“What Are Features vs Benefits of a Product?” The Difference

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Features are facts about the product or service you’re selling. Features are objective. Entrepreneurs, marketers, and small businesses sometimes emphasize features when they should be emphasizing benefits. Features describe, but it’s benefits that generate sales.

Benefits tell the customer “what’s in it for them?” Benefits are subjective.

Before you write the products and services section of your business plan, stop to think for a moment. If you are already in business, then think about your current marketing, social media, and other places where you are describing products and services.

The temptation when describing products and services is to talk about what they do. That’s just human nature, I suppose. But, those are the features and those aren’t what sells products and services.

It may be you’ve internalized the benefits of those features. So, they’re not at the forefront of your mind. You know what the benefits are intuitively and abstractly. But, can’t quite verbalize them. That’s okay. This post is designed to help you convey to the readers of your business plan why consumers will buy your products or services.

Even though you’ve worked so hard to build a product or service with lots of useful features, you should avoid dwelling on those. You have to focus on how it will improve your customers’ lives. At least for the sake of marketing.

Remember, the business plan is also a marketing document.

Features vs. benefits

Put another way, what a product or service does, are its features. Conversely, how it improves customers’ lives, are its benefits. The two concepts are certainly linked. But, yet, very different.

It pays off, from the get-go, to focus on the customer. Showing the reader of your business plan that you know your customer will help convince them that you can succeed. Think about what goal the customer wants to reach. What is their intent? Because, you could create the greatest thing ever, but if it doesn’t serve anybody’s needs – it won’t sell.

The distinction between features and benefits can be pulled from real-life examples all around us. Sometimes the difference between features and benefits is subtle. So, be wary of slipping into the comfortable trap of trying to market your features.

For the sake of simplicity, I’ll simply be referring to “products” in the rest of this post rather than “products and services.” However, all of the same principles will apply to services as they do for products.

What’s the difference between features and benefits?

Likely, you’re already aware, in general terms, of the differences between features and benefits. But, here’s another way to think about it…

Features are facts. They’re objective and the same for everyone.

Benefits, on the other hand, answer the customer’s question: “what’s in it for me?” They’re subjective and appeal to a customer’s emotions.

That said, let’s go into a little more detail.

What do you mean by features?

You can think of a feature as something your product possesses. Or, something that your product is.

Consider a personal computer. What features might it have? Well, it might have an advanced processor (characterized by GHz, cache, or cores). It might have a hard drive with a lot of space (characterized by TB or solid-state). Additionally, it might have a lot of memory (characterized by GB).

These features are positive. The more the better, generally speaking.

The company that built the PC should be proud to sell a product that has these features. But, a list of features like that says nothing about why a person purchasing a computer should care. Especially a layman – somebody who is not well educated in computer features.

What’s the benefit of one more GHz, core, TB, or GB? How about five more? Most customers won’t know. At least, until you tell them.

It’s the benefits that those features provide that will sell the PC.

What are examples of benefits?

Benefits are the experiences that the customer will have from using your product. It’s the justification that they will use to part with their hard-earned money.

Customers don’t make purchases just for the sake of buying something.

Let’s think about the PC again.

Having a processor with high GHz and several cores means that the computer will work faster. It will accomplish what the user wants in a more timely manner. It can handle newer and more sophisticated software.

A larger hard drive means that the customer can store more information on the computer. More programs, more media, more of whatever it is they’re using the computer for.

Finally, more memory also means quicker operation. Less frustration. Less of a risk of crashing.

All of these benefits translate into a customer being able to do more on their computer. It means less worry about the software they use on their computer. It means being able to accomplish whatever goals prompted them to purchase a computer in the first place.

Hopefully this example illustrates how benefits give context to features.

The fuzzy line between features and benefits

Sometimes, what constitutes a feature or a benefit is clear-cut. Other times, not so much. For some features, it can be difficult to convey the benefits in an appropriate manner.

Products that are status symbols can have such a problem. It could be tough to say that the benefit of a product is that the customer’s friends and family will be jealous of them. That casts the customer in a negative light. It implies that they are egotistical and/or superficial. However, that might be, deep down, the reason they would purchase a given product. For the status it conveys.

You might spend a lot of time thinking about and researching the problems that your product will solve. That doesn’t mean, however, that those benefits will be obvious to the customer. After all, look at all the effort it took for you to find the problems. So, you can’t necessarily be surprised if the customer doesn’t immediately recognize that they have those problems.

Feature-benefit matrix

Still not sure how you’ll isolate benefits from features? You can use a tool called a feature-benefit matrix.

A feature-benefit matrix is pretty simple. It’s simply a grid where you list features in the first column. Then, for each feature, you can list benefits in the following columns. Additionally, some feature-benefit matrices will have another column where you can list a call to action for each feature and benefits. This is good if you can think of a short phrase that would prompt customers to buy based on the benefits you just listed.

Not every feature is going to have three benefits. So don’t rack your brain trying to fill in the entire feature-benefit matrix.

What this tool does, however, is allow you to get those benefits down in writing. This allows you to reference them later when you address the marketing and sales section of your business plan. This useful document can also be given to other individuals in the company (or outside of it) who may draft marketing messages for you.

feature benefit matrix example
Credit: i.pinimg.com

Features and benefits for products

Let’s take a look and some real-life examples of product descriptions. The reader of your business plan is going to want to know what exactly it is that you’re selling. By scrutinizing these examples, hopefully, you will see how the descriptions can help the reader believe that your products are going to sell. Your business plan can show that the way you describe these products will help you be successful

First, though, a distinction needs to be made between what I would call advantages and benefits.

To me, advantages are implied benefits. They tell you why a feature is good. But, they don’t quite solidify how the feature will make you feel. Advantages are a kind of benefits-lite. They leave something to the imagination. They’re the bridge between features and benefits.

