The town with no public parking

Recently I traveled to visit a family member. Their town is practically devoid of parking in the retail and business sections of town. Weirdest thing ever. I haven’t seen anything quite like this in years. Parking was almost non-existent.

Structural retail

In the main retail part of town, you had to use a parking structure six blocks away. It was damp and poorly lit. Given that this is an area where meth has substantially influenced the nature and volume of local crimes, it wasn’t a place I’d want family members walking to and from.  What little front door parking the retail area offered was completely consumed – and as I watched for a while, these cars were there for the long term. Normally, retail spaces have fairly frequent turnover, but not here. I suspect the spots were taken by employees of nearby businesses – whose building owners weren’t required to provide parking for a reasonable percentage of the building’s expected occupancy.

This isn’t unusual. Many times a substantial new building will be built in an area that is already under serious pressure parking-wise – and the building’s owner isn’t expected to allocate space for parking by the building’s occupants. The result is an area under even heavier parking pressure, which is not particularly good for business.

Except in large cities, transit usually isn’t an option. That was the case in this town of about 10,000 people. As a result, travel happens in individual vehicles, which means parking is a critical resource for the success of these retail businesses.

Business parking in a box

In the “office-y”, business section of town, there were a few small (two or three story) office towers and medical facilities. These buildings were clumped together in a downtown (formerly dense retail area) with surprisingly few parking spots – and none on the street. Collectively, these buildings were big enough to house several hundred workers. The result? Some of those employees were parking in adjacent residential areas and were obviously walking across four lane roads that were not pedestrian friendly areas. Down the road about 300 yards, it appeared that “overflow” parking was happening in the corner of an abandoned box store’s parking lot.

I have no idea where customers of these businesses would park. Maybe they circle the lot like a buzzard until a spot opens up. I don’t know about you, but when a business offers nowhere to park, I go somewhere else. They chose the location and the parking situation, or they chose not to move when the situation became difficult parking-wise. If the location and parking options are inconvenient, seriously sub-standard, or just plain terrible, I choose one of their competitors. I’ll bet you do too.

Did I say parking? Sorry about that.

Parking is a critical resource for businesses, particularly those that serve the public, whether they’re retail or “other business”. Certainly, we want to have safe parking for our employees, but for businesses that serve the public, it’s like oxygen.

Whoops.

When I was talking about the town I visited, rather than parking, I was referring to a startling lack of internet access at every location I tested. But now you get the idea about scarcity of a resource – and the problems are similar whether we’re talking about parking or broadband.

35% of the US workforce freelances and a substantial percentage of them telecommute full or part-time. Six percent of working Montanans telecommute. Given the nature of business and the needs of the US work force, these numbers are likely to keep increasing.

While you might think that telecommuters are all geeky software jobs – that isn’t the case. Telecommuters work in finance, law, medicine, pharma, research, insurance, higher education, customer service, government (yes, really), marketing, sales, cybersecurity, and many other fields. In other words, many “office jobs” of the past have become telecommuting jobs.

Broadband is a strategic economic resource

When entrepreneurs leave town, it’s not usually a good thing. Those two issues will make it difficult for a town to be the place where two pizza teams form.

Quality internet access isn’t simply about watching cat videos without buffering. It’s a strategic economic resource for your community. Like Chattanooga (“Gig City”), cities and towns don’t have to wait for big cable ISP vendors, much less Washington or the state capitol to make better access happen.

When A Storm Comes To Town

Wall Street loves “events”. An event in their context might be a CEO saying something incredibly stupid that affects the stock price, gets the CEO fired, or both. A good example is the Lululemon CEO’s yoga pants comment back in 2013.

If something good happens, they usually see it as a reason to buy, except when odd Wall Street logic prompts them to sell instead. Likewise, they usually use bad news as a legitimate reason to sell.

Outside the context of Wall Street, the repercussions from an event can get a bit more personal. When these things involve (or appear to involve) a local business, people either flock to the place or abandon them as if they have a contagious and permanent disease.

