But this is an area where many small business owners end up being disappointed with the results due to a very common mistake. A mistake that, fortunately, is very easy to fix.

So what do you think that mistake might be?

Ad not big enough, perhaps? No, because it doesn’t matter how big the ad is, as this mistake is seen in ads of all sizes.

Not showing a picture of your product? No, because even a picture of the product doesn’t necessarily get you a response, especially if you’re making this mistake.

Not having enough “design” in the ad, such as colour and graphics? No, that doesn’t matter either. Graphics don’t sell, but words do.

So what exactly is this mistake?
Probably the single biggest mistake that is made in small business ads is failing to include a clear and convincing call to action. And ideally a call that your prospects will act upon straight away.

Can you picture your ad?
Wonderful headline, great design, full of benefits, perhaps an endorsement from someone well known, or quotes from satisfied customers. Great stuff, but what exactly do you want your prospects to do?

• Nod in appreciation?
• Go and have their lunch, then come back and read it again later?
• Memorise it and look for your hidden subliminal messages?

Of course not!!

What you want is for them to act now, or at the earliest opportunity. And your prospects, if they’re interested in the offer in your ad and want to find out more, will want it spelled out as simply and as clearly as possible exactly what you want them to do next.

If you don’t ask them to act, then you can pretty much guarantee that they won’t.

Unfortunately, most small business marketing is like this, failing to prompt, encourage or direct people to take further action. And this doesn’t just apply to small ads, it’s also a common mistake in sales letters, website pages, brochures and fliers. I make no apology for driving home this message during the 2 day business start up course – I’ve seen too many examples where there has been no compelling ‘call to action’, resulting in disappointment and a depleted marketing budget.

If you encourage, ask or compel your prospects to take a specific course of action, you’ll massively increase your potential to sell more.

What you’re seeking is an immediate response, hence the term “direct response advertising“. You’re getting prospects to respond, act, sample or buy your product or service at the earliest opportunity.

Here are some popular and very effective examples of calls to action that you can use in your small ads and other direct response marketing materials.

1) Get your no-obligation 30-day free trial.
2) Visit us today and ask for a free demo.
3) E-mail or call us now for further information.
4) Call today and ask for free web only discount.
5) Buy it now while stocks last.
6) Call us now to arrange a visit and free consultation.
7) Buy within the next seven days for your exclusive discount.
8) Click here to get this deal.
9) Order now and receive a free gift.

Hopefully, these will provide you with one or two ideas which you can try yourself. Think about how you can use a clear call to action in all your advertising and marketing. This is not difficult to do and will hopefully make a big difference to your results.

The problem with reaching this goal is that there is nothing you can directly say that will result in it happening. In fact, the harder you try, the more difficult it becomes.
For example, producing marketing messages that say you offer a “quality service”, “best advice” or “good food” tell your customers nothing at all about why they should buy from you. All you’re telling them is what they should expect as a bare minimum anyway.

So how can you develop a reputation where people sit up, take notice and do the talking for you, and where they spread the word to others about how good your product or service really is?
Your reputation boils down to how you act and behave in your market and the reaction you get from your customers. And this will be built around the experience that people have when they deal with your firm.

The first step is to try and put yourself in the position of someone who’s thinking of buying from you.

How do you come across overall? How easy is it to understand what you’re offering? Is it obvious why people should buy from you? How effective is your customer service before, during and after the sale?
Once you’ve done this and taken an honest and critical look at yourself, then ask yourself what you could do, how you could act, or what you could change to make your customers’ experiences even better.

By improving those experiences, even in small but subtle ways, such as making it easier to order, opening longer hours, allowing e-mail enquiries and so on, this will gradually begin to establish the reputation you are hoping for in the eyes of your customers.
But there are other things you can do that will make a real difference to your position in your market, in your local area or type of business. You need to look for ways to make your customer experience over and above what they were expecting.
This is where you should be striving to provide a service and experience that doesn’t just deliver what your product or service ‘says on the tin’, but surprises your customers with standards that go way beyond their expectations.
For example, if your business sells garden or house plants, your buyers will expect them to grow and produce flowers or bear fruit. If you fix broken PCs and laptops, your customers will expect them to work again. If you sell fresh food, everyone who buys your produce will expect it to taste good.

But what else can you offer that is over and above basic expectations and, wherever possible, will set you apart from your competitors? Can you find an opportunity to create a positive reputation with your customers by offering and delivering the unexpected?
So, in the case of selling plants, you could provide a series of useful free factsheets or a booklet that provides tips and advice on plant care, along with an e-mail gardening advice service that will establish your reputation as an expert in your field.

If you repair computers, they shouldn’t just work again when you’ve done the repairs. After a thorough ‘servicing’ and clean up, they should work better than they did before they developed problems, with customers also offered free telephone or e-mail support for a month to provide additional help and advice.
And if you are retailing fresh food, you would certainly get noticed if you offered a money-back guarantee to customers who buy something they have not tried before and aren’t satisfied with their purchase – or hold regular free buffets on a Saturday afternoon to allow people to taste your latest produce.

