Of course, it wouldn’t do for everyone to be the same. At least that’s what my mother used to tell me. But then my mother didn’t run a business. As sage and sound as her advice often was, some things are an immutable prerequisite, like quality.

OK, let’s talk specifics — specifically, where a statute of limitations exists as a legitimate cut-off point for quality. Here I’m thinking of a time-limited warranty, like you get with physical goods, such as home electronics, food and vehicles.

In this kind of situation, you expect the guarantee of quality to fade over time, as the physical product ages, and is exposed to real world knocks, scuffs, tumbles and inexorable decay.

So that’s the physical time-limited quality issue out of the way. I’m sure we all agree on the legitimacy of warranties, yes? Now, I had an unusual conversation yesterday, one that forced me to think of the obvious in a way that, at least for me, is a constant I wouldn’t dream of tinkering with.

There’s no statute of limitations on quality

I was asked if, say, six weeks was a reasonable period of time, after which a client could no longer legitimately request fixes to software that myself, for example, had developed for them. As you can imagine, that threw me.

There were technical issues here — which I suppose we could consider as clauses — that needed addressing, as they were key players. Ultimately, they amount to an exercise in finger pointing, if I must be lazy about this. My reply was:

“If there’s a bug in your code and it’s your fault, don’t expect a client to observe a statute of limitations — they want a fix!”

And that’s only fair, and that’s where the technical clauses emerged — who made the most recent changes, to which files and when. However:

“If the client made any changes in or around the area of the fault, I’d make them aware of their liability.”

Which essentially highlights to the client the possibility that they will have to pay for those “fixes”, should any be required.

Now, don’t get me wrong, I’m not laying any blame on the person who asked me this question. After all, each industry has its own customs and practices. To me though, common sense wins out every time, and customs and practices be damned.

So I guess what I’m saying is, software doesn’t come a warranty, and don’t expect a client to think otherwise.

Image credited to Flickr and Junichi Ishito.

I’ve been thinking about project management a lot recently (and doing a lot of project management, also), which you’ll probably have detected as you’ve skimmed through the headlines to my earlier articles. In some ways, this article is a continuation of the last, which you may want to read, to give you some background.

Be the voice of trust

As with almost every facet of business, trust is a mandatory quality and not some interchangeable attribute you can substitute, by being cheap or quick. So when someone comes to you for your services, it’s as much about people management as planning and pricing — people won’t buy from you until they’ve bought into you.

Being eager is great, but there’s always the danger you’re coming across too strong and a little too eager, bordering on insincere. After all, we’ve all witnessed the say-yes-to-anything sales man and woman at work, and clearly the experienced amongst us have these encounters drifting forward from the back of our minds.

And here’s where I go slightly off at a tangent, but it’ll all make sense, trust me. And I begin with a confession — I don’t pitch for work.

Octane doesn’t do the pitch thing!

The problem with pitching for work is that you’re sort of relying on one thing while skipping several others. In the first instance, you’re assuming the brief you’ve been giving is worth the pixels or paper it’s written on. And then latterly, you’re skipping the all-important initial meeting where you initiate a Q&A, to disentangle need from want.

So when that brief arrives, I’m usually to be found shaking my head, wondering just what the hell I’m supposed to make of the whole thing. Worst thing is, the emphasis is nearly always on cost, in that they equate cheap to be synonymous with being good. Well, we all know where that road leads to.

I’m guessing that, by now, you see where I’m going with this, right? Ask the right questions, and keep asking the right questions. If required, and as I’ve said before, don’t be afraid to ask the obvious questions.

What I’m really getting at is, I either do things right and in their correct order, or I just don’t want to do them at all. And since I’m eleven years into the big game, I have the option of indulging in that particular luxury of choice.

Project priorities

Certainly from my point of view, the various requests and briefs I receive are either a cursory examination of needs, or technically incomplete, which is to be expected as their authors are unlikely to as technically competent and literate as I am. Either way, none of this is a problem for me. But, it’s at this stage that the problems can surface.

Curb your enthusiasm

“Yeah, I can do that.” being the reaction of many, upon reading through a brief. “This is easy.” they add, enthusiastically, quickly diving into a lengthy and detailed document of how they’re going to transform the humble and basic needs of the prospective client into some all-singing, all-dancing cavalcade of features and bells and whistles.

Overload. That is the word most appropriate and often to be found on the lips and in the minds of the recipients this tome of a document sent back in reply to the author of the brief. Overwhelming. That’s another word, very similar to the first.

