YP advertising is still one of the top lead generators for storage facilities, often responsible for bringing in as many as 80 percent of new customers. The ad sales representative knows this, but he also knows storage is a competitive heading. So his main goal is to entice you to buy an ad that puts you as close to first position as possible. That could mean big bucks, and you might not see much of a return investment with only one or two locations to split the cost. Here are some helpful hints to help you maximize your YP budget.

Its About Competition

What you understandand the sales rep may notis self-storage is a location-specific business. In most cases, your customer will only be willing to travel 3 to 5 miles to get to you. So buying the double truck ad (two full pages that face each other) that puts you in first position under the storage heading could be a huge over-buy. If ABC Storage is your direct competitor, its ad is the only one you need to worry about, regardless of where it falls in the section or its size.Get Statistics

All local YP reps are going to tell you their directory is the one used most, so make them put their money where their mouth is. Most publishers track usage statistics for their directories and conduct research for the top 150 headings, one of which is storage. So ask to see the results. The data can range from heading use in a specific directory to measured call counts for one or more display ads under a particular category.

If available, request a copy of the study itself. You want to know it was performed by an independent third-party research firm. Also ask for a coverage map to be sure the directory does a good job covering your 3- to 5-mile, customer-base radius.

Cut to the Rates

Most YP publishers offer pricing incentives for new and upgraded business. A local rep probably wont tell you that immediately; but remember, he works for the publisher. National agencies, on the other hand, work for you .

Ask for rates on all the sizes you would like to consider, but dont settle for the first price offered. Play hardballyou know what you can afford, and you need to know youre buying the most competitive ad size within your budget.

For example, tell the rep you may want a half page, but its just outside your price range. Since most discounts will phase out to the full rate over a period of time anyway (typically two to three years), its still in the reps best interests to give you a discounted rate. Chances are you wont want to shrink and lose your position, even once you have to pay full price. Before you make your final decision, always ask if youre getting the best rate possible.

A Word About Positioning

Priority placement goes first to advertisers buying large ads, such as double trucks. Within that ad family, the advertiser who was first to buy a double truck and continues to renew it will always get first position within the heading. Anytime he declines to renew that exact ad size, he will lose his priority positioning.

For example, lets say Eds Storage has the second-position, full-page ad in the heading. If the company doesnt renew for a full page this year but wants it next year, it will fall to last position because it will have lost seniority.

Independent or Utility?

Every area has a utility directory, which is published by the local phone carrier and generally the most widely used. However, most areas are also covered by one or more secondary directories, published by independents. While the utility directory is predominant, the secondaries do get used, and their rates are much lower. The independent reps also have more flexibility to discount prices, so dont be afraid to go for it. You may be able to get good positioning at good rates.

Color and White Knockout

When you have to go with a smaller ad, more potential competitors will fall on the same page as you. Getting your ad to stand out with color or white knockout could be your best bet. If you decide to go with a full-page ad, you only face one competitor, so color is not necessary.Artwork

The YP publisher offers to provide free design for your ad, but remember he works for your competitor as well. This results in a cookie-cutter look for everyone. It may be worth the investment to have a third-party professional design your ad. If your artwork isnt eye-catching or copy doesnt speak to customers needs within two to three seconds, it could cost a lot more in lost business.

Dont Ask, Dont Get

There are some freebies that may be available from the publisherif youre savvy enough to ask. YP studies have shown that a second, smaller display ad could increase call volume considerably in crowded headings. If youre buying a display ad near the front of the heading, ask for a second ad no charge. It could be anything from a small display to an in-column ad.

Call-Tracking Numbers

Ask your local rep for a call-tracking number. This is a special phone number you use only in your YP ad. It ties in to your regular phone line, but all calls on the number are tracked, and you get a monthly report. Most publishers offer call-tracking numbers, and its a great tool to measure the effectiveness of your YP advertising. Its especially recommended to new advertisers.

When it comes to YP, get the best bang for your buck in the right directories with a stand-out ad that falls in the most competitive position you can afford. Follow these tips, and you can become your own Yellow Pages expert.

Sue Weinman, senior account executive, represents the Yellow Pages Division of The Michaels/Wilder Group, an advertising agency that specializes in Yellow Pages, Internet and recruitment advertising. Based in Phoenix, the award-winning firm is celebrating its 16th year of business thanks to a loyal client base that includes hundreds of self-storage owners and managers. For more information, call 800.423.6468; visit www.michaelswilder.com.

As advertisers try to connect with the U.S. Hispanic market, they may find it useful to read the findings of Scarborough Research, which released its latest analysis of Latinos living stateside. The study, Emerging Latino Markets in the U.S.: How to Find and Target the Complex Hispanic Consumer, identifies up-and-coming geographic areas.

The Hispanic marketplace is continuing to grow in the U.S., but it is not a homogeneous group; and marketing efforts need to take into account Hispanics distinct demographic, media, shopping and lifestyle patterns, says James Collins, Scarboroughs senior vice president of information systems. With the creation of consumer groups, we are providing marketers with a road map to help them better understand how important factors such as language, age, media usage, and overall shopping patterns vary among Hispanics.

