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Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Jewelry Making Journalfree jewelry tutorials, plus a friendly community sharing creative ideas for making and selling jewelry. When I do a show, I usually find one or two other vendors near me that like to share business ideas.
Many times when I am busy, I notice that customers pick up the cards and read the entire bio on the spot.
At one show a man lingered in my booth and asked a few questions about the coins I use in my jewelry. This is a great idea, and a way to help your customers get to know that there is an artist behind the work!
I have had postcards created in the past with images of my jewelry on one side and blank on the reverse apart from my website address, logo and contact info.
I used these for writing thank you notes to include with orders and also as gift certificates. I’m usually a pretty confident person but when it comes to thinking about a bio, self-doubt creeps in. Right now I am trying to find a marketing intern but my emails to the Internship supervisors have gone unresponded to.
If you are stumped, ask your friends what they might tell someone about you and your jewelry. I think it’s so cool that you read Rena’s book and immediately started a blog using some of her ideas! I took a look at your bio and coupled with your great advice it’s encouraged me to get started on mine by asking my friends how they would describe my creations. As far as using coins in my jewelry, I belong to a coin club and the US Treasury agents tell our clubs that defacing currency is only illegal if it is done to fraud someone.
Get every strategy and secret I've learned from years of selling my handmade jewelry at shows. Copyright © 2003-2016, Rena Klingenberg (or guest author named in article byline), and may not be reproduced without author's permission. Earlier this year, 92% of marketers said social media marketing was important, according to Hubspot. In the competition for the best visualization of the kaleidescopic marketing technology space — other entries include my marketing technology landscape from last year and the marketing technology LUMAscape from last month — I’d say Gartner has just jumped into the lead with their new digital marketing transit map. Their high-level map is visualized around types of products and services — represented as stations on the map — rather than the individual vendors themselves.
There are 12 tracks, such as Marketing Management, Creative, and Analytics, which share common objectives and information. Looking at this map, you cannot help but be awestruck by the breadth and depth of digital marketing. So I can fully empathize with — and have enormous respect for — marketing leaders who are struggling to sort out a cohesive strategy in this landscape.
The art of marketing management is the strategy you use to choose which changes to focus on, and which ones you intentionally let slide, at least for the moment.
There is no technology that delivers the seamless interconnectivity between these stations as it’s portrayed here.
There may be some technical plumbing, but most of it is highly informal and custom-built within each organization. But even in that light, this map from Gartner is extremely helpful because it visually raises the question: how are you bringing these neighborhoods together in your company? I would like to see Gartner’s recommendations on how to build this infrastructure in prioritized phases. For better or worse, my humble opinion is that we’re a long ways away from pat answers.
Nice to compare and contrast different visualizations like that to realize that there are many different ways to view this landscape.
It highlights the growing scale of Digital Marketing and the processes that at least need evaluating by professionals in a digital marketing role. This leaves me thinking about Einstein when he said things should be made as simple as possible and no simpler.
Wenn Sie diese Webseite weiter besuchen, erklaren Sie sich mit der Verwendung von Cookies auf dieser Seite einverstanden. A professinally designed brochure is most effective marketing tool as it interacts more with audience in comparison to other tools.
I was glad to see I could have anything black and white on the reverse for no extra charge. When I put the cards in a rack, I can stack the postcards in the back in the vertical position, and the ones in the front horizontal. My customers have reported that when the purchase is a gift, they love including the bio for the person receiving the gift so they know about me. I always wear one of my pendants, and when someone compliments me on them or asks about my jewelry I give them one of the postcards.

I like the idea of positioning shift, too, because it engages the reader by requiring activity. I like your insight about people accepting a postcard with your bio instead of a business card. When I saw your amazingly beautiful handpainted coin, I just HAD to read your bio – which in an of itself made me want to purchase something! I use Vistaprint all the time and have found their postcards to be very affordable and versatile.
I love how we all learn from each other and share ideas… One of my favorite things being a jewelry seller. It is always helpful to have a library of marketing ideas to pull from, this is definitely one I’ll use. You want users to become familiar with your brand, and you can accomplish this by being accessible. The social media lead-to-close rate is 100% higher than outbound marketing, and this is likely due to the human element.
Interact with customers and pay attention when they mention your name, especially when they are major influencers on the platform.
And they go through 7 neighborhoods, such as Marketing Ops, Web Ops, and Ad Ops, which are typically different practice areas within an organization.
And successfully implementing that strategy is far more about people and processes than it is the technologies themselves. You can’t just hop the Ad Tech red line to get from native ads to attribution, transfer over to the Analytics orange line, and arrive at predictive campaign analytics in an easy 20-minute ride. Sure, there are companies and service providers that are bringing a subset of these pieces together. What does your digital marketing hub look like today, and what are your plans for expanding it to handle the massive influx of population ahead?
I certainly agree that not every company should worry about every station in this gigantor marketechopolis — in fact most are probably best served by ruthlessly focusing on just a few of them and getting them really right.
Brian, you make a valid point that perhaps there should be more distilled versions of this that show clear paths of engagement needed to create success. Whilst your company may not use a large percentage, you need a grasp of what each element offers and how this impacts and connects with the others. My neighbor at a show last year, who illustrated children’s books, shared that her best marketing tool was postcards with her bio on the reverse.
I used a black & white photo of myself in the upper left hand corner, and then wrote a bio that answered all the common questions my customers ask me in my booth.
I am amazed that often people pick up the card, read it, and then read it to their friends right in the booth.
I threw in just a little personal info at the end, once again to help my customer get to know me. Social Media Examiner reported 97% of marketers use social media as a tool, but 85% were not clear on the best ways to use it. Spend time building your audience because credibility increases along with number of followers. Doing this can give you insight into their interests, and you can give them what they want. There is a relatively small financial risk as you can set your own budget, so there is little to lose, and everything to gain.
And there are offline connections to sales and service, general advertising, business intelligence, IT, and the CMO’s office.
The connections between these disparate stations are made via human collaboration — people and processes. But most of their strategies to date have been implemented as marketing suites rather than marketing platforms — which is like trying to hold back the ocean with a sandcastle (albeit a very elaborate one). Design Pick is a website designing and development company, having web designers and developers, delivering affordable ecommerce websites, CMS web0sites, web hosting and SEO services. It starts a friendly discussion that is easy for me to step into and answer their questions.
Well, it turned out his wife was a promoter of a show I was interested in and I got an invitation out of it. People are always curious to know more about artists, and I have found they are always eager to take one of my postcards. Social media marketing can increase sales, but marketers need to understand the tools in order to use them properly.
Social media platforms also allow flexibility in advertising, so you can start small and learn as you go.
Produce content to match their needs, and closely monitor conversions to see what works best. Strategic PlanningViews: 5666 If you are intrigued by the potential of strategy innovation for your company, be aware that you will not get it from your current strategic planning process. It’s messy and evolutionary and varies tremendously from one organization to another.
Now I see how the idea I had could be modified to make it more informational to my prospective clients.