Sometimes things get worse. What’s worse? When mob mentality takes over and a group of people decide your transgressions mean that you deserve to be forced out of business, or worse.

Dealing with the aftermath

No matter what happened, and no matter how at fault you and /or your business may be (including not at fault at all), you have two choices: tell the truth, or say nothing.

Why say nothing? Because your lawyer said so.

Why tell the truth? Because the whole story will eventually come out anyway and no matter how bad it is, lying about it to your customers, prospects, and community is always going to come back to bite you far worse than the truth will.

In these times, you might get the idea that there’s either no such thing as the truth, or that there are multiple truths for different people.

Which truth is that?

Clearly, there will be people who won’t believe you no matter what you say. They don’t care about the truth (certainly not from you, that is), so telling the truth isn’t about them. Remember, they only want to see you shut down, in jail, and / or publicly humiliated, so the real truth has a way of not mattering to most of them.

Even if you were right or not involved, you’ll take some heat. Nothing you say will mute the haters. Ignore them as much as possible, but always defend the facts. Leave the personal stuff alone and don’t make it personal. Make sure your family, friends, and employees stay out of it, particularly on social media.

Of those who eventually discover and recognize that you did nothing wrong (when that’s the case), history has shown that only a small percentage will acknowledge their discovery. The rest seem to be more worried about the fuss they made to their friends, family and others. That’s their ego and /or fear talking.

The truth is for everyone else.

Recovery and Communication

When these things happen, a timely response is essential. Do it as soon as possible. The longer you wait, the harder it gets and the more anger you’ll have to defuse. Inaction or procrastination both make it look like you don’t care. You have enough to deal with as it is (right or wrong) without an extended delay that makes you appear not to care about the situation.

If you were wrong or somehow involved, own it, make it right, and take the punch.

If you weren’t wrong or had nothing to do with it, own that too.

What does make it right look like? It looks like what you’d want someone to do when making it right to your grandma.

Who do you tell? A better question might be who don’t you tell. When the news starts to spread (guilty or otherwise), do you want other people telling your story? No. As with marketing, you need to be the one telling it, even if the story is bad news.

If new information becomes available, lead with it. Whether it’s good or bad, you need to take the reins on communication. If you don’t have all the information or even think you don’t, say so. Certainly the story can change in complex situations with confusing timelines and / or a lack of confirmable information.

A lot of this is common sense, but we sometimes need a formula to fall back on when we’re under pressures . These fallbacks are helpful for the same reason we use checklists and documented processes.

Remember, listen to your lawyer. Also remember that I’m not that person.

Your town can fuel the rise of two pizza teams

Last time, I noted that Amazon received no HQ2 (second Amazon global headquarters location) proposals from communities in a number of rural states. At the time, I noted that the decision to pass on that opportunity was a well-considered choice.

More importantly, I asked the following question:

What would the impact be if your community had five new, active payrolls of that size five years from now? “Technology” could be software, wood products, water purification, medical research, etc.

Payrolls “of that size” refers to two pizza teams, ie: a team small enough that you can feed it with two pizzas.

I’d like to talk about what communities can do to encourage the formation of two pizza team. Every community can gain from the benefits these teams produce.

You’re not too rural for pizza

Rural communities can benefit from the kind of jobs HQ2 will bring, without bringing Amazon to town. If your community manages to do what’s necessary to help build only one new 300-400K payroll in town every year or two – the benefits are substantial.

The initial question to address is “What should communities do to create a local culture that encourages the formation of these teams?”

Your town already has an entrepreneurial petri dish, but in most cases, new business creation currently depends on:

1) the bullheaded optimism of entrepreneurs (and sometimes, their access to capital), or

2) Desperate situations demanding that the impacted family do something, anything to create an income.

In both cases, these creations tend to be tied to a short list of highly-motivated (internally or externally) individuals. Some families have always started businesses, so their kids learn to do the same. Others are forced into it. Both groups experience varying levels of success.

