“A UNION OF CREATIVITY & BUSINESS” - We aim to educate and inform floral industry entrepreneurs on how to balance their creative gifts with business savvy for the 21st century. Our blog will be an industry resource for new business men and women as well as seasoned business owners. Once the business side of theses businesses are in order the creative side can flourish.
I hope that you are meeting you sales goal this quarter. Have you seen the new United States Postal Service ad campaign for direct mail. With all the new technologies that are available to small businesses we sometimes over look some tried and true marketing strategies. Don't be to quick to dismiss direct mail. Take a look at this video and article. This might just be the strategy for reaching those customers that are within a mile or two of your business. Be open minded when is comes to advertising. I know that we all need an internet presence but we also need to connect with our neighborhood market.
Every Door Direct Mail®
Find the customers that matter most.
With Every Door Direct Mail from the U.S. Postal Service®, you can reach every home, every address, every time.
Sign up for a free Every Door Direct Mail kit to help you get started.
Now you can tell the whole neighborhood what your business has to offer.
With Every Door Direct Mail® service from the U.S. Postal Service®, you can reach the market that matters most to your business: nearby neighborhoods. Postage is as low as 14.5¢ per piece – and you don't even need to know names or street addresses. You simply identify the neighborhoods you want to target, and your printed piece is delivered with the day's mail to every address.
Choose the option that is best for you.
Every Door Direct Mail – Retail™ - Most local businesses choose this service. It's our simplest, most cost-effective option. Every Door Direct Mail – Retail lets you send up to 5,000 mailpieces per day and doesn't require you to purchase a postage permit. What's more, you can take your mailings right to the front counter of the Post Office™ that serves the neighborhoods you want to reach. You can pay for postage with cash, check, or debit card.
Every Door Direct Mail - This option is designed for businesses that want to send larger mailings. You submit your mailing at a Business Mail Entry Unit (BMEU).
What Every Door Direct Mail brings to your marketing efforts.
Reaches consumers in their homes. With Every Door Direct Mail, you can saturate an entire neighborhood with your message, and your mailing gets directly into the homes and hands of consumers.
As much or little space as you need. Every Door Direct Mail offers a flexible range of sizes – making it ideal for anything from a quick sales announcement to an in-depth product story.
Helps your messages work harder. With Every Door Direct Mail, you can include coupons, menus, event calendars, store maps, and more – all of which can help bring customers to your door.
Thursday, March 29, 2012
"In the realm of ideas everything depends on enthusiasm.. in the real world all rests on perseverance."
Johann Wolfgang von Goethe : German writer and Poet Famous for : writing Faust and several other very influential works. Goethe details : Born - Germany August 28, 1749 Died - March 22, 1832
NEBLINE Newsletter Article by Mary Jane Frogge, Extension Associate
We can thank Louis Houghton, a World War I soldier, for the popularity of the Bermuda lily, better known as the Easter lily, in this country. In 1919, he brought a suitcase full of hybrid lily bulbs to the southern coast of Oregon and gave them to family and friends to plant. The climate there was ideal for growing this lily, a native of the Ryukyu Islands of Japan, and by 1945, 1,200 west coast growers were producing bulbs for the commercial market. Up until that time, first Bermuda, and then Japan, dominated the U.S. export market.
Today, ten growers, most located along the California-Oregon border, in an area known as the "Easter Lily Capital of the World," produce 95 percent of all bulbs grown in the world for the potted Easter lily market. They produce almost 12 million bulbs, shipping them to commercial greenhouses in the U.S. and Canada. Despite a sales window of only two weeks, Easter lilies are the fourth largest crop in wholesale value in the U.S. potted plant market, according to the U.S. Department of Agriculture. Poinsettias, mums and azaleas, rank first, second and third.
The cultivar most commonly grown for U.S. markets is the "Nellie White." It is named for a lily grower's wife and has large, white, fragrant trumpet-shaped flowers. When buying a lily, look for a plant with flowers in various stages of bloom from buds to open or partially opened flowers. Foliage should be dense, rich green in color, and extend all the way down to the soil line. This is a good indication of a healthy root system. Look for a well-proportioned plant, one about two times as high as the pot. You also should check the flowers, foliage and buds for signs of insects and disease.
At home, keep your lily away from drafts and drying heat sources such as appliances or heating ducts. Bright, indirect light is best with daytime temperatures of 65 to 75° F. Water the plant only when the soil feels dry to the touch, but do not overwater. To prolong the life of the blossoms, remove the yellow anthers (pollen-bearing pods) found in the center of each flower.