Spend some time thinking of ways to go that extra mile for your customers – they’ll quickly notice and begin to appreciate the difference, and will start spreading the word about your service. Then you’ll find that your prospects and target audience will travel that extra mile to buy from you and not your rivals.

Franchisees can enjoy many of the benefits of self-employment with less risk. Successful franchise operations have a much lower failure rate than completely new businesses. You can make a good living but you need to be aware of the potential pitfalls.

The advantages:

• A franchise is usually based on a proven business idea. You are basically copying a product or service which the franchisor has already shown can work.
  • It is easy to check with existing franchisees whether the business really works.
  • A good franchisor will continuously research and update the business idea. You may be able to use a recognised brand name. It can be easier to sell to customers who are familiar with the name.
  • You will benefit from any national advertising or promotion undertaken by the franchisor. This is often funded by additional management fees.
  You will also be able to use any trademarks the franchisor owns.A good franchise operation will give you full support. Typically, this includes:
  • Introductory training, usually covering general skills (eg bookkeeping), as well
  as training for that particular business.
  • Help in setting up the business such as finding suitable premises.
  • A detailed operations manual which tells you how to run the business.
  • Ongoing support and advice.
  Top franchisors often provide a franchise award manual. It will contain all the information needed to conduct due diligence.
  You will almost always be given exclusive rights to the franchise in a specified region or to an exclusive client base.
  • There will still be competition from other related businesses.
  Financing the business is likely to be more straightforward. It can be easier to borrow money to invest in a franchise with a good reputation than to find backing for an unproven start-up.
  • Some franchisors have relationships with banks and can help you borrow money, and local enterprise initiatives may supply start up finance.

The disadvantages:

The cost may be more than meets the eye.

• You pay a fee to buy into the franchise (often £5,000 to £10,000, but it can be as much as £250,000).
You also have the usual business costs (premises and equipment, stock and other supplies). Some of these will be bought from the franchisor.
• You pay a continuing royalty on sales, or a management fee, regardless of whether you are making a profit or not. This can be a fixed amount or a percentage of sales or a mixture of both.
• Some extra costs may be charged separately. For example, a contribution towards the franchisor’s advertising costs or fees for the training you receive.

You have to agree to operate within certain limits.
The contract between you and the franchisor will usually regulate what you are allowed to do.
• You cannot change the business. For example, you cannot introduce new products to suit your local market.
• You can only sell your franchise to a buyer approved by the franchisor.
Your relationship with the franchisor means you are exposed to certain risks which are outside your control.
• The risk of the franchisor failing to fulfil its obligations (eg providing support in the form of brand advertising or training).
• The risk of the franchisor going out of business.
• The risk of the franchisor being sold to a new owner who changes the operation or is simply more difficult to deal with.
• The risk of actions by the franchisor or other franchisees giving the brand a bad reputation.

Evaluating a franchise:

The franchisor should provide a prospectus that answers all the basic questions.
What is the business? You need enough detail to give you a broad understanding of the business concept.
• What trading locations or territories are being offered?
• Who are the competitors? A good franchisor should provide a realistic assessment of the competition.
• What steps does the franchisor take to extend and update the business concept?
Who is the franchisor?
• How long has the business been going?
• How long has it been a franchisor?
Many franchisors are members of the British Franchise Association. If yours is not, why not?
• What experience and achievements do the key people have?
• How solid are the franchisor’s finances?

How much support will you receive?
• What training is provided at the start?
• Will you get help to set up the business?
Some franchisors will provide advice on the premises and equipment you need, legal support (eg with planning permission), and so on.
• What continuing support is provided? This can vary widely from almost nothing to full support.
• Can you get help when you need it?
The franchisor may have support staff you can telephone whenever necessary.
• Does the franchisor pass on its market research to you?
What are the terms of the franchise agreement?
• How long will the franchise agreement run (typically five to ten years)? Check whether you have an option to renew the franchise after this time.
• Will you have exclusive rights in your area for the full term of the franchise?
• What conditions and restrictions are there if you want to sell the franchise?
• What happens if you die or cannot continue the business for some reason?

Further information:

If you are seriously thinking about buying a franchise, gather information from a variety of sources. Aim to know as much about the industry and the market as you would if you were starting your own business from scratch.
Contact the British Franchise Association (bfa) (www.thebfa.org.uk; 01235 820470).
• The bfa publishes a variety of handbooks and supporting information, including a full list of bfa members (franchisors and advisers).
• For further help and advice visit www.whichfranchise.com or
www.franchiseadvice.com.
Talk to your bank.
• Most banks have franchising specialists and can offer information and advice.
Read the trade press. Publishers include:
• Franchise Development Services (01603 620301 or www.fdsfranchise.com).
• Franchise World (020 8605 2555 or www.franchiseworld.co.uk).
• Business Franchise (www.businessfranchise.com).
Keep an eye on the rest of the press. Many franchisors advertise in the business-opportunities sections of national papers.

As always, research thoroughly, talk to existing franchisees and listen to qualified advice.