We want to create conditions that make your entrepreneurial petri dish a bit warmer and a bit more nutritious, making it easier to grow something in it. A stronger entrepreneurial culture is more likely to hatch a creation that can survive on its own when transplanted into the real world.

While funding is important for some businesses, most two pizza teams start off as knowledge-based businesses that don’t need large capital expenses to get started. Capital needs will likely appear during periods of fast growth.

Fuel for two pizza teams

Two pizza teams need:

  • ideas that serve a hungry market
  • people with the right skills and the spare time to devote to their “side hustle”
  • the confidence to adjust & keep trying when things aren’t going so well

Communities don’t need an inventory of unserved ideas to hand out to wanna-be entrepreneurs. Instead, create conditions that consistently produce ideas. These include Startup Weekends, makerspaces, meetups, & coworking spaces.

Almost any clean, empty warehouse / retail space will do. Dedicated, fancy areas aren’t required. Start with a library or business conference room. Meeting in a clean, safe, empty warehouse or retail space is an inexpensive way to get meeting space while raising awareness of a space looking for its next productive use.

The keys? Create a constructive environment for discussion, formation, & execution of ideas – and get the right mix of people there.

How can community leaders help?

Every community has people with the skills to create a side hustle. What they often lack is experience, confidence, a group to brainstorm with and to ask “Does this make any sense at all?”.

What encourages people to have the confidence to suffer through the rough times? Experience. Mentors. Sounding boards. A community of business owners / side-hustlers who are going through & have gone through that bramble of thorns and roses.

Community leaders can leverage their connections to experienced business owners / managers & local angel groups to get them involved and gain access to meeting space. Like-minded people with the right skills & spare time meet each other at these gatherings. When experienced business owners add their voice, their insight & mentoring builds confidence in those trying to figure it all out.

The confidence part is important. When a small group of people is dedicated to turning an idea into a side hustle & then a payroll, they need the self assurance to weather whatever storms come over the ridge. They need know that it’s OK to pivot (ie: adjust their business and business model to reality) rather than quit.

Every community has a meeting space, experienced business people & folks looking to start a business who need advice & critical mass. Get them together.

Photo by cote

Columbia Falls is not a redundant facility

We’ve been here before.

We’ve listened to a major employer who for decades said one thing and often did another. We’ve heard whispers and listened to double talk about what’s in the ground (or isn’t) and about plans to reopen and what the future holds. Our future is not our past.

We’ve seen Plum Creek as a solid community supporter and employer for a long time. Yes, there have been layoffs and temporary closures, but the company continued to support local causes and invest in CFalls – such as the MDF plant and technology infrastructure.

Yet buyouts change things.

We’ve been here before.

No matter what a company says they’ll do after the buyout, companies have a fiduciary obligation to shareholders. No matter what they feel obligated to say, redundant facilities are ALWAYS on the short list for elimination. It’s common sense.

It’s unrealistic, if not wishful thinking to believe that a company says that “closure of (your local) facilities isn’t planned” after buying out a massive competitor.

Columbia Falls knew better. We understand companies have to say those things. The officers have a responsibility to protect the company. That includes not inciting panic, drama or worse by telling staff in that area that “closures are possible but we don’t anticipate closing anything here”.

In this situation, a company’s thought process has to include something like “If we tell them what’s planned (or what we think will happen), people will leave (including some we want to stay), and those who stay will be distracted (or worse). The speculation will negatively impact the attitude and performance of the CFalls team.

When buyouts happen, people worry about feeding their family, much less being able to take care of a house payment, the bills, college expenses, etc. You expect that. Professionals take care of business, even when worried about their families – no matter what the press release said.

I’m losing my job, now what?

Even though we’ve been here before, that doesn’t make it any less scary, worrisome, or frustrating. The pressure to produce cash flow to feed the family and pay the bills is on everyone’s mind.

If you’re targeted for layoff, I’ll bet you have skills, experience and knowledge that you’ve taken for granted for years. They’ve become second nature to you. I could wake you up at 2:00 am and ask you something related to whatever you do or know and without having to think about it, you’d rattle off great advice about how to deal with it, fix it and/or do it.