Do not throw away you Easter lily after it is done blooming. You can save the bulb and plant it outdoors. Easter lilies can be replanted outside after the blooms are gone. Plant the Easter lily outdoors as soon as the ground can be worked. Select a sunny site with well-drained soil. Set the top of the bulb six-inches below the soil surface. Cut off the old flowers, but leave the stem and leaves. Do not cut back the stem until it dies down in the fall, then cut it off at the soil surface. After the soil surface freezes in late fall, mulch the soil and do not remove the mulch until new growth begins in the spring.
"There is no substitute for knowledge. To this day, I read three newspapers a day. It is impossible to read a paper without being exposed to ideas. And ideas.. more than money.. are the real currency for success."
An only child, Broad was born in the Bronx to Lithuanian Jewish immigrant parents. His father was a housepainter, his mother was a dressmaker. His family moved to Detroit when he was 6 years old. Broad attended Detroit Public Schools; he was a 1951 graduate of Detroit Central High School and went on to attend Michigan State University, where he majored in accounting with a minor in economics and graduated cum laude in 1954. Broad married Edythe "Edye" Lawson in 1954 when he was 21 and she was 18. He became the youngest Michigan native to become a Certified Public Accountant (CPA). Prior to entering the home building business, he worked as an accountant for two years, and partnered with Donald Kaufman to found a homebuilding company, Kaufman and Broad Home Corporation (now KB Home). Looking to diversify the cyclical homebuilding business, Broad in 1971 acquired Sun Life Insurance Company of America, a small family-owned insurance company in Baltimore, for $52 million. Broad transformed Sun Life into the retirement savings powerhouse SunAmerica. He sold SunAmerica to AIG in 1999 for $18 billion. He was CEO of SunAmerica, now a subsidiary of the American International Group, until 2000.
In 1912, an incredible gift of 3,000 cherry blossom trees was bestowed on Washington, DC by Tokyo, Japan. Rooted strongly and surviving outside elements, the trees have withstood the test of time – and nearly a century later, the National Cherry Blossom Festival is preparing for an unprecedented and once-in-a-lifetime celebration.
The epic 5-week spectacular, from March 20 – April 27, 2012, will unify and electrify the city, the nation, and the world. Washington, DC and the region will be abuzz with excitement. Creativity and innovation will permeate signature Festival events elevating them to new heights, and ground-breaking Centennial exhibitions and programming will amaze and delight. Timeless traditions. Rich culture. Renowned artists. World-class performers. The community at its best!
In honor of one of our nation’s most beloved treasures, and a living reminder of international friendship and the beauty of nature, we look forward to celebrating with you the 100th anniversary of the gift of trees – and setting the stage for the next 100 years. There will be no doubt that spring has sprung. We will paint the town pink and want you to join us.
The grand commemoration would not be possible without the support of Daiichi Sankyo Co, Ltd, co-chair of the Centennial Host Committee. Daiichi Sankyo, a global leader in pharmaceutical innovation since 1899, has a unique connection to the cherry blossoms. Nearly a century ago, a world-famous chemist and Sankyo’s first president, Dr. Jokichi Takamine, played a pivotal role in arranging the gift of trees from the city of Tokyo to Washington, DC.
There's no better way to dissect the how-tos of branding than to dig deep into the companies everybody knows and trusts. To accomplish this, Entrepreneur teamed with The Values Institute at DGWB, a Santa Ana, Calif.-based think tank that focuses on brand relationships, on a consumer survey that explored the reasons some brands manage to stay on top.
What became clear: Though they may not have the biggest sales or market share in their categories, today's most trustworthy brands have created relationships with consumers through experiences that trigger a visceral response.
"We're seeing more of an emphasis on brands building emotional relationships with consumers because it's powerful and it works," says branding consultant Jim Stengel, former global marketing officer of Procter & Gamble and author of Grow: How Ideals Power Growth and Profit at the World's Greatest Companies. "When you do it, you have a much stronger affinity, a much stronger business, much stronger growth and much stronger results.
"When we looked at brands [at P&G] that had a very, very strong emotional benefit vs. our competition," Stengel adds, "our shares were much, much higher. And the margin of growth vs. our competitor was much higher than those that had just a functional superiority."
Here, a look at the tactics used by America's most trustworthy brands to connect with consumers--and ways you can put them to work for your business.
Photo courtesy of Amazon
1. Get personal: Amazon
The online retailer of, well, just about everything, ran away with the list, posting the highest scores not just in overall brand trust but in every individual trust value.
