When it comes to erecting a building, few people would dispute
the importance of establishing a strong foundation. It's no
different in building a business, a family or a life.
In 2000, we watched many of the dot-coms become dot-GONES. One
of the reasons for this is that these companies were built
without solid foundations. It's not only brick and mortar
companies that need firm footings.
The emphasis today is on instant gratification. But if we want
to build something of value, something that will last, we must
build a foundation that will support our vision.
The quick fix, the quick buck and the quick solution will not
endure. The individual who shoots to the top of his or her field
only to self-destruct is often the victim of not having
solidified the values and the structure to support the stardom.
It takes effort and it takes conviction, but the rewards are
worth it.
Keep Your Eyes on What You're Building
There was once a man passing by a construction site. He stopped
and asked one of the tradesmen what he was doing. The worker
replied gruffly, "I'm laying bricks, can't you see that?" The
man watched a while longer and then asked another worker what he
was doing. "I'm just earning a living," he replied. A third time
the man asked a worker and the response was much different, "I'm
building a cathedral."
No doubt the personal happiness and the quality of the work from
the last man was much better than from the first two.
And what about us? Are we just collecting a paycheck, doing
drudgery work--laying bricks? Or are we building a cathedral?
By staying focused on what we're building and seeing the task at
hand as accomplishing that purpose, we'll gain greater
satisfaction, our work will be lighter, and we'll create more
excellence.
Foundations Take Time
I recently watched a building being constructed. (I must admit I
was tempted to ask some of the workers what they were doing.)
For months, there seemed to be little progress. There was plenty
of dust, lots of activity, but very little evidence that
anything was really happening.
That's because they were building the foundation--the foundation
to support a grand structure. And that takes time.
The engineers, the architect and the owner certainly weren't
standing around saying, "Where's the building? Why can't I see
more progress?" They knew that a majority of the time to
construct the building would be spent in laying the groundwork.
Once the foundation is ready and cured, the rest of the
construction happens at impressive speed. Even mistakes made in
the superstructure can be corrected without too much difficulty.
But faults in the foundation CANNOT be easily repaired and will
jeopardize the entire structure.
And why should what we build be any different? We need to put
strong foundations under our dreams, our businesses and our
relationships. I believe that this is where many people
struggle. They're too focused on the payoff and don't give
enough attention to the hard work and careful planning required
in building the substructure. They want to start putting up
walls and bringing in the business too soon.
And in the end, most fail because there's not the right support.
Every business, every marriage, every cause will be tested. Just
being a "good guy" and "doing the right thing" will not insulate
you from the gales, the attacks and the infestations that will
most definitely occur.
But with a strong foundation, built with good materials, with
painstaking effort, your structure will be one that withstands
all assaults and fully supports your endeavors.
Monday, November 5, 2007
The Bird's Got The Word
Question:
Where do you want your business to be 6 months to
1 year from now?
Do you currently have a business plan and are following it?
A person would certainly never think of building a new house
without first drawing up a detailed blueprint, and then following
the directions to construct it.
Yet, many people start and continue an e-business without the
foggiest notion of where they want to go and how they are going
to get there.
Investor's Business Daily recently ran an article outlining the
key steps to building a strong business. #3 on the list was
developing an operating plan, then sticking to it.
So right now......take 30 minutes and write down where you
expect to be financially with your business in 6 months, in 1 year,
and in 3 years. Then write down how you plan on getting there.
For ages financial planners have touted the benefits of having
a budget for your household expenses. If they think it's so important
for a home, then don't you think it is even more important for
your business?
The plan does not have to be elaborate or highly detailed right
now, you can always add to it later. Simply write something similar
to a home budget. How much do you have for joining or starting
a new business? How much can you afford for advertising costs?
Consider this: if you are not willing to even write down some
sort of business plan, do you reasonably expect to have a thriving
business 3 years from now?
#1 on the IBD list was "Cash Is King." Getting into a lot of debt
without quick profits to justify it, is what spelled death for many of
the crashed Dotcoms.