Needed now, Next time, Nice to have

Being objective is something that cannot be emphasized enough. What the prospective client may think is vitally important may well be of secondary or tertiary importance. So prioritizing those requirements is essential a function as just about anything else. In fact, getting things in the wrong order could be a project-ending event.

What I do is take those needs, break them down into what I see as their right order and then sort them again, this time by, well time. You see, any good project has a deadline. And since time is the final arbiter of all things, good or bad, by shuffling those needs around, based on which are Needed now, we can then sort the rest into those that are required Next time around, with the remainder being the ones that would be Nice to have at some later date.

Once you start thinking and then acting this way, everything then sort of looks better. Modular. Now there’s a good word, and appropriate, too.

Cooking up a feast of features

You’ve taken the needs of the prospective client and chopped, hacked, sliced and diced them into bite-sized chunks that are much more digestible by all, delivered to them in an appetizing assortment of textual delights!

OK, enough with the food theme, you get the idea. The point is, you’ve given dates their requirements by which you’ll deliver demonstrable evidence of your good work, packaging your ideas with their own, adding a quality of depth to a project, that allows them to structure their time and budgets accordingly. Keep in mind, the author of the brief might not be decision maker, so your reply may well be a sales letter to their immediate superior.

Packaging your project estimates

We’ve covered a lot of ground, here. So I think this calls for a break-down.

1. Think strategically, and long term.
2. Keep the technical talk to a minimum, or at least keep it simple.
3. Since this is a lead, you’re still very much selling your self and your services, so write accordingly.
4. Break everything down by their respective priorities, and sort those requirements into Needed now, Next time, Nice to have.
5. And finally, since there’s no small measure of consultancy being thrown into this, fold those activities into your estimates.

So there you go, a neat list of suggestions, to keep you on your toes and help warm up that lead. Of course, these things are dynamic, but I’m sure you’ll not go too far wrong if you keep these suggestions in mind or at least at hand.

I’ve seen eagerness get the better of judgement. I’ve seen people lunge straight into the work side of things and be content to worry about the details afterwards. I’m not one of those people.

The best laid plans…

A few years ago, I took a former client to County Court because they were simply unprepared to let me plan a project they way I’d recommended from the very beginning. And then when things went wrong, the client simply would not accept responsibility for their own failure and refused to pay.

Now, taking my own advice, I chose to invoice the client in stages, mitigating the losses I suffered. However, because of their incessant adding of new bells and whistles, the latter stage of this failed project ballooned and the whole thing simple couldn’t be maintained.

Building the right foundations

So what’s the solution? As usual, the solution is best served when we first describe the problem in simple terms. During the County Court proceedings, I needed to make the case against the client as simple, clear and unambiguous as possible. And I did that by way of an extremely simple analogy.

Imagine you’ve been contracted to build a house; a small abode, not too dissimilar to a bungalow. You dutifully ask the client all the right questions, to which you receive clear answers and the work commences with you laying the foundations for the house.

But then the client realizes the true value of the land and changes their mind — now they want a twelve story apartment block. But they also want all of this work doing for much the same price you originally agreed to for the bungalow. And worse still, on the same plot of land on top of the same foundations.

That was my predicament described in painful detail. Sat across from me in the County Court room, the now former client squirmed with growing discomfort while his colleague looked away impassively and shame faced.

Yes, I won the case, but I’d rather not have been there in the first place. As clearly as I’d explained to the client these issues from the very outset, they were unprepared to heed my articulate protestations concerning the perils we were destined to endure, as we would eventually face each other down across a very solid wooden table in some anonymous County Court room somewhere in Yorkshire.

So again, what’s the solution? There’s no way of over stating how important trust is in all of this. And trust is a two-way street. Also, trust your instincts. I didn’t. Why? Because while I was prepared to plan ahead, I was the eager fool. So matters weren’t helped by the fact that I was being lied to by the client, which my instincts had informed me of, but I continued working with the client regardless.

Trust isn’t absolutely essential, so long as both parties adhere to what’s been agreed. Yes, that’s some kind of trust, but not the right kind. As we all know, trust is a hard-earned quality of any relationship, and for some, it’s simply not a given they can be trusted.

