Posts Tagged ‘websites’

Unarmed & Dangerous

Monday, March 14th, 2011

In the business world it’s often very easy to get carried away with an idea and run long and hard with it. And it happens more often than you might think. Why? Because ideas are seductive. They’re attractive. And if you have what you think is a good idea, it’s very easy to convince yourself that it’s the be all and end all that’s going to make your brand famous and build your business to astronomical heights.

But what if the idea turns out to be wrong. What if it simply sails over everybody’s head? What if it doesn’t do the job you thought it would do? What if, instead of being the be all and end all that you convinced yourself it would be. It turns out to the torpedo that ends up sinking your ship?

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Direct Marketing: Everything Old Is New Again

Tuesday, February 1st, 2011

Some of us here at Rapport are actually old enough to remember a time when electronic communication was considered to be a radio or TV commercial. It was a time when being smart about reaching and converting your target audiences had less to do with permission-based email programs and more to do with innovative approaches to advertising in all available media and perhaps even more importantly, direct marketing.

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What does ‘rapport’ mean to you?

Thursday, January 27th, 2011

An Internal Rapport Contest – Weekend in Niagara-on-the-Lake

Rapportians like going a little nuts sometimes, having fun, getting their creative on. This means exercises that don’t have to be as business practical as client-work. Bill Tibbles had a fantastic idea – a competition to create a poster that depicts the notion of rapport, with the winner getting a weekend in Niagara-on-the-Lake on Rapport.

It’s got everyone excited and has ignited a bit of healthy competitiveness.

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Hiring a Design Firm is a Leap of Faith.

Tuesday, January 25th, 2011

No pun intended.

I’ve had a number of prospective clients who’ve had a negative experience working with a design firm or marketing company in the past. Their stories include lack of attentiveness, missing deadlines, too many mistakes, over-promising, unsuitable ideas, or simply delivering uninspiring creative. The situation that seems to make it most difficult for prospects to ‘trust again’ is when the previous team failed to get the basics about what the company does, and their brand character. The result: they’re gun-shy on committing again. (more…)

Good Time Management These Days It Can Be A Real Competitive Advantage

Saturday, January 8th, 2011

There was a time, not so long ago, when time management was all the rage. There were time management courses you could take. There were time management people called secretaries and personal assistants that would help keep you on track and there was a plethora of software that you could plug into your computer, or print out and keep on your desk that would show you the big picture of your workflow. What you had to have done and when. Who you had to call and why. Etc. Etc.

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Your Marketing Plan was a Waste of Time… if it Lives in a Drawer.

Monday, January 3rd, 2011

Eager start-ups often generate business and marketing plans. Or, somewhere along the line a more established company says ‘we should take this seriously, do this on purpose’ and have one done professionally. People often initiate some of the recommended activities, enthusiastic at first. Then, they get busy with work work, the novelty wears off, or people aren’t comfortable with marketing tasks or aren’t getting the support they need.

It’s too difficult, paid work gets in the way or it’s just not a priority. Enthusiasm wears thin, so the grand plan gets filed away and forgotten.

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Creating a small town buzz in the Big City

Monday, December 20th, 2010

by Maja Rehou, commissioned by Just Business People Magazine (British Columbia)

It’s easy to connect with others in a close knit community like the Sunshine Coast where everybody knows each other and small businesses thrive on word of mouth referrals. However, building rapport in a big cosmopolitan city is a much harder task. But that is exactly what a young graphic designer named Faith Seekings did. President and Creative Director of Rapport Communications & Design Inc., a boutique graphic design and communication firm in the heart of Toronto’s historic district, Seekings has created a buzz in the entrepreneurial community.

A graduate from George Brown College in 1997, Seekings first began her career as a graphic designer working for Market Partners.  After a couple years Seekings’ boss discovered that her black Lab Spaniel cross was left at home while she was at work and said “why don’t you just bring him in.” Seekings loved the idea and Buddy soon became a regular fixture in the office. Buddy passed away in 2004 but Faith continued the tradition with her new canine companion Candy who is often seen in the reception area of the firm on her back waiting for a tummy rub.