This is an opportunity to take control, even though you probably don’t feel you have much of that right now. You might have a dream that was always delayed by the “golden handcuffs” of a long-term job. Can you pursue it now?

There is no better time than now to start your own business. There is no better motivation than to create some control over your family’s economic future. It won’t be easy, but it’ll be yours.

Redundant Facilities?

It’s easy to say the phrase “redundant facilities“, isn’t it? Who would want such a thing? Sounds wasteful.

When you say “redundant facilities“, you don’t have to think about 200 families who are wondering how they’ll pay their bills. It lets you sidestep the economic effect the job losses could have on the community. Say it, and you don’t have to wonder about the impact of families who leave the valley in order to meet their employment / financial needs. Saying “redundant facilities” allows you to ignore the impact on the CFalls real estate market, schools, charities and businesses.

If you’re wondering who will come riding into town on a white horse and rescue Columbia Falls, don’t. We know that no one will do that, and that’s OK. Columbia Falls doesn’t need someone to rescue it.

Columbia Falls is not a redundant facility.

As always, the people of Columbia Falls will make do, find or create new careers, recognize market opportunities, and find a way to manage the economic risks we all face. When you see a new business pop up in town, take a chance on them – and keep visiting our existing businesses. They feed Montana families right here in town.

Columbia Falls is open for business. It’s a great community with awesome, welcoming, kind people and to me, the only place that feels like home. Come see us.

Omaha! Omaha! Omaha!” – Who knows, but it can’t hurt”

Broncos Defense

Any number of claims will be made about this weekend’s Bronco victory in the AFC Championship game, but one stands out above the rest.

Sponsorship evaluation firm Front Row Analytics said the city of Omaha got its money worth with each verbal mention of Omaha worth the equivalent of $150,000 in advertising.

This claim, from an ESPN story about Manning’s calls during the game – each of which generated donations to Manning’s Peyback Foundation, ignores marketing reality and most likely determines the value of advertising based on conference championship football game advertising rates.

Problem is, that’s not what determines the value of advertising – though it can impact the price.

While the PR and donation campaign by the Omaha Chamber is pretty smart, don’t even think about believing the claim that “each verbal mention of Omaha is worth the equivalent of $150,000 worth of advertising”. In no universe is this claim going to hold water.

It’s quite clear that Omaha Steaks’ SVP Todd Simon understands the nature of this project – in this quote from the same ESPN story:

“This is really great for Omaha as a community and for the businesses that are embedded here,” said Todd Simon, a senior vice president of Omaha Steaks, which his family owns. “Who knows whether any of this will translate to the bottom line, if ever, but it can’t hurt.

The emphasis in the above sentence is mine.

Don’t get me wrong. This was a very intelligent project by the Omaha Chamber and they should be quite proud of what they pulled off. It’s particularly impressive to see them jump on it so quickly and get something fun, beneficial and PR-friendly organized after last week’s game against the Chargers, where Manning said “Omaha” 44 times.

It’s also a great example of the “Use the news” tactic that we’ve discussed repeatedly in the past.

“It can’t hurt”

If each of Manning’s 31 mentions of “Omaha” are worth $150k, then Front Row should be able to describe how Omaha can track those mentions to purchase / investment and related actions made as a result. Obviously, I don’t believe they can do this. They can certainly inquire at every sale made over the next few months, but this is unlikely to produce results that would provoke someone into additional advertising investments.

Small businesses should not be investing their marketing budget in “who knows…but it can’t hurt” advertising.

Every bit of your advertising spend can be tracked so that you know whether it worked or not. Don’t let it out the door if it isn’t trackable.

How to use calendar marketing

SpaghettiOsPearlHarbor

When I say “calendar marketing”, I’m talking about using the context of historical events and dates, holidays and current events to spice up your marketing.

Done right, you can briefly tie what you do to the event, date or holiday, have a little fun and perhaps get the attention those about to buy.

Like any tactic, there are right and wrong ways to use it. Like any tactic, there are right and wrong ways to use it – as the SpaghettiOs social media team found out on Pearl Harbor Day.

