Skip to main content

What's the difference between successful businesses and struggling businesses?

Have you ever noticed how some businesses seem to do extremely well, and go from strength to strength, whilst the majority just seem to muddle along?


Since starting my own business I've met many small business owners and what I've noticed is that the vast majority of them seem to just about get by, but few reach the level of success that they're actually capable of. Some of them end up failing altogether, some lurch from project to project, and some do OK, but never really achieve the success or lifestyle they envisioned when they started their business.


On the other hand, I know a handful of extremely successful service business owners, who are making high 6 and 7 figure incomes every year (and rising) - and yet they don't work longer hours, their products and services are not magnitudes better than their competitors and they aren't geniuses!


So what is the difference between the successful businesses and the struggling businesses?


In a word: Marketing


Whilst there can be other factors that affect the ability of a business or practice to be successful, such as the economy, trends, cashflow and product/service quality or innovation, the number one difference between successful high-flying businesses and their struggling counterparts is good marketing.


Here is the lament of one survey respondent which is typical of the angst felt by service business owners who know they do a good job, but who don't understand why they don't have a queue of clients at their door:


"We know our products and services are good - we get great feedback from those clients we've worked with - but we still have trouble getting potential customers to buy in. Our services offer real benefits to clients but we are not as successful as we should be when we see what other companies offer (not as much) and yet are still very successful."


If you offer a quality service or product that produces great results for your customers or clients, and yet you're still struggling to get all the clients that you want or need, or to charge the fees you deserve, you probably have a marketing problem.


What do highly successful business owners do that others do not?


The first thing that they do is to realise that their primary objective is to build their practice or client base. In the words of Michael Gerber (who wrote The E-myth) they "work ON their businesses, not IN their businesses". What this involves is making the time to work on the business - in particular on marketing and product or service development, rather than spending all of their time handling clients, delivering services and dealing with administration.


They also look for areas where they can gain "leverage". Simply put, this means gaining maximum return for every hour they work. Instead of trading hours for pounds or dollars, they find ways to do the work once and get paid for it many times. They find ways to market their services one to many, instead of one to one (thus reducing marketing and sales effort and time). They delegate those activities which take up a lot of time (but which don't add much value in terms of moving the business forward) or which they are not skilled in such as admin, accounting, website maintenance and copywriting.


They also develop a success mindset, understand their strengths and weaknesses, take risks, innovate, hang out with other successful people and build a support network around themselves.
But above all, they learn how to market their businesses and create a marketing system that keeps a steady stream of prospects knocking at the door, without taking up all of their time!


About the author: Jane Hendry helps professionals, consultants and coaches to create marketing systems that easily and consistently attract their ideal clients. To get your f*ree Attraction Marketing Starter Kit please visit http://advokatku.qassia.com/

Comments

Popular posts from this blog

child sex workers in Bandung

A policeman, right, watches over two masseuses and their customers during a raid on suspected prostitution activities at a hotel in Changchun, in northeast China's Jilin province The Bandung authority is at loss to uncover cases of covert prostitution involving junior and senior high school students, whose number continues to rise in the West Java capital. Eli, a sex worker advocacy program mentor from the Rumah Cemara Group in Bandung, said it was hard to provide advocacy to teenagers involved in covert prostitution since most were not receptive. The number of those involved in covert prostitution is believed to be higher compared to commercial sex on the streets, she added. Eli has been providing support to more than 200 housewives and child sex workers over the past two years, around 20 of who are senior high school students between the ages of 15 and 16. "They are psychologically unstable at those ages. They are hard to handle due to their strong motivation to ea

Bricklaying in Aceh

Refleksi: http://www.thejakartapost.com/detaileditorial.asp?fileid= 20070405. F07&irec= 6 Bricklaying in Aceh I was looking back the other day at a letter in the British newspaper The Times as written by Professor H. H. Turner in January 1925, who was challenging the government's statement that a good British bricklayer would lay 500 bricks per day which made him the best in the world.The professor claimed to have found one bricklayer who dealt with 2000 bricks in eight hours and another one who laid 890 bricks in just one hour -- one presumes the brickie ran out of steam after a while. It made me wonder just how many bricks were being laid in Aceh province, bearing in mind the climatic differences between gloomy old England and sun-drenched Indonesia. The heat factor alone could well in fact reduce the work rate by up to fifty percent, and then of course there are the incentive factors of salary and working conditions. An English bricklayer in 1925 would have earned about one

Debate Islam in Indonesia

http://www.thejakar taglobe.com/ opinion/interloc utors-of- indonesian- islam/560447 Interlocutors of Indonesian Islam Ahmad Najib Burhani | December 08, 2012 A few months ago, the Japanese anthropologist Mitsuo Nakamura told me that studying Nahdlatul Ulama as an organization was beyond the imagination of any American scholar from the 1950s to the ’70s. But he is not the only academic to have noticed this. George McT. Kahin of Cornell University stated the same thing. Even NU-expert Martin van Bruinessen was not expecting to study NU as his primary focus when he came to Indonesia for the first time in the 1980s.   During the early decades of Indonesian independence, NU was relatively unorganized and its management was largely based on the authority of religious teachers ( kyai ). Of course there were a number of scholars who studied NU-affiliated religious schools ( pesantren ) and its kyai, but not NU as an organization.   Even though NU was one of the winners o