You probably know that a 100 watt light bulb illuminates an entire room. Do you realize that a 100 watt laser burns a hole in the same space? As a small business owner, it is important to be the laser and not the bulb! With such intense focus, you can reach, be remembered, and utilized by your target market.

Prospective purchasers of your service want to sense your laser focus on the area of expertise that they seek, when they believe that you excel in one area, they are more likely to engage.

In my recent work with a group of interior designers, I discovered a lack of laser focus. Most chose to “light up the entire room.” One designer’s approach struck me as “heads above” her fellow solopreneurs. Her passion for creating children’s rooms differentiates her from others in her field.

She is becoming known for creating the most unique, functional designs for children’s rooms. She understands the language of the parents, what children’s needs are, how best to make the space functional (and, of course, affordable) and as she continues her specialty in this area, she continues to pour her knowledge, expertise, and energy into it, becoming even more known and respected for her work. As she so aptly states, “We see the world through the eyes of a child.”

Her excellent work in this one particular area continually builds her business. She is now known for creating unique, functional designs for young children and their parents. It’s amazing how the wattage of one light can be channeled into one spot to create an incredible intensity.

No longer does she need to explain whom she is and what she does! As she continues to specialize, her knowledge and expertise grow, as does her network of clients and “networking neighbors.”

Are light bulbs needed? Yes, but as a solopreneur or small business, be known for 1 thing. Focus all of your time, energy, and attention on what you do best. There’s nothing more fun than burning a hole in the wall of your competition!

Insightful article by ADAM HARTUNG: Listen to competitors, not customers!  I have attached the link along with the full article…

http://www.forbes.com/2010/01/06/innovation-customers-competitors-leadership-managing-marketing.html?partner=artctrlinboxmain

Listen To Competitors–Not Customers
Adam Hartung, 01.06.10, 3:10 PM ET

It may be apocryphal, but Henry Ford supposedly said, “If I had asked my customers what they wanted, they would have told me a faster horse.”

It is not apocryphal that within a few short years of creating the modern personal computer market, International Business Machines abandoned the PC. Its customers, who were data center managers, told them there was no future in the PC. Of course, that verdict came a few decades early. It cost IBM a lot of revenue.

Both stories illustrate the grave risk that lies in listening to customers–especially in listening to them about innovation and market shifts, which we’ve been seeing plenty of and which will surely not let up in 2010.

All kinds of businesses turn to their customers for insight. “Voice of the customer” research projects are a hallmark of currently popular lean manufacturing setups. Companies that use customer resource management programs (Salesforce.com is one) typically turn to their biggest customers for input, because Pareto’s law tells them that 20% of their customers produce 80% of their revenue. But there’s no reason those biggest customers should be particularly perceptive.

In reality, customers rarely know what they want, beyond more, better, faster and cheaper. Customers, especially big ones who are locked in to your solution, don’t seek out anything really new, especially if it means they’ll have to invest in new tooling, systems or processes. They don’t look for change. Mostly they want only to tilt the adversarial customer-supplier relationship in their advantage, hoping they can persuade you to help them save money. And you mostly just want to sell them more stuff.

“Customer insight” is all about short-term tactics. It leads to things like deeper volume discounts, matching competitors’ prices, higher product quality, improved service, less carried inventory and more automation–all in exchange for bigger orders. It all reinforces the short-term business.

Most managers are happy to rely on such input. It sounds very good, and it appears to help defend and extend the existing business. But it doesn’t tell you how to prepare for or take advantage of market shifts–shifts that will take away customers in a heartbeat, wiping out your profits and your revenue.

When markets shift, those customers will abandon your solution overnight, and they’ll blame you for missing the shift. Just look at how fast information technology departments swung to servers connecting to PCs, shutting down mainframe and mini-computer data centers and wiping out thousands of green-screen terminals. That almost bankrupted IBM. It did kill Wang, Lanier and Digital Equipment, and it made Dell, an unknown, into a powerhouse.

To win higher returns over anything beyond the very short term, listen a lot less to your customers, especially your biggest ones. They’ll tell you mainly what you already know. Instead, pay attention to competitors. Especially those on the fringe.