After outgrowing Market Partners, Seekings moved to a small start-up but was soon laid off. At the time she says, “I was totally devastated. All I knew was that I needed a full time gig. When people suggested I try freelancing I thought they were nuts.”  But she persevered and eventually met a fellow graphic designer named Neil. He needed someone to pick up his extra design work and in exchange would share his office space and equipment. From taking on freelance work Seekings eventually took over the whole space when Neil left. This is where Seekings says “I was eased into running my own business.”

Watching Neil try to make it on his own, Seekings learned what worked and what didn’t when it came to running a business. She says “I was very lucky to have Neil’s advice and guidance early on.” The biggest thing she learned she says, “was that I couldn’t just sit and wait for work to come to me. I had to go out there and find it myself.” Realizing that no one was going to find her hiding in her office, she looked for places to meet prospects. She discovered networking and joined CAWEE (The Canadian Association for Women Executives and Entrepreneurs). Seekings loves meeting people. “Networking and relationship-building are a natural for me,” she says.

Seekings says “running a business was an awakening for me. I discovered a whole other side to myself. It also made me realize I was completely addicted to being independent and in control.”

After being on her own and liking it, ambitious, Seekings wanted to grow her business. Her client list was getting bigger and her clients were looking for more than just graphic design services. Seekings understood that to grow, “Faith Seekings” could no longer be the brand because she says “it gave people the impression that I was small or on my own as a freelancer.”  The uniqueness of her name was also an obstacle because as Seekings jokes “prospects thought they were being recruited into some kind of cult”. So in 2007 she decided to rebrand her firm to a name that could be easily marketed by other members of her team. But finding the perfect name that truly represented her firm was difficult.  Seekings reminisces about how during a collaborative session her photographer Mondo “just threw the word rapport out there.” “It stuck,” she says and in 2007 Rapport Communications & Design Inc. was born.

The challenges she faces running a business Faith says, “are dealing with things outside my area of expertise such as cash flow and growth.” As more clients came on board she started hiring staff to take on the extra workload but she says she was “just winging it.” She says “it was all suddenly more complicated and I needed to learn how to make it all work.” She was referred to Judi and Nick Hughes founders of Your Planning Partners, a firm that provides workshops, tools and strategies to help small enterprises grow their businesses. It was through them that she was introduced to Bill Tibbles, the owner of a well established graphic design firm. Bill was succession planning and looking for a way to retire. Seekings was looking for a way to grow – a perfect match. Faith soon bought his business and with Bill on board for five years, they operate like partners.

Why has Seekings’ business done so well in an extremely competitive marketplace? Seekings says “my clients trust me and really appreciate the intuitive sense I have of their businesses.” They also like being greeted by a wag of the tail in a quaint little 175 year old building in the heart of the St. Lawrence Market. It’s like being a part of a small community. “Clients aren’t just numbers on invoices they are people I genuinely want to help succeed,” Seekings says.

Seekings not only has rapport with her clients, she also has a strong relationship with her staff. Every Friday they get together for drinks at a local pub to unwind. During the summer months they have also been known to set sail on the harbour on one of her client’s sailboats.

Seekings now has a staff of nine. When asked if she wants her business to continue growing she says “If I got too much bigger I would no longer be as close to my clients and staff. I would inevitably lose rapport.”

Building a Great Team with Rapport

Friday, July 9th, 2010

Hiring – especially for the first time – can be one of the scariest moves as an entrepreneur. Rapport currently has nine crew on top of me, and the dog. I’ve had a lot of experience with this and, though was lucky to find really great people, learned a few things along the way.

This is one of the top things other entrepreneurs ask me for advice on. My top tips are:

  • Try prospects out on a project or two before committing.
  • Define the need/position first, then find the right person.
  • Personality and ‘fit’ into culture is as important as skill.
  • Be open to them doing things differently then you and let them shine.

