybody could do it. Of course, the author had never started and run a full time consulting practice himself. Go figure.

So, time for a short rant…

But the author is right. You can start a consulting practice right this instant. Just call yourself a consultant, order some business cards, and you’re in business. The telephone should start ringing any minute, right?

It really is that simple. Except it isn’t.

Unfortunately, this is a common misperception, particularly by those with lots of credentials (letters that can be put after their name.)  Having already achieved some career success and prestige, they assume the rest of the world will immediately recognize their expertise and abilities.

It is the mousetrap syndrome. You know, “Build a better mousetrap and the world will beat a path to your door.” Wonder who cooked up that piece of fiction?

No, it doesn’t work that way. You need customers. Furthermore, you need customers who are willing to pay you, too. For solutions. Not ivory tower lectures or esoteric theories, but real world solutions to their real world concerns.

So how do you get those customers? You market. You sell. You peddle your butt off. Hmmm, not so simple anymore.

Maybe, like any business venture, it takes some plotting, planning, and old fashioned hard work. Sorry, THIS blogger is not offering any magic miracles today.

At the fundamental level, all businesses have three components:

• Products or services to sell
• Customers or clients who will buy those products and services.
• A way to connect the parties (aka a marketplace.)

Really, that’s it. Congratulations, you’ve just earned your One-Minute MBA.

Now let’s dig a little deeper, using the old reporter’s method of 5W/H – what, who, why, where, when, and how.

• WHAT do you have to sell? As a consultant, it is your expertise and advice. So what do you have that others might want and be willing to pay for? What are you really good at, AND that has value in the marketplace?

• WHO might buy your expertise? Ah, now you are starting to identify your market or markets. Can you identify niches? i.e. – business/consumer, local/national, demographic, etc.

• WHY would they buy your services? Do they have problems to solve? Or prevent? Do they have dreams to pursue?

• WHERE do your customers hang out? Can you identify groups or organizations do they belong to? Media they read – magazines, newspapers, web? Do they use social media?

• WHEN do they buy? Short or long sales cycle? Seasonal? Impulse?

• HOW do you reach them? Having answered the 5W questions, you may already have a good idea HOW to start. But starting is not enough — you need plan, and then you need to execute the plan, over and over. Wash, rinse, REPEAT.

Ride along here and I’ll do my best to help you understand and address these questions. Ultimately, however, the specific answers will be yours. Incidentally, I’ve been at it this game for over 30 years, and I still ask these questions myself.

Thus ends the rant.

Yes, it IS easy to START a consulting practice, and anybody can do it. The real question is can you BUILD and MAINTAIN a successful consulting practice? It takes time and effort. Just like anything else worthwhile in life.

Happy New Year! Is 2013 the year you make your JumpToConsulting?

P.S. Signup for our newsletter. In 2013, we plan a regular mailing with recent posts and other relevant information.  Don’t worry about spam — our list is PRIVATE.

Copyright © 2013, jumptoconsulting.com. All rights reserved.

If you like teaching (Lead Generator #11), you may consider developing and presenting your own materials.

Due to the considerable start up efforts, however, I don’t recommend this for brand new consultants. Other marketing methods usually provide faster results with less work and money. This is an excellent method to consider, however, after you become established.

We started offering our own seminars at about five years as full time consultants. By that time, we had established ourselves, and were ready to expand the business. Had we tried much earlier, I’m not sure we would have been successful.

It has worked out well. Since 1992, we’ve trained over 10,000 students in our engineering specialty through a combination of public and in-house classes.

The training business nicely  complements the consulting business. Many students become clients, and many clients bring us in to train their colleagues.

But our success was not immediate. We experimented with both content and promotion. After several iterations and a few setbacks, we finally got it right.

So don’t be disappointed if your success is not immediate — one reason why I don’t recommend this as an initial marketing method.

Content

Most training seminars today run ½ to 5 days, with 1-2 days very typical. Longer than a webinar, but shorter than a class. Unlike classes, most seminars are done in a single session — a short cram course where students can focus on the subject alone.

We have found that shorter is better — a major concern is often time away from the office, not the not the dollar cost of the seminar.

Thus, the content needs to be focused and precise.  Most of our seminars range between ½ and 3 days, with 2 days being the most popular for our topics.

The content should also be tutorial. Like writing articles or white papers, your goal is to transfer knowledge, not to impress your peers. Think “How to Tell Time” --NOT “An In-depth History of Clock Making.”

Thanks to the Internet, there is a trend to offer seminars/workshops on line in one hour chunks. In those cases, it starts to look like a traditional class. Another trend is to record seminars on audio or a DVD.  Like traditional seminars, a lot of effort is still required.

