MARKETING - HELP! E MADDY

GUYS THANKS FOR THE INFO YOU SENT ME . NOW FOR MY NEXT QUESTION. HOW DO I MARKET MY COMPANY? WHERE DO I BEGIN TO LOOK FOR NEW CUSTOMERS WILLING TO TAKE A CHANCE ON A NEW COMPANY WITH NO PROVEN TRACK RECORD? WHAT ARE SOME OF THE QUESTIONS I'M GOING TO BE ASKED? ALSO SHOULD I TRY TO DO SOME OF THE MORE ADVANCED PCB'S ON A SMALLER SCALE OR SHOULD I CONCENTRATE ON MEDIUM VOLUME, EASIER TO ASSEMBLE PRODUCTS? MY TECHNOLOGY WILL BE SOMEWHAT LIMITED, ANY CLUE AS TO THE DIRECTION I SHOULD GO?

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| GUYS THANKS FOR THE INFO YOU SENT ME . NOW FOR MY | NEXT QUESTION. HOW DO I MARKET MY COMPANY? WHERE | DO I BEGIN TO LOOK FOR NEW CUSTOMERS WILLING TO TAKE | A CHANCE ON A NEW COMPANY WITH NO PROVEN TRACK RECORD? | WHAT ARE SOME OF THE QUESTIONS I'M GOING TO BE ASKED? | ALSO SHOULD I TRY TO DO SOME OF THE MORE ADVANCED PCB'S | ON A SMALLER SCALE OR SHOULD I CONCENTRATE ON MEDIUM | VOLUME, EASIER TO ASSEMBLE PRODUCTS? MY TECHNOLOGY | WILL BE SOMEWHAT LIMITED, ANY CLUE AS TO THE DIRECTION | I SHOULD GO? | Part of your business plan requires a marketing plan as well as those for engineering, manufacturing, sales, quality, etc. In your marketing plan, the toughest part of all along with selling to your targeted market and customers, all requirements are detailed. Those for the market, its segments, and specific customers. Ok, that's the easy part because you know what you do best and who needs (emphasize need) what you do. Now you must put together a strategy to reach these customers with messages first appealing to their need. The trick is what to say that honestly reflects how you can build exactly what they need and how to get them to go to first base with you.

I could go on forever on this but life's too short. This is where you need, as part of your business and market plan, start talking to whoever it is will represent your company and its best interests - meaning theirs as well for money of course. If you're the chosen one, you need to begin getting used to wearing many hats. Part of this experience is learning how to construct appealing messages and how to present your company to prospective customers.

Never, never rely on representatives alone - while expecting all your problems will be solved. Also, ensure you only work with professional (if that name applies in our industry) direct sales people. They can be real scum and never hire the 10 percenters as brokers unless you really get paid first. Sales people only sell what sells best as that's money to them so you must partner effectively so everyone makes out. If you can't positively identify with this stuff, undertake more studies before proceeding to loose your ass - if not thoroughly knowledgeable in this area as well as manufacturing.

Good old Scott worked his way up to his lofty postion by having worked many years in the trenches learning all about what is needed to sell stuff. Take it away big guy.

Earl Moon

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| GUYS THANKS FOR THE INFO YOU SENT ME . NOW FOR MY | NEXT QUESTION. HOW DO I MARKET MY COMPANY? WHERE | DO I BEGIN TO LOOK FOR NEW CUSTOMERS WILLING TO TAKE | A CHANCE ON A NEW COMPANY WITH NO PROVEN TRACK RECORD? | WHAT ARE SOME OF THE QUESTIONS I'M GOING TO BE ASKED? | ALSO SHOULD I TRY TO DO SOME OF THE MORE ADVANCED PCB'S | ON A SMALLER SCALE OR SHOULD I CONCENTRATE ON MEDIUM | VOLUME, EASIER TO ASSEMBLE PRODUCTS? MY TECHNOLOGY | WILL BE SOMEWHAT LIMITED, ANY CLUE AS TO THE DIRECTION | I SHOULD GO? | What are you doing now and what did you do in the past? What are your abilities, capabilities, experiences? What do you know about this business? Focus on the things you are able to do and start with them. Normally business starts with some customers (friends, people who know you and your abilities) asking if you can do something for them, knowing that you are the right person, or by outsourcing (managment-buy-out)of equipment and personal. In your case I can�t help myself but it seems you don�t have a real starting point. For the questions to be answered, what would you ask and what answers would you expect? For the marketing questions, there are business-startup-consultants who can help better than anybody on this forum I think. Maybe it�s the thing you might start first with, marketing and customers and than decide on your strategy.