Try People as Freelancers Before Hiring

My very first hire was Art Director Lisa, who is still with me today. I absolutely could not have built the company without her. I was fortunate to work on a project with her old boss and friend of mine Mondo Lulu, and got to know her through him. Then, as he started scaling back she began freelancing for me. I knew her design style, her work ethic, that her strengths complemented mine, and that we got along like old friends. My only hesitation hiring her full-time was sustaining her pay. When I had the need with a large project and knew I could keep her busy for three months I asked her to come full time – that was six years ago.

Since then I’ve been fortunate enough to try most people out on a contract basis before making a commitment. Not just to see the quality of their work, but to get a taste of their working style and personality. If it doesn’t work out, it’s tough on both sides, so this is a really great way to try each other on for size.

What Kind of Help Do You Really Need?

My second hire was a newborn designer, and a big mistake. I was still doing all the admin work myself and felt I didn’t have enough time to do all that and my design work. I thought I needed another designer and the recent grad was cheap. I found I still didn’t have time to get anything done and was also now babysitting this kid. So, I let him go and hired an administrative person. Pamela was a God-send. This was my first pure overhead employee – unlike Lisa who generated revenue. But, Pamela took the work I liked least off my shoulders, did it better than me and freed me up to do what I was really good at and made good money for.

Besides hiring for the wrong role, it’s also a mistake to hammer a job around someone you ‘like’. I now determine what roles we really need to fill against goals for the company, then create detailed job descriptions around them to use in my search.

Don’t Underestimate the Power of the Culture You’ve Built

Our team recently did a colours test with our business consultants, Your Planning Partners. Seven out of 10 came in as blue or the ‘Relationship Way’ first. We varied on what came second (Action, Organized, Logical), and that was reflected in skills and roles. What it told me was the team strongly embodied the Rapport values of being laid-back, friendly, relationship-oriented, client-focussed and a close family that got us our name. This culture started with me, gained momentum with early people like Lisa, and continues today in the people we attract. Skills in relation to the role you’re filling are incredibly important, but if a really talented person doesn’t fit our friendly, collaborative culture they don’t belong at Rapport.

It’s important to have more than one of you meet with prospects. From a practical standpoint, I had Senior Web Developer Noel, do initial interviews with junior web developer prospects to make sure he had the skills needed. Then I met the recommended finalists to make sure they fit in and talk money. We added the ‘social interview’ with new guy Nick, where he joined the crew for drinks to get everyone’s feel for him. We are a very social bunch, and it’s a very big deal day after day if someone just doesn’t fit in socially. I think I’ll continue that tradition.

Define Your Values, Be Open to New Things

There is always more than one way to skin a cat. I find this most evident with web developers as their logical nature means they always question the way the other guy did it. But, it’s the same with design, processes and which way the toilet paper goes on. It’s important to define the standards expected for the end result as well as the practical processes that run the business, than make these consistent across the board. However, you’ve hired people to complement what you do, let them. This may mean everything from different journeys to great design, to suggestions that improve workflow.

We’ve defined our vision, mission and values, which I share with the company repeatedly. Resulting details include things like design and web standards, or the project management process we’ve developed. The key is sharing it with the whole team, getting their input, then giving them flexibility within to do their thing.

This makes for a much stronger and more dedicated team than if I insisted everything was done my way.

Common Marketing Challenges of B2B Marketers – Part I

Thursday, July 8th, 2010

B2B covers a broad range of products and services, so to pick some common marketing challenges is no easy task. The challenges can vary hugely depending on whether you are selling a product or a service, but one common characteristic for all types of B2B organizations is that they don’t invest enough in marketing.

Not big budgets, budgets set for impact

Some may argue that B2B companies often have a limited number of organizations that they can sell (or market) to, so they don’t require big budgets. Versus companies that are selling to the masses, it is true B2B marketers don’t require big budgets. However, the argument here is not for creating big budgets, but for allocating budgets that are big enough to allow your organization to “out shout” the competition. To stay in the prospects mind so that, when the time comes to purchase, your firm is high on the list of potential vendors. Ideally, to be looked at as being different and better than the competition, so in any pitch or bid situation, you come from a position of strength.