All this doesn’t necessarily mean that advantages should be omitted. It’s just that your point might not quite be hitting home if you rely on communicating advantages rather than benefits.

For each product, we’ll look at the first three features mentioned. Then, we’ll make a judgment to decide if the benefits of those features have been adequately highlighted.

American Girl dolls features and benefits

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american girl doll features example
Credit: americangirl.com
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The first product I’ll look at is American Girl dolls. Having raised a couple of daughters, I know that doll quality can range from dollar-store-level to very high-end. With the American Girl dolls being on the higher end of that spectrum.

Dolls have been around forever. And, as you’ll see, they can have a lot of intricate parts. American Girl has the unique challenge of having to market to two separate groups of people. The individual who will play with the doll and, the individual who will actually pay for it.

The first feature mentioned is hair. I can’t help but notice how they don’t elaborate on the features here. It’s just “hair.” Not “high-quality mod-acrylic life-like hair” (or something of the sort). The paragraph that follows states how the hair is actually a firmly-secured wig. Additionally, how it’s similar to high-quality wigs that people might use.

In my eyes, these are only advantages. The implication of these advantages is durability. After this, they do list some actual benefits, however. They state how the hair can be styled and has a realistic variation of colors. I think this is a benefit because it conveys realism. Which, I know from experience, would be appreciated by the little girls pretending to take care of a baby.

The next feature mentioned is the eyes. Firstly, they mention the advantage that they operate smoothly. Implying that they’re not likely to get stuck open or shut. After that, they discuss benefits similar to the hair. Namely how they are designed to be as realistic as possible.

The third feature mentioned is the face. Here, they toot their own horn a little bit about how long it takes to create the faces (more than a year). Which, as addressed above, is generally pointless. The customer doesn’t care. Perhaps it might impress the customers who are craftsmen. It won’t, however, impress any of the girls who play with the dolls.

The benefit of the way the faces are designed is the same as the other features – the realism. It seems that this is one of the benefits that the company wants to focus on. Admittedly, a benefit could be appreciated by the actual users of the product – the young girls.

Apple Beats Pill+ features and benefits

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apple beats pill+ product features and benefits
Credit: apple.com

The second product we’ll look at is the Beats Pill+ portable speaker from Apple. This is a modern product with a lot of technologically advanced parts – unique among the examples we’re looking at.

The first thing you might notice is Apple’s emphasis on benefits for this product. At least when compared to the other two. Rather than mentioning a feature and then backing it up with advantages and benefits, Apple draws attention to the benefit/advantage.

The first benefit mentioned is that the Beats Pill+ has “sound bigger than its size.” This tells us that the speaker can get loud, but won’t take up much space. The features that facilitate that benefit are then addressed. The speaker has a two-way crossover system along with tweeter and woofer separation.

The second benefit is a little vaguer. It’s that the Beats Pill+ is “designed around you.” Personally, I think that’s a weird phrase. I know, of course, that this product wasn’t designed for me as an individual. In the description that follows, they mention that “it looks as good as it sounds.” Apple, obviously, prides itself on design. So, I know their customers are concerned about that. But, I’m just not sure how important the looks are beyond a certain point.

They do go on to mention the “simple, intuitive interface” which allows you to get to your music fast. That’s a more genuine benefit, in my opinion, and something they should have focused on more.

The last feature is “pair and play.” Again, this strikes me as a little odd. Almost anybody who’s going to purchase a Bluetooth speaker understands how they work. They elaborate on this by mentioning all the different devices that you can use to play music on the Beats Pill+. Again, not anything revolutionary. But, I suppose the implication is that the speaker is versatile. In fact, I think the point they’re trying to make is that this speaker will work with devices that aren’t manufactured by Apple.

Lowe’s Craftsman Shovel features and benefits

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lowes craftsman shovel product features and benefits
Credit: lowes.com
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Here is a relatively simple product; a commodity really. Nevertheless, you’ll notice that Lowe’s does make the effort to highlight this product’s features and how they are beneficial.

The first feature mentioned is the round point blade. The advantage given is that it’s ideal for digging a variety of holes. What’s that mean? I believe it’s implied that you can dig a tapered hole for instance. Or, maybe a hole with different levels? I think the point is versatility.

The next feature listed is the “secure” step. This feature has a little more of a defined benefit. The secure step allows for “solid food placement for added digging force.” The implied benefit being, I believe, that it won’t cut into the sole of your shoe when you step on it.

Also, your foot won’t slip off when pushing the shovel into the ground. The term “added digging force” implies that you can easily cut through hard ground and lessen the amount of effort needed when shoveling. If you’ve ever dug a proper hole, you know that you can use all the help you can get.

The last feature is the “power collar.” I assume this is part of the joint that links the shovel head and the handle. Again, I would classify the “secure shuffle blade to handle connection” as more of an advantage than a benefit. The implied benefit is that your shovel won’t break on you.

You’re counted on to know that a broken shovel means you will have to buy another, at best. At worst, it means getting injured. A “secure shuttle blade to handle connection” also implies durability, quality, and the potential to last a long time; therefore giving you good value for your money.

Features and benefits in ad copy

Yes, this post is about the product and service section of the business plan. No, it’s not about the sales and marketing section. That will be covered in the coming weeks.

At some point, you’re going to have to market these products beyond writing simple descriptions. So, while we’re on the topic of features and benefits, I thought I should touch briefly on advertising.

As with products, we’ll take a quick look at three separate pieces of advertising. Each is chosen from different online mediums. We’ll try to discern how effective the advertising is and highlight the benefits vs advantages vs features. These examples were chosen, more or less, at random.

