Why Have An Internet Marketing Business?

“The Internet Gold Rush is under way” Bill Gates, chairman
Microsoft Corporation.

Early settlers understood if you are going to build a
community, build it near a permanent, abundant source of
fresh water. And that’s why in all countries around the
world, communities were built around streams, rivers and
lakes. That’s good common sense.

Now let’s apply that same wisdom to developing a business.

If you are going to develop a work from home business,
develop it near a permanent (or long term), abundant source
of cash flow. You’d agree with that wouldn’t you? Again
that’s good common sense.

More succinctly, you identify where huge amounts of
money are being spent in a growing industry with good long
term prospects.

The Internet complies with these criteria better than any
other industry in history. Gold, silver, coal, oil, LPG
have all been massive industries but you either had to
leave home to stake your claim, invest more than the
average person could ever afford before even seeing your
first dollar, the resource dried up and the opportunity
ended or the industry became obsolete.

If current Internet and e-commerce trends continue, which at
the moment there appears to be no reason why they wouldn’t,
indeed a new age in consumerism has arrived. The statistics
speak for themselves.

[U.S. online retail sales are expected to reach $65 billion
in 2004, and will continue to grow by a compound annual
growth rate of 17 percent through 2008 to top $117 billion,
according to a report issued from Jupiter Research.

“Market Forecast: U.S. Retail 2004-2008,” the growth in
online retail will be due in part to new online buyers, not
just veterans, who have come to embrace the medium. Jupiter
expects that the online buying population will grow by 14
percent in 2004, representing 30 percent of the U.S.
population. By 2008, one-half of the population will make
purchases online.

Online retail growth will be fueled by another factor:
increased average spending per buyer. In 2004, online
buyers are expected to spend an average of $585 person, up
from $540 per buyer in 2003. That trend in higher spending
is expected to increase over the next five years: Through
2008, average spending per buyer will be close to $780 per
buyer.] Taken from an article by Laura Rush, Clickz.com

They are extremely promising statistics and the implications
for those of us who are creating an Internet presence now
are profound. If you are able to develop an effective
Internet marketing business now, your income could grow at
a compound rate for the next several years.

There are additional reasons why now is the perfect timing
for starting an Internet marketing home business:

The industry has already been successfully pioneered and
many of those that trail blazed before you have made
available, information about every imaginable facet of
Internet marketing. See Internet marketing courses at

Building and developing web sites no longer requires you to
learn HTML code. There are several software products that
make building web sites easy and enjoyable.

Making your site available on the Internet for other people
to visit is very cheap. For example, buying a name can cost
less than $6/year (if you know where to go, see cheap
domain names) and having it available on the Internet can
cost as little as $7 to $8 per month or even cheaper if
you’re prepared to settle for lower quality standards.

There are hundreds of pre-packaged, ready to go work from
home business opportunities that don’t require you to build
anything. They provide training, resources, web sites and
support. Unfortunately, a lot of them are not worth your
time. See The Best Work From Home Business Opportunities
for the programs that I personally endorse at:

You have immediate access to a world-wide market; over 729.2
million (March 2004).

If you sell a digital product distributions costs are
practically zero (amazing isn’t it!)

Profit margins are very, very high; levels unheard of in the
traditional business world.

Your number 1 salesman (your web site) will never take a
holiday, working day after day 24/7 for a little at $8/month!

There is no better time than now to begin your business and
change the course of the rest of your life. Every journey
begins with the first step but no one can take it for you.

Take action now.

Written by Murray Hughes



Analyzing Customers in Your Business Plan

The Customer Analysis section of the business plan assesses the customer segments that the company serves. In it, the company must
1) identify its target customers,
2) convey the needs of these customers, and
3) show how its products and services satisfy these needs.

The first step of the Customer Analysis is to define exactly which customers the company is serving. This requires specificity. It is not adequate to say the company is targeting small businesses, for example, because there are several million of these types of customers. Rather, the plan must identify precisely the customers it is serving, such as small businesses with 10 to 50 employees based in large metropolitan cities on the West Coast.

Once the plan has clearly identified and defined the company’s target customers, it is necessary to explain the demographics of these customers. Questions to be answered include:
1) how many potential customers fit the given definition? is this customer base growing or decreasing?
2) what is the average revenues/income of these customers? and
3) where are these customers geographically based?

After explaining customer demographics, the plan must detail the needs of these customers. Conveying customer needs could take the form of past actions (X% have purchased a similar product in the past), future projections (when interviewed, X% said that they would purchase product/service Y) and/or implications (because X% use a product/service which our product/service enhances/replaces, then X% need our product/service).

The business plan must also detail the drivers of customer decision-making. Sample questions to answer include:
1) Do customers find price to be more important than the quality of the product or service? and
2) are customers looking for the highest level of reliability, or will they have their own support and just seek a basic level of service?

There is one last critical step in the Customer Analysis — showing an understanding of the actual decision-making process. Examples of questions to be answered here include:
1) will the customer consult others in their organization/family before making a decision?,
2) will the customer seek multiple bids? and
3) will the product/service require significant operational changes (e.g., will the customer have to invest time to learn new technologies? will the product/service cause other members within the organization to lose their jobs? etc.).

It is essential to truly understand customers to develop a successful business and marketing strategy. As such, sophisticated investors require comprehensive profiles of a company’s target customers. By spending the time to research and analyze your target customers, you will develop both enhance your business strategy and funding success.

Rethinking The Oil Change Business Venture

Annual quick lube survey, is it still viable?