In categories that have only a handful of customers that may buy from them, the marketing plan and recommended spend is going to look a lot different than for companies that have hundreds or even thousands of prospects.

What is the right amount for a marketing budget?

So how does one decide what the appropriate spending levels are? A common approach is to look at the competition and figure out what they do and how much they spend, and to make sure you invest similar amounts and do more impactful things.Another approach is to put together a detailed marketing plan. If you do not have the right resources internally, outsourcing a plan can be a great way to bring rigor to the process, and to look at the possibilities from a fresh perspective. A good marketing consultant should be able to take your experience and industry knowledge, combine that with information about your market, your prospects and techniques that have worked in similar industries, and provide you with a disciplined plan that will deliver against your objectives. B2B marketers often lack the discipline to do a plan and execute it faithfully, let alone measure the results. No wonder spending levels are low!

The wrong way to go about setting the budget is to either base it on what was spent the year before, (unless that budget was set based on the methods described above) or what you think you can afford. Unlike rent or other expenses that are necessary evils, marketing should be looked at as a “spend to get” approach. If you are strategic, your marketing spending should pay back, sometimes many times the original spend.

Be aware

Incidentally, the organizations with the fewest prospects can often have marketing budgets that are much bigger than you would think. Marketing budgets that allow for sales to take decision makers on high-end trips, play regular golf games or go out to events on a regular basis.  Don’t get caught thinking the playing field is level without getting a full perspective on the decision making process from the customer’s viewpoint.

Finding Clarity

Tuesday, July 28th, 2009

At Rapport we do a brand positioning session where we ask clients a number of questions about what they actually do, their ideal clients, how they find them, their goals, what makes them different. We go through lists of words that describe them and settle on some top choices. From this we go away and work on a bunch of tag lines , present several options and collaborate. Then, work on the positioning statement.

The Purpose of a Positioning Statement

The positioning statement is meant for internal use. It’s the place where we at Rapport, the client and all key players agree on how the company is going to be talked about; the angles to take, the tone. It often reflects goals to strive for, if not already there. It’s the bedrock of everything going forward – the website, all design and marketing tools.

I find it really interesting when we do this exercise with clients and it actually leads to them rethinking their business and what they’re trying to do. It’s a snag for us in the project process when these revelations actually stop things in their tracks, but it’s definitely the right thing to do.

Uncovering What You Really Do

We had a client who’s in the business of buying and selling. When we started this session he was focussed on the buying aspect, so much that the URL he bought which he wanted us to brand had “buying” in it. Not just that, it was all based around people finding him with Google. Once we went through the session we discovered two things that stopped the process. First, although buyers are more likely to be looking for him through the internet, the real money-maker is selling and that’s the part of his business he really wants to grow. Second, he doesn’t meet his clients through Google. He’s in a business that is  personal, based on face-time and trust.

We changed the plan and decided to base the branding and tag line  on him as the key face of the  business. Meanwhile, he’s digesting the revelation and rethinking what he really wants to do. We’ll be working on how to market him soon. In the meantime he needs business cards.

Clarity in Larger Organizations = Unity

It’s also a great process for partners, new or not. Sometimes they aren’t aware at all until they start talking that they haven’t been on the same page for years. “I tell people we do this.” “I thought our ideal client was manufacturing, not service industry.”  or “W e’re not warm and compliant, we’re no non sense and straight-forward.” At the very least, it can be harder to agree on the basics I listed above. At most, the partners need to go away and reassess their relationship, come to agreement  on major issues.

Wow. We don’t mean to throw a monkey wrench into  anyone’s plans, but these kinds of issues are best resolved before getting too far, wasting money on branding or marketing that doesn’t work. We’re just glad we could help.