Development

The development time can vary widely, depending on how well you know your material.  Maybe you taught classes or wrote a book based on your expertise, so you already have plenty of content and ideas. But there is still a LOT of work to get to a finished product.

Rest assured, it will take much more time than you thought. And plan on spending more time editing and polishing than on developing the content in the first place.

We’ve seen various rules of thumb over the years. For technical training, we assume  5-10 hours of development per hour of class time. That means a ½ day workshop could take a week from start to finish, and a two day class can easily take up to a month.

Promotion

The next big hurdle is the promotion. Typical techniques include direct mail, e-mail, advertising, and more. No, it is not enough to build that better mousetrap — you need to promote it too!

As part of your promotion, you also need a plan for registration and payment. There are a number of on-line services that can help here. There are also plug-ins for your web site. We’ve used both methods with good success.

One way to ease the efforts is to find a sponsor. The good news is that the sponsor handles all the promo/registration details. The bad news is that you end up splitting the proceeds.

In some cases, you get nothing except the exposure. This is typical for trade shows.

We’ve partnered several times. Our most successful is a 20 year partnership with an electronics  manufacturer. They have been a joy to work with. We recently partnered with a training firm that specializes in military/defense systems, which complements and does NOT compete with our main partnership.

Going alone is the most challenging. If you do so, expect to spend some serious time and money on this. (See barriers to entry.) It can be done, but going alone is NOT recommended for new consultants.

Fulfillment

The final hurdle is the fulfillment. In addition to the presentation, you need to prepare materials and handouts.

If going alone, you’ll need a venue. Will you use a hotel? What about meals and refreshments? What about A/V? Don’t assume anything, and double check everything.

Most of this work needs to be done well in advance, and often involves financial commitments and risks. Be prepared for nonrefundable deposits and guarantees. We’ve had a few failures that cost us thousands of dollars. Try to minimize your risks.

In closing, seminars and workshops can be effective marketing tools. They can also nicely augment your consulting business. But the hurdles are there, so proceed with caution, particularly when just starting out. Don’t fret –there will be plenty of opportunities after you are established.

Copyright © 2013, jumptoconsulting.com. All rights reserved.

To share, or not to share – that is the question. (With my apologies to William Shakespeare.)

Two schools of thought. One says YES, the other NO. (You say tom-A-to, I say tom-AH-to.) Who is right? Well, it depends — on you and your overall objectives.

• NO to free advice. As Abraham Lincoln said, “A lawyer’s time and advice are his stock in trade.” Many lawyers today still follow this advice. Thus, the often annoying “six minute” charge for a phone call.

• YES to free advice. As Desert Pete said, ” You’ve got to give of yourself, before you’re worthy to receive… Leave the bottle full for others. Thank you kindly, Desert Pete.” Click here for the Kingston Trio version.

Maybe because I live in Arizona, I prefer Desert Pete. It also better fits my business model. Most of my engineering consultations range from a 1-10 days or more. Thus, charging someone for a quick answer isn’t worth the effort to track the time, prepare an invoice, etc.

Not only that, is can be seen as “nickel and dimeing.” I’m not pursuing five minute jobs — I’m after five day jobs (or more.) So I just chalk up the free advice to marketing.

If my advice helps, I’ll be considered when the customer has a bigger job. That customer is also more likely to pass my name along to others.

Thus, at Kimmel Gerke Associates it has long been our business policy NOT to charge for short phone call inquiries. We’ve always encouraged our class attendees (10,000+) to call/e-mail us with quick questions. Ditto consulting clients.

To date, no one has abused that policy. Well, I did have one. After answering several questions, I finally suggested he needed to get someone on site to dig into his problem. That in itself was good advice, as I had already run out the string on simple solutions. The calls stopped, but apparently he was not going to spend money anyway.

If it looks like it might take more than a few minutes (research, design reviews, written memos) we’ll provide a budgetary estimate. We also guarantee we won’t exceed the estimate without prior approval. This protects both parties. If the scope increases, we’re not stuck with a fixed fee. At the same time, there are no surprises for the client.

This policy might not work for everyone. For example, if you are an accountant or a lawyer, your short answer may be very valuable. And, it may have taken you years of study and experience to get to the point where you can quickly answer the question.

In that case, charging for short questions makes sense. Here are some options to consider:

• Flat fee for questions. ($75-100  for up to 15 minutes or so.) You make a few $$$, and still serve your client. Charge it to their credit card, which eliminates the paperwork. Most companies now prefer to pay small amounts by credit card.