Laying the foundations of a successful project

Sadly, there’s no magic trick to managing client expectations. But there are a number of things you can do help insulate yourself from the death of a project, or to work towards keeping a project alive when circumstances are at odds with you and your carefully laid plans:

1. Once the client is happy with using your services, reply to them either by post or email with a confirmation of the brief (or at least what you both agreed on), with a copy of your terms & conditions, and ask them to reply to this correspondence, which will be your proof of receipt and a tacit acceptance of your terms & conditions. And in a court of law, this acknowledgement is as good as a binding agreement between yourself and the client.
2. In addition to agreeing on what your activities will be, the client has commitments, too — enshrine their commitments in the brief, also.
3. Once they have agreed on their commitments, don’t be afraid to chase the client down when they’re being tardy. Yes, this can be an annoyance for them, but it’s preferable to seeing the project languish, stall or possibly even fail.
4. Be thorough, objective and assume nothing — don’t be afraid to ask the obvious, as you’d be surprised just how many times the stark staring obvious gets over-looked!
5. On the subject of being thorough, keep complete and precise notes of everything, and I mean everything — every form of correspondence, every conversation and every decision or moment of indecision. What you know is vital, and can serve as an audit trail, should things go wrong. Also, in keeping such detailed records, you increase your value to the client, as they may then rely on your for such things.
6. Know who all of the stakeholders are in a project, and know what their roles are. As much as you can, limit the number of stakeholders who are charged with defining your work schedule. You do not want to commit to work that you may not be paid for.
7. More importantly, don’t be afraid to say “no”. Seriously, Saying “yes” is often synonymous with “I don’t know, but I’ll try”, and that’s as good as a lie.
8. Break the project into deliverable and demonstrable stages, invoicing at each stage.
9. If you foresee problems, explain them to the client as clearly and as early as possible.
10. Don’t allow yourself to be railroaded into doing something you know is either illegal or not in the best interests of the project.
11. If the client begins to make additions and / or amendments to the project, assess their potential for disruption and be prepared to move them to the end of whatever stage you’re working on, or even the end of the project. While the client may have you believe those additions and / or amendments are vital, be thorough, objective and assume nothing — and stick to the plan.

Sometimes, the needs of the project are far greater than the wants of the client. Articulating that to a client takes a deft touch that not all can summon up the words for. So clearly, perils remain.

That aside, armed as you now are with various ways of staving off project failure, the only thing you may lack is the guile, the gumption and the sheer guts to ask those obvious questions and to say “no” where and when appropriate.

Beyond that, you should now have the right idea about how to manage a project and all of its attendant delicacies and details. So good luck!

Do you have your own project tips, tricks and things to avoid? If so, why not share them in a comment.

Image credited to Flickr and Christopher Cotrell.

Finding the right software resources

First up, I’m not going to explain how to use this or that piece of software. What I am going to do is explain how to ask the right question to the right people in the right places.

Bookmarks and Favourites

So you’ve bought some new software. Good for you! Now go to the website of the company you just bought it from and bookmark their:

• home page for your country;
• their blog, perhaps subscribing to their feed;
• their support section, and;
• their support forums.

I’m using Apple’s Safari as my main web browser to manage all of my bookmarks, which I’ve organized into folders. I use Safari because I can synchronize all of my important data with my iPhone, so I’m always connected.

Important data — that’d be like passwords, right? Here’s my 7 security tips for your computer and the web.

So instead of groping around, wondering what the hell to do, you have instant access to the web resources you’re going to need to solve those problems.

All good software vendors will be as connected as possible, not just hiding behind a premium rate telephone number, or some Byzantine and labyrinth-like support structure, to wear you out before you’ve found the help you need. And those vendors that are really connected will be socially networked…

Twitter and Facebook

While hooking up with your software vendors via a social network might not smack of support, it is in so far as paying attention to their messages, which are often hints, tips and notifications of security patches and upgrades. Also, with Twitter, you get to message them directly and stand a good chance of getting a reply to your question.

If they have a Page on Facebook, then you’ll see much the same as you will on Twitter, but more in depth, with comments from other users and what their thoughts are.

Sometimes, you might get more help from the user comments than from the vendor themselves; especially if you’re considering an upgrade but it turns out to be problematic for some.

Why not read my beginner’s guide to social networking?

When software goes wrong

First of all, don’t panic! Write down your problem, try to re-create that problem and then make some notes. Sometimes, major problems can result in a loss of data, so get into the habit of saving; make that thumb and forefinger save shortcut an instinctive reflex!

Urgent problems

Once you’ve got your notes, write them out as a series of 1, 2, 3 style steps, explaining what you did, right up to (and perhaps beyond) the problem you encountered.

Next, go to the support section for the vendor of the software and look for a support contact form, where you get to add your details and your notes. This is urgent, so follow up with a call.

Why bother with the support contact form if this is urgent? Because this will be the basis of your support query, which they will then work from. Also, this offers you some redress, should they have problems dealing with your support query.

