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would be surprised to learn that most clients don’t care.  In fact, they may be impressed.”
 -  The Commonsense MBA: lessons and encouragement for the entrepreneur   Richard M Astle The Entrepreneurial Group  Utah 1994   p111

So far we have assumed that you are approaching potential clients on a speculative basis.  However, sometimes you
If you are operating as a consultant you may find that you are responding to advertised opportunities.  Your submission will have to take a form determined by the client or potential client.  Most of these arise in relation to the public sector, such as UK central government agencies, or the European Union, World Bank or similar.  These tend to be suitable only for larger organisations or consortia.  However, many government agencies of all kinds are now required as far as possible not to discriminate against the smaller organisation and so there may be more appropraite opportunities than in the past.

In such cases, the preliminary stage usually requires bidders to obtain an information pack and then submit a bid in accordance with the specification laid down.  Many of those who seek the information are discouraged from taking the process further to bid stage by the amount of time and effort required to complete the bid document.   Many others in an effort to save time and perhaps a belief that their own experience and excellence will count for a lot, cut corners in completing the bid.  This is an approach that is not recommended.  Firstly the agency concerned has presumably designed the content as it is for a reason, so avoiding or minimising some essential content is not likely to be productive.  And secondly the process itself is valued as a way of screening out some of the large numbers of organisations that apply.  To get round this, some SMEs decide that they will employ outside specialists, project managers who will help manage the bid from start to finish and take as payment a percentage of the funding won. You may on the other hand decide that such formal and bureaucratic channels do not interest you at all.

Reading

Carter S. & Jones-Evans D. (2006) Enterprise and Small Business: Principles, Practice and Policy. Pearson Education Ltd, Harlow

Exercises
Write one of the following:

The worst imaginable introductory paragraph to a sales letter

A sales letter for a ‘cold’ mailshot to someone you don’t know, asking if you can come and see them to discuss how your services might be of assistance.

A brochure for your product or services.

Content for your web page.

MARKETING FOR ENTREPRENEURS

Unit 10  Marketing Planning Issues Including Sustainability

What is the evidence that entrepreneurs and owner managers benefit from formal marketing and business planning processes?  Do they use them and if not, what do they do?

 

Reading
Barrow, C. (1993) The Essence of Small Business, London: Prentice Hall
Burns, P. (2007). Entrepreneurship and Small Business. London, Palgrave.
Stokes, D. and Wilson, N. (2006) Small Business Management & Entrepreneurship, London, Thomson Learning.
Storey, D. (1994) Understanding the Small Business Sector, London: Routledge

MARKETING FOR ENTREPRENEURS

Unit 11 Module review

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