1. You Aren’t Getting Traffic

You’re excited about the big, expensive job the design team just finished on your site. It looks like a million bucks! Well it’s a shame it isn’t making you a darn cent. Just because it exists doesn’t mean people know about it. Announce it to the world by submitting it to reputable directories and sharing your useful content with others on social bookmarking sites (you do have useful content, don’t you? If not, I’ll cover this later). You can even do some link exchanges — provided the sites you exchange with are reputable — just to get your site crawled early on. Further optimize it for search engines by following good SEO practices, building quality content and generating inbound links from other sites. Once you do that, you’ll need to monitor progress with web analytics software. Google Analytics is free and it has a slick interface. And we know you like pretty things seeing as how you broke the bank on your web site design.

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If you’re looking for high ROI, invest your own time in learning search engine marketing. Better yet hire a qualified SEO firm if you have the budget for it. Don’t settle for quick-fix promotional ideas. Build long-term exposure and a solid reputation by attaining high rankings, keeping email/newsletter lists, targeted ad placement and social media participation.

2. You Have Worthless Content

What defines worthless content? Without knowing what topic your web site covers it’s tough to say, but if you have nothing that sets you apart from your top competitors then I’d say you aren’t in good shape. If you don’t know what kind of content people are looking for on the Internet today, take a peek at what’s popular on social bookmarking sites. Observe some of the story titles on the front page of Digg.com:

“Guinness Stout Beef Stew Recipe for St. Patrick’s Day”
“In Move to Digital TV, Confusion Is in the Air”
“Kim Jong-Il Interprets Sunrise As Act Of War”
“Automatic bacon dispenser?”
“The 5 Best Obama Photomosaics on Flickr”

Words I would use to describe these topics, in order, are: seasonal, informative, satirical, comical, and trendy. This information is popular because it’s appealing in its uniqueness and is relevant to today’s market. To set yourself apart from your competition, you need to get creative. If you’re the kind of person who had trouble painting by numbers, then hire someone creative. Professional copy writers can be well worth the investment. Create free tools your customers will want to use; write funny or interesting commentary in a blog about your industry; put a new spin on a traditional product or service or offer seasonal discounts. Create a comprehensive F.A.Q. on your site that covers topics your competitors don’t.

Take the time to beef up your content. Be innovative – don’t be afraid to think outside the box. Use the top competitor in your field as a measuring stick.

3. You Have No Call-to-Action

Poor promotional language can have a sabotaging effect if visitors aren’t drawn to your conversion pages. A conversion page is any page that acts as the final step in a visitor submitting a form, making direct contact or purchasing a product online. Obscuring those pages or confusing the visitor on where to go next can make them leave your site. Internet users have a short attention span – give them a clear direction when navigating your web site.

Use your web analytics software again to find out what pages visitors are landing on first. If your home page gets the most traffic, make sure there are clear links to your sub-topics. If inner pages are your most popular landing pages, find out if the traffic is targeted. Once you know the type of visitor and the specific page they land on, then you can start marketing your content more accurately.

The bottom line is to always make clear why, and how, visitors can buy your product. Don’t get too cute with multiple steps, options or convoluted language.
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4. You’re Getting Traffic But No Sales

Are you sure the traffic is relevant? If you’re running a pay-per-click campaign, ensure your ads are geo-targeted properly and your ad text or landing pages appeal to your customers. For organic search engine placement, have you done keyword research and analysis before optimizing your content? Look at your web stats and see where your visitors are coming from. What keywords were they searching for when they landed on your site? Are the referring sites relevant to your industry or topic? How much time does the visitor spend on each page? Sales won’t come if your visitors aren’t interested in what you’re selling. This is why preliminary keyword analysis is so important to search engine marketing.

If you’re running ads, it’s always good practice to experiment with different ad campaigns. If you put all your eggs in one basket you run the risk of losing out on potential revenue. Elements of your ads that you can change are:

• ad text
• landing page
• specific network your ads are shown across
• topics on which you focus the campaign
• geo-locations targeted

Remember, it doesn’t pay to skimp on initial product/market research and analysis.

5. You’re Getting Relevant Traffic But No Sales

This problem could signal a technical error or navigation problem with your site. Make sure you thoroughly test all functionalities on various web browsers and systems. Submit test forms. Do a link check to spot possible broken links. Is your web hosting service reliable?

If you’ve ruled out technical issues as the cause then turn your attention to the content and customer base. Has your market taken a downturn? Can the lack of sales be attributed to the poor economy? Have you fallen behind your competition in product quality, selection or pricing? Does your web site’s navigation system confuse users? Your web site is the first line of contact between the business and potential customer, but it’s not the only step you need to worry about. Telephone operators or online payment systems can present their own issues.

This is moving away from web site problems but if any part of the sales process takes place away from the site, investigate those areas of your business as well.

A number of specializations have come into existence, namely information technology consulting, human resource consulting, and others, many of which overlap, and most of which are offered by the large diversified consultancies listed below. So-called “boutique” consultancies, however, are smaller organizations specializing in one or a few of such specializations.

In the current scenario, these types of consulting firms can be divided broadly into four categories:

1. Large, diversified organizations that offer a range of services, including information technology consulting in addition to a strategy consulting practice (e.g. Accenture, Deloitte). Some very large IT service providers have moved into consultancy as well and are also developing strategy practices (e.g. Satyam)
2. Medium-sized information technology consultancies that blend boutique style with some of the same services and technologies bigger players offer their clients.
3. Large management and strategic consulting specialists that offer primarily strategy consulting but are not specialized in any specific industry
4. Boutique firms, often quite small, which have focused areas of consulting expertise in specific industries or technologies. Most of the boutiques were founded by famous business theorists. Small firms with less than ca. 50 employees are often referred to as niche consultancies. If they have a unique concept and market it successfully, they often grow out of this segment very fast or are bought by larger players interested in their know-how.
Business consulting is becoming more prevalent in non-business related fields as well.

