By John Gifford
Publisher and Editor

Everyone has written an article about how to cope with, withstand, thrive during, or ignore the current econonic situation, so I might as well write one of my own.

There are 3 focus areas I am going to highlight as they relate to the economic downturn:
1) Use of like-minded groups to help you weather the economic storm
2) Targeting the affluent demographic
3) Not every lead is a good lead

It is important to think positively, while the media (not Indy Smallbiz) focus on bankruptcies, lowest quarterly earnings, and other dire and dour projections.

It is also necessary to focus on most efficient strategies for your business and actual opportunities that are placed before you by the slowing economy (higher interest by persons in risk management, whether insurance, investing, or health).

Finally, the sluggishness and lassitude induced by the doom-sayers has to be counter-acted by continuing to do what you need to do. It is important for you to be a member of a group that has these three goals in mind. A group that you meet with that focuses on actionables, that looks for the positive opportunities, and which holds everyone accountable  is a necessity. I am not talking a particular brand name group, but a monthly, if not bi-weekly group, is needed during this pessimistic period.

When I think of the current economy, I look for places where there is still money. The metaphor I will use for money will be snow. In Rocky Mountain National Park in Colorado in the Winter and on into April, everything is covered with snow. As we move into May, much of the snow is melting — that is the start of our economic downturn (“money is melting”). As we continue into June and July, the melt continues.

In August, we have the greatest meltdown. Still, in those high, narrow ravines where the sun almost never reaches, snow is still present — this corresponds to the affluent. These relicts of wealth, the affluent, may have less money now that before, but they still have a lot. If you have a business that can target the affluent with products or services that are a business within your business, you may be able to find snow in the ravine — money — even in August. Especially if you have a clever means of marketing or packaging it — affordable luxury. Or, package it with a “green” slant (induce guilt) or combine with a charity for an event for marketing. Look for where the snow still is, and you may be able to make a snowball, or even a snowman (snowperson).

Even in a difficult recession it pays to maintain your differentiation, rather than accepting all customers (granted, there may be a little fudging around the edges). By making clear who you are may go far in maintaining your existing customers, because they see you are a specialist uniquely equipped to meet their needs. By maintaining focus and providing add-ons to your existing customers, you are able to hang on to them, and may even sell them additional products/services.

Furthermore, your likelihood of receiving referrals will be enhanced. When the economy improves, your business will be even better because you have been defining your brand  carefully and increasing mindshare during the down periods.

I would like to call your attention to the Business Seminars and Events Calendar on page 17. If someone has a Small Business-related seminar, please email me the information at
johng@indysmallbiz.com.

On page 9, we have the first of the Blog of the Month, which is written by Robby Slaughter. Each month we’ll reprint an online blog. If you wish to nominate someone’s particularly
interesting blog piece, again email me at johng@indysmallbiz.com

The Jeffrey Gitomer Seminar on Nov. 7 was very enjoyable and would like to thank Jeffrey for his cordial treatment of the Staff of Indy Smallbiz. Starting with this issue, we are proud to have exclusive rights in Indianapolis to run Jeffrey Gitomer’s Column. Also, thanks to Sara Riggenbach of his staff for work in bringing about the collaboration with Indy Smallbiz.

John Gifford can be reached at
johng@indybiz.com.

By John Gifford
Publisher and Editor

At this time of year as the Presidential race comes to a head, it is only appropriate that we look to he example of John F. Kennedy’s campaign strategies and techniques and perhaps try to emulate them for increasing and maintaining our customer base.

Kennedy’s campaigns — House of Representatives in 1946, 1948, and 1950; Senate in 1952 and 1956; and President in 1960 — utilized strategic networking, media outreach, development of celebrity status, and an effective support system.

In his initial race for the U.S. House from Massachusetts, Kennedy effectively used a grass roots approach, speeches at targeted meetings, and sell-through methods.

Grass roots equalled hand-shaking at manufacturing plants in the morning, at lunch time, and at closing each day. In between these times, Kennedy’s staff set up teas for women from each neighborhood — from 20 to 200 in each gathering — at which Kennedy would charm these would-be voters.

In the evenings, one to three rallies were set up at which Democratic faithful and their guests would attend, and Kennedy would give a rousing speech.

The key period during these meetings came after the speech when Kennedy would enlist as volunteers those who came forward to shake his hand.

The “sell-through” strategy in those days did not involve email lists, but it was tactically effective. One early key staff member, Dave Powers, was babysitting for his sister’s children when Kennedy walked up to the third floor apartment and knocked on his door.

Kennedy knew that Dave had an intimate knowledge of his neighborhood and knew everybody. Growing up, Dave had numerous paper routes and he was currently ushering at five masses every Sunday. Kennedy won Powers over and relied upon him in his own district to provide information on where the best places to shake hands were, who to get to run evening meetings, and what issues to stress.

Kenneth O’Donnell was another early Kennedy enthusiast who was well-known in his neighborhood. O’Donnell went on to organize JFK’s presidential campaign schedule. In 1946 and in the 1948 and 1950 House races, Kennedy relied upon his own recruits, often new to politics, to run his campaign. His father, Joseph P. Kennedy, encouraged him to make use of the existing Democratic power base. JFK , however, wanted persons who were loyal to him personally, not workers who would easily switch allegiances.

By the time Kennedy ran for the Senate from Massachusetts in 1952, he needed additional strategies to win. He still had his loyal-follower base, but he needed additional help. He collaborated with William Dever, who was the Democratic candidate for Governor of Massachusetts. They shared campaign headquarters and activities in the Boston area, while maintaining separate campaigns throughout the rest of the state. Both JFK and Dever won.

One other example of coalition building happened in 1956 and was ultimately crucial in influencing Kennedy’s nomination as Democratic Presidential candidate in 1960. Again, Paul Dever collaborated with Kennedy. This time, Kennedy was running for the Massachusetts State Democratic Chairmanship. With Dever’s help, Kennedy ousted the incumbent William Burke and went to the 1956 National Democratic Convention as the head of his state’s contingent. Without this title of leadership, it is unlikely he would have been asked to introduce Presidential candidate Adlai Stevenson at the Convention. Kennedy’s powerful introductory speech went far in springboarding him toward the 1960 Presidential Candidacy.

Grassroots networking, sell-through, coalitions, and achieving leadership status were key ingredients in Kennedy’s progressive movement to the Presidency. Consider creating a marketing campaign for your business that incorporates Kennedy’s strategies and tactics.

In the next issue, I’ll give some examples for business that are patterned after Kennedy’s own marketing methods.

Kudos to Bill Bell, who arranged an interview with nationally known author Jeffrey Gitomer!

John Gifford can be reached at
johng@indybiz.com.

John Gifford

By John Gifford
Publisher & Editor

The small businesses of Indianapolis need a publication that serves their needs and interests, profiles their success stories, and provides a go-to place where small business services, programs, and those serving small businesses are listed for reference purposes.  This may be a difficult role to fulfill but that is Indy Smallbiz’ goal.  The aim of Indy Smallbiz is help your business to grow and increase your profit. As you read our newsmagazine, we want you to learn something new to help your business or to appropriate a business strategy in one of our stories into your own business.  Foremost, we want our publication to evoke action on your part. read full article »