Every business owner understands that developing an effective communication channel between their business and their customers is an essential element to the success of their business.

A PR program means to communicate with your target audience and it doesn't need to be complicated or expensive. You can choose from a variety of simple and inexpensive activities that will help you achieve your business objectives.

Key messages - Key messages are designed to ensure that the target audience hear and remember the most important aspects of your business. Key messages are, in essence, a description of your competitive advantage and are commonly known as elevator statements.

It is best to have no more than seven key messages. Once developed, they should be incorporated into all oral and written business communications.

Target audience - Knowing your target audience is one of the simplest ways to achieve your marketing communications goals and to save money.

When defining your audiences, really drill down to specifics. For example, rather than "all small businesses in the north shore area" it should be, "businesses employing up to 10 staff, located in the suburbs of Neutral Bay and Mosman etc, in the industry areas of marketing and business consulting etc".

Study the various segments of your particular market and develop strategies to reach each one.

Media program

Although developing a comprehensive media plan can be difficult, you can start with a few easy steps. Think about which media outlets your target audience gets their information from. Make a list of the media outlet and journalist and start reading/watching. A well-defined target media which reflects the target market and includes realistic activities will be more likely to succeed.

Media releases

The most important element about media releases is not so much the quantity of them, but the quality of the stories and ensuring they are written for target media. Media release topics can include the work your business is doing, issues and trends in your industry, launch of new product, new office opening or a new contract win.

Contributed articles and editorials

Many publications are stretched for resources and welcome contributed articles as long as they aren't heavily branded. They are also a very effective generation of sales leads as they position your business as an industry expert.

Customer case studies

Case studies provide ideal opportunities to leverage business successes and reinforce your business' key messages through "story telling". They provide audiences, including journalists, an idea of how your business products actually work through the perspective of your customers.

Sponsorships

Targeted sponsorships are an excellent way of building brand awareness in key markets. It is recommended that any sponsorship is very targeted. Two of the most effective opportunities are sponsoring industry awards and conferences.

Advertising

Advertising can be one of the most effective ways of generating sales leads and building brand awareness. It also can be the most expensive! One way of avoiding dedicating huge budgets to advertising is using vertical market publications such as industry association and trade publications. In many of these publications, it is possible to negotiate free editorial if paying for an advertisement.

These are just a few of the many ways to improve the communication channels between your business and your customers using marketing communications. They will increase sales leads, improve brand awareness and ultimately lead to business success.

Catriona Pollard believes that PR is an essential element to the success of any business large or small or micro. She established her PR company, CP Communications to drive business success by using the power of PR and marketing. CP Communications provides specialist media, traditional and online PR strategies that achieve positive media coverage, increased brand awareness and improved sales results. .