Many of these businesses had serious cash flow problems, but
because the money was flowing in so rapidly from investors,
they chose to overspend their budgets. When the bottom fell out
and the money tree quit producing, there was no real source of
continuing revenue to meet operating expenses.
Financing a rise on borrowed money is putting your business
into a high risk category. If your business is not making you money,
stop putting money into it!
Re-evaluate the situation, dump it if need be, and go on to
greener pastures. Continually spending money on a project
that is not giving you a sufficient source of income to justify
the costs, will mean you will soon be out of business.
#2 on the list is to evaluate yourself, your situation, and your
strengths. In other words, don't do what everyone else is doing
just for the sake of doing something.
Your business must be something that you really enjoy, are
willing to work hard at, and will reflect your personal strengths
and abilities. Don't put the proverbial square peg into a round hole.
#4 says that relationships are everything. First, you have to
believe in yourself. If you don't believe in you, then friend, don't
expect anyone else to either.
The Internet is a big pond and there are a lot of fish swimming
in it. Some are bottom feeders, some are top. You'll never get
off the bottom if you don't set your sites for the surface and then
believe that you do have what it takes to swim up there.
Being online you are going to need to establish your credibility
and integrity to the e-community. Keep your relationships with the
rest of the netizens clean, healthy, and constantly growing.
Another reason many of these e-businesses failed is because
management didn't address the problems that were apparent
in their companies. As long as the money was coming in, they
thought all would be well. It's easy to ignore problems when
times are good. But, when the business cycle turned, it was
too late.
All businesses have problems of one sort or another.
Ignoring little problems will only mean bigger problems in the
future. When your business runs across a difficulty or problem,
address that issue right now.
Remember what the little bird in one of Dr. Seuss's books
said, "Why make big problems out of little problems."
Where do you want your business to be 6 months to
1 year from now?
Do you currently have a business plan and are following it?
A person would certainly never think of building a new house
without first drawing up a detailed blueprint, and then following
the directions to construct it.
Yet, many people start and continue an e-business without the
foggiest notion of where they want to go and how they are going
to get there.
Investor's Business Daily recently ran an article outlining the
key steps to building a strong business. #3 on the list was
developing an operating plan, then sticking to it.
So right now......take 30 minutes and write down where you
expect to be financially with your business in 6 months, in 1 year,
and in 3 years. Then write down how you plan on getting there.
For ages financial planners have touted the benefits of having
a budget for your household expenses. If they think it's so important
for a home, then don't you think it is even more important for
your business?
The plan does not have to be elaborate or highly detailed right
now, you can always add to it later. Simply write something similar
to a home budget. How much do you have for joining or starting
a new business? How much can you afford for advertising costs?
Consider this: if you are not willing to even write down some
sort of business plan, do you reasonably expect to have a thriving
business 3 years from now?
#1 on the IBD list was "Cash Is King." Getting into a lot of debt
without quick profits to justify it, is what spelled death for many of
the crashed Dotcoms.
Many of these businesses had serious cash flow problems, but
because the money was flowing in so rapidly from investors,
they chose to overspend their budgets. When the bottom fell out
and the money tree quit producing, there was no real source of
continuing revenue to meet operating expenses.
Financing a rise on borrowed money is putting your business
into a high risk category. If your business is not making you money,
stop putting money into it!
Re-evaluate the situation, dump it if need be, and go on to
greener pastures. Continually spending money on a project
that is not giving you a sufficient source of income to justify
the costs, will mean you will soon be out of business.
#2 on the list is to evaluate yourself, your situation, and your
strengths. In other words, don't do what everyone else is doing
just for the sake of doing something.
Your business must be something that you really enjoy, are
willing to work hard at, and will reflect your personal strengths
and abilities. Don't put the proverbial square peg into a round hole.
#4 says that relationships are everything. First, you have to
believe in yourself. If you don't believe in you, then friend, don't
expect anyone else to either.
The Internet is a big pond and there are a lot of fish swimming
in it. Some are bottom feeders, some are top. You'll never get
off the bottom if you don't set your sites for the surface and then
believe that you do have what it takes to swim up there.