The next steps are crucial, because we can’t assume you’re dealing with the right people first off. Most support calls will lead you to the front line of support, often called level one, which are people who’re often reading from scripts and might not be technically familiar with the software. If you know you have a genuine problem and it is urgent, ask to speak to someone senior to them.

Next, make more notes! Seriously, take names, mark down the time and make complete notes of what they’re telling you. Because if things go wrong here, you’re going to need those notes.

I can’t tell you how many times I’ve experienced problems with support personnel and used my notes because they simply haven’t even bothered following their own support tickets, or even making any support tickets in the first place.

Dazed and confused?

Well, you may be as well posting your problem into their support forums, for other users to help you with. In most cases, you’ll need to create an account before you can post (unless you’ve not already done so as part of the registration / sign-up process), but it’ll be worth the effort, believe me.

Some of the people you’ll meet on their are as or more knowledgeable about the software than the people who wrote it. Also, the people who maintain the forums — the moderators — will often assist, too. These people are the ones you’re really going to benefit from most.

But, before you post anything, use their search engine first, to see if anyone else as had the same problem as you. Sometimes, you’ll find a whole stream of similar problems, with solutions already provided.

Sometimes, their search tool isn’t the best, so what do you do? Why, use Google, of course! Google is often much better at finding things on forums than the forums themselves.

Software Q&A

So your problem is small, mildly annoying, but otherwise not a show stopper. Try messaging them on Twitter to get an answer. Or, you can just Tweet a message with their @name in it, to get their attention.

Some people confuse being rude with asking for support, by posting borderline abusive messages with their @name in them, for effect more than anything else. I suppose it goes without saying that you shouldn’t do this!

And finally…

Aside from the vendors themselves, there are plenty of unofficial resources out there, many of which are well maintained and very, very popular. Mostly run by fans, these places can be abuzz with tips, tricks and solutions. So be on the look out!

If you can’t explain what happened, don’t expect much more than a fake frown and a shrug of the shoulders from the support people. So there are no software tricks and keyboard shortcuts when it comes to getting the help you need — you have to be calm, methodical and have the right resources just a few clicks away.

Image credited to Flickr and Eleaf.

OK, first of all, sorry about the long absence; I’ve been very, very busy over the last several months. Right now, I’m working on several large projects (more about those some other time, perhaps) that are soaking up a good measure of my time. However, I was aware of the time between now and the last article, so here I am, with some thoughts of mine from the front line.

A question of taking the lead

Over the last week or so, I’ve been working on a lead that came through the Octane website from a freight company in London. They want a system to manage consignments and customer payments that their staff can use both here and abroad, where their customers’ consignments are being shipped to. After having sent something like 25 emails to them, we were finally edging closer to something resembling what they wanted, as a brief, and here’s what they had to say:

“Thanks for your input. Really appreciated. I must say you are the second person that we would consider if we do go ahead with the system development. I really like the way you broken down things and you are also detailed and have so many question which I think is the only way to understand what we really want. Others have come up with estimates without asking a fraction of the questions which you have asked.”

You see, I can’t do my job properly (or perhaps at all) if I don’t know enough about the things I’m working on. Also, there are times when what the client thinks they want isn’t really what they need, or more importantly, what their customers need. And then there’s the unintentional omissions, the lack of technical clout on their part, the legal implications, and finally, the gotchas.

Being like Colombo

Not everyone appreciates the endless barrage of questions. I suppose some people find being asked questions like some kind of pestering, or that you’re questioning their abilities in some way, as if they haven’t or can’t articulate their needs properly.

Let’s face it, who doesn’t think Lieutenant Colombo a laughable irritation with his trademark “Err, excuse me, sir. Just one last question…” he asks, head bowed, with an upturned hand to his head, waving his cigar aloft as he scratches a furrow in his brow with a stubby thumb. But you know what? Colombo always figured things out in the end.

He would often ask obvious questions. Now, they are the most irritating questions, but sometimes, you need to make absolutely sure you understand things, or woe betide the fool who goes to work on X when the project required Y.

One lead in particular kept insisting that what she wanted was simple because she’d seen a friend doing the same thing, whatever that meant. Once I’d managed to disentangle what she needed from what she thought she wanted, the whole complexion of the project changed dramatically. Rather than something simple, what was asking for would have been a £3,000-5,000 project, while not earth shattering, is still much more than she’d anticipated. I replied with an email containing a huge list of questions I’d managed to lift from difference sources, to save time, and I never heard from her again!

Fire away!

I freely admit that I’m not the diplomat I imagine myself to be, and so a machine gun style assault of questions might not have been the best tactic, in that one instance.

