ElementsDaily

As published in Renewable Energy World: October 2009 Issue

http://www.renewableenergyworld.com/rea/news/article/2009/10/is-it-really-that-easy-going-green

We all know that person who fashionably expresses concern for the destruction of our environment; and then they drive off in their gas-guzzling SUV to their home that’s lit up like a Christmas tree, all while drinking from a coffee cup made from non-recycled paper. Are they lying about caring? I’d like to believe most people would prefer to be environmentally responsible; however, the fear of the associated costs paired with the confusion as to how to go green is enough for many to hopelessly throw their hands up in the polluted air.

This is why it can be a challenge for alternative energy companies to convey the value of their services. As well as the presupposed higher price tags, perplexing industry jargon serves as another challenge, as it only further bewilders an already ambiguous industry. This classic case of too much data and not enough useful information is scaring away potential customers.

Many Alt-e companies have proactively created an online presence to better communicate to potential customers, but they are still lost in how to best deliver their message. The challenges these companies face in the sales process is that the bar is constantly being raised when it comes to creative Internet solutions for attracting customers.

1. Creating a Local Presence

Alternative energy companies, such as solar providers, should have both a corporate web site, but also unique web sites for each location where the company provides installations. This makes the company more visible to search engines like Google, thus increasing their ranking when potential local customers searches for them. ElementsGreen creates brand-compliant web sites, domain names and content management solutions for each city or region where installations are made, and the sites can be updated with attractive local content for local customers seeking services.

2. Engage your Customers

Because many potential alternative energy customers fear encountering intimidating jargon, they don’t wish to speak with company representatives on the phone and would rather seek information online. Successful online engagement occurs when information is presented in a way that is user-friendly, digestible and relevant to the customer. Some effective web site tools to consider include online calculators that offer a clear breakdown of associated costs and the resulting return on investment (How will money spent translate into money saved?); photo galleries of the installation process (How will this affect the appearance of my home?); breaking industry news (What is the current buzz?); and online/live chat opportunities and social forums, which allow potential customers to ask questions and solicit feedback on concerns in an anonymous, casual setting.

3. Customer Portal Software & Solutions

Leveraging social networking opportunities and fostering online relationships within the current client base should be a high priority for alternative energy companies. Existing customers – typically passionate about the product – can be a valuable resource in engaging new clients. Creating a “members only” area on the web site provides a forum where existing clients can pose questions to each other and the company, access timely educational information and learn about current company incentives for referrals.

4. Monitor for Success

A key component to understanding the value of alternative energy is being able to monitor personal usage. When solar, for example, is installed on a home, a monitoring device is also put in place. By integrating this information into usable software, customers can easily access their usage on the company web site or on their Smartphone. This allows customers to always have ‘hands-on” access to the performance and functionality of their purchase, and the information can easily be shared, which helps to further share the company message to other potential customers.

As long as the environment continues to decline, consumers’ interest in alternative energy will only increase. Through effective online communication, alternative energy companies can help demystify the process of ‘going green’ and gain knowledgeable customers in the process.

Elements Inc. has obtained the clients of Collabrum, a San Rafael, CA-based web development company specializing in wineries, restaurants, retail and entertainment businesses.

Effective May 1, Elements has assumed all hosting and support responsibilities for Collabrum’s entire former client base, many of which are based in San Luis Obispo County.

Businesses that are now being supported by Elements include San Luis Obispo Vintners Association, Saucelito Canyon, Talley Vineyards and Café Roma and Robin’s Restaurants, among others.

“We look forward to serving this new client base that includes such a high concentration of prominent local businesses,” said Jeremy LaDuque, president and CEO of Elements.

Other companies recently joining the Elements client roster include KK’s Bundt Cakes, Avila Wine & Roasting Co., KCBX Public Radio and Clark Center for the Performing Arts. The agency also serves Rabobank, San Luis Obispo Chamber of Commerce, Hot Chillys, Rec Solar, San Luis Obispo Symphony, and many others.

While the President-elect Barack Obama readies an economic stimulus plan to revive our failed economy, franchises can turn the current recession into positive and successful sales and marketing opportunities. There are a myriad of ways to help you ride the storm, one of them is to revise your marketing strategy.

John Quelch, a professor at Harvard Business School and known worldwide for his expertise in global marketing, branding and communications, discusses this issue in the Harvard Business Review. His original blog was posted in February 2008 and outlines some excellent ways to address marketing revisions.

Quelch was one of ten marketing experts profiled in Conversations with Marketing Masters, (Laura Mazur and Louella Miles). He also co-authored Greater Good: How Good Marketing Makes for Better Democracy (Quelch and Katherine Jocz). Additionally is a non-executive director of WPP Group plc, the world’s second largest marketing services company, and of Pepsi Bottling Group. He served previously as a director of Reebok International.

Please read the full article at the HBR, John Quelch, Marketing KnowHow: How to Market in a Recession.

The ripples of our nation’s recession have gotten wider and more far-reaching, touching everyone. Effects from the subprime mortgage crisis have stretched consumer confidence and spending (on credit) to its limit, both of which have been keeping our economy afloat.

Your 2008 marketing strategies are probably already updated this late in the year. We’ve distilled Quelch’s eight factors here. Give yourself some flexibility and consider these principles for your 2009 plans.