INSTEAD OF VIEWING America's inner cities as doomed urban wastelands, think of them as undeveloped countries, like Peru or Poland or Bangladesh. With that perspective in mind, what's the best way to revitalize their economies? The advice Peruvians, Poles, and the Bangladeshis get is, ''Free your markets from government control and encourage private enterprise.'' As more and more community leaders are beginning to realize, this is also the best strategy for America's underdeveloped neighborhoods. The inner cities have become small pockets of socialism in the American capitalist economy. Over the past three decades, private businesses have fled from places like Harlem, Watts, and Chicago's South Side. Largely as a result, the public sector -- federal, state, and city agencies -- became the dominant force in the ghetto economy. For example in East Harlem, a Hispanic and black community known as ''El Barrio,'' the city government owns 62% of the neighborhood's acreage. Almost two-thirds of the local residents live in public housing, and about 30% receive welfare or some other form of public assistance. Such social programs at best maintain the status quo. They won't solve the problems over the long run any more than socialism did in Eastern Europe. The inner cities are starved for private investment, not more government aid. Consumers need better places to shop, and would-be entrepreneurs need financial and managerial help to launch new businesses. Incredible as it may seem, there are tremendous business opportunities in the inner cities. Just look at the Concourse Plaza Shopping Center, a $150 million project that opened last May in one of the most notorious sections of the Bronx -- not far from the courthouse celebrated in The Bonfire of the Vanities. In its first day of operation, the shopping center's anchor tenant -- a 60,000-square-foot outlet of the Waldbaum's supermarket chain -- sold over $250,000 of groceries to 10,000 customers. Says shopping center developer Bernard Rosenshein: ''Until recently, most retailers have been too scared to go into inner-city areas. The developers chased easy deals in the suburbs. But now that the suburbs are saturated, the greatest opportunities are in the inner cities.'' To see such opportunities, one must set aside several myths about the inner- city economy. Not everyone belongs to the so-called urban underclass, the catch-all term used to describe the chronically unemployed and socially dysfunctional. The residents of East Harlem, for example, include middle-class families, a substantial number of working poor, and a growing stream of gung- ho immigrants from Mexico and South America. Their median household income is about $14,500, according to a 1989 study done by Urban Decision Systems, a market research firm in Los Angeles. That's half the national median, but it still adds up to an aggregate neighborhood income of $1.35 billion a year. And that doesn't include the value of in-kind forms of public assistance, such as food stamps and Medicaid. Nor does it include the income flowing from the neighborhood's thriving underground economy -- meaning not the drug trade, which leaves little real wealth behind, but everything from street peddlers to unlicensed livery services. On their infrequent visits to the ghettos, market researchers discover that inner-city consumers are gravely underserved by the local retailers. The East Harlem study concluded that the neighborhood, despite its poverty, could support a wide variety of retail stores with total revenues of $374 million. But since most national chains have shied away, East Harlem's stores are generally small, poorly stocked, and have aggregate sales of only $192 million.

THAT MEANS local residents have to make difficult treks outside the neighborhood -- sometimes as far away as New Jersey or Westchester County -- for about half their shopping needs. On Saturday evenings, the Metro-North train station at 125th Street, Harlem's Main Street, is packed with shoppers returning from malls 20 miles away in Westchester. Joe Holland, a Harlem resident who owns a travel agency and a restaurant on 125th Street, laments the lack of variety and quality in Harlem's stores. Says Holland: ''There are some clothing shops here, but they don't have the range of options you'd find in an ordinary commercial strip. So the middle-class people tend to shop elsewhere.'' One company taking advantage of this retailing vacuum is Woolworth, which operates 450 of its 1,000 variety stores in predominantly minority areas. In the past year the company has opened two new Woolworth Express outlets in Harlem. ''If we see a need in the community, we're willing to take a risk and go in there,'' says Robert Lynn, head of Woolworth's variety store division. ''And we don't run away from a neighborhood when bad things start happening.''

