Invest in your new vehicle
In today’s digital economy, it’s curious to still encounter CEOs of many small and mid-sized businesses that are willing to spend high five figures or more on their cars, yet spend a fraction of that on the one vehicle that can change the face of their business. While we don’t fault anyone for wanting to drive around in style, we do question their decision-making when it comes to seriously investing or re-investing in their online presence.
These business leaders tend to view their respective websites as a lower-level priority. They still don’t fully understand the true value and potential of a well designed, architected and optimized website. A site complete with a content management system, customer relationship management system, marketing automation solutions, eCommerce and more. In short, a shiny new site can take their businesses to much higher places than any highway can take an expensive new car.
The website is one of the most important pieces of an entire brand strategy, in which the livelihood of any business, and that of its employees depends upon. It is the front door of their communications to the world, an invitation to new business, new value and profitable relationships, as well as the bridge to all social media and other capital generating channels.
The properly planned and developed website is a vehicle that will more than pay for itself, sell itself, and change the perception of an entire corporation. You can’t say the same about a Porsche, a Bentley or a Ferrari.
Surprisingly, many CEOs tend to prefer the quick and easy route of investing less on their website, than they did on their new SUV or sports car. Needless to say, this is a short term, short sighted strategy that’ll result in a cookie cutter website that looks like everybody else’s blog. Half measures lead to sub-par outcomes that will end up costing you more in opportunities lost.
Don’t be an “also-ran” with your website. Be bold and take a leadership position. Anything else will make you blend in among your weakest competitors over time.
by Chris Faust & Ed Pires