1. Know your target customer.
The economy has left consumers with less diposable income and everyone is now more frugal and savvy at finding the good deal. We will spend more time searching for goods and services, drive a harder bargain at the counter, or will trade off: put off purchases until a better deal comes along, settle for less, or buy less. We weigh: want vs. need more heavily. Although brand loyalty is high and those brands can pull off a new product launch, think about limiting new product lines and new brands – they may not be so successful in this market.

2. Home sweet home.
It’s human nature to retreat to the hearth-and-home in stressful times. Rethink and gear your advertising images from action-packed, extreme, and fear factors toward warm-and-fuzzy family images. We spend less by staying in, but still want to be connected, therefore, we will still spend on things that make our homes more comfortable (furnishing and entertainment), as well as greeting cards, telephone and internet use.

3. Maintain marketing spending.
As competitors cut their advertising budget, companies increasing their advertising during a recession experience a high level of success. They improve their market share and lower their return-on-investment. As more consumers stay in, television watching increases and lowers the rate of cost-per-thousand impressions. If you need to reduce your marketing, maintain your frequency of exposure by shifting to shorter advertisements; incorporate radio and direct marketing, possibly giving you more immediate impact on new sales.

4. Keep product line essentials.
Companies need to re-evaluate their product lines and trim the weaker products. Consumers look for good values now more than ever and opt for multi-purpose over specialized products; private label/store brands over more expensive national brands; goods and services a la carte rather than bundled. If you’re launching a new product that puts pressure on competitors by addressing current consumer needs, focus your advertising on a high level of price performance rather than trying to extend your corporate image.

5. Support distributors.
Give your distributors added incentive to stock your full product line by offering early-buy allowances, financing and flexible return policies. Acquiring some strong distribution channels that have been let go by other company and phasing out your own weaker ones may also be good way to beef up your sales force. Beware of damaging the strength of your existing distributors and brand image by expanding into lower-priced channels.

6. Make the price right.
Consumers are hungry for the best deal in tough times. Sweepstakes, mail-in rebates and other promotions requiring a customer’s time and effort are not very attractive. Offer temporary price reductions, lower quantities for bulk discounts, extended credit (trusted customers) and better pricing for smaller pack sizes.

7. Protect your market share.
In this present economy, market share can be a matter of survival, not just a battle for a share. Before implementing cuts or consolidations, make sure you know your cost structure to avoid adversely impacting your customers. Strong national companies with productive cost structures have the best chance at a possible gain in market share. Smaller, but still profitable companies can also vie for a bigger share by acquiring weaker competitors.

8. Put people first.
Companies have had to implement different cost saving strategies, including letting employees go, closing facilities and the like. Executives need to maintain employee and customer morale and confidence by focusing on quality products and services and continuing to provide these to their clients. In a recession when concerns are redirected toward profit and loss, it’s easy to concentrate on balance sheets and managing company capital instead of managing relationships with people – internal and external.

Our ElementsLocal™ online solution provides franchise systems an unmatched ability to give franchise leaders BrandSecure™ online marketing tools. ElementsLocal puts the power of online marketing in your franchisees’ hands, while consistently driving your brand across all web properties.
For more information, call us at 805-547-1160 x205 or visit us at http://www.elementslocal.com/cm/Home.html.

ELEMENTS Launches The Continental Group on ElementsConnect™ for website management.

San Luis Obispo, CA – August, 21 2008. Elements, an interactive agency, today announced that they have launched The Continental Group website on ElementsConnect. ElementsConnect is an online marketing and website management platform .

“The primary objective of the new website was enhancement of brand messaging, interactivity and design.  ELEMENTS provides real value through a combination of beautiful designs, great customer service and innovative technology solutions,” said Chip Sollins, Executive Vice President Marketing and Business Development at The Continental Group.  “We use their ElementsConnect software system to manage our website and have been very pleased with the ease of use and the functionality offered by the system.”

“The Continental Group is recognized as the leader in Community Association Management, we are excited to partner with Continental in providing online marketing and website management services,” said Michael Boyer, Vice President and CMO of ELEMENTS.

About ELEMENTS – www.elementsinc.net

ELEMENTS is an interactive marketing agency, we design and develop online business products and corporate web sites.  Our online business products provide industry-specific platforms, which enable our clients to harness the power of the internet to streamline their business. Our world-class interactive services provide marketing solutions for mid-market companies. From conception and strategy to design and implementation, we combine world-class creative services and proven technological expertise with forward-thinking business strategies. We deliver successful and elegant solutions for deployment of enterprise web initiatives.

About The Continental Group – www.thecontinentalgroupinc.com

Founded in 1990, The Continental Group’s corporate headquarters is located in Hollywood, Fla.  It also has regional offices in Kendall, West Palm Beach and Orlando.  The company is the largest manager of multifamily rental communities and condominium and homeowner associations in the state, and one of South Florida’s leading private sector employers.  Guided by its Florida focus, the company has grown to approximately $300 million in annual business with 6,200 full-time employees.  Today, The Continental Group manages and maintains more than 1,300 condominium and homeowner associations in Florida, representing over 310,000 residential units.

Editorial Contact
Michael Boyer
(805) 547-1160 x208
mboyer@elementsinc.net