Being online you are going to need to establish your credibility
and integrity to the e-community. Keep your relationships with the
rest of the netizens clean, healthy, and constantly growing.
Another reason many of these e-businesses failed is because
management didn't address the problems that were apparent
in their companies. As long as the money was coming in, they
thought all would be well. It's easy to ignore problems when
times are good. But, when the business cycle turned, it was
too late.
All businesses have problems of one sort or another.
Ignoring little problems will only mean bigger problems in the
future. When your business runs across a difficulty or problem,
address that issue right now.
Remember what the little bird in one of Dr. Seuss's books
said, "Why make big problems out of little problems."
Modern Modular Home A Step To Comfort
Modern modular homes are most comfortable home these days. Modular homes are built in sections in a factory setting, indoors, where they are never subjected to unfavorable weather conditions. The sections move through the factory, with the company's quality control department checking them after every step. Finished modules are covered for protection, and then transported to your home site. They are placed on a pre-made foundation, joined, and completed by your local builder.
Modern Modular Home And Manufactured Homes: When you are buying a house, you might hear the terms modular homes, manufactured homes and site built homes. It's important to understand how they all differ, no matter whether you are purchasing an existing house or plan to build on land that is subject to restrictions. The differences can affect a home's price and its resale value, and even dictate whether or not it can be built on your land.
Manufactured Home A Protected Home: The term "manufactured home" particularly refers to a home built entirely in a protected environment under a central code set by the US Department of Housing and Urban Development (HUD). Manufactured homes are not mobile homes. These manufactured houses are rooted to their sites either by having a foundation built for it, employing anchors, or by using blocks to secure the house above ground. The owners of these mobile homes are given the option of keeping the wheels of their houses with them should they decide to turn into nomads and move from one place to another.
There is lot of problems with manufactured homes compare to modulated homes; the major one is the fact that most lenders will not loan on them, preventive your choice of lenders. Lenders that will provide finance for manufactured homes will require an appraisal of the property that will use other manufactured home sales in the area as comparables. But on Modular Homes any body can easily get finance, for most part no financing restrictions. Need no appraisal of the property, no limitation of loan.
There are many advantages to the modular home building market that will benefit both the home buyer and the builder. We've already discussed how the builder can save money by avoiding weather-related days and by buying materials in bulk. And, by having all of the laborers supervised together, the builder can control the quality and consistency in the homes.
The prevalent advantage of a modular home is likely its energy efficiency. Believe it or not, because manufacture homes are constructed indoors, totally within a factory setting, they are made with equipment that never endures climate harm. This cuts down on drywall warping and mold damage. Also the company is able to insulate a modular home to a much greater degree than an onsite home. The home is caulked all at once; no delays due to poor weather will interfere with the construction of your home.
Modular home plans cover all types of homes in all sizes, from vacation and starter homes to immaculate executive homes and even multi-family homes. A modular home is delivered to the site in one delivery and the manufactures will typically need a substantial down payment before shipping. You must make sure that the construction lender that you are choosing will accommodate that, as some lenders will not allow deposit payments.
Business Planning Myopia
With few exceptions, business plans tend to change
very little from year to year. In most cases it's a
matter taking last year's plan, making a few modifications, changing the dates and the title page and attaching new financials. After all, we're not reinventing the wheel here. Your market is the same, your organization hasn't changed that much and you still have the same customers, give or take a few. So why change the plan.
Let me offer two possible reasons:
1. Internet
Easily the most pervasive and fundamental change in our business landscape, Internet has far reaching implications in terms of how we reach, service and communicate with customers. The rapid and phenomenal growth of this technology, however, has created an interesting anomaly among corporate business planners. On one hand, most everyone acknowledges that their business plans should incorporate a well thought out and executable Internet strategy. But the issue of determining what that strategy is exactly and what it should include is a little more difficult. An example is Electronic Commerce.