The problem for yourself is knowing how far to go, and how much effort to pour into that earliest of phases, when they could just take your questions, your initial thoughts and vanish into the night. I’m in a similar position, whereby the aforementioned lead could easily take the draft brief and schedule for the web application project I’ve supplied them with a move onto someone else.

I’m able to mitigate against some of these problems by giving them only the most superficial explanation of what I have in, leaving out key details which would allow them to take my ideas make them happen. So for them to get at my ideas, they need me to follow them through. However, if you’re just selling red, green and blue widgets, you have to find other ways of keeping that lead warm.

So, what am I asking you to do? Why ask questions, of course! Honestly, don’t be afraid to look silly asking those obvious questions, because that one moment of silliness might look like a good deal more appealing than seeing a project stall or even fail, all for the want of being obvious.

Image credited to Flickr and Eleaf.

The rules that apply to the Ford’s and Apple’s of this world also apply to your local plumber, joiner and electrician. Recently, I wrote about the 10 personal branding habits of the professionals, which has been a very successful article, one that clearly resonates with a lot of businesses around the world. However, it’s not the rules that separate the large businesses from the smaller ones, but the words, phrases and terminology; big businesses are much more likely to have university educated marketeers who’re up on all the current business parlance. As for the small business? It’s all buzz words and jargon to them.

The cult of personality marketing

Over on Marketing Donut, a growing business services and advice web magazine, a title caught my eye — “I’m a small business – why do I need a brand?” It’s a good question. It’s also a very good article, too!

For the most part, talking about brand with small businesses is just confusing and stirs up more questions than it answers. However, the advice offered here in the above article is precisely the kind I offer to my clients, which makes the whole thing much more understandable to the plumbers, joiners and electricians of this world.

Oftentimes, the client will reply by saying: “Oh, so this is like a brand name, yeah?” So I find it’s better to let them make that connection, rather than me try and place it there. At that point, brand isn’t this big thing, but something they can not only get a fix on and pursue as a function of their own marketing, succeeding by the sheer weight of their own personality.

It’s easy to think of marketing, or any kind of promotional activity, as being external to you and your business, as if there’s no physical connection between the two. But that’s what brand is essentially all about; bridging the perception of your business with the business itself. In reality, you become the very essence of your marketing.

But even this sounds contrived and lofty, when for the most part a smile, a disarming joke, a professional approach to work and a little honesty are all hallmarks of someone who’s likely to do well from word-of-mouth marketing. And at that point, their brand begins to grow and grow.

Out there, all over the country, thousands of plumbers, car mechanics, joiners, painters, decorators and electricians have thriving local trades, all of which are directly attributable to them marketing themselves through their personalities.

The brand performance curve

I’ve found is that smaller businesses often feel a greater benefit from an improved brand image than larger more established businesses, with the plumber being a good example; you really wouldn’t expect your local plumber to have professionally designed and printed business cards, would you?

So that one thing makes a statement which implies someone who is established and professional enough to put their name to their service. Immediately, the perception of that business is lifted high above their competitors. But for the larger more established businesses, the effort required for differentiation is measurably more difficult. Why? Because it is expected that larger businesses have business cards, compliment slips, headed paper and envelopes, pretty girls answering telephone calls in plush office receptions, account handlers wearing crisp suits and wide smiles —here, differentiation demands extraordinary people making extraordinary effort because these businesses have ridden their brand performance up and over the curve and are now coasting along the plateau.

Do you still care about your brand?

You should. But I wouldn’t get too hung up about it, either. Many business people recognize their deficiencies, so if you can see where you’re going wrong, you’re already on the road to a remedy. That said, knowing that little changes can lead to better things for your small business, perhaps you ought to think big!

A while ago, I read 14 questions to ask your clients before and after a project, which I encourage you to read if you’re either a freelancer or aspiring project manager, or someone like me, a Jack of all trades. I decided to follow the article up with some insights of my own, gleaned from managing clients, their projects and their expectations.

But first of all, I’d like to add some questions of my own.

What do you need your website to do?

A stupid question? You’d be surprised. In the past, I’ve talked people out of having a website and told them to concentrate on the marketing methods that are proven to work, rather than experimenting with one that most likely won’t earn them a penny or raise their profile.

People still believe that “If we build, they will come” and that is not often the case. Sure, if you’re a hugely popular brand name, or you intend executing a marketing campaign to promote your website, I can help! But if it’s just a brochureware website, made up of few web pages and bunch of images — all of which you’re unlikely to update on a regular basis — there are better ways of marketing your business.