Whirlpool washing machine search engine ad features and benefits

whirlpool search engine ad
Credit: Whirlpool Corporation/google.com

The first line of the ad mentions a “variety of styles and sizes.” The advantage of a variety of sizes implies that Whirlpool has a washing machine that will fit wherever you need it. Personally, I think this barely qualifies as an advantage because it’s not a benefit of ownership. It’s a prerequisite to ownership.

Next, the word “features” is explicitly used. You, the reader, are invited to explore Whirlpool’s innovation and to learn more. No mention is made of what benefits these features will provide. I guess since the word “innovative” is used, you’re supposed to assume that they’re beneficial.

The ad wraps up with the phrase “seamless smart home.” Which doesn’t mean much to me personally.

I guess they might have been running out of character space and simply plugged the catchphrase in there to avoid wasting it. Which, I can kind of understand. Nevertheless, I think the space could have been used more effectively.

Bassett Furniture Facebook post features and benefits

bassett furniture facebook post
Credit: Bassett Furniture Industries/facebook.com

This is actually a Facebook post by Bassett. So, not technically an ad. However, it’s still serving a similar purpose.

This advertisement has very little text. Of course, a picture can be worth a thousand words. Particularly when you’re dealing with something like furniture. A lot of the benefit derived from something like this is how it looks. It’s the feeling people get from owning beautiful things and the status that brings. That is something that’s tough to convey in words alone.

The little text that they do utilize doesn’t really convey any advantages or benefits.

I guess the feature of being “understated” implies that this piece of furniture is not so bold that it can’t work with a lot of different decorating styles?

The irony of the whole ad is – since the picture is conveying the benefits of the style, why not use the text to highlight other benefits? Things such as the furniture being durable (resistant to wear and tear)? Or that it’s made of solid wood (would retain its resale value)? Perhaps its storage capacity? A benefit that could allow its owner to feel more organized?

Target banner ad features and benefits

target banner example
Credit: Target Corporation

Lastly, we have another ad that’s predominantly image-based.

Here, we are given an advantage of being able to check things off our to-do list. The implication being a sense of relief after getting a pesky chore off your back.

While this is, indeed, a good feeling, that’s not what they say. They merely imply how I will feel rather than saying something like “back to school anxiety relief.” Then, they could follow up with clarification using the same line as they did in the ad – “shop high school must-haves.”

A lot of the space is used up by tiny images of these high school must-haves. Most of which are almost too small to make out. This space might’ve been better used for more benefit-based text.

Products and services example

If you’ve read any of my other business plan posts, you know that I try to put what I write about into action. A lot of this material is new to me so, I feel, in order to really learn it I need to do it.

I have a hypothetical startup that I created. This business has only one product and it is an all-natural, topical hair regrowth supplement. Many of my previous posts explain it in more detail.

In any event, here’s how I might describe my product in my business plan using the principles described above.

Hair regrowth supplement – topical, all natural

Topical treatment to help men and women regain their confidence. A one-of-a-kind supplement for hair loss. Utilizes a scientifically tested ingredient not found in any other therapy. No pricey doctor’s appointment needed. No side effects. No shame.

This is the first pass and is a little more “advertisy” than I want. But, if I can sell the reader of my business plan on it, I can probably sell customers on it. I used a lot of the information I gathered during the demand analysis stage.

Anyhow, I think it accurately conveys what the product is, it’s benefits, and the features that provide those benefits.

“What Is Organization and Management in the Business Plan?”

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How do you write the organization and management section of your business plan?

  1. Remember that the purpose of a business plan is to sell people on your potential for success!
  2. Determine the legal structure of your business
  3. Develop a rough organizational flowchart. Keep in mind that owners/shareholders, directors, and third parties can also be included
  4. For every individual in your organizational flowchart – specify their name and responsibilities. Most importantly – highlight their qualifications for the role!
  5. Include official resumes and critical procedures in the appendix
  6. Circle back and make adjustments to the previous steps as you progress in the writing of your business plan

The organization and management part of your business plan focuses less on the business itself and more on the people behind it. A business is only as good as the people making decisions. Until (if ever), artificial intelligence can run businesses, it’s going to be people pulling the strings behind the curtain. For better or worse.

Also, keep in mind that banks lend money to people, not ideas. Venture capitalists invest in people, not mindless assets. Your business plan might be great. But, it will require one or more humans to execute that plan.

Whoever might be investing in your company will want to know the chain of command. A formal declaration of who employees report to and who the final decision maker is. If these sorts of things aren’t clarified, it can lead to catastrophe.

There are, essentially, two main parts to the organization and management section of the business plan. You’ve probably guessed what they are.

In one part you’ll discuss the business’ organizational structure. For example who will report to who, and what the chain of command looks like.

In the other part, you’ll describe the individuals who will populate those positions. Plus, their qualifications for doing so.

The organization of your business

The reader of your business plan will want to know what the organizational structure is when you are starting your business. They need to know who the key people are in the organization and what their roles will be.

Businesses need smooth running chains of command in order to be successful. And, while your business can consist of one person – there’s a good chance that at some point you’ll need quality people to help you out.

Who’s responsible for what?

Obviously, this will change over time, as your business evolves. The reader of your business plan will want to know the lay of the land when the business launches, however.

Particularly, if you’re asking for money to add additional roles in the future, you’ll want to be crystal clear about who those individuals will report to, what their responsibilities will be, and most importantly, how they’ll add value to the organization.

Generally speaking, small businesses are simpler organizations than larger ones. But, there still needs to be clarity in terms of the flow of work. Some of the critical departments to think about are sales/marketing, manufacturing/distribution, and accounting/administration. Depending on the nature of your business, research and development might be critical too. Who will be responsible for these important tasks?