It takes extra work to succeed. Says Lynn: ''Inner-city merchandising is very different from merchandising in the suburbs. The size assortments for shoes are different, the popular colors are different. We've had focus groups tell us what they want. But it's worth doing all these things.'' The operating profit margins of Woolworth's inner-city stores are a percentage point higher, on average, than the margins of its suburban stores. Security costs more, but rent is generally lower, so the overhead works out to be the same. One reason Woolworth does so well is that the competition is so weak. Woolworth can offer lower prices and provide better customer service than most mom and pop stores. The opportunity for supermarket chains is even greater. The large New York City chains -- Sloan's and D'Agostino, to name a couple -- have tended to shun low-income neighborhoods. Like other outside businesses, they underestimate the market potential and overestimate the difficulties and dangers. Many inner-city shoppers must rely instead on the bodegas, or local convenience stores, which offer less variety than the supermarkets and are more expensive. As a result, according to a recent report by New York City's Department of Consumer Affairs, grocery prices in the poor neighborhoods are 8.8% higher than in middle-class areas. Given the lack of competition, a well-run supermarket can make a mint in such neighborhoods. Example: the Tops market that opened in April in East Harlem. A Bronx-based chain that specializes in meat and poultry, Tops is an anchor tenant of La Marqueta, a decrepit mall specializing in Latino foods that is being redeveloped under the elevated Metro-North tracks. The clean, well-stocked store has been packed with customers since the day it opened. Says Philip Aarons, who is rebuilding La Marqueta with a Hispanic advocacy group: ''Quality retailers will always do well here, because their competition is shoddy, overpriced merchandisers.'' With greater opportunities, however, come greater risks, and merchandisers must face them squarely. One is security -- protecting the store from robberies, shoplifting, and pilferage by employees. Inner-city businessmen have come up with ways to cut these losses. Consider Smart Final, a West Coast food wholesaler with outlets in poor Los Angeles neighborhoods. Chairman Robert Emmons says his store managers go out of their way to protect customers and employees: ''We don't want to open ourselves up to robberies, so we're very careful about receiving shipments late at night. We won't do it if there's just one or two people in the store.'' Managers deposit receipts several times a day instead of just once, to minimize the amount of cash that could be stolen. Another challenge is finding skilled labor to man the cash registers and answer the phones. Woolworth's Lynn says it isn't hard to get people to work on the sales floor, but locating managers is a problem. Lee Dunham, who opened the first McDonald's franchise in Harlem and now owns three in the area, says half his employees are recent immigrants from Africa and the Caribbean. Says Dunham: ''The immigrants will do anything to pay the rent. Because where they come from, it's either work or starve.'' STORES ALONE can't provide all the jobs inner-city neighborhoods need. Schwarz and Neiman-Marcus. The privately held firm employs more than 600 people, most of whom live within walking distance of the company's three- story plant in West Harlem. Two years ago, Alexander considered moving to a larger plant outside New York City, but it is now planning to relocate to another site in Harlem. According to CEO Ira Smith, one of the attractions of the area is its labor force. ''We're the No. 1 premium doll manufacturer in America,'' he says, ''and our work force is the reason.'' Many workers come from the Dominican Republic and learned their sewing skills in Caribbean factories. But a great many inner-city people are employed in the underground economy, by businesses that can only make a profit because they pay low wages and avoid burdensome city regulations and codes -- not to mention taxes. During the Seventies and Eighties, while the legitimate private sector was withering in the ghetto, the underground economies were booming. The International Ladies' Garment Workers' Union estimates that the number of illegal sweatshops in New York City, for example, has jumped from 200 to 3,000 over the past 20 years. Most of the workers in these sweatshops are immigrants from Latin America, and their pay ranges from $20 to $100 per day. Urban planners have mixed feelings about the underground economy. While they despise the deplorable conditions in sweatshops, they wouldn't want to see them eliminated since that would take away one of the few sources of economic vitality in these neighborhoods. Saskia Sassen, a Columbia University professor who has studied New York City's underground economy, believes that selective regulation could curb the worst abuses -- such as workplaces with no fire escapes -- without forcing the underground entrepreneurs out of business. ''The underground economy shouldn't be criminalized,'' says Sassen. ''But it should be regulated enough to avoid the worst forms of exploitation.'' EASIER ACCESS to capital could help channel some of the inner city's latent entrepreneurial energy into legitimate enterprises. Some community groups are pushing local banks to make more loans to inner-city residents and businesses. Their main weapon is the Community Reinvestment Act of 1977, which obliges banks to meet the credit needs of the neighborhoods where they operate. In a typical CRA proceeding, the community group will accuse a bank of ''redlining'' their district -- that is, surreptitiously making the area | ineligible for loans. (To gain leverage, the group will try to lodge its complaint as the bank is applying to the Federal Reserve Board for approval of an expansion or merger.) Typically the bank will agree to earmark a certain amount of mortgage loans