When someone mentions e-commerce, if you're like most of us the first companies that come to mind are the pure-plays like Amazon.com, Priceline.com, Buy.com and that genre of high profile on-line retailer who seem to be in the news almost daily. It is estimated that these and other on-line retailers will generate in excess of $50 billion in revenue this year. But as impressive as this number is, it pales in comparison to the estimated $380 billion in total e-commerce business. So where is the remainder of this e-revenue coming from. Clearly the service sector is a contributor but the largest component are the B to Bs and the thousands of companies who have recognized that the Internet can be a very effective alternative distribution channel. Companies like Dell Computer whose on-line revenue now exceeds $6 million per day.
Another example that may not be quite as familiar to you is Milacron Inc., a multibillion-dollar Midwest manufacturer of metalworking products (formerly Cincinnati Milacron). Milacron has launched a successful e-business initiative directed at small metalworking shops. This proverbial "low end" of their market was a large, fragmented and highly inefficient segment that Milacron was unable to economically reach with their traditional methods of distribution. By using Internet, however, they were able to successfully open up this significant new market with margins that are higher then their previous average. Is Milacron unique? Hardly. Forrester Research predicts that e-commerce revenue will exceed $1.3 trillion by 2003 and that close to 70% of all businesses will have some form electronic commerce activity.
While this is all well and good, we also know that Internet isn't for everyone and it could be that you're better off directing those precious resources in a different direction. How do you know if Internet should be part of your future plans? Answers to the following questions might help you decide.
Can Internet be used to improve your customer facing transactions, to make it easier for customers to interact with your company? Can your Internet presence be more effectively utilized to not only position and promote your business but also to educate your customers and prospects. Can you better position your company through Internet as a resource for current and future customers? Will e-commerce ever be a part of your distribution channel strategies? Are there market segments that you're not reaching now that you can reach economically via Internet?
If your answer to one or more of the above questions is yes, then you should probably have an Internet strategy as part of your business plan. Your plan should also address internal changes that may be necessary to assure the proper implementation of your Internet strategy.
2.Inertia
I think it was Galileo who originally defined the concept of inertia although Al Gore takes credit for it. (If it wasn't Galileo, would someone please let me know so that I won't keep making this embarrassing mistake). In essence, what this individual said was that objects moving in one direction tend to want to continue to move in that same direction. Sound familiar?
This very same concept applies to businesses. Strategies developed years ago are still in motion today, not because they represent the best strategies or best alternatives. It's just the way things have always been done. And lets face it, it's much easier and far less stressful to simply avoid changes.
K-Mart is an interesting example. This company arguably created and owned the discount / general merchandise category for many years and dominated their early competition to point of causing extinction (WT Grant and to a lesser extent Woolworth). Why would K-Mart ever want to consider a changing their strategy. The answer in one word - Wal-Mart.
Unlike K-Mart, Wal-Mart's strategy was to go after smaller markets with stand-alone stores using brand merchandise - three distinct strategies that were diametrically opposed to the direction that K-Mart had committed to (large markets, attached stores, private brand merchandise). When Sam Walton opened his first small store in Little Rock, Arkansas in 1972, K-Mart had over 1,600 hundred store locations. Today, Wal-Mart isn't just the largest discounter with over 5000 stores, they are now the largest retailer in the world and represent an incredible success story. And K-Mart? Well, K-Mart is still K-Mart.
The lesson to be learned here is that it is almost never a good idea to have a new strategy forced on you. IBM's decision to lessen their reliance on their mainframe computer business, for example, wasn't entirely voluntary nor was the decision on the part of Borders or Barnes & Noble to enter into the e-commerce business. In each case, it was defensive measure and a matter of self-preservation.
One of the reasons a business plan can and should be such a valuable asset is because it offers us
that rare opportunity to look into the future and predict with some degree of certainty what is going to happen. The accuracy of course depends on the planner but as a general rule major surprises are rare, or at least they should be. Wal-Mart wasn't exactly a stealth operation. Changes in IBM's mainframe business didn't happen overnight and who didn't foresee the impact that Amazon.com was going to have on the brick and mortar bookstores.
Your business plan should provide ample warning that there is something on the horizon but it doesn't necessarily guarantee that changes are going to be made. In some cases it could be that the threat is downplayed or timing is misjudged. But the most common problem is that business plans are very often is relegated to a middle management function with inadequate visibility.