While social media provides good and bad examples, keep in mind that your efforts in this area can be leveraged in almost any media.

Doing it right

Doing it right involves asking yourself a few questions.

Q: Who will see it?
A: If it’s good enough, everyone. If it’s stupid enough, everyone.

With that in mind:

  • How will you feel if everyone sees it?
  • How will your customers react?
  • What will they be inclined to do?
  • Will it makes things better or worse for your business?

No matter what – Think it through.

Oreo is a good example to watch, but even they slip up now and then:

AMCOreo

How do I know I’m about to do it wrong?

If your thought process is “Let’s use their memory, our logo and wrap them together in the flag in our marketing”, that would be wrong. Stupidly wrong.

This shouldn’t have to be explained to you.

Anyone who isn’t doing this in a strictly robotic fashion has to have this thought process going on:

  • Remembering Pearl Harbor – Good.
  • Slapping your flag-wrapped logo on it – Dumb.

While SpaghettiOs managed to apologize (and delete the earlier tweet), your goal is not to put yourself in this position. Some found it offensive, some stupid or at the least – felt the message could have done without the cheesy brand + flag graphic.

No matter what, it distracted from the reason for the post in the first place – to encourage their customers to take a moment to remember.

SpaghettiOsPearlHarborApology

Numerous major brands have misfired on things like this. In each case, you will see calls for whoever wrote the original tweet to be fired, or for their agency to be fired. That doesn’t make it any better – it just makes a few angry people feel better for a few minutes.

For a small local business, national outrage is unlikely, but you could provoke a local boycott or worse.

Have a “Reason why”

Earlier this week, USA Today had this headline re: Mandela’s death (hat tip to @JSlarve and @SameMeans for catching it):

MandelaUSAToday

The point is not to point out the mistakes that major brands make. Everyone makes mistakes. There are plenty of examples to learn from.

What you need to keep in mind is WHY you are creating this content (doesn’t have to be an ad) in the first place:

  • To honor someone? Fine. Keep your brand and schtick out of it. Stick to the topic. Say what you feel. The old GoDaddy always remembered Veterans Day and the Marine Corps birthday – and you never saw their typically cheesy stuff in those pieces.
  • To be funny? Make sure it really is funny, rather than funny at the cost of some group or individual.
  • To provoke someone to buy – see the prior two and then consider every bit of copywriting experience you have.

Your message has to be focused on that reason – whatever it is.

Connect rather than being just another “Me too!” marketer

Ill-advised content aside, calendar-based marketing is an effective tool when used thoughtfully.

The temptation is to do “Me too” marketing here. Things like a holiday-themed sale on a holiday weekend are not going to stand out in a crowd of me-too sales.

Sometimes connecting national to your business to local works well. For example, you might have Super Bowl-related promotion or event that encourages people to visit/buy and make note that you’ll be passing along a percentage of Super Bowl related promotion/event sales to a local youth athletic program. It doesn’t have to be football and it doesn’t have to be a percentage.

In Columbia Falls MT (pop 4000ish), Timber Creek assisted living facility hosts the Rotary “Brunch with Santa” community Christmas event in their public areas. While no one is selling assisted living that day, hundreds who would never go inside otherwise get to see how nice the place is – planting a seed that might sprout next week or years from now.

The forgotten 25% – will they be your customers?

The “Merging Method” of Agricultural Genetic Modification – (MMAGM)
Creative Commons License photo credit: Ian Sane

On average, 25% of US students drop out of high school.

I have little tolerance for “being average”, mostly because little changes have a way of propelling you well above average.

It isn’t that average is bad, but remember that average is like scoring 50th percentile on a test – half of the people are below average.

On any one test, maybe that’s not a big deal – unless the test is your life.

It’s “just how it is”

While the overall U.S. dropout rate is 25%, 50% of American Indian students drop out.