The needs of the client come second to those of their customers. The odd few people don’t like to hear that kind of talk because they have all kids of ideas about what they want, which don’t always align with what their customers need.

Are you sure?

This is an open ended question, applicable in so many ways. But don’t be afraid to ask! So many will shy away from second guessing a client. It’s not a requirement of the client to know exactly what they need. But once we’ve finally figured out what it is they do need, it is incumbent on them to pay for the whole of the journey, not just the getting there. By asking the right questions at the right time, you can avoid a lot of hassle for yourself and your client. Chances are, all of this stuff is new to them, so be their guide.

Be brave and ask.

Do you have the funds to see this project through?

Don’t be shy! Money is not a rude word. Be up-front and ask the client if they have the funds to meet with the project. Sometimes, the needs of the client exceed the budget and they will probably hope you’re going to come down on price.

It’s essential you have a process in place. If you’re dealing with a project that’s likely to be worth several thousand in web design and development costs, for example, you need to break the project down into smaller, deliverable parts, each of which being billable. This will ease your cash flow and help ease things financially, should the client pull out part way through.

Where do you want to be in 3-5 years time?

I first put this question to a friend of mine, not realizing at the time just a how powerful a motivator that question would be to her. It wasn’t until some time later that she thought about where she’d prefer to be and how that realization simply didn’t match her present direction in life. I change her life with a single ten word question.

You can write up all of the marketing and business plans you like, but just thinking about where you want to be in three or five years time is something totally different. And it’s not until you do this that you begin to appreciate what resources you’ll need access to if you’re going to make your dream come true.

Once you have a clearer thought in mind, the next thing to do is to put together a series of realistic, achievable strategies to help you get there. This isn’t just about having a bigger website, or just getting more clients / customers. This is about building sustainability into everything you do.

And now I’d like to expand on some of the questions in the Design Reviver article.

What is your company’s reputation?

I suspect many companies probably couldn’t answer this question. Many wouldn’t really know how to quantify any kind of sentiment amongst their customers, other than asking them directly, but that’s not quite the same thing.

Of course, reputation is action after the fact. What you really want to be doing is managing your companies brand right from the outset, mitigating some of the problems your reputation may inflicted upon it later on.

So what can you do to measure the value of your reputation? Well, this new social web offers many tools to monitor things like customer perception, for example.

Google Alerts is a free service that allows you to track certain keywords, such as your company name, which will offer some insight into what people may be saying about you.

Then there’s Twitter, which allows you to search for keywords and save the searches, functioning in much the same way as Google Alerts, but within Twitter itself.

What is your target audience?

Sometimes, this kind of question can have unexpected consequences. Be careful how you interpret their answer, because “target” can often be misconstrued as “idea”, and the ideal customer isn’t always the same as the ones they already have. In chasing down the ideal, there’s a danger of neglecting the needs of those they’re currently servicing.

It’s certainly a question that needs to be asked, but any provisions you choose to make, with respect to your website being re-design and / or re-developed, should be done so with an eye towards maintaining the same level of service your current crop of customers and come to expect.

Do you plan on having any revisions and updates done to this project?

This is a question I don’t actually ask in this way. The question arises as a result of establishing the clients broader needs. If it’s web application project, like To Book, then we build a series of plans, covering short-, medium- and long-term needs.

Building a website (and even more so a web application) is like building a house; it’s essential you get the foundations right at the outset. In most cases, I start by planning and then building a framework.

If a framework was a house, it would be the foundations, the wiring, the plumbing and the locks for all of the doors and windows. The actual plans, as well as the building materials are for the developers, like myself, to decide upon and ultimately build on top of the framework.

By establishing all of these things at outset, and by agreeing on what features are to be included and then expected one, two and then three years hence, I can get the foundations of the website in the right shape from the outset.

After all, there’s no point putting the foundations down for a bungalow if the client wants a four story office block in three years time!

Conclusion

Simply accepting a brief from a client is just negligent. You have a duty to ensure their expectations are realistic and achievable, or you’re just creating problems and storing them up for later on. Don’t just say “Yes!” to everything if you don’t agree or think / know there will be problems. If required, say “No.” and propose an alternative.

But above all, be brave and ask questions.

Image credited to Flickr and Draconis V.H.

When I walk into my gym, scattered on the reception counter is a collection of flyers and printed pamphlets promoting their various events. They’re on cork boards, stuck to walls, they’re announced over the speaker system, displayed on the flat TV screens in the gym, the changing rooms and the bar area — they’re promoting events everywhere throughout the gym.