When this happens, the plan invariably lacks perspective, vision, scope and most importantly the visible support and cooperation of senior management.
It is also critically important that the planner is able to function as an antagonist, to ask tough questions, to probe and work freely and unencumbered by company politics or organizational issues.
Here's how the process might have worked at K-Mart circa 1975.
K-Mart Business Planner - "According to our demographic analysis, the number of smaller markets outnumber the larger markets by a ratio of 50 to 1."
Executive - "That may be true, but smaller markets also mean a much smaller number of potential consumers, or didn't you think of that," a smug look on his face.
K-Mart Business Planner - "But smaller markets also mean fewer competitors. Wal-Mart's in-store traffic is 20% higher than ours and their average individual purchase is almost 30% higher than ours."
Executive - "Wal-Mart, who's Wal-Mart. And are you suggesting that we abandon our strategic direction and shift gears midstream."
K-Mart Business Planner - "What I am suggesting is that we more closely examine this market and consider our options. One possible strategy would be to bracket Wal-Mart by introducing a line of stores aimed at the smaller markets. With our economies of scale, merchandising acumen and marketing clout, we should be able to own this segment and minimize the impact of future competition at the same time."
Using your business plan to discuss, analyze and review options is no guarantee that you'll always make the right decision. What it does assure, however, is that you're making an informed decision based on the best available information.
very little from year to year. In most cases it's a
matter taking last year's plan, making a few modifications, changing the dates and the title page and attaching new financials. After all, we're not reinventing the wheel here. Your market is the same, your organization hasn't changed that much and you still have the same customers, give or take a few. So why change the plan.
Let me offer two possible reasons:
1. Internet
Easily the most pervasive and fundamental change in our business landscape, Internet has far reaching implications in terms of how we reach, service and communicate with customers. The rapid and phenomenal growth of this technology, however, has created an interesting anomaly among corporate business planners. On one hand, most everyone acknowledges that their business plans should incorporate a well thought out and executable Internet strategy. But the issue of determining what that strategy is exactly and what it should include is a little more difficult. An example is Electronic Commerce.
When someone mentions e-commerce, if you're like most of us the first companies that come to mind are the pure-plays like Amazon.com, Priceline.com, Buy.com and that genre of high profile on-line retailer who seem to be in the news almost daily. It is estimated that these and other on-line retailers will generate in excess of $50 billion in revenue this year. But as impressive as this number is, it pales in comparison to the estimated $380 billion in total e-commerce business. So where is the remainder of this e-revenue coming from. Clearly the service sector is a contributor but the largest component are the B to Bs and the thousands of companies who have recognized that the Internet can be a very effective alternative distribution channel. Companies like Dell Computer whose on-line revenue now exceeds $6 million per day.
Another example that may not be quite as familiar to you is Milacron Inc., a multibillion-dollar Midwest manufacturer of metalworking products (formerly Cincinnati Milacron). Milacron has launched a successful e-business initiative directed at small metalworking shops. This proverbial "low end" of their market was a large, fragmented and highly inefficient segment that Milacron was unable to economically reach with their traditional methods of distribution. By using Internet, however, they were able to successfully open up this significant new market with margins that are higher then their previous average. Is Milacron unique? Hardly. Forrester Research predicts that e-commerce revenue will exceed $1.3 trillion by 2003 and that close to 70% of all businesses will have some form electronic commerce activity.
While this is all well and good, we also know that Internet isn't for everyone and it could be that you're better off directing those precious resources in a different direction. How do you know if Internet should be part of your future plans? Answers to the following questions might help you decide.
Can Internet be used to improve your customer facing transactions, to make it easier for customers to interact with your company? Can your Internet presence be more effectively utilized to not only position and promote your business but also to educate your customers and prospects. Can you better position your company through Internet as a resource for current and future customers? Will e-commerce ever be a part of your distribution channel strategies? Are there market segments that you're not reaching now that you can reach economically via Internet?