to the community to settle the complaint. The CRA process amounts to government-sponsored coercion, but it does force bankers to find profitable ways to invest in the inner cities. have agreed to provide $7.5 billion of new credit for low- and moderate-income areas, and most money- center banks have established community development divisions. Chase Manhattan's community development corporation, established to meet the bank's CRA requirements, has committed over $100 million of loans in low-income areas of New York over the past two years. President Mark Willis vows that Chase will profit from these loans. Says Willis: ''Our portfolio looks better than the traditional real estate portfolio. You can do this kind of thing prudently.'' But the right kind of banker, like the right kind of retailer, needs no coercion to inject capital into the inner cities. In 1973 three Chicago idealists -- two white, one black -- bought an ailing bank in the city's South Shore neighborhood, which at the time was rapidly deteriorating into an inner- city slum. They turned South Shore Bank into the nation's first for-profit community development bank and started making single-family mortgages and small-business loans in the immediate area. By the mid-1980s, the decline of the South Shore neighborhood was reversed and other Chicago banks began to make loans. ''The presence of South Shore Bank made the area more attractive to investors who otherwise wouldn't have gone in there,'' says Richard Taub, a University of Chicago professor who has written a book on the South Shore phenomenon. South Shore Bank has done well by doing good; it has an above-average 98.5% repayment rate on the $173 million of loans made since 1974, and it posted a $1.5 million profit last year. Says bank senior vice president Joan Shapiro: ''We've nurtured an extraordinary group of borrowers, a bunch of true entrepreneurs.'' Encouraged by its success, South Shore has now set its sights on revitalizing the neighborhood of Austin, a low-income area on Chicago's West Side. Many inner-city businesses, too small and too risky to attract interest from bank lenders, need an alternative form of capitalization. Immigrants often make use of informal sources of credit. Korean grocers get much of their startup capital from revolving credit associations, while West Indians have a traditional group savings plan called a ''sou sou'' -- members make periodic donations, and each gets a turn at receiving the whole pot. This access to capital gives immigrants the edge over people who have lived their whole lives in the inner cities. In East Harlem, for example, about half the store owners are Asian. To bring long-term inner-city residents into the marketplace, a growing number of community groups are borrowing an idea that was first applied by development agencies in the Third World -- the micro-enterprise loan. In Chicago, a group called the Women's Self-Employment Project has been making loans that range from $100 to $5,000 and are designed to help low-income women set up small businesses with minimal capital requirements, such as day care or catering. The Chicago group's program employs an ingenious payback scheme that was first used in Bangladesh in the late Seventies. The borrowers must form peer groups of five. If any of the five defaults on her loan, then the line of credit is revoked for the whole group. Due to the built-in peer pressure of this system, there have been no defaults so far on the $175,000 in loans made. Financial assistance alone is not enough. Inner-city entrepreneurs also need training in basics such as balancing the books and writing a business plan. Harlem restaurateur Joe Holland graduated from Harvard law school, but most small business owners in poor areas don't even have a high school diploma. The Women's Self-Employment Project puts its borrowers through 12 weeks of workshops before lending them any money. In Harlem, the Uptown Chamber of Commerce co-sponsors a consulting service that has helped several dozen local startups, including a leather goods importer and a greeting-card maker. WHAT CLEARLY does not work are grandiose, politically inspired development schemes charted without regard to marketplace realities. Recalling Harlem's glory days as a center for black culture, local politicians have leaned toward projects intended to spur tourism, such as the restoration of the famous Apollo Theater on 125th Street. But that proved too ambitious -- the restoration went way over budget, and the theater's broadcasting studios attracted less business than expected. Facing huge losses, the Apollo's owners recently had to renegotiate loans owed to Manufacturers Hanover and the New % York State Urban Development Corp. The proposed Harlem International Trade Center -- a $135 million, 30-story office tower to be built on 125th Street and Lenox Avenue -- is another questionable project. Public agencies have kicked in $50 million, and officials plan to rent the office space to a collection of federal agencies, city agencies, and trade representatives from Third World countries. So far they've received lease commitments for only half the 400,000 square feet available. Bill Stern, a former chairman of the Urban Development Corp. and vocal critic of big government projects, predicts that this one will never get off the ground. Says Stern: ''It's a complete boondoggle. There's no demand for office space in Harlem. The government can't create a viable business when the market won't support it.'' Peruvian economist Hernando de Soto argues that the way to reinvigorate Third World countries is to unleash the innate entrepreneurial energies of their people. And so it is with America's inner-city neighborhoods. They won't revive until they rejoin the national economy. That means empowerment of the residents as consumers, workers, and entrepreneurs -- with help from businesses that can make money as they create wealth. Look at these places not as pits of despair but as regions of opportunity.

