Philly Sprints Business Tips

Archive for June, 2011

1. Using web graphics on printed material.
With many young designers coming from a pre-dominantly web design background the transfer over from web design to traditional design for print can bring with it a multitude of design sins. Images supplied at 72dpi and crunched down to load fast on a website are going to reproduce very badly in print you can get away with small thumbnails but blowing things up to any appreciable size is going to be pushing your luck. There are a number of online sites offering free or very cheap quality hi resolution images which are a good source for suitable imagery.

2. Forgetting about or not allowing enough bleed.
A very common error is to send to print a document or flattened image that has no bleed at all. Generally speaking you should allow at least 3mm around every cut off edge. Failing to do so will give the printers no leeway and will either crop off the side of the page or give you a white border. It is always a good idea when supplying image files to save layered psd files then if things need extending or cropping you can do this on the background layer and hopefully cut down your work

3. Using obscure fonts and not embedding or outlining them for output.
We’ve all been guilty of this at some point and things are generally fine if you are going to be the only person accessing your artwork or documents. However if someone else needs to amend the files or use your vector logo on one of there publications. Unless you package up the used fonts, they are not going to be able to open the files correctly and some software programs may replace any unknown fonts with a default. This is a particular problem when you need to dig out stuff that was created several years previously and you no longer have your old fonts installed.

4. Supplying print ready artwork using spot colours or rgb
There are valid reasons for using spot colours in artwork, logos that need to reference particular pantone colours for example. In general design work however most print is sent through on 4 colour presses CMYK with occasional 5th colour for luminoius or metallic colour or for spot UV varnish. It is very common for lazy designers to just place rgb images into files and expect the vibrant colours seen on screen to reproduce in print.
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Getting a small business off the ground is challenging to say the least. Here are some tips which will prepare the ground for running a successful small business.

Have Goals

This is where it all starts – the foundation for success. Know exactly where you are heading. What will the business ‘look’ like in the future? How will you know when your business is a success? When you wake up in the morning, do you know what actions you have to take to get you on the road to success?

Take Action

The difference between success and failure is down to the actions you take. The failures in life are the people who know what they have to do but never do it. The successful small business owners are people who take action on their ideas, ones who never say, “I wish I had done …”

Seek Feedback

There is a saying that feedback is the breakfast of champions. During the early days of your business you must continually seek feedback about all aspects of your business. What works? What doesn’t work? What needs changing slightly? Speak to customers, suppliers, your bank manager, your accountant – anyone who can provide you with a fresh perspective.

Find Out What Do You Don’t Know

You can’t expect to know everything about running a business. Undertake your own skills analysis and find out your areas for development. Once you know your knowledge gaps seek out courses, books and advice, which will get you on track.
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1) Identify Your Essential Competencies and Performance Metrics

If I asked you to list all the essential competencies that YOU are in control of – the ones that are absolutely critical for you to be successful in your sales position…could you do it?

For example…

Essential Competency or not?

” Converting conversations to appointments? (yes it is)
” What about filling out paperwork? No! (That’s a related task)
” What about closing ratio? (Sure it is.)
” Degree of success in turning a first appointment into an opportunity? (absolutely)

Get the picture?

Now, if you truly want to adopt a self-management system that will work FOR you – not against you, you first have to “access” what is an essential competency and what’s merely a related competency.

To do this, sit down and list any sales metrics and performance numbers inter-related to your competency numbers and your desired revenue results. (Hint: “Sales Cycle” and “Average Revenue” per sale are two.)

2) Diagnose Your Business on a Single Sheet of Paper

If I ran into you on a train or in an elevator, would you be prepared to tell me what you do (and how it benefits me or those I know) – in under 1 minute…

That’s called your 30-second commercial. Most people don’t have one, yet everybody needs one.

One way to understand more of the obvious benefits your products and services bring to the table is to start to view and diagnose your business more scientifically. You will also see how the numbers work and which areas are most important to your short and long-term success.

Ask yourself…What happens if your closing ratio reduces by 30% and your average revenue per sale increases by $2500? How does that affect your desired results?

Write your competency measurements and sales metrics on a sheet of paper. Calculate ratios in line with competencies and average numbers in line with your sales metrics. Assign your revenue object or quota. Play with the numbers and ratios to see how they are inter-related and how they affect each other.

3) Calculate your ‘Magic Number’

“Not setting enough new appointments on a routine basis” is like a malignant cancerous growth slowly eating away at the heart of most sales organizations – - Jeff Hardesty.
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The world of PR is benefiting from dramatic changes in the way media coverage is being delivered electronically to your computer desktop or PDA of choice. Perhaps the nuisance of ink on your fingers is being replaced by a bad case of “BlackBerry thumb” — but nevertheless getting your media coverage electronically has never been easier or more mobile.

These changes now drive the development of new tools from content providers, and new software programs to help better manage and analyze media coverage. The automation occurring at the database level and through the real-time delivery of organizational news, to internal and external stakeholders, is now almost taken for granted. And the holy grail of PR — to automate media analysis and measurement — is already under way; but where should software stop to make way for human analysis?.

Media analysis programs can save countless hours quantifying and sorting media coverage in an unlimited number of ways, including by circulation, region, ad equivalency, company programs and services, and competitive brands. However, do you really want a computer program qualifying how each story affects your organization? It’s a gamble with little upside.

Just Say No

The automation of tone and sentiment has already been incorporated into some software programs, but how accurate can it be? Every story, across every medium, will have a dramatically different meaning or impact for various organizations and their stakeholders. Behind the news emerge both winner and losers.

For instance, if a negative story breaks about a strike at one bottling plant it will be a boon for its competitors. The ability to determine which companies are negatively affected by the news is very limited. Furthermore, understanding the actual tone or possible ongoing bias of the reporter on an issue is impossible to automate. News is as much about delivering the facts, as it is provoking a reaction or emotion from the reader. Media analysis solutions can certainly help decipher the facts, but the rest should be left to a team of communications professionals.

Too Subjective?

The argument against toning media coverage has often been it is too subjective — if the news can be interpreted differently by each individual, won’t this skew the results in the end? True enough — but this can easily be solved with the introduction of a tone standardized ‘scorecard’ that is consistently applied to each story.
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