Regardless of lineage, some say that’s just how it is because “most dropouts are disconnected and unmotivated”, or they’re “intellectually under-performing” – meaning they’d never be able to graduate because they aren’t smart enough to complete the work required to graduate.

Whether those things are true or not, it doesn’t seem ideal for a community’s future to have 25% of students stumble out of school with little or no life, work or business skills any more than than it would to return to the days when two million kids aged seven to 12 worked 70 hour weeks in factories and coal mines. Never mind that it took Congress over 100 years to outlaw child labor, and even then, did so only to allow depression-era adults to get work.

Some of the 25% will struggle, suffer and become the people we look away from, some will manage thanks to skills gained from their family, and some will figure it out.

What can we do?

So what can a community do to improve the chances of a good outcome?

I wonder if some life skills (like budgeting and goal setting), some technical skills (like welding, heavy equipment operation or diesel repair) and/or some business skills (such how to plan and start a new business on a shoestring budget) might give these kids the foundation they need to become “a normal part of society” (you can decide what that means).

For this, we may need to know about the portion of the 25% who got past their slow start.

It’s likely that there’s research showing what improves the likelihood of helping these kids get started on the road to a successful life where they can find rewarding work, save some money for a rainy day, have a family if they wish and prepare themselves financially for old age. We may need to know the turning points that kept them out of prison, “soup kitchens” and shelters.

25 percent is acceptable

25% may seem pretty bad, yet as our day goes on, many of us manage to accept it. Either we think we can’t do anything about it, or we’re doing all we can just to keep our own stuff together.

Here’s how 25% feels in other parts of our lives:

  • Three eggs of every dozen would be rotten.
  • Three beers in every twelve pack are flat.
  • When you put a dollar into a change machine, you always get three quarters back.
  • One tire on your car is always flat.
  • Two pieces of every pizza have no sauce, cheese or toppings.
  • 7500 U.S. commercial flights crash every day.

If these things happened daily, there would be plenty of uproar, Congressional hearings and so on.

Yet one in four dropping out is what we seem to accept as a society, as long as our kid or adorable little grandchild isn’t dropping out – kind of like how 25% of Veterans living on the street is somehow OK (?), as long as it isn’t our family’s Veteran.

Look, I’m not saying big brother should swoop in and (s)mother these kids. What I’m saying is that we should recognize and attempt to improve how we address the real and societal costs that result from dropping out and as a result, how these kids deal with the life they’ve chosen, the life they appear to have chosen, and/or the hand they’ve been dealt.

The exception cases, like the 1.2% of dropouts who start multi-million dollar companies, shouldn’t be an escape clause. It should instead suggest how we identify patterns of success. What was different about those dropouts and could that affect more of them?

What does this have to do with business?

These people are potential customers, potential employees and/or their family members. They’re part of the community where you and your staff work, play and live. Isn’t that enough to make it matter?

The Amazon Prime Directive

Moving away from the light....and into the darkness of night
Creative Commons License photo credit: mendhak

What did you learn from – and change in your business – after Amazon launched Amazon Prime?

If you aren’t aware, Amazon Prime is a membership-based service that provides access to Amazon video-on-demand and free Kindle books from the Kindle lending library – but more importantly, it upgrades all purchases to from regular ground shipping to free two-day shipping.

The question remains – what did you take away for your business from the launch and subsequent success of Prime? Did it provoke you to change anything about your business and how you work with customers?

Even if you don’t do retail, there are lessons to be learned from what Amazon is doing.

The Fresh Prime of Bel-Air

Plenty has been written about the success of Prime and what it’s done for customer loyalty.

One quote from the Small Business Trends piece (linked above) that might get your attention – a comment from a Morningstar analyst who researched Prime:

What we found is that, generally speaking, last year Prime members spent about twice as much as non Prime members. (emphasis mine) They spent about $1,200 dollars compared to $600 for non Prime members. What’s also interesting is that the average person shopping online last year spent approximately $1,000. What that says to us it that Prime members generate more incremental revenue per than non Prime shoppers. They are doing most of their online shopping on Amazon as opposed to going to other sites. Prime members generate more income.