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There are a few of hair care secrets that are very handy and will help you make your hair look wonderful. Read these hair care tips to make your hair look and stay they way you want them to.?

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The Defense Department reported that in the last six months they have spent more than $100 million responding to cyber attacks and repairing the damage caused by intrusions to the military networks.

Air Force General Kevin P. Strategic Command (USSTRATCOM), speaking at the inaugural Cyberspace Symposium on April 7th in Omaha, Nebraska, stressed the importance of the cyberspace domain to the nearly 1, 500 attendees.

USSTRATCOM is responsible for space operations, information warfare, missile defense, and strategic deterrence. freedom of action in both space and cyberspace.

Chilton, a former test pilot and astronaut, said that the Defense Department sees more than a million suspicious a day.

are pings where someone is coming in and trying to open something or access information from someone within our military networks, Chilton told the American Forces Press Service. could be everything from some curious citizens, to people who maybe are trying to hack for sport, to people who are trying to collect information.

Chilton said that USSTRATCOM is concerned about mining, which is where hackers use computers to sift through enormous quantities of data to glean information. Chilton called this the new form of espionage.

the past, to get that information you would hire someone to break in with a flashlight in their teeth and go through the drawer and photograph the files, Chilton said. all this information is stored on discs or on computers. Spies don have to leave a computer terminal in their own countries to try to get this information.

During my tenure as the administrative officer of a Defense Department command in Philadelphia I was for a time responsible for computer security along with all other security programs. Thankfully, I had some very bright and technologically proficient people on my team. They knew our systems, understood computer security, and they recognized the threats to our command.

But Defense Department systems are not the only ones at risk. Hackers routinely penetrate businesses large and small and steal data for fun and profit, as I noted here in this column before.

As small business owners generally lack the technology and the technical ability of the Defense Department cyber cops, what can a small business do?

The Federal Trade Commission (FTC) offers a hand via their OnGuardOnline program. Protect your personal information. It valuable.

2. Know who you dealing with.

3. Use security software that updates automatically.

4. Keep your operating system and web browser up-to-date and learn about their security features

5. Keep your passwords safe, secure and strong.

6. Back up important files.

7. Learn what to do in an mergency.

Small business owners, like Air Force generals, should be concerned about the wide range of computer attacks, and they should take steps to prevent them.

Barabrith is an old Welsh family recipe; it's easy to follow and the end product is simply delicious. Please measure using a normal-size coffee mug.

Ingredients2 mugs dried mixed fruit (such as currents, sultanas, candied peel, etc.)1 mug soft brown sugar1 mug warm black tea1 egg2 mugs self-raising flourMethodPreheat the oven to 150°C, 300°F, Gas Mark 2.

Measure out the mixed fruit and soft brown sugar and place in a bowl, add the mug of warm black tea, mix together. Cover the bowl and allow to stand overnight.

Beat the egg and stir into the mixture. Mix in the flour gradually, making sure it is well mixed.

Place the mixture into the lined loaf tin, place in the centre of the pre-heated oven and cook for approximately one and a half hours. To check to see if it is finished, use a skewer and ensure that it comes out clean from the centre of the loaf.

One commonly-heard axiom of business is paying customer is a good customer This is similar in principle to the adage no such thing as bad publicity But for a business owner looking to expand his business, this is simply not the case! As strange as it sounds, you need to select your own customers from the pool of potentials. Not every person wishing to use your services or buy your product is a desirable customer.

Does that sound a little strange to you? Doesn it make sense to accept business from anyone who is willing to give you money? In my opinion the answer to that question is clearly NO! In business there are short sighted approaches to increasing the cash flow, and accepting anyone as your customer is o of them. Most people would agree that using misleading tactics to manipulate people into buying from you is not a good way to run your business. However, many otherwise rational business owners think that they "can afford" to turn down the business of any willing customer. This is a particular temptation when just starting a business and the cash flow is tight. However, the risk to the long term success of the business is greatest just at that time.