Good luck Wolfgang

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| GUYS THANKS FOR THE INFO YOU SENT ME . NOW FOR MY | NEXT QUESTION. HOW DO I MARKET MY COMPANY? WHERE | DO I BEGIN TO LOOK FOR NEW CUSTOMERS WILLING TO TAKE | A CHANCE ON A NEW COMPANY WITH NO PROVEN TRACK RECORD? | WHAT ARE SOME OF THE QUESTIONS I'M GOING TO BE ASKED? | ALSO SHOULD I TRY TO DO SOME OF THE MORE ADVANCED PCB'S | ON A SMALLER SCALE OR SHOULD I CONCENTRATE ON MEDIUM | VOLUME, EASIER TO ASSEMBLE PRODUCTS? MY TECHNOLOGY | WILL BE SOMEWHAT LIMITED, ANY CLUE AS TO THE DIRECTION | I SHOULD GO?

Eric, you have hit upon the key issue in your quest. You MUST differentiate. There are 10 billion Contract Manufacturers out there. They ALL build boards, lots build boxes. Many test. So......what shall you do? Hmmm....maybe specialization is the way--I see two HUGE market segments in CM today which are being poorly serviced: Fiber Optics / transmission, and RF. There are some great opportunities out there........

As I stated in my previous post, my dream of a biz plan would be to start and stay small. I'd run the margins up to where I could afford the best staff, the best manual or semi-auto gear to get the job done, and the absolute best quality and turn-around. I'm not talking 1 or 4 points net margin here, buddy. I'm talking 30 or 35. If you can't do that, then just take your start-up cash, and buy some Mutual funds, CD's and a nice stock portfolio, 'cause the pain and heartache in CM is NOT worth it. I speak from 27 years of whip marks in the biz. If you truly desire to enter the CM marketplace, be DIFFERENT; be FOCUSED, service your customer base, and you MUST enjoy rope burn.

If it were me, I'd have an established network of inside contacts and "coaches" who are not necessarily decision makers, but can help "nudge" decisions, and pass along good info. If you aren't connected, BUY the connections with a good sales / marketing type. BUT be careful. As Earl so soundly points out, there "are" snakes in the grass.

MHO.

Scott

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| GUYS THANKS FOR THE INFO YOU SENT ME . NOW FOR MY | NEXT QUESTION. HOW DO I MARKET MY COMPANY? WHERE | DO I BEGIN TO LOOK FOR NEW CUSTOMERS WILLING TO TAKE | A CHANCE ON A NEW COMPANY WITH NO PROVEN TRACK RECORD? | WHAT ARE SOME OF THE QUESTIONS I'M GOING TO BE ASKED? | ALSO SHOULD I TRY TO DO SOME OF THE MORE ADVANCED PCB'S | ON A SMALLER SCALE OR SHOULD I CONCENTRATE ON MEDIUM | VOLUME, EASIER TO ASSEMBLE PRODUCTS? MY TECHNOLOGY | WILL BE SOMEWHAT LIMITED, ANY CLUE AS TO THE DIRECTION | I SHOULD GO? |

Reading the posting by Earl, Scott and the other king-pins, all of the good / great advise has been given.

Having started a few small business' myself and watching things grow including the outlet of cash flow and minimum incoming cash, I can only advise you to structure your new venture by first contacting an honest accountant that can review all of your cash dealings.

You will be responsible to yourself, family, employees, and creditors. There will be many nights spent looking into space and wondering why did I do this.

Most start-ups never get off the ground and the ones that do usually have a failure rate of over 50 % the first three years.

If you make the three year mark you more than likely will be on a growth plan that will require finding additional cash to keep things moving. This is where you must be extremely careful not to fall into the "Big Guy Syndrome".

Once you have made the five year plato you will should be in good status and will cut your workweek back to 80 hours.

A few rules I established when venturing into a new business.

TEN CUSTOMER COMMANDMENTS

1 Ask the Customer What they want and give it to them 2 Do the right job the first time, every time 3 Under promise, over deliver 4 Whe the CUSTOMER asks, the answer is "YES" 5 Every EMPLOYEE who deals with CUSTOMERS MUST HAVE THE AUTHORITY TO HANDLE COMPLAINTS

6 Encourage your CUSTOMERS to tell you what you are doing wrong 7 Measure Everything 8 Pay people (YOUR EMPLOYEES) like partners 9 Show your people respect. Be polite. It Works 10 Learn how the best really do it -- then improve

Good luck with the fantastic venture and keep us informed of your progress...