• We belong to a technical answering service that operates this way. Their clients sign up for the service, and when we (as an expert) get a call, we get paid to respond. We don’t make a lot, but it does provide occasional beer money.

• Offer a retainer. Popular with lawyers and business consultants. For a fixed amount per month, you agree to be available to answer questions. You may need to bound this (up to 4 hours per month — phone calls only — no onsite work — no writing reports — etc.)  Get paid in advance, and don’t refund unused time.

• Prepaid coupons for short blocks of time. Once again, charge a premium, get paid in advance, and set an expiration date — perhaps a year. This seems to be quite popular in the personal coaching business.

A closing anecdote. A few years after we started, I ran across a reference to our company on a forum. When asked for a consulting recommendation, the responder said, “Call Kimmel Gerke Associates. Not only are they good at what they do, but they are easy to work with. And they won’t nickel and dime you…”

It was then I realized our policies were working — you simply can not buy that type of advertising. Sharing quick advice is right for us, and we still do so today.

The consulting business is one of relationships, not just expertise. Clients buy services from those they know, like, and trust. Be that person!

Copyright © 2013, jumptoconsulting.com. All rights reserved.

Teaching can be a great lead generator. It is how I got started in consulting over thirty years ago, and it continues to a nice source of business and income today. Here are five good reasons to consider teaching.

1 – You can begin right away. You don’t need to do extensive marketing or build a customer base. Just check your local university, junior college, or adult education program. Many are begging for consultants (or potential consultants) to share their real world experience, and would love to add you to their catalogs.

2 – Gives you immediate credibility and visibility. Teaching a class implies you know what you are doing, and that you have been vetted by the teaching organization. Of course, you do need to deliver, but if you have the right experience, you are already on the right track.

3 – You can make a few bucks. You won’t get rich teaching, but you can make this marketing method pay for itself, and help support your other marketing efforts.

4 – Develops your presentation skills. This is a very important skill for consultants, and there is nothing like practice to improve those skills. (With over 200 classes under my belt, I’m still learning…)

5 – Showcases your knowledge and experience to potential clients. No, don’t do a hard sell, but if they need more help, you’ll be among the first they will ask. After all, presumably you have already helped them through your teaching.

This marketing method is ideal for potential or part time consultants. Teaching a class presents a very low threat to your employer, and even enhances your value. Along with skills and experience, you’ll be seen as someone with initiative to improve both yourself and your students.

Teaching is how it all began for me. My business partner was already teaching an adult evening class at a local vo-tech (vocational technical school), and recruited me to teach a class. These were introductory electronics classes, so as electrical engineers we were pretty well qualified.  The real challenge was to keep it simple.

Even so, at first  I wasn’t sure. I’d never taught, but it sounded interesting. Besides, the school was in a bit of a panic, as the instructor for my class had to back out at the last minute due to health problems. So I jumped in, and have never regretted it.

The teaching assignment led to several interesting projects, which only served to whet our appetites for consulting. For several years, the school was our primary client.  And yes, we got paid for these extracurricular projects.

• Our first project was to clean up the adult electronics curriculum for the vo-tech. The classes were disjointed, and they wanted to make them more cohesive. We identified several new classes to fill in the gaps, and even recruited engineering colleagues to teach them. Both the school and our colleagues were delighted.

• A big project emerged to develop a two year program on printed circuit board design.  Unknown to us, the school had received a state grant, and needed someone to do the technical work. It turned out to be a lot of work, but the grant was generous enough that we made a very nice  profit on the project.

• Another interesting project was to develop a seminar on how to select a business computer. This was when the IBM PC first arrived, and the local business community was hungry for unbiased advice. The school wanted to do a semester class, but we suggested a three hour seminar instead. This was quite successful, and gave us or first experience with focused seminars.

• The classes started to generated external consulting. Our first independent project was helping  select a computer system for a local medical society. The clients had attended our computer  seminar. Other similar projects followed.

As a bonus, the teaching experience gave us the confidence and the skills to offer our own seminars and workshops some years later as full time consultants. These eventually became a significant part of our income. (We have now trained over 10,000 students in our technical specialty, greatly enhancing our client base.) But without the early teaching, we might not have done it.

So where do you start? Check out your local adult education programs (colleges, junior colleges, libraries, etc.)  They make it simple for you, as they provide the venue and do all the marketing.  They may have prepared classes they want taught, such as introductory accounting, business law, web design, computer programming, etc. They may also have some elementary training for new instructors.

Another option is for-profit training companies. These companies often use contract instructors to deliver their materials. Most are also open to new classes if you are ready to develop your own materials. Keep in mind, thought, that this can turn into a lot more work than expected. Nevertheless, if you have a topic you feel strongly about, this can be a good option.