If your answer to one or more of the above questions is yes, then you should probably have an Internet strategy as part of your business plan. Your plan should also address internal changes that may be necessary to assure the proper implementation of your Internet strategy.
2.Inertia
I think it was Galileo who originally defined the concept of inertia although Al Gore takes credit for it. (If it wasn't Galileo, would someone please let me know so that I won't keep making this embarrassing mistake). In essence, what this individual said was that objects moving in one direction tend to want to continue to move in that same direction. Sound familiar?
This very same concept applies to businesses. Strategies developed years ago are still in motion today, not because they represent the best strategies or best alternatives. It's just the way things have always been done. And lets face it, it's much easier and far less stressful to simply avoid changes.
K-Mart is an interesting example. This company arguably created and owned the discount / general merchandise category for many years and dominated their early competition to point of causing extinction (WT Grant and to a lesser extent Woolworth). Why would K-Mart ever want to consider a changing their strategy. The answer in one word - Wal-Mart.
Unlike K-Mart, Wal-Mart's strategy was to go after smaller markets with stand-alone stores using brand merchandise - three distinct strategies that were diametrically opposed to the direction that K-Mart had committed to (large markets, attached stores, private brand merchandise). When Sam Walton opened his first small store in Little Rock, Arkansas in 1972, K-Mart had over 1,600 hundred store locations. Today, Wal-Mart isn't just the largest discounter with over 5000 stores, they are now the largest retailer in the world and represent an incredible success story. And K-Mart? Well, K-Mart is still K-Mart.
The lesson to be learned here is that it is almost never a good idea to have a new strategy forced on you. IBM's decision to lessen their reliance on their mainframe computer business, for example, wasn't entirely voluntary nor was the decision on the part of Borders or Barnes & Noble to enter into the e-commerce business. In each case, it was defensive measure and a matter of self-preservation.
One of the reasons a business plan can and should be such a valuable asset is because it offers us
that rare opportunity to look into the future and predict with some degree of certainty what is going to happen. The accuracy of course depends on the planner but as a general rule major surprises are rare, or at least they should be. Wal-Mart wasn't exactly a stealth operation. Changes in IBM's mainframe business didn't happen overnight and who didn't foresee the impact that Amazon.com was going to have on the brick and mortar bookstores.
Your business plan should provide ample warning that there is something on the horizon but it doesn't necessarily guarantee that changes are going to be made. In some cases it could be that the threat is downplayed or timing is misjudged. But the most common problem is that business plans are very often is relegated to a middle management function with inadequate visibility.
When this happens, the plan invariably lacks perspective, vision, scope and most importantly the visible support and cooperation of senior management.
It is also critically important that the planner is able to function as an antagonist, to ask tough questions, to probe and work freely and unencumbered by company politics or organizational issues.
Here's how the process might have worked at K-Mart circa 1975.
K-Mart Business Planner - "According to our demographic analysis, the number of smaller markets outnumber the larger markets by a ratio of 50 to 1."
Executive - "That may be true, but smaller markets also mean a much smaller number of potential consumers, or didn't you think of that," a smug look on his face.
K-Mart Business Planner - "But smaller markets also mean fewer competitors. Wal-Mart's in-store traffic is 20% higher than ours and their average individual purchase is almost 30% higher than ours."
Executive - "Wal-Mart, who's Wal-Mart. And are you suggesting that we abandon our strategic direction and shift gears midstream."
K-Mart Business Planner - "What I am suggesting is that we more closely examine this market and consider our options. One possible strategy would be to bracket Wal-Mart by introducing a line of stores aimed at the smaller markets. With our economies of scale, merchandising acumen and marketing clout, we should be able to own this segment and minimize the impact of future competition at the same time."
Using your business plan to discuss, analyze and review options is no guarantee that you'll always make the right decision. What it does assure, however, is that you're making an informed decision based on the best available information.
king
Time and time again content has proven to be the single most important component of successful web sites. Virtually everywhere you surf the web, you can locate just about any type of information or content you are seeking. With this thinking in mind, what would make people utilize your web site? Furthermore, what would persuade people to return? The answer to these questions could hold the answer to your web sites long-term health.