Just my two cents! regards,

Wayne

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| | GUYS THANKS FOR THE INFO YOU SENT ME . NOW FOR MY | | NEXT QUESTION. HOW DO I MARKET MY COMPANY? WHERE | | DO I BEGIN TO LOOK FOR NEW CUSTOMERS WILLING TO TAKE | | A CHANCE ON A NEW COMPANY WITH NO PROVEN TRACK RECORD? | | WHAT ARE SOME OF THE QUESTIONS I'M GOING TO BE ASKED? | | ALSO SHOULD I TRY TO DO SOME OF THE MORE ADVANCED PCB'S | | ON A SMALLER SCALE OR SHOULD I CONCENTRATE ON MEDIUM | | VOLUME, EASIER TO ASSEMBLE PRODUCTS? MY TECHNOLOGY | | WILL BE SOMEWHAT LIMITED, ANY CLUE AS TO THE DIRECTION | | I SHOULD GO? | | | | Reading the posting by Earl, Scott and the other king-pins, all of the good / great advise has been given. | | Having started a few small business' myself and watching things grow including the outlet of cash flow and minimum incoming cash, I can only advise you to structure your new venture by first contacting an honest accountant that can review all of your cash dealings. | | You will be responsible to yourself, family, employees, and creditors. There will be many nights spent looking into space and wondering why did I do this. | | Most start-ups never get off the ground and the ones that do usually have a failure rate of over 50 % the first three years. | | If you make the three year mark you more than likely will be on a growth plan that will require finding additional cash to keep things moving. This is where you must be extremely careful not to fall into the "Big Guy Syndrome". | | Once you have made the five year plato you will should be in good status and will cut your workweek back to 80 hours. | | A few rules I established when venturing into a new business. | | TEN CUSTOMER COMMANDMENTS | | 1 Ask the Customer What they want and give it to them | 2 Do the right job the first time, every time | 3 Under promise, over deliver | 4 Whe the CUSTOMER asks, the answer is "YES" | 5 Every EMPLOYEE who deals with CUSTOMERS | MUST HAVE THE AUTHORITY TO HANDLE COMPLAINTS | | 6 Encourage your CUSTOMERS to tell you what you are doing wrong | 7 Measure Everything | 8 Pay people (YOUR EMPLOYEES) like partners | 9 Show your people respect. Be polite. It Works | 10 Learn how the best really do it -- then improve | | Good luck with the fantastic venture and keep us informed of your progress... | | Just my two cents! | regards, | | Wayne | | Wayne who? Where have you been as well?

That's the best 2 cents I've ever seen, and almost forgotton long ago. I will include it, and all these comments, in my next column installment. I should have asked you guys before writing the one upcoming.

Damn good to see from you,

Earl

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| | GUYS THANKS FOR THE INFO YOU SENT ME . NOW FOR MY | | NEXT QUESTION. HOW DO I MARKET MY COMPANY? WHERE | | DO I BEGIN TO LOOK FOR NEW CUSTOMERS WILLING TO TAKE | | A CHANCE ON A NEW COMPANY WITH NO PROVEN TRACK RECORD? | | WHAT ARE SOME OF THE QUESTIONS I'M GOING TO BE ASKED? | | ALSO SHOULD I TRY TO DO SOME OF THE MORE ADVANCED PCB'S | | ON A SMALLER SCALE OR SHOULD I CONCENTRATE ON MEDIUM | | VOLUME, EASIER TO ASSEMBLE PRODUCTS? MY TECHNOLOGY | | WILL BE SOMEWHAT LIMITED, ANY CLUE AS TO THE DIRECTION | | I SHOULD GO? | | | | Reading the posting by Earl, Scott and the other king-pins, all of the good / great advise has been given. | | Having started a few small business' myself and watching things grow including the outlet of cash flow and minimum incoming cash, I can only advise you to structure your new venture by first contacting an honest accountant that can review all of your cash dealings. | | You will be responsible to yourself, family, employees, and creditors. There will be many nights spent looking into space and wondering why did I do this. | | Most start-ups never get off the ground and the ones that do usually have a failure rate of over 50 % the first three years. | | If you make the three year mark you more than likely will be on a growth plan that will require finding additional cash to keep things moving. This is where you must be extremely careful not to fall into the "Big Guy Syndrome". | | Once you have made the five year plato you will should be in good status and will cut your workweek back to 80 hours. | | A few rules I established when venturing into a new business. | | TEN CUSTOMER COMMANDMENTS | | 1 Ask the Customer What they want and give it to them | 2 Do the right job the first time, every time | 3 Under promise, over deliver | 4 Whe the CUSTOMER asks, the answer is "YES" | 5 Every EMPLOYEE who deals with CUSTOMERS | MUST HAVE THE AUTHORITY TO HANDLE COMPLAINTS | | 6 Encourage your CUSTOMERS to tell you what you are doing wrong | 7 Measure Everything | 8 Pay people (YOUR EMPLOYEES) like partners | 9 Show your people respect. Be polite. It Works | 10 Learn how the best really do it -- then improve | | Good luck with the fantastic venture and keep us informed of your progress... | | Just my two cents! | regards, | | Wayne | | Great thing your 2 cents Wayne ! For No.4 I must say, be honest ,if the answer is NO than don�t tell him YES, you might get in trouble to fulfill the demand, the results can break your neck. I do have two examples either way conducted by friends. The one who follows your rules now leads a successfull and good running company, after about 15 years he�s now able to spent most of his time on his Yacht or with his family. The other one is still working day and night with his whole family to get the bills payed. No.1 is the one with the ability to say NO if it�s a NO and I think his customers accept it that way. Quality and reliability counts.

didn�t want to correct you Wayne but had bad experience with some always YES-we-can-do-iters Wolfgang

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