Don’t be afraid to use graphics here. An illustration of the hierarchy of your business and/or the process flow can help clarify everything you’ve written about. This organizational chart can and should be used in the future – for clarification’s sake, as the business grows.

organizational flowchart
Credit: researchgate.net

A free tool like draw.io can be used to make a good looking flowchart.

Procedures?

Beyond the organizational structure and the workflow, you might consider adding some procedures for the routine duties that these roles will handle. In fact, as you write the organization and management section of the business plan, it might dawn on you that you’ve given precious little thought to how day-to-day business will be conducted! This is the perfect opportunity to conceptualize exactly how you’ll take inputs and turn them into outputs.

Procedures demonstrate to the reader that you’ve given thought to the most efficient way to handle these tasks. They also show that you won’t be planning on wasting money on excess manpower. A business without proper procedures is one that’s going to run into trouble with inefficiency and poor customer service.

Since written procedures are detailed documents, it might best to include them in the appendix.

Third parties?

Include any roles that might be filled by third parties. Independent contractors or freelancers, for instance. Even if you anticipate relying upon consultants – that should be addressed in this section as well. Where will these people fit in the organizational chart?

If your business is going to depend on these types of individuals, the reader of your business plan wants to know about it.

More about the third parties you might consider, below.

Legal structure

Finally, the organizational section of your business plan should address the legal structure of the business. Anybody investing in your business is going to want to know whether you’re incorporated as a C or an S corporation. Or, conversely, organized as a general or limited partnership. Maybe the best legal structure for you is something as simple as in LLC or a sole proprietorship. Whatever the case may be, it’s important to convey this information.

In a corporation, the shareholders may or may not be part of the Board of Directors or the management team.

In a partnership, the assumption is that the partners will all have equal control in managing the new business.

With an LLC it can be a situation where the business is managed by the members. Or, it could be that outside managers are hired.

You can see how these sorts of things must be clarified for the reader of your business plan.

The management of your business

If you are the owner of a business, then you will list yourself. If any owners are going to be on the Board of Directors, involved with the business heavily, or on the management team you need to include a “Resume” of their skills and qualifications.

The previous section outlined the roles necessary for your startup to succeed. Now, you want to discuss the people that will fill those roles.

Whatever your role may be, the reader of your business plan will probably understand why you hired yourself. That’s one of the privileges of being a founder.

However, that doesn’t mean that you don’t have to justify why you gave yourself a particular position.

What qualifies you for this role? Hopefully, the fact that your business plan is well-polished helps to convey your qualifications. But, just because you’re a founder doesn’t mean that you can do anything. For instance, if your company will rely heavily on scientific or engineering know-how, then you had better be well-qualified if you wish to fill one of those roles.

Formalized resumes for yourself and the rest of your team can be included in the appendix. However, some of the things that you want to highlight here are:

  • Name
  • Their title
  • Their responsibilities within the organization
    • What decision will they be making?
  • Their qualifications
    • Previous positions that they’ve held
    • Leadership experience
    • Industry experience
    • Sales and marketing expertise
    • Anything else that will inspire confidence in your company!

Here’s an idea of the individual parties you need to name/address:

Ownership/Shareholders

The number of individuals and depth of information included here will depend, in part, on the legal structure of your business.

If it’s a corporation, you’ll list the shareholders along with the type of stock they’ll own (common or preferred).

If the business is a partnership, your list the partners along with the type of partner they are (general or limited).

For an LLC, you’ll list the members.

And, as you might expect, if your business as a sole proprietorship you will list yourself.

Additionally, if any of the owners are going to be on the Board of Directors, involved with the business heavily, or on the management team you need to include a “resume” of the skills and qualifications they bring to the table.

Board of directors

Not every small business will have a Board of Directors. If your legal structure will be an S or C corporation though, it will be required. Make sure you’re familiar with the laws of the state you live in and the state in which you incorporate in.

If you have a Board of Directors then you want to specify each of the individuals that will comprise the board. As with everyone else you would summarize the skills and qualifications that they’ll bring to the table. Resumes can, again, go in the appendix.

Furthermore, you might detail any other involvement they’ll have with your startup. That is, beyond, attending board meetings.

If your business legal structure is a partnership, LLC, or sole proprietorship you will not have a Board of Directors. It may be, however, that you have a group of trusted advisors who have expressed their willingness to help your startup succeed. If that’s the case, consider naming them here. Or, you can include them with the other third parties below. It’s up to you.

Again, these sorts of things help to sell the potential for the success of your burgeoning business.

Management

I’m sure you know the routine by now. List the names, skills, and qualifications of the upper management team.

Since these are the people that will be making the day-to-day operational decisions in your business, you want to make their accomplishments a focal point. Lenders and investors will be especially interested in how these people can earn them a healthy ROI.

Another thing to consider is that since you’ll likely be the top dog at your start up (and rightfully so) you want to emphasize how the rest of the management staff will compliment you as a manager. Particularly, how their strengths will compensate for your shortcomings. And, how your strengths will compensate for their shortcomings.

Admitting your shortcomings is not always an easy pill to swallow for an entrepreneur. We like to think that we can do it all. Again, keep in mind this is a sales document. Put your ego aside and write a management and organization section of your business plan that will get funding.

Lastly, it is here that you will specify the details of compensation for yourself and the rest of the management team. Compensation includes, of course, things such as salary, benefits, and profit-sharing.

Additionally, if any individuals will be bound by contracts or non-compete agreements, this is the place to itemize those particulars.

Other support roles

  1. Accountant
  2. Attorney
  3. Insurance agent
  4. Banker
  5. Mentor

In addition to the key ownership, directors, and management, you should consider outlining key third-party professionals who will serve in advisory roles. Remember, the whole point of the organization and management section of your business plan is to highlight the individuals who have your back and how they can help your business succeed. Not every key individual is going to be inside the company either.