Business owners are best to be wary of customers who are a poor payment risk. It is tempting to sell to anyone in order to make a profit but in the long run you will lose money. The main problem is that these people are usually willing to purchase even thought they know they cannot afford the item or service that you offer. By the time you take these people through collections you will probably still wind up without any money. A result of this kind of business can be seen in the recent mortgage industry crisis. People who could not afford mortgages were approved and now cannot pay. As a result of these poor business decisions the country is now in a recession and we all suffer. Remember to do a through investigation into the financial capacity of potential customers and you will save yourself a lot of lost time and money.

Customers that are viewed as customers will often be avoided by many businesses. You know this type of customer, the o who complain at the drop of a hat about anyone and everything. With these type of customers there is almost nothing that can be done to meet the unrealistic expectations that they have about what the world, including you, owes them. This customer type is generally easily recognized by their angry demeanor, and their complaints about competitors in your same industry. If spotted early it truly is best to let them go and let someone else deal with the trouble that they are bound to be. Though these customers may well be able to pay you, it is usually a nightmare to deal with them, which is usually not worth the effort for most businesses. The important skill in this instance is to be able to quickly identify them and make a decision about them. In this decision it can be difficult to determine just how much of their griping about competitors as truly accurate, and what potential opportunity they may provide. In this respect it is wise to be aware of the reputation of your competitors to help you make this decision.

The consumer organizations above are too often passed over by most companies. o the other hand, there are some consumers you will want to do without. These consumers have no need for your products or services. A lot of companies feel that it is up to the consumer to figure out what they want to purchase while the company is out to sell as much as they can to any consumer. But this is a not a good long term plan and will negatively impact your business. o a consumer is dissatisfied with your product or service, you will be blamed, even if it is not your fault. You are well-advised to be honest from the outset and admit you are not sure your business can satisfy the consumer desires and you cannot risk disappointing the consumer. To get around this problem, you need to accurately characterize your product or service with no hype typical with most ads. Let them know exactly what you have so they will be sufficiently informed. Better yet, find out exactly what they need to ensure that what they desire will actually perform up to their expectations. It may turn out that an alternative offering you can provide may work better for them, or you may not be able to satisfy their desires. If this is the case, it is best them to give them a referral to a place that can help them. You will likely get business from such a person at a later time when you might be able to help them.

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Sheet metal stamping is the system wherein metal sheets are used for producing final products. When a metal sheet is inserted into the die or the press, it is molded into the required shape and size. Metal sheets of only a certain thickness can be inserted into metal stamping machines. The maximum limit for most metal stamping machines is ?inch. However, machines can be designed to accommodate sheets of greater thickness also. Even the kind of metal sheets that can be processed in metal stamping are also specific. Only certain metals or alloys can be used like aluminum,

brass, steel (hot rolled or cold rolled), galvanized steel, stainless steel, copper, zinc and titanium.

Before the metal sheet is inserted into the machine, the customer provides the prototype or at least a diagram of the final product. In case the customer doesn抰 have a clear idea of what the final product should look like, most metal stamping producers also offer engineering services for designing the products as well. Even some secondary services such as deburring and plating are provided by the metal stamping companies after the metal sheet is stamped.

There are three main components in sheet metal stamping -- the die, the punch and the binder/blank holder. The sheet is kept between the blank holder and the die and the punch is driven into the die wherein the sheet spreads over the die because of the drawing and stretching. The blank holder provides the restraining force that is required to control the sheet flow into the die. This force prevents wrinkling and tearing of the sheet as the quantity of material going into the machine can be controlled. For some processes where the blank holder force is too high for the material, draw beads are used to create the restraining force.

Sheet metal stampings are also known as thin stampings. Sheet metal stamping is used most primarily in the case-building process. It is also the most important part as each of the panels has to be stamped one by one. First the motherboard tray is stamped, then one-side panels on the right and left from bottom to top and back.

Metal Stamping Info provides detailed information about precision, custom, and sheet metal stamping, as well as metal stamping machines and metal stamping die. Metal Stamping Info is the sister site of Wire EDM Web.