One of the most popular community events are air shows. Air Show Advertising Another option worth considering is being a "sponsor" for an organization - an organization that aligns with the values of your family business. One such organization that we recommend is the Wounded Warriors Project Advertising and promotion are important components of any marketing strategy — be it print, radio, TV, web site, or social media. The major advertising event of the year for larger-sized companies is the Super Bowl. The ads not only get a lot of pre-game hype, they are effective days, weeks and months after the game.
Our family business marketing expert presents a simple but elegant approach to positioning in The ABC's of Positioning. It's Words That Sell - Not Graphics will get you primed for the copywriting and advertising that you need to do with this element of the 4 Ps of marketing. Check out a few SBI sites Altruistic Marketing Strategy Altruistic Marketing is a strategy that links marketing and business development goals with good neighborship.
It enables a family business to support good causes and good people - and gain some great publicity too! The successful producer of an article sells it for more than it costs him to produce - that's his profit. The customer buys it because it is worth more to him than he pays for it - that's his profit. No one can long make a profit producing anything unless the customer makes a profit using it. Price is the only element of the 4 Ps of marketing that involves revenue rather than expense, so it's impact can be dramatic.
Pricing includes discounts, allowances and incentives, and strategies like penetration pricing or skimming. Pricing Strategy Software not only shows you the importance and strategies of this major element of the 4 Ps, it goes much farther! Access and download a free course and book about Pricing. Learn about an online survey tool that lets you find the Perfect Price tm of existing or new products. Access this tool online and in just a couple of minutes see for yourself just how easy it will be for your customers and prospects to provide you with the vital information you need to price correctly.
Since they just drop an ad into your feed, you are not interrupted. You can look at it or just keep on scrolling.
So, advertising on Facebook is, in a nutshell, paying to place promotions and product offers in the news feed of a specific, targeted audience on Facebook. Before we dive into some case studies and how to set up your first ad, we need to lay some groundwork. Instagram opened advertising to everybody at the end of September Placing ads in the news feed or on the right column is pretty obvious, but what does an audience network ad look like?
These ads are placed on regular websites, inside apps or even in games. That way, Facebook extended its possibilities for advertising from just inside Facebook to basically any real estate that they own. Image via Postano. Thanks to a few creative campaigns, their Instagram account now boasts almost , followers. This is the go-to option for beginners and you should use it too, when starting out.
The Power Editor just a different way of organizing your ads and gives you a few more options to customize your advertising. When you first sign up for Facebook advertising, they will immediately prompt you to create your first campaign. A campaign is the most abstract and broad level of your advertising efforts.
For example, if you want to promote your new game app, like Plants vs. Zombies, and get more downloads in the first week to make it popular, you can set that target here. The level that follows is ad sets. An ad set is where you decide what type of ads that you want to run and the target audience that you want to see your ads.
Continuing with the game example, you could create one set for Instagram ads and one for desktop feed ads. Finally, there are the ads themselves. This is the level where you actually design your ads and decide elements like copy, images and CTA buttons. Luckily, not all businesses screw up Facebook ads, so I have some successful campaigns to show you.
Look at this ad from LeadPages :. Image source: Leadpages. Is she trying to flush money down the toilet? This campaign helped Marina De Giovanni collect 17, emails in 6 weeks. She built an email list that it takes most people years to build, in less than 2 months! Sometimes, it was a piece of jewelry, sometimes a box with cool makeup, etc. She then created a l anding page , which she published as a tab of her Facebook page , where people could sign up to enter the giveaway in exchange for their email address.
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Design Pickle offers unlimited graphic requests, something which would typically make people skeptical. But, they chose to do that, on purpose. They decided to weed out the freeloaders, so they only got leads which were likely to convert. Well, how about Pedigree? Should ring a bell? Go ahead and click here to pull it up.
At the top, you should see different tabs to organize your account. So you can have multiple campaigns. And then each campaign will have multiple ad sets under each. Which will then contain a few ads of its own. That way, you can quickly look at how your campaigns or ads are performing and how they compare.