Heres a closer look at Scarboroughs identified consumer segments:

New Lifers.

These foreign-born Hispanics have been in the United States for an average of eight years. They have young children, and 61 percent prefer to speak mostly or solely Spanish. Their average annual household income is $40,000. They are likely to have had a child or been married over the past year, and 75 percent listen to Spanish-language radio.

Old Ways.

These foreign-born Hispanics have spent about half their lives in the States. They have a mean age of 54, and 61 percent prefer to speak Spanish almost exclusively. Their annual household income hovers around $47,000. Sixty percent live in Los Angeles, Miami, Fla., or New York.

Settled In.

Mostly born in the United States, these Hispanics have a mean age of 43 and an annual household income of $68,000. Nineteen percent prefer to speak mostly or only Spanish. They are 69 percent more likely than other Hispanics to have an annual household income of $100,000 or higher, and are 31 percent more likely to have used the Internet in the past month.

The Pioneers.

Born exclusively in the United States, these Latinos have a mean age of 65 and an annual household income of $50,000. Twenty-one percent prefer to speak Spanish. They are above the national average for cable use, and 47 percent reside in Albuquerque, N.M., Los Angeles, New York or San Antonio.

Young Americans.

Three-quarters of these Hispanics are born in the United States. They have an average age of 26 and an annual household income of $60,000. Seventeen percent prefer to speak mostly or solely Spanish. These are the heaviest Internet users, accounting for 43 percent of all Hispanics who spend 10 or more hours online in a week. They watch music videos and listen to non-Latino radio.

The Scarborough study discovered that Atlanta, Washington, D.C., and Wichita, Kan., are critical areas for this market. Hispanics in these cities are younger, have spent most of their lives in the United States, and fall into higher income brackets. They seem to be putting down roots and making big-ticket household purchases, such as furniture and appliances.

Tenth Anniversary of a Latin Tragedy

Selena Quintanilla died on March 31, 1995. The bleak circumstances of her tragic deathbeing gunned down by the president of her fan club outside a Days Inn motelprovided the starkest of contrasts with her radiant life. Just weeks short of her 24th birthday, Selena was on her way to becoming the single most successful Latin female singer in the world.

Ten years later, signs continue to point in that direction. Selenas posthumous, English-language debut album, Dreaming of You, debuted at No. 1 on the Billboard 200 chart in 1995, the first album by a Latina singer to do so. Ironically, Jennifer Lopez would equal the feat, but only after she became famous for portraying Selena in a film of the same name.

Looking For Cures

Encouraging Hispanic participation in medical research is a goal of the National Institutes of Health Clinical Center in Bethesda, Md., the largest hospital in the world dedicated to clinical research. Past breakthroughs have included the first cure of a tumor with chemotherapy, the first cure of certain types of childhood leukemia, and the first use of AZT to treat AIDS. Now, researchers are seeking treatments for diseases such as diabetes, high blood pressure, lupus and certain cancers. On average, the center sees approximately 20,000 patients a year, 5 percent of which are self-identified as Hispanic.

Furniture with Hispanic Themes

The Pulaski Furniture Co. debuted a new furniture line called Casa Cristina, inspired by the Miami home of Latina media mogul Cristina Saralegui, who refers to herself as the Hispanic Oprah. The furniture designs will feature influences from Portugal and Spain but include some of Miamiís tropical-island flavor.

In general, hacienda-style furniture is becoming more popular than ever. Thick wood, wrought-iron accents, rich leather and boldly colored fabrics have resurged, giving American consumers the opportunity to decorate with Latin-inspired themes. This trend has flourished, thanks in part to changing U.S. demographics.

Myrna Sonora is the director of Hispanic business for The Michaels/Wilder Group, a specialized advertising agency incorporating three divisions: Yellow Pages, Internet, and Recruitment Advertising. Based in Phoenix, the award-winning firm is celebrating its 15th year of business thanks to a loyal client base that includes hundreds of self-storage owners and managers. For more information, call 800.423.6468; visit www.michaelswilder.com.

Payment fraud can be one of the most significant problems a self-storage operator faces. The scope of annual merchant-service fraud is approximately $3 billion dollars per year in the United States, or about 10 percent of total electronic transactions.

As it relates to electronic payments, fraud occurs in three main forms: friendly, internal and external. Friendly fraud refers to when an individual purchases goods or services with the intention of using consumer-friendly rules to get out of paying for them. External fraud occurs when a customer provides a merchant with false information, e.g., a fraudulent credit-card number. Internal fraud is when a trusted employee steals from the merchant through various techniques.

In a self-storage environment, friendly fraud is not likely. Your greatest defense is you have the ultimate control to access a customers unit if payment is not valid. Your biggest risk is at the end of the lease when you relinquish a tenants goods.