Your accountant

Accounting is not most people’s strong suit. If that’s the case with you, then a competent professional accountant will be an extremely valuable asset. This individual will help you with business compliance, taxes, and financial operations. Also with financial statement preparation, auditing, and payroll.

All critical tasks.

Your attorney

An attorney is also a crucial part of your advisory team. They can help you choose the appropriate legal structure for your business (with help from your accountant). They provide valuable support with any contracts, intellectual property, regulation, compliance, and governance.

The law is complex and “winging it” in these areas could stop your business in its tracks.

An insurance agent or risk management advisor

Some businesses will rely more upon this than others. However, keep in mind that many of the risks your business will run into what is called “unknown unknowns” (circumstances that you could not foresee).

Having someone in your corner that understands how to identify and mitigate these risks will put investors at ease.

Your banker

Having a good relationship with a local banker who understands your industry will help you achieve your goals.

A small bank may be preferable to a larger bank. Small banks can offer a more intimate relationship which, in turn, would facilitate a more beneficial long-term relationship.

A mentor

If you have someone in your life who can provide sage advice you may consider adding them to your list of trusted advisors. Maybe you even have more than one?

If this person (these people) is particularly well versed in your industry or in entrepreneurship, then all the better! Knowing that you have someone in your corner who has been in your shoes before will inspire confidence.

An organization and management example

As with all of the other posts written on the topic of business plans, I like to include an example from my own hypothetical startup. It gives me the opportunity to follow along with the subject at hand and to “do” rather than just “say.”

The hypothetical startup is a would-be manufacturer and distributor of an all-natural, topical hair regrowth supplement for men and women.

As I alluded to above, it might dawn on you at this stage that you have some serious thinking to do as far as the operations of your business go. So much time thus far has been spent on market analysis (and rightfully so) that the day-to-day comings and goings have slipped through the cracks. Well, these things can’t get put off forever, so this is a good time to at least get rough drafts created.

With that in mind, here’s my first pass at an organizational flowchart for this hypothetical business:

example organizational flowchart

Below, are some “resumes” for full-time employees and third-party advisors. These are loosely based on real people. But, for the sake of anonymity, facts are obscured.

These “resumes” are, admittedly, a little generic. While I did want to go through the exercise of creating a management and organization section for my hypothetical business plan – I did not necessarily want to commit too much time to the careful crafting of resumes for fictional people. The same goes for the creation of procedures.

Of course, if this were the real deal, I would include more formal resumes (as appropriate) in the appendix.

Management/employees

KB, President

Responsibilities – Providing strong leadership. Establishing short and long-term goals, plans, and strategies. Presiding over the entire workforce (internal and external). Managing finances. Ensuring resources are allocated properly.

Qualifications – Researched and studied the factors critical to business success in his blogs, SpreadsheetsForBusiness.com, and InvestSomeMoney.com. Performed in the capacity as a Financial Analyst and Cost Accountant for a chemical manufacuturer nearly 15 years. Assisted small businesses in problem solving as a SCORE volunteer.

Mrs. B, Administration

Responsibilities – Assist in the day-to-day management of the value chain. Implementing processes and practices across the organization. Improving performance, procuring material/resources, and securing compliance.

Qualifications – 20 years of multitasking and personality management in the education industry. Experience keeping executives and business owners organized and prioritized. Practices an intuitive approach to assistance that rests on empathy, efficiency, and astute problem-solving.

Ms. B, Customer Support

Responsibilities – Leading the charge to reach sales targets. Setting quotas. Evaluating and adjusting performance. Developing processes that drive sales. Managing social media presence.

Qualifications – Major in marketing. 4 years’ experience in a customer-facing role. Experience in setting and meeting sales goals. Proficient in CRM software.

Third-party partners

For third parties, it wouldn’t necessarily be appropriate for me to ask for a formal resume. Most of these professionals will have qualifications made public on their websites or social media – for the purpose of marketing themselves.

John Q. Defender, Attorney

Mr. Defender focuses on commercial litigation. He helps his clients with insurance coverage and claims, including general liability. He serves in both an advisory capacity and represents clients before and after litigation. Additionally, he has experience litigating cases to a verdict, including claims regarding product liability and insurance coverage.

Daryl P. Riskavoider, Insurance Advisory

A 15-year agent with Countrywide Insurance. Mr. Riskavoider has helped dozens of other startup manufacturers identify risks and protect their downside with Countrywide’s diverse array of insurance products. Countrywide Insurance has been in business for 90 years. They focus on small business needs and are one of the largest insurers in the world.

Dan O. Havesomecash, Banker

An experienced loan professional with WeTrust Bank. Mr. Havesomecash has underwritten over $50 million in financing for similar startup manufacturers. WeTrust Bank is a premier local bank with a 100-year history. They provide competitive and flexible financing solutions for regional SMBs and are committed to contributing to the growth of local business.

Other notable partners

I’ll also include a brief synopsis of my contract blender/packager and the temp service I would use to man the distribution facility. Again, the purpose of the business plan generally, (and the organization and management section specifically) is to sell the success of your business. I think that including these partners will help to do that and potentially quell any concerns that readers might have.

In these instances, however, I’m just going to copy + paste info from their respective websites. No need in trying to improve on what they’ve already put a lot of time and effort into.

Camco Chemicals, Contract Blending & Packaging

Camco’s contract blending services are both extensive and broad. With 21 liquid and 5 powder mixers, Camco can produce an impressive 1.25 million pounds of product per eight hour shift.