Brilliant, eh? Well, nearly. To some extent, the strength of the message is being lost on those that are head-down busy like me; you’ve either got time or you haven’t. Promoting internally will have results, but people are increasingly becoming “ad’ blind”, and just don’t even see adverts. What’s needed is an elective process, one that people subscribe to.

Put your business through its paces

Much has been made of Facebook and many people labour under the impression that it’s is just for kids. Thankfully, that’s not the case. Because if it was, Octane wouldn’t be there.

For a business like Octane, community is a more difficult end goal to build because my offering is different. Blah, Blah! Technology has a very healthy Page, currently heading towards 400 fans. People appear to enjoy not only science, technology and social media.

So, my gym. They have a website, which I doubt is doing them an ounce of good. They have all of these great offers, promotions, give-aways, competitions etc, but the uptake isn’t as good as it could be.

Right now, they have all of these members, most of which elected to give up their email addresses when they joined. This being a private gym, membership isn’t exactly cheap — but the service and the facilities are excellent, I hasten to add! I reckon their demographic has a healthy bulge in the 30-35 year old area. I would say it’s not a great leap of speculation to imagine many of that group of people being on Facebook. And we already know they have a disposable income, so that’s a given.

Run a Page on Facebook

So let’s say my gym got themselves a Page on Facebook. What next? People. Specifically their members.

They’d need do a mail merge and ping out emails to all of their members with an announcement for their Page, with a list of features and benefits. The gym looks pro-active and score points for being in the face of their members.

Advice on Facebook — Creating a Landing Page for Twitter, Facebook.

Brand

Next up, they start a structured campaign of posting links to relevant content and internal promotions, such as:

1. dietary planning;
2. local sporting events (football, rugby etc);
3. competitions / give-aways;
4. up-coming acts at their very own night club and bar;
5. healthy eating ideas and recipes;
6. family events and kids sports days…

… offering up some good, sound advice to their members, for almost zero cost — they’ve usually got 3-4 people downstairs handling calls and shuffle paper around, all of whom could easily take on this task.

This is valuable know-how and advice, with experts on hand (those being the gym staff) to field questions, book one-to-one sessions, join classes etc.

In subtle but measurable ways, the perception of the gym shifts from just a company and to a brand — and from a gym to a place to meet people and build on your social life. The members now value what the gym represents and begin to talk.

Advice on branding — 10 personal branding habits of the professionals, Manage personal brand like a porn star.

Engagement

Pages on Facebook include the option to add Discussions, which are forums for people to discuss different topics. From personal experience, these either work or they don’t. But as a gym, they could post on a wide range of topics (protein supplements, types of pre and post work-out stretches, effects of alcohol, etc) and get people talking, asking questions and engaging.

When a curry night or a horse racing day comes up (among many others), they create an event for their Page, which then shows up on peoples front pages. The members then elect to say whether they’re to attend, not to attend, or say they’re not sure.

Over time, the gym can better gauge uptake for an event (what works, what doesn’t, when and why) and get an idea of how many are likely to attend. Plus, since people can share events with friends, they could invite someone as a guest, who might just turn into a member later on.

Conversation

The events go down a storm, as they usually do. The members and staff who were there took loads photos and recorded the odd video of dads dancing on their mobil phone, and later over the course of the following week post said photos and videos to the Page, tagging staff and other members.

People laugh, share comments, “like” photos, reminisce, strike up friendships and start conversations.

Community

Before long, members are organizing nights out, inviting fellow members and friends to fun runs, races, competitions, hiking trips, the list goes on. We’re no longer just members, nor are we just friends — we’re now a community.

Brand. Engagement. Conversation. Community. They’re all right there, for pennies. All without even breaking a sweat. Well almost. Like anything else that’s good in life, it takes time and effort. But if you invest both, then you invest wisely and be a winner.

If you’d like to know more about how social media and internet marketing can help your business, get in touch right now.

Image credited to Flickr and “I like”.

Assuming your staff’s Twitter / Facebook profiles are company owned, you could just point all their visitors from Twitter and Facebook to your very corporate “About Us” page, but that’s often a little staid and obvious. This is about social networking, and each person you designate as customer facing is just that — a person.

So rather than have a catch-all web page or blog article that just lumps everyone together into an amorphous blog of “we” and “us” business speak, why not let those people write something of their own in an article of their own? Why not let them talk about themselves, what they do, their interests, why they’re on Facebook, Twitter etc (here’s where corporate guidelines will need to be observed, to ensure some degree of consistency) and what their follow policy is?

If the social web is about the conversation, then what’s the conversation worth if we don’t talk to people? As I’ve said for years, people must first buy into people before they buy from people.