I get compliments on my jewelry when I wear it but I don’t know what to say in my bio. Heuristic (discovery-driven)CreativeStrategy innovation requires a creative process, not an analytical one. It requires people to listen to customers in new ways, design new types of products, and envision strategies for markets that do not currently exist. It is a process that is as disciplined and structured as strategic planning but uses creativity, rather than analysis, as the primary tool.
The raw materials for strategy innovation are insights, which are new perceptions and new understandings of value. Insights can come from listening to or observing customers— their words, actions, emotions, and wishes. Insights can come from listening to industry experts or thought leaders as they explain their understanding of the present and future dynamics of a marketplace.
Insights can also come from listening to people who are not entrenched in your industry, company, or culture, as they are in the best position of offering a fresh perspective.The quality of the insights necessary for strategy innovation cannot come from statistics. People with a strong analytical orientation can participate in the strategy innovation process (everyone has the potential for creativity), but they must check their quantitative tools and mind-sets at the door. They can have them back when it comes time to evaluate and quantify the business opportunities developed by the strategy innovation process. However, the process for strategy innovation is a creative one, not an analytical one.Market-CentricStrategy innovation requires a market-centric process, not one that is company-centric. You will recall from high school science class that Copernicus identified the sun as the center of the universe (heliocentric model). Just like people used to believe that the sun and stars revolved around the earth, many of today’s corporate executives believe that their companies are the center of their business universe, and that all other stakeholders (shareholders, suppliers, customers, and employees) revolve around them. Strategy innovation proposes, instead, that customers and the dynamics of the marketplace are the center of the business universe (market-centric), and that wise companies will consider setting their orbits around them.
If customers need call centers to receive the service they need, companies should consider changing their business models to create them.
If Third World markets need household products at lower prices, companies should explore innovative ways of providing them.To be clear on this point, we are not suggesting that companies meet all customer needs or sacrifice sound financial management to fulfill those needs.
Successful strategy innovation requires that a new business opportunity add significant value for both the customer and the company to be worthwhile. Revising plans and updating numbers have a predictability that allows you to schedule strategic planning sessions months in advance. Strategy innovation is a grassroots, discovery (‘‘heuristic’’) process that is dependent on the quality of the insights gained along the way. Sometimes it happens quickly, sometimes it takes many iterations before a breakthrough is achieved. Customer interviews might not reveal new expressions of value in the first month of trying.
An examination of future market dynamics may suggest several very different future scenarios that will take a while to sort out and evaluate. The iterative nature of the process means that the imposition of deadlines may affect the quality of the output. That is, a team may be forced to stop exploring because of a deadline, rather than because they have already discovered all the great insights they need. Flexible timing is more accommodating to the heuristic nature of the strategy innovation process.Another difference between traditional strategic planning process and a strategy innovation process is the orientation toward time.
There is a natural tendency in the strategic planning process to start the planning with ‘‘today’’ and then make projections, based on historical trends and today’s statistics, out to ‘‘tomorrow.’’ It is starting with the known and working toward the unknown. It must be able to transcend today’s conditions and imagine what is possible in the future. After identifying potential new business opportunities in the future, the planning works backwards to identify the key strategic milestones to get there. In this way, the more tangible appeal of new growth opportunities acts as a ‘‘future-pull,’’ which will help the company in its decisions on resource allocation.Where traditional strategic planning focuses on building value in current markets, strategy innovation focuses on creating new value in new markets. In the 1960s, Xerox had a near monopoly on the sales and servicing of large copy machines to large businesses.
Their business model consisted of a direct sales force that sold leased, highend equipment, and an extensive service network (profit center) to keep the equipment operating.
These means of value-enhancement can help grow revenues while leveraging the company’s current strategy and business model.However, there are also other ways of delivering value to customers. Using their skills in microelectronics and optics, they developed a copier with a replaceable cartridge, which they sold as the first personal copier.
Aimed at small businesses and individuals, these copiers were inexpensive, required little or no maintenance, and could be purchased through existing retail channels.
At the same time, it will likely require a company to consider the development of a new business model in order to implement the new strategy.

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