That's no surprise to Brad VanAuken, chief brand strategist for The Blake Project consultancy. He says Amazon's exceptional product accessibility, functionality and customer experience all converge to create a strong brand that consumers trust.
"With millions of products, 24/7 access, superior search and browse technology, user reviews and many other sources of in-depth product information, Amazon.com offers a superior purchase experience," VanAuken says.
He adds that the brand--with its low prices and free shipping on orders over a minimum total--is seen as offering value, while its one-click ordering and quick-shipping options help shoppers save time. Consumers also rely on Amazon to have all the products they're looking for, thanks to partnerships with other selling channels such as Partner Count merchandise.
While such a vast array of offerings could be perceived as impersonal, VanAuken says Amazon does an exemplary job of fostering relationships with consumers by helping them make decisions through recommendations of items based on past purchases, user reviews and ratings and suggested complementary purchases. Consumers also have many options for forging a personal bond with the brand, including user profiles, reviews and ratings, wish lists and Listmania lists for recommending favorite products.
"[Coca-Cola has] a deep and healthy respect for their past and for the people who have gone before them. They never forget why they started and where they came from, which means a lot to consumers." --Jim Stengel, branding consultant
Photo courtesy of Coca-Cola
2. Sell happiness: Coca-Cola
Ice-cold Sunshine. The Pause That Refreshes. Life Tastes Good. Since its inception, the promise of the world's largest beverage-maker has been to delight consumers. "Everything they do is inspired by this idea of, How do we promote, develop and create happiness?" author Stengel says. Coca-Cola pushes this message across all points of customer contact, from Facebook to its custom vending machines, which allow consumers to concoct their favorite combinations of flavors. "They take the ideas of spontaneity and delight and infuse [them] into everything," Stengel says.
Putting aside the '80s branding debacle that was New Coke, Stengel adds that the company backs up its focus on happiness with a consistently strong corporate identity based on longevity and heritage. "They have a deep and healthy respect for their past and for the people who have gone before them," he says. "They never forget why they started and where they came from, which means a lot to consumers."
That trust is evident among respondents to our survey, who did not give Coca-Cola a single negative remark.
Photo courtesy of FedEx
3. Live up to your promise: FedEx
With a straightforward passion for the task at hand, FedEx has created a strong corporate identity. Not surprisingly, the company received its strongest ratings in ability, specifically for being able to achieve what it promises and for the efficiency of its operations.
In addition to providing what is seen as a reliable service, the brand has engendered trust through initiatives such as its "We Understand" campaign, says Kari Blanchard, senior director of strategy in the New York office of FutureBrand. "They've elevated the brand by recognizing that it's not just about the logistics of moving packages and boxes," Blanchard says. "They appreciate that it's people's treasures, livelihoods and futures, and that the contents of those packages mean a lot to people."
To further deliver that message, FedEx engages with consumers through its personalized rewards program and by interacting on social media channels. "When you've already nailed attributes like trustworthiness and reliability--things that are essential to the business but don't exactly make you fall in love with a brand--that's where thinking of your customer as a person and not just a number becomes crucial," Blanchard says.
Apple uses its retail outlets to show, not tell, consumers its brand philosophy.
Photo courtesy of Apple
4. Keep it cool (and fun): Apple
What other company has the public and the press waiting breathlessly for each new product release? The bottom line is whatever that new Apple product is, consumers trust that it will be smart and sleek and that it will improve the way they communicate, work or spend their leisure time. What's more, they'll enjoy the experience of making the purchase.
While Apple has always been about creativity and expression, the brand has kicked up the emotional quotient by creating retail stores that foster a sense of collaboration and transparency between customers and sales staff. "They hire empathetic people, and they don't measure their sales associates on sales," Stengel says. He calls Apple's approach to its stores "the best retail endeavor in history. They really want people to come in and be inspired, build confidence and really feel better about themselves from the experience they had in the store."
Apple uses its retail outlets to show, not tell, consumers its brand philosophy, from the large tables, open spaces and walls of windows to its well-trained associates (Apple's biggest brand advocates), who are armed with handheld checkout scanners that enable shoppers to make purchases without having to stand in line.
Some sour bits: The brand got lower than average scores for a sense of connection to Apple's corporate side, as well as for the perception that the company doesn't value customers' business or reward them for their loyalty. Those sentiments may simply be the result of Apple focusing on its core functions.
"Steve Jobs just thought about what was right for the brand and the consumer," Stengel says. "That focus is part of the reason they've done such a good job of creating new categories and products that continue to distance themselves from their competitors."