Importantly, Camco possesses unused capacity that can serve your project’s current and future needs while assuring you of the ongoing manufacturing flexibility necessary to deliver the response time that you need to meet your customers’ demands for delivery.

https://www.camco-chem.com/contract-blending

Camco is a family owned business that was founded in 1960 and continues to operate under private ownership with several second and third generation family members active in the business’ daily operation. Camco employs approximately 175 associates and operates a thirty-two acre campus situated in an industrial park setting in three adjacent buildings collectively comprising 587,000 square feet of manufacturing, packaging and distribution services.

As a contract chemical manufacturer and contract packaging contractor, Camco operates on a five day week schedule with three shifts and blends a broad variety of chemical products that are sold by Camco’s customers in the consumer, industrial, agricultural, transportation, water treatment and food industries, to name just a few. Importantly, Camco does not market any products, so that its customers can be assured that their proprietary and confidential information will remain so.

Camco’s overall manufacturing capacity totals nearly 300 million pounds of packaged goods with potentially several hundred million additional pounds for bulk shipments and transloads. The level of available capacity is such that virtually any project can be accommodated.

https://www.camco-chem.com/about-camco

Randstad Staffing, Temporary Agency

Companies partner with us to hire better talent faster, save on HR costs and get workforce solutions that make sense for them. If you’re looking to do the same, then there are a lot of reasons to work together.

We’re able to reach into our talent network and get the ball rolling for you fast thanks to the relationships we’ve built with professionals in your area. We match candidate skills, personality and working style to your company because when you place candidates in environments where they can thrive, you’re much less likely to make a bad hire.

Why do people work with us? It’s because of the ways their business changes with our partnership. When we work together, you won’t have to worry about missing out on the market’s most sought-after candidates because our streamlined process will help you hire faster — but the benefits don’t stop once your new talent has been onboarded. Employee engagement and retention rates will improve with quality talent that fits your workplace — not just the job description, and your business will be set up for long-term success because our experts will provide you with tailored workforce strategies.

https://rlc.randstadusa.com/for-business/randstad-learning-center/working-with-us/why-people-work-with-us
randstad staffing google review
Credit: google.com

How Can Your Business Measure Customer Engagement?

measure customer engagement featured

Generally, there are three things to quantify – how often customers visit, how long they stay, and what actions they take while they’re there. Understanding this information will help your business maximize its investment in marketing.

In order to sell to customers, you have got to get them to engage with your small business. In order to sell to a lot of customers, you need them to engage with you heavily.

Therefore, it’s worth thinking carefully about measuring customer engagement. Customer engagement can happen in person, on a website, on social media, or over the phone.

Defining customer engagement is tricky. You’re likely to get 10 different definitions from 10 different people. Personally, I like to think of customer engagement as a reflection of how passionate your customers feel about your business.

If you’re going to make big efforts in the customer engagement arena – you had better make sure you’re measuring the results of those efforts. After all, you can’t improve something you’re not measuring. Fortunately, there are many metrics that you can track to see if your efforts are bearing fruit.

These metrics fall into three broad categories:

  • How often your customers engage?
  • How long your customers engage?
  • What actions are they taking when they engage?

What is meant by customer engagement?

Customer engagement is a term used to describe the active involvement of a consumer in a company’s product or service offering.

It’s about creating an ongoing dialogue with customers, and it takes many forms:

  • Customers who feel that they can influence a product or service offering (such as government services).
  • Customers who are encouraged to provide feedback on products/services (and whose feedback is acted upon).
  • Customers having ownership over their experience. This could be through buying shares in the business or other methods where customers become owners.

Here are a few examples:

Part of the Solution

People will always complain about customer service. However, if you look around, there are ample examples of brands making consumers part of the solution. This happened in a big way in the airline industry after 9/11. Airlines needed to improve service or face losing customers.

In many cases, they brought in the consumers by holding town hall meetings as part of the solution. Customers aired their grievances and were rewarded for constructive criticism with better service.

Crowdfunding

In other instances, consumers raised money via crowdfunding sites like Kickstarter to fund development projects of products that had not yet hit the market.

It is interesting how companies are trying to get new technologies out there by using Kickstarter so people can test them before buying them. For example, this was used on the Amazon Echo when Kickstarter backers got a special price to buy it.

Marketing Strategy

In other cases, companies have co-opted the customer as part of their marketing strategy, which is a modern twist on word-of-mouth promotion.

For example, a recent campaign by clothing company Patagonia encouraged customers to return their older jackets via a special box they created, with every returned jacket being recycled into new materials for future use.

It’s an attempt to stop ‘fast fashion’ where many clothes are cheaply made and only worn once before being discarded. The campaign essentially told consumers: “you can help us make better products, and we’ll reward you for doing so.”

It’s also interesting how companies rely more on word of mouth or ‘buzz’ where they give discounts to people who talk about their products.

How often are your customers engaging?

One of the biggest mistakes that small businesses make is doing too much (or not enough). There is a good spot in-between and it depends on what type of business you have, how often you offer your service, and who the customer is.

A prospect that visits your business and then disappears is a lost opportunity.

If a prospect visits your business and becomes a customer – that’s valuable, of course.

If that customer keeps coming back – that’s the most valuable of all.

It’s from the repeat customers that you get the most bang for your marketing buck.

If customers keep coming back, you can assume that they feel as though they are getting value from your product or service. The more often they come back, the greater the value. Customers that engage daily are generally worth more than does that do weekly or monthly.

Applications such as Google Analytics will tell you how frequently (potential) customers visit your website. If you sell your products/services in-person or over the phone then gathering customer information might help you to understand customer engagement. Rewards programs might also help here too.

How long are your customers engaging?

Customers who receive high value from your products and services are not only going to visit often but they’ll stay for longer too.