You can also customize which options show up in these columns by clicking on the link to the far right-hand side. Here are five metrics you should be adding to these dashboards instead. The menu will house all of your other major ad options. Nowhere else do people tell you exactly what they want and then let advertisers compete to show it to them first. Instead, we need to build a Facebook sales funnel , first. That means a series of campaigns all with different objectives. Some get you attention and awareness.
Others do the nurturing. So that one or two can do all of the converting. Step 1. You do that through awesome content that makes them laugh or helps them solve some problem. Then you pull them back to your site. But this website traffic will help you create a new custom audience. And then you go somewhere else without buying.
But everywhere you go, ads from the Wynn follow you around! Those are retargeting ads. They placed a little pixel on your device when you visited their site. And now they can send you follow-up messages to get you to come back to eventually spend some money. And then automatically send them ads for something related to what they just looked at. So you might start out with something lighthearted to get their attention. Or a useful blog post. One reason? In the early stages here, you need enough eyeballs to get fast, relevant data. So you can target a fairly large audience of roughly , up to two million people at this point.
Smaller budget? Then you can refine with demographic criteria like location, age, gender, etc. Step 2. Now you can capitalize on that by sending those people offers that will transform them from strangers into leads. The point is to get some basic information from them for the least amount of money possible. Your audience targeting at this step should be easy, too. Simply send these ads to the custom audience of past website visits you just created!
That way, your brand should still be fresh in their minds. And the right offer will still catch their attention. Step 3. So now you just need to send them product offers that are too good to be true so they hand over their payment info. Do you sell high priced products or services? No problem. You too can sell using Facebook ads. You just need to scale down your offer, first.
They should be ready, willing, and able now. This looks a little time-consuming because it is. The first campaign will bring people in. The second will warm them up. And the third will get them to convert. Now you know the secret. You need to have a few campaigns running, simultaneously, to slowly but surely transform strangers into loyal customers.
But… how are you supposed to come up with a budget for something like that? That way we can start estimating your sales. So… how much is it going to cost to get those 1, clicks? This is the max number you want to spend each day to hit your goal. After defining budgets, you can select an objective so that Facebook will automatically help you do a better job of reaching your goals. Because Facebook will help you out. For example, if you select clicks, their own system will monitor and adjust in order to get you the most clicks.
Your two main bidding options are manual and automatic. Manual means you can control the limits for how much you spend. So by selecting Automatic bidding, it will help adjust things for you to maximize what matters: sales. For example, it makes no sense to show ads on weeknights or over the weekend if your office is only open from to take phone calls and respond to new leads. After running campaigns for a few weeks, you might also notice that certain days or times generate the best results for the least amount of money.
For example, you can have them shown as quickly as possible exhausting your daily budget the soonest. Or you can spread them out evenly throughout the day. All new ad campaigns require a fan or brand page to go with it. Already got that part covered?
Go ahead and skip over to Step 3 to see how to create your first campaign. Facebook ads can only be attached to businesses, never individuals. Go to the create page site and pick an option. Next, you have to enter some info about your page, a website and what you want the page name to be, inside Facebook. Set a country, or even specific states and cities, as well as the right age and gender categories. Under interests, select a few likes that they share with you or your brand. These can also be other influencers in your industry or products or companies.
But, before starting to create ads, you should do at least two things. Add a cover and create a call-to-action. Your cover should be simple, uplifting and ideally, if you have a company tied to your name, just show its logo. You can use this cover creator to craft one in 2 minutes. Then, you can choose your objective. As with our Google ads , we want to keep it as simple as possible, to just get started. Now, enter the link to your website. Remember, profit is the only thing that counts!
For example, 10, might be an OK audience size if you have a tiny budget and are just dipping your toe into Facebook ad waters. For example, pick a few specific cities in the countries that you want to target even better to focus on one country and narrow down the age span to about 10 years. If I want to get young entrepreneurs to sign up to my email list, I can narrow down the age group to , then select that I want only men in Seattle and specify even further. If I find a statistic that shows that most entrepreneurs in that age category are single, then I can set that as criteria for my targeting, too.
After selecting a few interests and behaviors, my audience immediately shrinks down to less than 1, I just added a few more big cities, especially ones with high concentrations of tech entrepreneurs, like San Francisco, New York and Austin. Otherwise, Facebook will happily show your ad to as many people in your audience as possible, instead of trying to get them to actually click by maybe showing them the same ad more than once.