Tribune Corp. was a powerhouse media company in 2000. It had a foothold in television, owning local stations and parts of cable channels, including Food Network. It was an early Internet leader, investing in America Online and co-founding CareerBuilder.com, Cars.com and other Web sites. But its heart was in the newspapers its success had been built on, led by the Chicago Tribune. Believing that newspapers were still, as they always had been, protectable products with moats around their geographic markets, Tribune paid handsomely to buy several papers, including the Los Angeles Times.

As the decade progressed, Tribune’s management kept asking their biggest customers, their newspaper advertisers, what to do. The advertisers asked for ads tied to content, better information on readership and tie-in promotional ads. They also asked for multi-placement deals, including insert discounts. Tribune complied with those big advertiser desires in hopes of further growing ad sales.

Tribune’s leadership never heard the bullets that hit them.

In the decade’s latter half, newspaper subscribers started getting more and more content from the Web. But Tribune laughed off the idea that people would substitute Web sites for newspapers or (horrors!) bloggers for reporters. Tribune’s leaders never imagined that their subscriber rates would actually decline.

They assumed they had a lock on local advertising to individuals with their papers’ classified ad departments, and on major advertisers like auto manufacturers, auto dealers and movie distributors and theaters with their display ads. “Craigslist is for hookers” was how one exec expressed his view of the online selling site that he didn’t realize was already destroying his business. And eBay was “a big online garage sale, not a place where you could sell things of value, like a car.” Google ad placement was no threat because it wasn’t “local.”

Then the classified ad buyers disappeared. In 2006 the auto companies shifted 25% of their newspaper ad budgets to online media. Movie studios slashed their newspaper spending in favor of online clip promotions and lists of local theaters.

When Sam Zell led a leveraged buyout of Tribune in 2007, he said on numerous occasions that he read four newspapers daily, he believed people would keep reading them and advertisers would keep buying space in them to reach their local customers. He was wrong. Within two years Tribune was bankrupt. Asking customers what they wanted had done nothing to help management anticipate the market shift. A close eye on competitors across media would have shown the inevitable change as it approached.

PricewaterhouseCoopers, Computer Sciences Corporation, Electronic Data Systems and other large information technology services suppliers listened to their customers tell them why they liked their proprietary implementation methods, and why they liked having local people with expertise service their accounts. They laughed at the offshore suppliers who could never understand their customers. Then Tata Consulting Services and Infosys implemented global delivery systems using highly trained labor at a 10th the cost, practically wiping out the domestic vendors’ traditional IT services business. Trying to save their companies, the old businesses’ leaders withdrew to handling large but unprofitable outsourcing contracts with which offshore companies wouldn’t compete. PwC was swallowed by IBM for a song, CSC survived on the back of government contracts and EDS almost failed before being acquired by Hewlett-Packard.

To succeed you have to obsess about competitors. And not just about traditional ones, but about fringe ones as well. What customers won’t tell you, the market will, through competitive activity. The signs were all there for Tribune and other media companies to see the user shift that was coming long before their newspaper ad revenues fell off a cliff. The emergence of strong offshore IT centers was obvious to anyone who looked. But by focusing on existing customers, especially large ones, these companies kept themselves blind to the changes that wiped out huge, profitable revenue chunks.

Cisco has a rule that it makes all its own products obsolete. It’s better to cannibalize yourself than to have your business devoured by someone else, so Cisco watches its competitors and either beats them or buys them. That’s one reason it has kept itself vibrant while Sun Microsystems and Silicon Graphics bit the dust in 2009.

Leaders can move beyond surviving and enter the world of thriving only if they obsess about their competition. Watch the competitors that grow, and watch the competitors that don’t grow, and understand why. Look at how customers behave, not at what they say, and see what tests they are undertaking with competitors–especially with fringe competitors with alternative solutions. See what revenues are shifting to other, often emerging, competitors, even if they’re very small. If you want to remain viable, your competition will give you more insight than all the strategic customer councils in the world.

Adam Hartung lives in Chicago and is a partner in Vector Growth Partners, a growth strategy consulting firm in suburban Washington, D.C. He is author of Create Marketplace Disruption: How to Stay Ahead of the Competition. Learn more at AdamHartung.com.

IN A RECENT ARTICLE PUBLISHED IN PRWEB…Duct Tape Marketing placed in the “TOP 5 BLOGS” that Marketing Executives read!!!  Congratulations to our own John Jantsch!