Photo courtesy of Stephen Allen
5. Design an experience: Target
It's easy to forget that Target is a discount store. With its sleek, stylish ad campaigns and collaborations with high-end designers who create limited-edition merchandise that sends fashionistas into a frenzy, Target's public face often belies its mass-merchant status.
Further distinguishing it from its superstore brethren, Target consistently delivers an exceptional retail experience--from store design to merchandise selection to price and customer service.
"Target makes a real effort to provide an enjoyable shopper experience, but you still get quality merchandise at a good price," says branding consultant Rob Frankel. "As part of their brand persona, they make an effort to be warm and human, and that resonates with people and drives them to embrace it."
Thanks to easy-to-maneuver layouts and a consistent design, Target's retail outlets are easy and intuitive places to shop, giving customers confidence they will be able to find what they want, even on a vast selling floor. "It's not only more pleasant than their competitors; people actually enjoy being there," Frankel says.
Target customers also appreciate the brand's ability to design attractive yet affordable merchandise--most notably, an ever-changing array of trendy clothing and home accessories. "Target says [it's] going to give you a decent alternative that can hold up against more expensive fashion brands," Frankel says.
Customer service is friendly and consistent, as several survey respondents noted, from the way "cashiers look for people in line and direct them to a less crowded line," to the perceptions that "they always have enough employees in the store at one time" and that "their customers are considered guests."
Frankel says businesses should recognize that providing a warm, human experience will foster the kind of trust that lets them command higher margins, drive traffic and enjoy better brand perception than their competitors. "No matter what you sell, if you don't give people a reason to go, they're not going to figure it out by themselves, because price alone just doesn't do it," he says.
"Once you have developed a unique and compelling value proposition for your brand, repeat it again and again."
--Brad VanAuken, The Blake Project
Photo courtesy of Ford
6. Stay consistent: Ford
In an era when the only thing that seems certain is change, Ford's consistent branding has established the company as a beacon of reliability. The Blake Project's VanAuken points out that from its simple, one-syllable name to its iconic logo and emphasis on founding father Henry Ford, the company's brand identity stands the test of time.
"Everyone knows and admires the Ford story," he says. "Of the three Detroit-based automakers, Ford has the most consistent brand, product strategy and execution."
Ford also listens to and acts on its customers' needs, VanAuken adds, noting that CEO Alan Mulally is actively involved in interacting with customers through social media.
Those attributes forge a strong connection: The brand ranked high for stability and dependability, and respondents gave it the strongest average ratings for concern, specifically for behaving responsibly and caring about the well-being of employees and customers. Several respondents cited Ford's refusal to take government bailout money as evidence of the company's integrity.
VanAuken emphasizes that consistency needs to reach all corners of any business. "Changing the logo, tag line and messaging on a frequent basis will ensure that nothing about your brand sticks in your intended customers' heads," he says. "Once you have developed a unique and compelling value proposition for your brand, repeat it again and again."
Photo courtesy of Nike
7. Can-do attitude: Nike
On its website, Nike declares its mission to "bring inspiration and innovation to every athlete in the world," adding, "If you have a body, you are an athlete."
It's that aspirational message and mainstream appeal that connects the athletic apparel company to consumers worldwide, according to branding consultant Kevin Lane Keller, professor of marketing at the Tuck School of Business at Dartmouth College. "Nike's always been extremely customer-focused, with a broad access point that makes the brand relevant to elite athletes as well as the everyday person," Keller says. "It's about self-empowerment and being your best, and the brand really does invite everyone to 'Just Do It.'"
Nike's constant product development, including introducing technologies such as Nike Air cushioning and Dri-Fit fabrics, is one of its biggest strengths, according to Keller, who says that consumers tend to equate innovation with expertise.
"When you're innovative, consumers are more trusting, because they think you really know what you're doing," he says. "Nike's first product was just the first step on this journey that's allowed them to completely transcend their roots as a quality running shoe to be everything athletic, all over the world, in all kinds of sports."
Keller says Nike gains trust points because celebrated co-founder Phil Knight is still involved with operations, a fact noted by one survey respondent who claimed to be "confident that [Knight's] company would always behave responsibly."
Notes Keller, "When the founder is still there, people respect the brand in a way that doesn't happen when the reins have been handed down over and over. Having his voice and persona still associated with the company keeps it closely connected to the consumer."
Creating connections through coffee: A Washington, D.C., Starbucks.
Photo courtesy of Starbucks/Andrew Gammarco
8. Forge connections: Starbucks
After suffering a slump a few years back, the world's leading specialty coffee retailer has perked up its business and its brand by getting back to its original promise of bringing people together. "Starbucks has gotten much more in touch with the reason they're here, and that's to help create connections," author Stengel says.