When doing strategic planning, the organization should emphasize team planning. By involving those affected by the plan, the manger builds an organization wide understanding and commitment to the strategic plan Flemming, The strength and resilience of the traditional rural and farm population and the trend towards a decentralized society with more and more urbanites moving to the country suggest that successful rural communities will depend on people's ability to change, to adapt, and to work toward a better future.
In the s, facilitating farmer participation is a major extension activity Chambers, Reorganization provides a framework for longer-term commitment to rural development. Organizations and sub units are being encouraged to put work teams in place to ensure that each sector integrates staff and services into a cohesive, focused business unit. Consultation and participation are believed to be essential for the successful development and implementation of organizational goals and objectives.
Each work team is asked to develop an effective process for discussion of major challenges and opportunities facing the organization, if possible, over the next decade. Updated strategic plans are then developed. These plans form the framework for focusing organizational resources on the most strategic areas by using a staged approach. Updated plans are then implemented by work teams at all levels of management.
Work-team objectives include: 1. Involving all levels of staff in consultation 2. Designing and implementing a process to develop-goals and objectives for the organization and unit; a strategic process for the next five to ten years 3. Defining and clarifying organizational structures and identifying functions, customers, and service delivery models 4. Identifying changes and staged approaches needed to move from the current situation to what will be required over the next three to five years 5.
Identifying and recommending priorities for policy and programme development 6. Incorporating goals for expenditure reduction, service quality improvement, workforce management, accountability, technology, and business process improvement 7. Stating the start date and first report date Figure 1. Managerial Planning If long-range planning can be linked to "macro," then managerial planning can be linked to "micro.
Managerial planning focuses on the activity of a specific unit and involves what needs to be done, by whom, when, and at what cost. The strategic planning process serves as an umbrella over the management planning process which deals with the following: 1. Establishing individual goals and objectives 2. Forecasting results and potential problems 3. Developing alternatives, selecting alternatives, and setting priorities 4. Developing associated budgets 5. Establishing personnel inputs 6. Establishing specific policies related to the unit 7. Allocating physical resources 8. Appraising how the management unit has succeeded in meeting its goals and objectives Decision making Closely related to both strategic and managerial planning is the process of decision making.
Decisions need to be made wisely under varying circumstances with different amounts of knowledge about alternatives and consequences. Decisions are concerned with the future and may be made under conditions of certainty, conditions of risk, or conditions of uncertainty. Under conditions of certainty, managers have sufficient or complete information and know exactly what the outcome of their decision will be. Managers are usually faced with a less certain environment. They may, however, know the probabilities and possible outcomes of their decisions, even though they cannot guarantee which particular outcome will actually occur.
In such cases, there is a risk associated with the decision and there is a possibility of an adverse outcome. Most managerial decisions involve varying degrees of uncertainty. This is a key part of a manager's activities. They must decide what goals or opportunities will be pursued, what resources are available, and who will perform designated tasks. Decision making, in this context, is more than making up your mind. It consists of several steps: Step 1: Identifying and defining the problem Step 2: Developing various alternatives Step 3: Evaluating alternatives Step 4: Selecting an alternative Step 5: Implementing the alternative Step 6: Evaluating both the actual decision and the decision-making process Managers have to vary their approach to decision making, depending on the particular situation and person or people involved.
The above steps are not a fixed procedure, however; they are more a process, a system, or an approach. They force one to realize that there are usually alternatives and that one should not be pressured into making a quick decision without looking at the implications. This is especially true in the case of nonprogrammed decisions complex and novel decisions as contrasted to programmed decisions those that are repetitive and routine.
One of the most difficult steps in the decision-making process is to develop the various alternatives. For example, if one is involved in planning a workshop, one of the most crucial decisions is the time, format, and location of the workshop. In this case, one's experience as well as one's understanding of the clientele group greatly influence the selecting of alternatives.