MENG Survey Reveals the Top 20 Marketing Blogs That Marketing Executives Read

Seth Godin’s Blog and Mashable Top the List, With Godin’s Blog Also Named “Favorite,” “Most Valuable,” and “Most Enjoyable to Read”

Old Saybrook, CT (PRWEB) January 12, 2010 — Though there were a number of “Best of Blogs” lists offered by a variety of blogging connoisseurs to close out 2009, the Marketing Executives Networking Group (MENG) (http://www.mengonline.com/visitors) chose to survey their nearly 2,000 executive marketing members to determine which marketing blogs, written by non-MENG members for objectivity, were actually being read by marketing executives.

Seth Godin’s blog, (http://sethgodin.typepad.com/) well-known and respected in the executive marketing community, was the most-read blog capturing 59% of the member responses. It also garnered 34% of the vote for “favorite marketing blog,” 24% of the vote for “most valuable marketing content,” and 35% of the vote for “most enjoyable marketing blog to read,” leading all three categories.

With 38% of MENG members reading Mashable (http://mashable.com/), it ranks as the second most-popular marketing blog, followed with a tie for third place by blogs penned by Chris Brogan (http://www.chrisbrogan.com/) (30%) and Guy Kawasaki(“How to Change the World (http://blog.guykawasaki.com/)”) (30%), and a tie for fifth place by Tom Peters (http://www.tompeters.com/) (20%) and John Jantsch (Duct Tape Marketing (http://www.ducttapemarketing.com/blog/)) (20%).

Each of these aforementioned blogs, along with the following 10 top blogs, received votes in all three of the coveted categories: “favorite marketing blog,” “most valuable marketing content,” and “most enjoyable marketing blog to read.”

They include:

• David Armano’s Logic + Emotion (http://darmano.typepad.com/)

• Mack Collier’s The Viral Garden (http://moblogsmoproblems.blogspot.com/)

• Steve Hall’s AdRANTs (http://www.adrants.com/)

• Joseph Jaffe’s Jaffe Juice (http://www.jaffejuice.com/)

• John Moore’s Brand Autopsy (http://brandautopsy.typepad.com/)

• Jeremiah Owyang’s Web Strategy (http://www.web-strategist.com/blog/)

• Shelly Palmer’s MediaBytes (http://www.shellypalmermedia.com/)

• David Meerman Scott’s Web Ink Now (http://www.webinknow.com/)

• Brian Solis’s BrianSolis.com (http://www.briansolis.com/), Defining the Convergence of Media + Influence

• Denise Lee Yohn’s Brand as Business Bites (http://www.blogcatalog.com/blog/brand-as-business-bites)

Other Top 20 marketing-focused blogs being read by MENG members, but not listed above include:

• Andy Beal’s Marketing Pilgrim (http://www.marketingpilgrim.com/)

• Valeria Maltoni’s Conversation Agent (http://www.conversationagent.com/)

• Ben McConnell & Jackie Huba’s Church of the Customer (http://www.churchofthecustomer.com/)

• Avinash Kaushik’s Occam’s Razor (http://www.kaushik.net/avinash/)

MENG plans to repeat this study periodically and add marketing blogs that members deem particularly insightful and valuable to them as executives.

About MENG:

The Marketing Executives Networking Group (MENG) is the premiere international community of executive-level marketers who share their passion and expertise to ensure each member’s success. This not-for-profit organization of nearly 2,000 members fosters career and personal success across virtually all industries and marketing specialties by providing networking opportunities and the ability to share knowledge and best practices. Members must have reached at least the VP level in their organization. Eighty four percent of members have Fortune 500 experience and 70% have earned graduate degrees, the majority of which are from top-20 business schools. To learn more about MENG, post executive level marketing positions, or to access MENG’s database of marketing executives, speakers and consultants, visit www.MENGonline.com. MENG can also be found on Twitter atwww.Twitter.com/MENGonline.

This is an excellent post by Seth Godin that captures why Social Media implementation is so difficult for most organizations…

“It’s a process, not an event.

Dating is a process. So is losing weight, being a public company and building a brand.

On the other hand, putting up a trade show booth is an event. So are going public and having surgery.

Events are easier to manage, pay for and get excited about. Processes build results for the long haul.”