Taking things a step further, I’d recommend letting your team add photos of themselves, to give that personal touch, so that those in their social network can see the person they’re communicating with. Then add links to those personalized web pages into Facebook and Twitter, and voila! Everyone has their very own ‘landing page’.

What should a landing page include?

1. Start with something about you and your role in the business.
2. Then follow with something about you and your own interests, either within or outside the business.
3. Talk about why you’re on Twitter / Facebook and what you intend to get out of being their.
4. Discuss your follow policy — how and why you choose to follow certain people, and whether you reciprocate their following you.
5. The advantages of having landing pages

There are possible other advantages here, too. For example:

• If you choose to have each landing page as a blog article, then you have a collection of articles enriched with information about key members of staff, which will greatly increase the chances of your website being found. Let’s say you have a very active social networker on your team, having their name more visibly attached to your business increases your search visibility and helps with the smooth transition of trust between both you and your staff.
• If you have a socially active team, active in different social networks, your business stands a much greater chance of being exposed to a far wider and deeper audience, of not just prospective clients / customers, but of suppliers, industry leaders and possible future employees, or perhaps investors.

In creating landing pages for Twitter, Facebook et al, you’re people first and business second. And since business is all about people, coming second never looked so good.

Earlier this evening (which, by the time you read this will be the day before), I found a question on LinkedIn’s Q&A, asking: How do you promote your business / services / blog using LinkedIn?

Posting your blog articles and services web pages on LinkedIn

I thought this was an excellent question, so I decided to reply, and offer that reply here for all to read, but expanded with more detail.

Posting to related groups

It’s tempting to join a related group and just post your stuff there. While that is a legitimate avenue for promoting your articles, I would suggest you do so only when your article offers something, like advice, help, tips etc. Something people will find useful.

Some people can — and will — interpret the posting of your articles to groups as being “spammy” and overly self promotional. Often, the people that are being spammy don’t follow up any of the comments.

That’s the problem with pushing articles about your services — they’re out-and-out self-promotional. The focus needs to be on adding value to the members of the group. Give them something to remember you by.

Of course, there are exceptions, but you need to be totally sure you’re offering something that will really help people out and not come over as being just another sales pitch.

Posting to the Q&A

I personally answer questions on LinkedIn’s Q&A and reference some of my own articles, if (again) that article offers specific and related advice, particular to the question.

So by all means, post links to your own articles and web pages, so long as they’re relevant to the question and likely to help in answering it.

The goal is to be useful — I also post links to articles, written by other people, which helps demonstrate impartiality on my part.

Trust is a quality of relationships that doesn’t come quickly or cheaply, and isn’t bought, sold, nor is it transferrable. So ultimately, this is an exercise is acquiring trust.

Posting to your status

The status update is a good, simple method to promote your articles, but you really need to be already engaging with people for them to want to engage with you — it’s essentially like Twitter, so the same rules apply.

I use Twitter, and use HootSuite in particular, which is a web application that enhances Twitter by offering a lot more features, such as options to schedule messages (otherwise known as “Tweets”) and a option to shorten URLs so that they fit into the 140 character allowance.

HootSuite also allows you to connect to your LinkedIn account, so you can post messages straight to your LinkedIn profile’s status. I personally use this sparingly, instead only posting messages / updates that are specifically related to Octane and my business activities in general, or articles that people will find useful.

A recent example being an article on how to stop eleven hidden security threats, which came on the back of my own article offering seven security tips for your computer and the web.

My recommendations for posting articles and web pages to LinkedIn are:

1. Try to avoid posting general and off-topic status updates and instead focus on updates that a particular to you and your business activities.
2. If you post to groups, follow up any comments. Sounds obvious, I know, but you’d be surprised how many people just “fire and forget”.
3. When answering questions in the Q&A, why not suggest an expert? You’ll be helping to build trust with the person you’re suggesting, while demonstrating that you’re a good source for referrals.
4. Also, whatever you do, if you see a odd or apparently naive questions (of which there can be many), don’t be tempted fire off a glib or dismissive comment. LinkedIn is, after all, a network for professionals — so leave the stupid remarks to the amateurs.
5. Use something like Clicky web analytics to monitor the click activity of your articles in real time, in addition to using Google Analytics. Why? When you see clicks come in from a group, for example, follow the link back to see If there have been any comments and reply.
6. If you’re using a link shortening tool (like bit.ly or ow.ly, which is part of HootSuite) ensure you have an account with them, so you can view their own click traffic statistics.

Above all, make yourself a resource to other people, so that they value your contributions, and in turn value you.