Can you do this? Yes, if you have the interest and experience. I had a speech class in college and hated it, but when I started teaching basic electronics, I was amazed at how easy and fun it was.  The latter is important — there is no thrill quite like seeing the “light go on” when a student “gets it.”

Finally, keep it simple. Stick to the basics. You are not trying to impress your peers — rather, you are trying to convey introductory information. If your students want more advanced information,  they may eventually turn into clients. But if not, you’ll still have the satisfaction of helping someone learn more about your subject.

In closing, consider teaching as a potential stepping stone to your own JumpToConsulting.

P.S. - What about your own seminars/workshops/webinars? Another variation on teaching, but much more work up front. As such, generally not recommended until you are establisehd.  We’ll cover those in more detail in a  future post.

Copyright © 2013, jumptoconsulting.com. All rights reserved.

When you finally make client contact (marketing becomes sales), you often need simple stuff you can hand out or mail – business cards, brochures, folders, letterhead, envelopes, labels, etc.

Since these create first impressions of your business, they should be an integral part of your sales and marketing process.

These items are often referred to as sales collateral. Some people include web content, pricing and data sheets, white papers, and more in this definition. In this post, we’ll focus on the simple printed materials.

Before we get specific, here are some general comments:

• Keep it simple. Like a doctor or lawyer, you are trying to present yourself as a professional.  One exception — if you are in a highly creative business, you may want to showcase your creativity. Otherwise, simpler is safer.

• But don’t skimp on quality. This is NOT the place to cut corners. Go with high quality paper stock with a fine finish, such as textured or matte. Just make sure the printing looks good on it. (I prefer a light colored stock to plain white.)

• Coordinate the look and feel. This applies to both printed and electronic marketing materials. You want consistency among the colors, fonts, and logos (if applicable). Subtle, but this is all part of your branding process.

• Put contact information everywhere! One of my biggest pet peeves is having to hunt for contact information. This is particularly true with web sites, but I’ve also had to hunt on printed brochures and even letterheads. In the latter case, I suggest full contact info on the bottom of the page — address, phone number, and web site.

Here are some suggestions based on what we have done:

1. Business Cards - Don’t be cute — use a standard size in a suitably heavy stock. You don’t want your card to feel flimsy, and you want to make it easy for people to file or scan. Although increasingly popular, I prefer NOT to use a picture on the card (but definitely put that in your brochures.)

We settled on a  light gray linen finish with two print colors — dark gray and dark blue, with a simple dark blue logo. Although the second color adds a small cost, we felt it conveys a more professional image.

2. Letterhead/envelopes – Should match your business card, although the paper stock may be lighter. We use 20#  stock which feeds well with most printers and copiers. We also use a matching letterhead for electronic communication, which we usually send as PDF files.

3. Brochures – Should also match your business card and letterhead. As a minimum, I feel you should have a simple three fold brochure that fits in a standard envelope. Yes, many argue this is not necessary with web sites, but there are times when a printed brochure makes sense.

Keep the content simple. Include a BRIEF background with a professional photograph. The photo can be black and white, but you will also want matching color copies for article biographies, press releases, etc.

The rest of the brochure should be simple too. Use bullet points to summarize capabilities, and include a short testimonial or two if available. Regarding clients — get permission FIRST if you use their names. Incidentally, we do NOT use client names to protect confidentiality. Instead, we include a list of typical past projects.

In addition to a general brochure, we also developed a special brochure describing our training classes. We also developed a special mini-brochure with some tables of technical information.  Dubbed UBI (Useful Bits of Information), we find our engineering colleagues often keep these for years – long after throwing out cards and brochures.

Of course, ALL of these brochures should have full contact information on both sides, as people often photocopy them. Always make it easy for potential clients to contact you!

4. Other - These can include mail labels, presentation folders, etc. Once again, these should match your other printed collateral. As an aside, we rarely use presentation folders any more, but when you want to make an impression, they are very useful. We printed a couple hundred with our name/logo for a nominal amount, and they have lasted us for years.

Some final thoughts. You may want to engage a graphics designer for help. We did, and got good advice on colors, fonts, and even a simple logo. It was money well spent.

We also use a small commercial printer. Nothing wrong with the large print chains, but we’ve found the extra service invaluable. They have also referred us to other vendors as needed – mail houses, etc. In fact, our graphics designer was on their staff.

So what is the cost of all of this? Depending on quantities, you should be able to outfit yourself for $500-$2000 depending on quantities and amount of graphics design.

Remember, “You never get a second chance to make a first impression.”

Copyright © 2013, jumptoconsulting.com. All rights reserved.