[Message Deleted]
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Richard - what is your differentiator? In 60 seconds or less, describe to me why your site differs from Google's and why it's better. That's the message you need to get across and, unfortunately, you're not doing it at the moment. While you say the functional part only has one textbox, there's a lot of clutter on the screen - and it's not obvious for Joe Public what they are there for. Where Google was successful was the sheer simplicity of their interface - one textbox, one button and a couple of radiobuttons. There's not much for the user to get confused by. Add into this, the fact that Google provides the search functionality itself and you can see why it's successful. Basically, your site is acting as a front end to Google so there is no reason for somebody to use your site and not Googles. Bottom line - work out what you are trying to sell and why it will be better than what is out there currently. When you've got that, you'll have the basis of the message and sales approach you need.
"WPF has many lovers. It's a veritable porn star!" - Josh Smith
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Richard Hartness wrote:
Is there a way to effectively market something that really doesn't require 20+ pages of text
When you started this venture of yours, what did you find out when you did your "Business Plan"? Presumably you did do a "Business Plan"? as the answer to your question should be within the marketing pages of that Business Plan documentation. If done properly, the Business Plan documentation will answer almost every possible question that you and your Bank Manager could possibly ask of almost any aspect of your business. Anyhow, Pete O'Hanlon's observation are excellent.
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Richard Hartness wrote:
Is there a way to effectively market something that really doesn't require 20+ pages of text
When you started this venture of yours, what did you find out when you did your "Business Plan"? Presumably you did do a "Business Plan"? as the answer to your question should be within the marketing pages of that Business Plan documentation. If done properly, the Business Plan documentation will answer almost every possible question that you and your Bank Manager could possibly ask of almost any aspect of your business. Anyhow, Pete O'Hanlon's observation are excellent.
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An awfully lot of good ideas come from "home brew". But it is not too late to put together a Business Plan. You will need to define your strengths and weaknesses with respect to your competitors. Your unique selling point you must therefore establish. Try and put some preliminary figures together that will form the basis of your financials. Go visit your local Chamber of Commerce and obtain literature that could turn the idea into a viable business proposition. Read those excellent tutorials here at CP from Pete O'Hanlon. When you are ready, ask the Chamber of Commerce for an advisory meeting to assess the current probabilities of success of those ideas and the readiness of your Business Plans and Financials. Take into account their guidance. Reformulate as necessary your Business Plan and Financials in readiness for presentation to a Business Banker. DO NOT assume that your Business Plan and Financials is a one-time event, they are not and are never a one-time exercise. You must always assess your current position with respect to the current Business Plan and Financials - this way you will know if you are on-track and heading for success, or the likelihood of failure, and the sooner you have knowledge of success or failure the better you are in responding in an appropriate way. It is hard work creating and maintaining a viable business yet there are many rewards awaiting. There are also disasters awaiting if you do not keep a finger on its pulse. But, best of luck. There are always kindly people here at CP, and elsewhere who you can ask for advice.
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An awfully lot of good ideas come from "home brew". But it is not too late to put together a Business Plan. You will need to define your strengths and weaknesses with respect to your competitors. Your unique selling point you must therefore establish. Try and put some preliminary figures together that will form the basis of your financials. Go visit your local Chamber of Commerce and obtain literature that could turn the idea into a viable business proposition. Read those excellent tutorials here at CP from Pete O'Hanlon. When you are ready, ask the Chamber of Commerce for an advisory meeting to assess the current probabilities of success of those ideas and the readiness of your Business Plans and Financials. Take into account their guidance. Reformulate as necessary your Business Plan and Financials in readiness for presentation to a Business Banker. DO NOT assume that your Business Plan and Financials is a one-time event, they are not and are never a one-time exercise. You must always assess your current position with respect to the current Business Plan and Financials - this way you will know if you are on-track and heading for success, or the likelihood of failure, and the sooner you have knowledge of success or failure the better you are in responding in an appropriate way. It is hard work creating and maintaining a viable business yet there are many rewards awaiting. There are also disasters awaiting if you do not keep a finger on its pulse. But, best of luck. There are always kindly people here at CP, and elsewhere who you can ask for advice.