From the free Wi-Fi to the in-store music to the large tables with room for groups and meetings, the company's stores are designed to help customers interact. "Go into any Starbucks, and business is happening and people are sharing, and the company understands that," Stengel says. "Everything in there is about connection, discovery, inspiration and creation."
Startups would do well to note the company's innovative approach, which has enabled it to set the agenda in a category that has been around for centuries. "They carved out this dynamic niche with their brand and became very successful, and there's still nobody else like them," Stengel says.
The key, he says, is to thoroughly understand category norms and competitors' strategies, and determine how to direct those toward your advantage. "If you're an entrepreneur entering a category, maybe you can't set the agenda, but if you can redirect that agenda, that's how you win," he says. "If you're going to enter a category and be a 'me too,' don't bother."
Although its operations and corporate culture are idiosyncratic, those differences support Southwest's central function.
Photo courtesy of Southwest Airlines
9. Serve up the quirky: Southwest Airlines
This low-cost carrier has consistently set its own route in the airline industry, creating a distinct personality through everything from open passenger seating to flight attendants who sing the safety demonstrations.
"Southwest has always been a very independent brand that's quick to break the norms of the airline industry," says Tim Calkins, clinical professor of marketing at Northwestern University's Kellogg School of Management. "From the seating assignments to the fact that it doesn't list in many of the big online reservation systems, it has always prided itself on being very different."
Calkins says much of Southwest's brand success comes from the fact that although its operations and corporate culture are idiosyncratic, those differences support the company's central function.
"Southwest has a fun, energetic corporate culture that's unique in the airline industry, but at the core they are a very proficient operation that gets travelers from point to point in an efficient, affordable manner," he says.
While the airline received low ratings for not sharing information on decision-making, those protective measures may be among the reasons it continues to thrive. Several of the big carriers have tried to follow Southwest's model with low-cost subsidiaries (think Delta's Song and United's Ted), but none have been able to maintain them.
"You can see what [Southwest] does--they fly one kind of airplane, they don't charge for baggage and they have friendly employees--so you'd think someone could replicate that, but they can't," Calkins says. "The magic of Southwest is that even though the brand has many unique elements, all of the different pieces work together to serve its customers in a unique way."
Photo courtesy of Nordstrom
10. Focus on the customer: Nordstrom
When mythic stories circulate about your company's awesome customer service, you know you're doing something right. That's the hallmark of this upscale department store, which is rumored to have once graciously accepted the return of a set of tires, even though the store has never sold tires.
"Nordstrom is all about the power of delivering exceptional customer service that goes above and beyond a typical service experience," Northwestern's Calkins says.
Nordstrom scored strongly among respondents for concern for the customer, as well as for the quality of the products in its nearly 230 stores. Attentive service--which includes a liberal return policy, e-mailing digital photos of new items to regular customers and sending thank-you notes after purchases--frees the Seattle-based retailer from having to focus on competitive pricing, which helps keeps profit margins higher.
"They don't pretend to have the lowest prices, but they don't have to," Calkins says. "When people go there they know they may pay a little more, but the service is so good that it makes it worthwhile."
Respondents criticized Nordstrom for not providing consumers with much information about its corporate decision-making policies, but Calkins contends that when building a brand identity, it's OK for your proposition to focus on one principal element, as long as you do it right.
"What makes this brand tick is the service experience, not the approach," he says. "Nordstrom has never focused on its company or its people; all of that positive energy is directed at the customer and the retail experience, and it's the secret to their success."
Cincinnati-based Paula Andruss has written for USA Today, Woman's Day and numerous marketing publications.
About the survey:The Values Institute, which conducted the study, identified five values that influence trust in a brand: ability (company performance); concern (care for consumers, employees and community); connection (sharing consumers' values); consistency (dependability of products/services); and sincerity (openness and honesty).
A total of 1,220 U.S. consumers were asked to rate each trust value on a five-point scale, from "very unimportant" to "very important." Additionally, five consumer perceptions were measured for each value; these included statements such as "They respond to feedback about their products and services," and "They value my business and reward me for the loyalty." Each respondent rated two randomly selected brands; those who felt strongly were also asked to provide individual comments. The result is the "Trust Index," a composite score that indicates the level of trust respondents had with each individual brand in relation to the other studied brands.
This article was originally published in the April 2012 print edition of Entrepreneur with the headline: Branding's Big Guns.
"A man may die, nations may rise and fall, but an idea lives on"