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Often decision trees can help a manager make a series of decisions involving uncertain events. A decision tree is a device that displays graphically the various actions that a manager can take and shows how those actions will relate to the attainment of future events. Each branch represents an alternative course of action. To make a decision tree it is necessary to: 1 identify the points of decision and alternatives available at each point, 2 identify the points of uncertainty and the type or range of alternative outcomes at each point, 3 estimate the probabilities of different events or results of action and the costs and gains associated with these actions, and 4 analyse the alternative values to choose the next course of action.
In extension, the decision-making process is often a group process. Consequently, the manager must apply principles of democratic decision making since those involved in the decision-making process will feel an interest in the results of the process. In such a case, the manager becomes more of a coach, knowing the mission, objectives, and the process, but involving those players who must help in actually achieving the goal.
The effective manager thus perceives himself or herself as the controller of the decision-making process rather than as the maker of the organization's or agency's decision. As Drucker has pointed out, "The most common source of mistakes in management decision-making is the emphasis on finding the right answer rather than the right question. It is not enough to find the right answer; more important and more difficult is to make effective the course of action decided upon. Management is not concerned with knowledge for its own sake; it is concerned with performance.
Organizing is the process of establishing formal relationships among people and resources in order to reach specific goals and objectives. The process, according to Marshall , is based on five organizing principles: unity of command, span of control, delegation of authority, homogeneous assignment, and flexibility. The organizing process involves five steps: determining the tasks to be accomplished, subdividing major tasks into individual activities, assigning specific activities to individuals, providing necessary resources, and designing the organizational relationships needed.
In any organizing effort, managers must choose an appropriate structure. Organizational structure is represented primarily by an organizational chart. It specifies who is to do what and how it will be accomplished. The organizing stage provides directions for achieving the planning results. There are several aspects to organizing - time, structures, chain of command, degree of centralization, and role specification.
Time Management Managers must decide what to do, when, where, how, and by or with whom. Time management is the process of monitoring, analysing, and revising your plan until it works. Effective planning is a skill that takes time to acquire. It is difficult to implement because you have no one but yourself to monitor how effectively you are using your time.
Everyone has the same amount of time - hours per week. How that time is managed is up to the discretion of each person. One extension agent joked that he was so busy taking time management courses, he had little time left to manage. Effective time management involves philosophy and common sense. Time is not a renewable resource - once it is gone, it is gone forever.
To function effectively, managers have to be able to prioritize and replace less important tasks with more important ones. Most of us work for pay for only 1, hours per year. Effective and efficient time management encourages us to achieve and be productive while developing good employee relations. Once the goals are known, it is important to think about how they can be achieved. Effective time managers facilitate planning by listing tasks that require their attention, estimating the amount of time each task will take to complete, and prioritizing them - deciding what tasks are most important to do first and numbering them in rank order.
It is essential to know what is crucial and what is not. Some activities have relatively low levels of importance in completing a given task. By planning ahead, managers can decide what to do and take the time to come up with ideas on how to do it. They can make their own list of steps to eliminate or reduce time wasters. Maintaining a daily "To Do" list with priorities attached and maintaining a daily, weekly, monthly, and yearly diary is helpful. Managers should analyse their daily activities to see which are directed toward results and which are simply activities. They could learn how to manage meetings more effectively since considerable management time seems to be wasted in nondirectional formal meetings.
For example, 80 per cent of the complaining in your department is likely to be done by 20 per cent of your staff.
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Four suggestions for better time management are 1 never handle the same piece of paper twice; 2 learn how to say "no" without feeling guilty about requests that do not contribute to the achievement of your goals; 3 when a visitor drops in to your office, stand up while you have your discussion to ensure that only a brief period of time will be consumed by the visitor's interruption; and 4 avoid being a slave to the telephone. By managing time well, managers are better able to solve problems quickly, make decisions, avoid frustration, keep from getting bogged down in day-to-day tasks, handle crises, work on their goals and priorities, and manage stress.
Guidelines for scheduling time include: 1. Always put your schedule in writing. Focus on the objectives you are trying to accomplish. Continually review objectives, priorities, and scheduled actions to keep on track. Schedule around key events and actions. Get a productive start by scheduling early-day actions. Group related items and actions whenever possible.
Do not hesitate to take large time blocks for important tasks. Be sure to allow enough time for each task, but not too much time. Build in flexibility for unexpected events. Include some thinking time for yourself. Consider how to make waiting and travel time useful or otherwise productive.
