Seven Pricing Pointers

Written by Sue and Chuck DeFiore


Continued from page 1

6. When estimating your expenses, consider costs associated with bookkeeping, travel, research, telephone calls, mailing and delivery.

7. Don’t set a price so low that it endangers your financial well-being or your sense of self-worth.

Remember your time, knowledge and energy has got a dollar figure, and you want to get what you deserve. You have to make a living just like everyone else. You have bills to pay, a family to take care of, and yourself to take care of. So be sure to take all of this into consideration when you set your pricing. If you are still not sure on how to do that see our 5 part article on Setting Your Fees.

Copyright 2003 DeFiore Enterprises



Interested in having your own successful, home based creative real estate investing business? Chuck and Sue have been helping folks start successful home based businesses for over 17 years, and we can help you too! To see how, visit http://www.homebusinesssolutions.com


When Tactics Are Not Enough

Written by Robert A. Kelly


Continued from page 1

So, becauserepparttar obvious objective here is to correct those same untruths, inaccuracies, misconceptions and false assumptions, you now selectrepparttar 105023 specific perception to be altered, and that becomes your public relations goal.

But a PR goal without a strategy to show you how to get there, is like a Mint Julep withoutrepparttar 105024 mint. That’s why you must select one of three strategies especially designed to create perception or opinion where there may be none, or change existing perception, or reinforce it. The challenge here (a small one) is to insure thatrepparttar 105025 goal and its strategy match each other. You wouldn’t want to select “change existing perception” when current perception is just right suggesting a “reinforce” strategy.

Now you must morph into a writer, if you are not already endowed with that talent, and prepare a compelling message carefully designed to alter your key target audience’s perception, as called for by your public relations goal.

You may find that combining your corrective message with another newsworthy announcement of a new product, service or employee will lend credibility by not overempha- sizingrepparttar 105026 correction.

Your corrective message should contain several values, clarity for example. It must be clear about what perception needs clarification or correction, and why. And your facts must be truthful, of course. In addition, your position must be logically explained and believable if it is to holdrepparttar 105027 attention of members of that target audience, and actually move perception in your direction.

At last,repparttar 105028 easy part – selectingrepparttar 105029 “beasts of burden” –repparttar 105030 communications tactics you will harness to carry your persuasive new thoughts torepparttar 105031 attention of that external audience.

The tactics list is a long one. It includes letters-to-the-editor, brochures, press releases and speeches. Or, you might select others such as radio and newspaper interviews, personal contacts, facility tours or customer briefings. There are dozens awaiting your pleasure.

Sooner rather than later, your colleagues will ask you if any progress is being made. By which time you will already be striving to answer that question by again monitoring perceptions among your target audience members. Using questions similar to those used during your earlier monitoring session, you will now look sharply for indications that audience perceptions are beginning to move in your direction.

Fortunately, you can always putrepparttar 105032 pedal torepparttar 105033 metal by employing additional communications tactics, AND by increasing their frequencies.

But, as this article suggests, concentrating on tactics is important, but only atrepparttar 105034 right moment. What must come first is an aggressive public relations plan that (as, by now, you have no doubt surmised) targetsrepparttar 105035 kind of key stakeholder behavior change that leads directly to achieving your objectives.

end

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Bob Kelly counsels, writes and speaks to business, non-profit and association managers about the fundamental premise of public relations. He has been DPR, Pepsi-Cola Co.; AGM-PR, Texaco Inc.; VP-PR, Olin Corp.; VP-PR, Newport News Shipbuilding & Drydock Co.; director of communications, U.S. Department of the Interior, and deputy assistant press secretary, The White House. mailto:bobkelly@TNI.net Visit:http://www.prcommentary


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