As the need for professional and specialized advice grows, other industries such as government, quasi-government and not-for-profit agencies are turning to the same managerial principles that have helped the private sector for years. One important and recent change in the industry has been the spin-off or separation of the consulting and the accounting units of the large diversified firms. For these firms, which began business as accounting firms, management consulting was a new extension to their business. But after a number of highly publicized scandals over accounting practices, such as the Enron scandal, accountancy began divestiture of their management consulting units, to more easily comply with the tighter regulatory scrutiny that followed.

Too often, once a company’s technology is ready to be licensed, determining how to support the technology becomes an afterthought. General and non-descriptive obligations like “providing telephone and email support” and “providing updates” are invitations for disagreements and missed expectations. When is phone support being offered? How quickly will you respond to problems? What is considered and update and what is a new product for which you would charge the customer separately? Many times, you need your customer to provide you with certain information about the problem before you can diagnose and fix it. Set the appropriate expectations in your support and maintenance policies and avoid these issues in the future.

7. Not contracting customers to recurring support fees

Customers want and expect that you will be there to support your product, assist with problems, and provide them updates when you add features or fix bugs. Customers also expect that you will regularly charge them for these services, so why do so many technology vendors sell a product to a customer and fail to structure regular and recurring support fees? In general, a technology vendor’s highest profit margins are realized through a support fee stream, and not in the upfront license charge.

6. Inadequate non-disclosure and non-compete agreements with employees and contractors
The technology business is one of the most competitive industries in the market. Why take a chance losing your competitive advantage by not ensuring that your intellectual property, customer lists, trade secrets, and other sensitive information are properly protected through appropriate agreements with your employees, contractors, and vendors? Finding and using some form agreement that you saw floating around on the Internet somewhere may actually make matters worse if you don’t fully understand the terms. Moreover, simple steps can be taken to ensure that anything developed by your employees is, and remains, your company’s property.

5. Giving away intellectual property ownership too liberally

Many technology companies develop customized technology for their customers, or make customized modifications to their existing technology on behalf of a particular customer. And most customers argue that if they’re paying for it, they want to own it. But giving away your company’s intellectual property in these instances can prevent you from reusing it for other customers – effectively shutting down a potential source of revenue in the future. And many times, your customers may not need to actually “own” the developments – a license right can often do the trick.

4. Using overly broad or subjective acceptance testing

It is not uncommon or unreasonable for customers to want to “kick the tires” of your technology before they pay for it. Problems arise when the customer has an unreasonable expectation of what the technology is supposed to achieve, and either want to withhold payment, or force you to provide extra services to meet that unreasonable expectation. This especially manifests itself when a customer includes acceptance testing language in a contract which is not tied to objective and realistic standards. Although it can be a laborious effort, taking the time to objectify these standards with the customer in the contract can save you significant time down the road, and get you paid faster.

3. Offering liberal source code escrow release conditions

For software developers, you know that your source code is the “crown jewels” of your business. It is the core of your technology, representing months or years of your blood, sweat, and tears. Yet many software companies are willing to give it away, for free, to their customers. How? By entering into a source code escrow agreement with a customer and allowing it to be released to them in situations where the code still holds value for you. Many customers will demand the source code be released to them if you stop supporting the software, but the intellectual property in the code may still be used in your other products or technology, effectively giving your customer the tools it needs to duplicate your technology. Creating very narrow and specific source code release conditions can minimize this impact.

2. Undervaluing technology

What is your technology worth? It’s a difficult question, and value can be measured and determined in many ways. Many new technology companies feel compelled to undercharge for their technology in an effort to break into the market. Although there is certainly some merit in that, I see vendors consistently undervaluing what their technology is worth, leaving significant revenue on the table. Understanding the impact and loss to the customer if they DON’T license your technology is the first key to pricing your product. Plus, under-pricing your product can create an impression that the technology is “cheap” – not a label that will build a positive reputation of your company in the long run.

1. Using a form license and/or services agreement that doesn’t fit your business model
Capturing exactly how you want to provide your product or services to your customer, allocating the risks, and creating each party’s obligations and rights, is not a simple or quick process. Replicating some other company’s form agreement not only exposes you to risks that you may not be aware of, but potentially violates the other company’s copyright in their agreement, and raises the risks outlined in the other points of this list. Having a customized agreement created for you that aligns with your business processes, mitigates your risks, and addresses the laws that apply in your jurisdiction for your industry is a key component in running a successful technology business.

Websites have to ensure that you get a top page positioning in for your product or service. This is why much thought needs to go into website development. This is most efficiently done with the help of the right consultant who manages to right design and programming team.

The foundation for website development depends on what the intention is with the website. There are different steps to be followed for personal websites and different steps for the business websites.

Choose the website development vendors according to the budget you have allocated for website designing and the amount of time you have to spend for website development. The more you can afford to spend for the project, the better you can expect the website to be.

There are different types of website to choose from. Create simple pages having only company description, and your contact details. This is the cheapest website that requires limited maintenance.

Another form of website construction is a website with numerous pages including feedback forms, pdfs, company description, brochures, and contact details. These websites are great for sales where visitors will be able to choose their products and decide whether to establish contact.

More complex website development, you can create a product catalogue that has company description, payment system and contact details. With these complex website projects, clients have the benefit of full e-commerce sites and database driven websites that are completely dynamic.

Finally with proper website planning and development, websites need to be promoted via marketing. This can b3e a very expensive task for many startup companies and existing ventures. Companies should do their research and review all their options. Websites themselves should be developed with latest Search Engine Optimization techniques and strategies.