Try to match your work cycles to your body cycles. Learn to control your unscheduled action impulses. Prepare tomorrow's schedule before you get to the office in the morning. Structures: Centralized versus Decentralized, Line versus Staff Working productively and developing feelings of cooperation and effectiveness are related to having the right people doing the right jobs.
Structure, then, can be defined as a system of interrelated jobs, groups of jobs, and authority. There is no standard organizational structure, but most organizations and agencies follow the "Christmas Tree" system with the star e. Some would claim that the lower branches support the upper branches, but as in the tree, the branches are supported by a single trunk, which can be thought of as the organizational mission and objectives.
Each part of the tree has its specific function. When all parts work together, the system survives, functions productively, has balance, and is a pleasure to see! There are four primary elements in designing an organizational structure: 1. Departmentalization - the grouping of jobs and responsibilities in common sectors with the objective of achieving coordination 3.
Span of control - a definition of how many job roles should be in each unit and which roles require coordination by a unit manager 4. Delegation of authority - assigning the right to make decisions without having to obtain approval from a supervisor The resulting organizational structure will vary according to these four elements. An organization with decentralized authority and very heterogeneous departments will appear very different from one with centralized authority and a very homogeneous product.
Thus authority flows from presidents to vice-presidents to divisional managers, from ministers to deputies to directors, from principals to vice-principals to deans, etc. In complex organizations, there may be bridges from one level to another and there will be complex procedures for maintaining the chain of command. Adult and extension educators, if working for an organization or agency, will be part of a structure and part of the chain of command. One cannot often make major changes in these two elements; it is wise, however, to be very aware of the organizational structure and chain of command if you wish to accomplish things efficiently.
Centralized organizations are those in which the key authority and decision-making role is focused on one or a very few individuals. Where authority is distributed among many managers, then one can see a decentralized structure. As the organization's various roles become more diverse in terms of programme, product, or geographical location, one can see a more decentralized organizational structure with authority being delegated to those who are closest to the action.
Centralization refers to authority, whereas centrality refers to the proximity to the organization's stated mandate and objectives. One could have a very decentralized organization with each unit being responsible for programmes, staffing, and budget, and yet be very close to the main mission and objectives of the organization. Another important point in terms of structure is the concept of line and staff functions. Line functions are those involved in creating, developing, and delivering a programme. Staff functions are those that are of an advisory and consultative order.
Line functions contribute directly to the attainment of the organization's objectives, and staff functions contribute indirectly. Staffing A key aspect of managing an adult and extension enterprise is to find the right people for the right jobs. Much of one's success as a manager is related to appropriate human resource planning, regardless of whether it is the hiring of a secretary or an instructor for a particular work-shop.
The staffing function consists of several elements: 1. Human resource planning - how many staff resources, with what backgrounds, and at what cost can be considered for objectives implementation? Recruitment - how does one proceed to find the person with the appropriate mix of education, experience, human relations skills, communications skills, and motivation? An important component of the recruitment process is writing the job description. The description must be exact and specific but sufficiently general to solicit interest among potential candidates.
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The nature of the job, scope, authority, and responsibilities form the core of the job description. Indications of preferred educational background as well as salary range must also be included. In times of high unemployment, one can always expect several dozen applications for any one opportunity for employment.
This leads to the next task of staff selection. Staff Selection The process of staff selection involves evaluating candidates through application forms, curriculum vitae, and interviews and choosing the best candidate for the specific job responsibility. One can even have a list of criteria and a score sheet for each individual. Even then, successful hiring is often a very intuitive act and involves some degree of risk.
As a means of giving some structure and design to the staffing process, the following guidelines are useful dark, Each job interview should be characterized by: 1. A clear definition of the purpose of the interview 2. The presence of a structure or general plan 3. The use of the interaction as a learning experience in a pleasant and stimulating atmosphere 4. The creation and maintenance of rapport between the interviewer and interviewee 5. The establishment of mutual confidence 6. Respect for the interviewee's interest and individuality by the interviewer 7.
An effort to put the interviewee at ease 8. The establishment and maintenance of good communication 9. The willingness to treat what is being said in proper perspective