WebSiteEstates.com (http://www.websiteestates.com), a free on-line marketing resource, is a perfect example of a web site that thrives on delivering content. While I am managing editor of the web site and control the editorial content, I have proactively been involved in examining how our users interact with our web site and their involvement with our content over time.
What we've learned is quite simple. If your content is good, you will over time acquire web site visitors. To retain those visitors often takes a little bit more. While the number of web sites on the Internet continues to escalate, the value of solid content will only continue to rise. Here are some concepts that may help make your site the 'stickiest of them all.'
Well-Organized Content
You may have the best content on the planet, but if people can't find what they are looking for, it's useless. One idea is to break your content into appropriate subcategories and make sure those subcategories are clearly representative of the content behind them. Also, be consistent in the placement of content for up-dates on the site. You don't want to confuse repeat visitors who become accustomed with the navigational structure you have set forth from the beginning.
Refreshed Content
When possible, up-date the content on your site. If the content is exactly the same as the last time that user viewed your site, why should they stay? Furthermore, why should they return again if they believe the sites content will be exactly the same as when they left. Also, try and be consistent on your up-date schedule. Whether it is daily, weekly, or monthly, the user knows when to return for the sites latest content.
Multiple Deliveries of Content
Offering the content to be deliverable to their email account is a definite luxury that many web site visitors may definitely take advantage of. If you have multiple topics of content, you can offer the option to select which topics they are interested in receiving instead of all of the content at once. The key here is to give the user control of the content they are seeking.
Feedback to Improve Content
There is no better market research that the insight from your site visitors. Make sure your web site has open channels of communication to allow visitors to let their opinion be heard. As with any web site, you should always respond promptly to suggestions or at least make note that all suggestions will be reviewed and taken into consideration.
Allow Visitors to 'Spread' the Content
"Recommend a Friend" or "Send this Page" are very good features to have on a web site. It makes it quick and easy for users to spread the word to friends and colleagues. You may also consider inserting a link "Print this Page" to further assist users in displaying your content
WebSiteEstates.com (http://www.websiteestates.com), a free on-line marketing resource, is a perfect example of a web site that thrives on delivering content. While I am managing editor of the web site and control the editorial content, I have proactively been involved in examining how our users interact with our web site and their involvement with our content over time.
What we've learned is quite simple. If your content is good, you will over time acquire web site visitors. To retain those visitors often takes a little bit more. While the number of web sites on the Internet continues to escalate, the value of solid content will only continue to rise. Here are some concepts that may help make your site the 'stickiest of them all.'
Well-Organized Content
You may have the best content on the planet, but if people can't find what they are looking for, it's useless. One idea is to break your content into appropriate subcategories and make sure those subcategories are clearly representative of the content behind them. Also, be consistent in the placement of content for up-dates on the site. You don't want to confuse repeat visitors who become accustomed with the navigational structure you have set forth from the beginning.
Refreshed Content
When possible, up-date the content on your site. If the content is exactly the same as the last time that user viewed your site, why should they stay? Furthermore, why should they return again if they believe the sites content will be exactly the same as when they left. Also, try and be consistent on your up-date schedule. Whether it is daily, weekly, or monthly, the user knows when to return for the sites latest content.
Multiple Deliveries of Content
Offering the content to be deliverable to their email account is a definite luxury that many web site visitors may definitely take advantage of. If you have multiple topics of content, you can offer the option to select which topics they are interested in receiving instead of all of the content at once. The key here is to give the user control of the content they are seeking.
Feedback to Improve Content
There is no better market research that the insight from your site visitors. Make sure your web site has open channels of communication to allow visitors to let their opinion be heard. As with any web site, you should always respond promptly to suggestions or at least make note that all suggestions will be reviewed and taken into consideration.
Allow Visitors to 'Spread' the Content
"Recommend a Friend" or "Send this Page" are very good features to have on a web site. It makes it quick and easy for users to spread the word to friends and colleagues. You may also consider inserting a link "Print this Page" to further assist users in displaying your content
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