By Scott Camp

In almost any area of activity there’s a time when someone says, “We’ve got to get back to the basics if we’re going to make it.” This is said with a knowing, authoritative voice, and everyone else says, “Yes, that’s right!” as though some particularly intelligent thing had just been said. What usually happens is…
• People keep doing what they’ve been doing; only they do it with more vigor and energy
• Or…they do things they haven’t been doing (not all of which are the right things)—at least for a little while. Then they fall back into their normal behaviors.

So what are “The Basics” in business? Well, every business has its own. Retail is different from manufacturing, which is different from nonprofits, which is different from…well, you get the idea. Here are some universal “Basics”:

FIRST IMPRESSIONS ARE IMPORTANT!
• What does your parking lot look like?
• If you have windows, are they clean?
• Does your front door have peeling, sun-faded decals from every organization or credit card you work with?
• If you have a receptionist, make sure he/she is well groomed, well dressed and knows how to greet people politely and quickly.
• Have you ever called your business on the phone and really listened to what the person answering the phone says?
• What about your reception area? Is it the storage area for your bottled water and extra supplies or other “stuff”?
• If there’s a help-yourself coffee or refreshment area, is it neat, orderly and complete?
• Is there a restroom available to customers? Does someone have the responsibility to check it regularly throughout the day?

WHAT ABOUT YOUR COMPETITORS?
• You should be “shopping” your competitors regularly—at least once a quarter.
• If you have salespeople, have them do the shopping. You should do it at least once a year yourself. Sometimes you can do this over the phone. Other times you may have to visit their location.
• What is it you want to know when you shop them?
o How do their prices compare to yours on similar products?
o Will they negotiate prices if pushed?
o How quickly can they deliver?
o What do they say about you, and other competitors, when you tell their salesperson you’re going to look around at XYZ?
o Can you learn anything from them that they are doing better than you are?

MARKETING IS AN INVESTMENT, NOT AN EXPENSE.
• It is easier to get more revenue from people with whom you’re already doing business than it is to go out and get new business.
o Do you have a current customer list in a usable database? If not, why not?
o If so, how often do you “attack” it with new messages, new products, reduced prices, incentives to come in, rewards for shopping with you or for recommending friends of theirs who could be customers?
• Do you have ways to measure the effectiveness of the marketing you do?
o When a media rep wants your business, tell them to figure out how you can measure the effectiveness of what they’re offering, and if they can’t do that, find something else that can be measured.
o Once you know what’s working, take money away from what isn’t and increase your investment in what is.
o When media reps offer big discounts for long-term advertising commitments, give them an alternative proposal…“ I won’t make a long-term commitment, but if what I do works and I keep renewing my ads with you, then I want a retroactive discount when my total investment reaches what the long-term commitment would have been.” If they won’t do that, find another medium.

People may say, “This is all old stuff. There’s nothing new here!”

EXACTIMUNDO…That’s why it’s called getting “Back to the Basics.” The “Basics” are called the “Basics” for a reason.

Scott Camp consults with the Redding Chamber of Commerce on marketing and political issues and has a private business consulting practice. He has more than 25 years experience in retail, manufacturing and advertising. He can be reached at 530-736-1181 or e-mail to: scott.camp@sbcglobal.net.

By Kayla Cook

In December it was predicted that Shasta Community College would be facing a $2 million shortfall in state funding, but on March 11 they found that no cuts would have to be made—at least for now.

The school found that state budget cuts weren’t nearly as deep as anticipated, and that they would be able to rely on reserves and revenue from additional enrollments.

“We’re hoping that with our increased enrollment and hopefully the continued support of the Governor and the state legislator that the community college system will be able to continue operating and providing learning opportunities for all the transfer students and career technical students,” said Gary Lewis, president of Shasta College.

The college farm, fire hall and heavy equipment program were among the list of programs to be cut. The list of potential cuts was released Jan. 23, and the college was met with a large response from community members.

There were many letters written and e-mails sent in support of the programs, Lewis said. There was even input given that helped provide solutions to a few of the school’s issues.

School administrators are still closely watching some of the programs on the list. They are evaluating the operation of the fire hall and options in terms of food service. The farm has also become a moving target due to the water shortage, and although they have decided to continue the program, they will now have to look at ways to utilize much more water than they did in the past.

In the next few months the college is going to be looking at different ways to be resourceful and help preserve the programs, Lewis said.

They will also be analyzing why the student drop-out rate is increasing. The programs start out with a good number of students and by the second semester that number has dwindled a great deal.

Another issue could arise because of the tremendous growth the community college system is seeing. There is an increase in the number of students that are going to community colleges as opposed to CSU, Chico or a UC. At the moment this is positive for the school, but that looks as if it is soon to change.

“The state is decreasing our funding and we have increased enrollment, so community colleges are facing some unfunded enrollment growth, which means we’re teaching students and not getting paid for it,” he said.

Shasta College employees are working to find innovative ways to provide learning opportunities for students and at the same time reduce costs.

“We’re trying to do everything we possibly can to deal with the budget crisis and not let it have a direct effect on student learning,” Lewis said. “We’re trying to tighten the belt as much as we possibly can.”