Again, there are many options when it comes to software that measures user frequency and activity time for your website. Activity time is not as easy to measure for a brick-and-mortar business. If most of your customer activity is over the phone, it might be that you have records that can give you some insight. Or, it might be the sort of thing that you can log into your CRM software

In-person, this can only be practically measured through observation. Therefore, the results will be anecdotal. However, if you commit to measuring this information, insights can be gathered. It might be that you need to group customers by demographics when measuring.

What actions are your customers taking?

A company cannot think about every possible customer, product, and context interaction. However, no business should forget to get basic information from customers.

Customers who come often and stay a long time are positive indicators, certainly. But, ultimately you need those customers to take action. The ultimate action you need them to take is to make a purchase.

If your business is online, you can measure what pages customers visit, if they opt into marketing communications, if they abandon their cart, plus a multitude of other things. For a brick-and-mortar business, as usual, it’s not so easy.

A brick-and-mortar business that only deals with customers over the telephone could only really document what the customer said. Speaking is really the only “action” customers can take. For example, what products did they inquire about? What other questions did they have?

For a retail (in-person) business, again, you probably have to group customers by demographics.

I read a book on this subject once. Unfortunately, I can’t remember the title. Anyhow, it was about a guy who built a consulting business by documenting customer actions.

He would go into a retail business and take notes of the actions that the customers typically took in the store. He would also measure the amount of time they were in the store.

Armed with this information, he would then approach the retailer and offer to sell it. The information he gathered would speak volumes about customer actions and habits. Much of the retailers’ responses revolved around repositioning merchandise in the store.

If you’re a retail small business owner, you don’t have to approach this as scientifically as the author of the book did. But, you can do something similar. It’s just a matter of setting aside the manpower. Discreetly watch the actions that customers take in your store and document it. Plug the data into a spreadsheet or some other software where you can interpret it. Then, take the necessary actions.

Below, are some ideas on customer actions that you can measure. Many are similar across all three mediums. Others, with a little tweaking, might be applicable in another medium.

Website/OnlineIn-personPhone
Visiting your websiteVisiting in-personCalling your business
Viewing/clicking an adReferencing an adReferencing an ad
Downloading documentTaking a flyerReturning a call
Opening emailAsking for assistanceMaking a purchase
Requesting more informationMaking a purchaseRequesting more information
Viewing webinarAccepting assistanceCompleting a survey
Visiting online storeJoining rewards programAccepting solicitation
Making a purchaseApplying for financing
Contacting live chat
Referring customers
Completing a survey
Leaving a product review
Rating a product/service
Reordering a product

Challenges to measuring customer engagement

Marketers measure customer engagement by email, social media, website traffic, and purchases. But they often forget to include service metrics.

As you might have gathered from the previous sections, measuring customer engagement isn’t always simple.

Sometimes, collecting data is logistically difficult. Such as documenting what actions your customers are taking. Other times the information is hard to quantify and interpreting actions can be very subjective.

Ultimately, you want to measure customer engagement to understand how it will affect your revenue and net income. But, making the connection between actions and revenue can be difficult. Don’t lose sight of your ultimate goal – which is to build a healthy small business.

What do you do with customer engagement data?

Collecting and analyzing customer data will help your marketing campaigns. It also lets you improve the customer experience, like by giving people better product recommendations, communicating with them more often, or even making sure that they stay loyal to your company.

Once you’ve gone to the effort gathering customer engagement information, what then?

It may be that, in the beginning, you simply want to understand how your customers are engaging with your business. But, there will come a point where you want to act on the measurements you gather.

At which point, you need to be clear on what it is you want to achieve.

Do you want to increase the frequency of customer engagement?

To get more out of your marketing dollars?

Or, do you want customers to take different actions?

You can get even more specific. For instance, do you want to sell more of a particular product/service to a particular customer avatar?

You might find that you need to start using different customer engagement metrics in order to meet your more lofty goals.

What it all means

Measuring customer engagement is important for maximizing your marketing ROI. It’s also closely tied to your conversion funnel – turning leads into customers.

Therefore, even nominal efforts in measuring customer engagement can go a long way toward helping your small business.

An expert’s thoughts on customer engagement

Snigdha Patel, Deputy Manager – Content Marketing at REVE Chat

How would you, personally, define customer engagement?

I would define customer engagement as any interaction that happens between a consumer and the brand across multiple channels during the customer journey. The whole idea of customer engagement is not only selling but also to have continuous engage customers through their lifecycle. Having a solid customer engagement strategy is vital for delivering a conversational experience.

What are some ways brick-and-mortar businesses can track customer engagement?

Some ways the brick-and-mortar businesses can track customer engagement are:

1. Store visits – It includes the number of transactions per month

2. Spend per visit (basket size) – Refers to an average $ size per transaction

3. Product spend – It indicates the revenue by category, upsell, and cross-sell rates

You can set a CSAT survey to track your store experience based on the score by asking ‘how satisfied were you with your most recent experience?’

What should a business do once they’ve gathered customer engagement data?

Once the data is collected the data, businesses can proceed with the following steps:

1. Segment the data based on your target audience and product category to understand how your customers are spending.

2. Identify your value in terms of your product positioning and identify the gaps to align your products to your target audience.

“Why Is Customer Information Important?” 14 Examples to Collect

customer information featured

Why collect customer information at your business? Knowing your “customer avatar” (buyer profile) is maybe one of the most important aspects of marketing your small business. It allows you to put the right products and services in front of the right customers.

In order to understand your customer avatars, you’re going to need demographic and personal information about them. You could speculate, of course. Which is what you probably had to do in the start-up stages of your business. But, if you’re established, hopefully, you have some of this information already.