Recently, Amazon took the service a step further with the introduction in Los Angeles of Amazon PrimeFresh, which expands upon their Seattle-based test program.

What can you take away from this and implement at your business? Do it for them. Deliver it for them. Automate it for them, as appropriate. All with more personal touch than Amazon can afford to do *in your community* and *in your market* with *your customers*. Yes, automation *can* result in more personal touch.

The key is the emphasis on your community, your market, your customers. I’m not suggesting that you try to clone Amazon.

Behavioral shifts

There’s much more to this than automation allowing you to buy produce via your web browser. Customer behavior is central to what Amazon does.

When Amazon saw that Prime members behaved differently, then they could work differently with them. Simply by buying a membership in Prime, a buyer is telling Amazon “I am going to buy more, more often.”

If your customers could send you a signal in advance like that, how would you use it to improve what you do for them? How do you care for your best customers? How do you encourage new customers to take advantage of what you offer like your best customers do? How do you make buying friction-free and easy?

Now reverse that. If you look at customers who buy more and more often from your business, what are you doing to take care of them? What if you did those things for more of your customers – would it turn some of them into Prime-like customers?

Amazon, WalMart, You

We’ve talked repeatedly about “When Wal-Mart comes to town“. Amazon’s taken WalMart’s game and made it more convenient and logistically efficient.

Take from them what makes sense for your business and implement it a step at a time, even if your implementation looks completely different. The lesson is doing what matters for your customers, rather than blindly cloning what Amazon or WalMart do.

For example, let’s say you sell high quality, organic meats that your area’s chain grocer doesn’t carry.

Do your customers forget to stop by your place? When they’re at the grocery, do they grab something there because it’s in front of them? That convenience can cost you a $25 sale. How many can you afford to lose each week?

While you probably can’t afford to provide same-day delivery like Amazon does in Los Angeles, you can serve your neighborhood or small town in a similarly convenient way. Maybe you deliver on Thursday evenings so people have their weekend meat supply for campouts and family gatherings in advance of their weekend grocery shopping. A part-time employee could deliver their pre-paid orders.

You don’t have to cover the whole state 24 hours a day, just your market area (or part of it) as convenient.

Make quality, local buying easy. That’s the local Prime Directive.

The value of trust

In this TED talk, Amanda Palmer explains “Business is Personal” in the context of her music and art businesses.

It’s obvious that her connection with fans and followers is personal and immensely important to her.

From a business perspective, not having that connection would mean she’d have to act like most other musicians. IE: Sign with a label, obey the label’s rules, accept their limitations and perhaps tolerate their tweaks to her music.

Making this connection means getting a new fan – and connected fans are where the feedback, revenue and a surfable couch come from.

This personal connection is everything for her – and it can be for you.

Depending on which acts you’ve seen lately, you may or may not have experienced after-concert meet-and-greet sessions like the ones Palmer described. I saw this for the first time at a Heart concert last summer and was pretty impressed. After their set, the opening act (which I’d never heard of) came out into the large grassy seating area. People lined up to connect with them, talk, take photos and get autographs.

Think about it…isn’t this the kind of interaction you’ve like to have after seeing a speaker, musical act or similar performance? Yet so few do, probably due to a fear all too similar to the fear-of-asking that Palmer talked about.

Lessons

Two of Amanda’s comments stand out for those seeking connections with the people in their market:

  • “Celebrity is about a lot of people loving you from a distance, but the internet… [is] about a few people loving you up close and about those people being enough.”
  • “I trust you this much. Should I? Show me.”

The first one speaks to the personal nature of your business that we talk about regularly: the effort you make to establish trust and connect with KK’s 1000 true fans. The second one is even more personal. You’re asking for some of the most frank feedback you can get. Are you strong enough to ask for it in that way?

Important for entrepreneurs: Amanda talks a little about the trouble with her label. She defines what success means to her, rather than letting her label define it. A huge “discovery” for many entrepreneurs.

Hat tip to Gayle Valeriote for the passing Amanda’s vid to me.