I wish to comment on the Fast Lube Business and the annual survey done by Auto Laundry News, one of the few Industry Magazines for the car wash industry. In this 2001 survey, we see an increase on the number of locations out there. Yet the leader of the Industry is by far Jiffy Lube. We see variations on theme, but we can safely say that Jiffy Lube has adapted best to the American public and their desires when it comes to oil changes.

This survey showed the average customer would drive 5.7 miles to get an oil change. If 50% of the customers would drive 5.7 miles and 80% of the customers usually come from a three-mile radius to get a car wash, I see additional synergy. These car washes with oil lube centers are getting a further reach than the industry average. This is great news for those carwashes adding oil lube bays, but also it takes up space and if not marketed correctly it will not work. The survey was quick to show that oil change facilities do best in middle class areas, not high-end areas. They do poorly in low-income areas. This all makes sense. Free standing car washes were the most likely to have oil lube facilities on there properties. Interesting too is that minimum wage was not prevailing, normally the companies pay $8.00-10.00 per hour. Makes realistic sense and I believe good help starts in this country at $10.00 per hour in most metros and $8.00 hour in rural.

Only 23% of the fast lubes had a website. Only half had internet access in the locations. Average employees were 5 full time and 3 part timers. Luckily for the image of this industry 74% had specific uniforms. The average shop had 3 bays, not enough to do the volume if adequate blitz marketing and community based marketing were taking place. Average revenue was $32.00 per car. That is an awful lot of upselling since the average advertised price that I have noticed is around $19.99. Less than 30% were open on Sundays? Bad mistake since there is no time to change oil and wait in line for most Americans. Average monthly gross was $2,400.00 per month per bay?

This is shit, this is not even a viable business, these people are wasting their time. Think about it, you have cost of oil and filter too and labor? Forget that news. I question the viability of the entire oil change industry. The largest Jiffy Lube franchisee in the country with 180 units was de-listed from NASDAQ and so was another prominent auto care and lube company recently. I like the Kwik-Lube Company and feel they are doing it right, but also question the ROI of such an endeavor seeing these results and the cost to build the building and time to build it. One good thing that the oil lube bays have going for them is the up-sell, but as the consumer dollar gets tighter and the credit card debt gets higher and the fall out rates increase where will this extra impulse revenue and up-sell cash be coming form?

The Industry is still expanding and new entrants to the market place are hurting existing units and I question the saturation point, not on need, but on desire. No one wants to spend money on oil changes, they need to. People buy what they want, satellite TV and beer. Not what they need, so I see a frequency problem issue brewing and people waiting 5-6-7 thousand miles between changes. So I believe that if an oil lube bay is not already attached to another reason to frequent the facility it will soon be in desire straits. The survey also showed that 93% OF THE OIL LUBE BAYS USED ADVERTISING TO GET THEIR CUSTOEMRS? WHY? We do not advertise, word of mouth and happy customers advertise for us. There you go again more cost.

Also 60% of the surveyed said that competition was discounting. HMMM? You have labor costs that are high, frequency is down, new car technology on the horizon, cost of oil going to the big guys and throw in a price war? I see problem as the non-savvy operators leave facilities for sale and exit the market place. By eliminating the facility and going mobile with the existing customer base of let’s say a mobile truck repair business which can co-band and fleet services available you could beat these other companies since they running redline over saturations of mailer coupons and phone book ads and no web sites. Many companies are not watching the changing demographics at their locations and lease or property costs and unable to sell or borrow more due to their lousy profit margins. And what can you convert and Oil change bay into? Cover up the hole for a tire shop? What happens when Hydrogen cell comes and no one changes oil. Can you convert to filter type operation? Not really since often the tires and wheels are offset and will land the modular car into the lube bay hole. We have the solution and we can beat them in almost every aspect. Some consultants have said; “Bunch of dummies copying each other.”

Listen to this part of the survey, advertising dollars were spent on, here is where the respondents said they advertised; TV 15%, Direct Mail 51%, Radio 38%, Newspaper 35%, Bill Boards 18%, Yellow Pages 53%, other only 13%. Scary, all that costs money and everybody is running redline copying each other. This is what happens when people cannot think any longer and cannot adapt and do business at the speed of thought,


81% of respondents said they would honor competitor’s coupons? Whatever, why print them then. Let everyone else spend the money and take theirs? 80% said they have tried to use discounting to lure customers from other lube places to theirs. Boy this sounds like the carpet cleaning industry to me.

Breakdown in costs per job. 10% rent or property, 3% maintenance of facility, 26% labor, 30% materials, 4% utilities and many reported expecting that to double and some have already in the west experienced a tripling. Insurance 4% and that to expected to keep rising and some said 8%, Customer claims for damage 1%, this is in-excusable, Advertising 10%. Want to add those up for me. Why are they doing it?

Average new facility costs were; Land $206,000, Improvements $505,000, New equipment $36,000. WOW all that for little or no return? Average number of competitors within 10-mile radius? 36% said 3, 19% said two, 19% said 5, 7% said 5 or more. How can anyone invest this kind of money per location when we can build a couple of units for a total of $65,000 and nearly equal the number of potential vehicles to service? Also with AAA building oil change facilities and Wal-Mart getting into things, the competition will be bloody and that is a lot of money to invest in a business with an uncertain future. Not a good bet, if you were a betting man.

We are very much liking this Industry because we know things the Industry does not and we can slam them because they have missed the boat. We have seen a few companies which are looking into ways to change the oil on the water for yachts. What is even better is that they all missed the boat at the same time and are fighting on shore for a few little boats to get to the ship that is leaving the harbor. Who will survive this oil change war. The one who bests services the customer, they way the customer wishes to be serviced.