Maybe you are collecting customer information but, you don’t know what to do with it? Customer information can come from purchases, feedback, social media, or rewards programs. In order to market effectively, you’re going to have to get your hands on this information. It will allow you to give your customers what they actually want.

Customers want to be catered to

Your customers might balk at the idea of your businesses collecting data on them. Many of those same customers also want to feel like they’re the center of your attention. Like your business was made exclusively for them.

Privacy is a very important issue. You do not want to violate your customers’ trust. However, you still want them to feel like they’re the center of your business’s universe.

Customers also tend to think that they don’t want to be marketed to. The truth is, probably, that they don’t want to be marketed to – for the wrong products and services. Everybody wants to know about products and services that will solve their problems, give them pleasure, or help them avoid pain.

Collecting customer information that will help you serve them better

Collecting information on your customers will allow you to market to them only when it’s appropriate to do so. It’s a win-win.

As I said, customers don’t want to be sold on things they don’t need. On the same token, you don’t want to spend your valuable time and money marketing to customers that would never buy. Wasted money only drives up your costs and their prices.

Collecting information from all customers might be overwhelming. Stick to your best, and most frequent, customers. Try enticing them with an incentive such as a coupon, discount, or other special promotion. The insight you can gain will be exceedingly valuable.

Meet your customers where they’re at

If your marketing reaches out across a multitude of different channels, there’s a possibility that’s your throwing away time and money.

Your customer avatars aren’t on every channel. Some might be reached via one channel but not another. The same audience that responds to email marketing probably isn’t the same one that responds to social media marketing.

The better you understand your customer avatars, the easier it will be to communicate genuinely with existing customers and to find new ones.

Your competition is probably gathering customer information

Do you think gathering customer information sounds like a big inconvenience? Fair enough. But, there’s a good chance that you have a competitor who doesn’t share that opinion.

However, if you embrace the ethical gathering and use of customer information, then you’ll have a leg up on the competition who sees it as too much trouble. Every day you spend weighing the pros and cons of gathering customer information is one you’re potentially losing market share to your competitors

Customers are Dynamic

Maybe, at some point, your business has gathered some customer information? But, maybe that was years ago? Customer avatars shift. Everybody ages. What was valuable years ago might not be valuable now.

As a business owner, you know that it takes way more time and money to find new customers then it does to take care of the existing ones. Make sure you still understand your existing customers. Make sure you can still give them solutions to their problems.

If you have collected the customer information in the past (and stopped) then it’s time to start doing so again.

Collecting customer information is only half the battle

It might be that you’ve accumulated a decent amount of customer information through your normal course of business. Information that’s necessary in order to serve your customers. if you have this information, then put it to use.

Get it into a spreadsheet and start analyzing it. Look for reoccurring themes and patterns in your customers’ demographics, spending habits, and feedback. Doing so will hopefully allow you to understand them that much better and to deliver a higher level of customer service.

What about B2B customers?

Collecting data on customers it isn’t just for businesses that sell to consumers (B2C). Business-to-business (B2B) companies need to collect customer information for the same reasons.

So what information to collect?

Of course, you want to know the name of the company, its size (typically in terms of revenue), and the industry it operates in. Additionally, you’ll want the name of your contact at the business along with an email and phone number. You’ll probably also want to know the contact’s position within the business.

It may not be your contact that makes the buying decisions, though. It may be their boss or someone in a different role. Perhaps it’s an executive who you can never seem to talk to directly. Don’t market to your contact if it’s someone else who’s making the buying decisions.

Hopefully, you know what your unique selling proposition (USP) is. Though, it may not be the reason that every business purchases from you, it should hopefully serve as a good starting point.

How did this company find out about you? Sometimes they’ll volunteer this information freely. Obviously, knowing this is valuable because it tells you which of your marketing channels is reaching your business customers.

Word-of-mouth advertising among B2B businesses is not as powerful as it is among B2C customers. However, even if the decision-maker wouldn’t technically recommend your product and services, knowing that they would theoretically put their reputation on the line for you is valuable information. People tend to regard their professional reputation higher than their personal. So, it would mean a lot. The only way to find out is to ask.

Safeguarding customer information

Collecting customer information is important. Being a good steward of that information is even more important. You don’t want your personal information compromised by any businesses that you patronize. So, make sure you protect your customers’ information as diligently as you would want yours protected.

Obviously, beyond the ethical obligation, there are legal and financial reasons for doing so. Yes, there will likely be expenses involved in collecting and keeping customer information. The protection from downside risk should make these expenses justifiable. Don’t forget about the indirect risks either. Risks such as damage to your small business’s reputation.

This is an area where you can’t be reactive. You have to be proactive. Remember that if you have customer information, you are a target. Keep your security software up-to-date. Require the use of strong passwords. Be mindful of third-party access to customer information. And, last but not least, test your vulnerabilities.

What customer information to collect?

Here’s an idea of where to start with your customer data collection efforts.

This list is by no means exhaustive. Nor will all of this information be necessary for every business. But, it can serve as a starting point.

Ultimately, you need to find a balance between what your small business needs, what your customers are comfortable with giving, what you can protect, and what’s legal to collect.

B2C Customer InformationB2B Company Information
Customer nameCompany name
Customer genderCompany industry
Customer ageCompany size (revenue)
Customer professionContact name
Customer addressContact email
Customer emailContact phone number
Customer phoneContact position
Customer incomeWho makes the buying decisions in the company?
Purchased by customer individually or as a family?Why did the company choose you?
Why did the customer choose you?How did the company find out about you?
How did the customer find out about you?Would the company (theoretically) recommend you?
Would the customer recommend you to others?Why did the company stop using you?
Why did the customer stop using you?Are they among your top 20% of companies (revenue)?
Are they among your top 20% of customers (revenue)?