At this point, the customer can file a chargeback claim, and you must be prepared to respond to an inquiry or chargeback issuance from the payment processor. If possible, get an electronic swipe of the card if its a credit card or ask for a debit card instead. When a credit card is keyed in rather than swiped on a terminal, never assume the charge will survive a chargebackit wont.

External fraud will also have minimal impact on a storage operator. The presentation of a stolen card for a recurring charge like rent is rare. This is because, on average, the rightful cardholder will be aware of any unauthorized activity within 45 days and cancel the card. In most cases, this occurs within days of it being stolen or lost.

Your greatest area of concern is internal fraud, which happens when an employee with access to the payment system abuses the privilege to steal money. Internal fraud can go on for years before it is discovered. Many experts in the payment industry believe the majority of these cases are never exposed.

The most common form of internal fraud is the issuing of inappropriate credits. For example, an employee might issue a credit to a friends credit card against a merchant charge that never occurred or issue a credit in excess of the original charge amount. He might also issue a partial or complete credit to a customer with the intention of charging less for rent or retail product than he should.

Audit Procedures

With these tactics in mind, its imperative that you have a specific set of audit procedures to monitor payment activities. Following is a recommended six-step protocol to reduce merchant-service fraud. When possible, separate and rotate these activities, and conduct audits on a random but frequent basis:

1. Understand the merchant-service statement.
2. Control all voids.
3. Investigate all charge-backs.
4. Monitor all credits.
5. Look for patterns.

Understand the merchant-service statement.

You should have a solid understanding of the basic elements of your merchant-service statement. These include the statement cycle, format, location of specific information and terminology. The statement should never be mailed to the facility office but to an off-site location where independent monitoring can occur. If you arent comfortable monitoring your own statement, hire a payment professional to assist.

Control all voids.

When possible, require a manager to authorize and verify every void before issuance, and independently monitor the components of each. The following information should be recorded: the reason for the void, the employee who issued it, the date and time of the void, all the associated receipts, and the signature of the customer to whom the void was issued.

Investigate all charge-backs.

Handle charge-backs similarly to voids. For each, log the reason it occurred, the employee who initiated the sale, the date and time of sale, and the credit-card number from which the chargeback derived. You should develop a detailed information trail on all chargeback activity, auditing each one not only from the perspective of the particular event, but looking to see if a larger system or organizational issue needs to be addressed.

Monitor all credits.

The same type of log is necessary for all credits. Make note of the reason for the credit, the employee who issued it, the employee who made the sale, the date and time of the sale and credit, and the account number used for the initial payment. This information must match the account for which the credit is issued. Youll also need the signature and phone number of the customer for auditing purposes.

Look for patterns.

This is singularly important. Often a pattern emerges in void, chargeback and credit activity, and this should prompt a detailed evaluation. To establish a base pattern for the business, review the last six months of merchant-service statements, tabulating norms. Make careful note of the following:

• Percentage of downgrades
• Types of downgrades
• Percentage of each downgrade type
• Percentage of charge-backs
• Percentage of voids
• Percentage of credits
• Percentage of transactions by card type

To determine the meaning of any pattern, youll need a set of benchmarks against which to compare data. Establishing them takes a lot of work, but its a surefire way to reduce internal fraud. If you dont wish to do this yourself, hire a consultant with the experience necessary to handle the task. Ask the vendor about his experience, which database he uses, and whether the database contains information regarding your specific payment processor and market (geography and business type).

Vigilance is the key to preventing lost profit in any business. Use these auditing procedures, and youll reduce the likelihood of friendly, external and internal fraud.

Ross Federgreen is a co-founder of CSRSI, which provides an integrated approach to the analysis, design, implementation, deployment and management of electronic transaction services and systems. Since 1999, the company has helped more than 350 public and private institutions reduce the cost of acquiring money and minimize the liability exposure related to payment transactions and customer data. Its products include the Credit Card Analysis System. For more information, call 866.462.7774, ext. 1; e-mail [email protected];  visit www.csrsi.com.

The European self-storage landscape is dominated by multi-facility operators involved in a seemingly endless stream of acquisition, mergers and expansion plans. But a few single-site enterprises are making a name for themselves, too.

Last year, Sara Keller founded Spazio in Piú, a small facility, in Pavia, Italy. An American raised in Arizona, Keller moved to Italy with her Italian husband in 1995, working as an English teacher for American companies. Their facility is a conversion of a factory once used by her husband’s sheet-metal company.

After witnessing the success of the storage industry in the United States, Keller decided to bring the concept to her mobile community of 80,000. The city, just south of Milan, is home to a university and major hospital. Keller lives on site and, though she’s the sole employee, the job of manager/owner allows her the flexibility to be a full-time mom to her two children.

Is Spazio in Piú the first family-owned and operated facility in Italy, and is its owner the only female operator in Europe? Keller isn’t sure—small storage owners generally can’t afford to join national self-storage associations, and they don’t have an open forum to exchange information as U.S. operators do. She did, however, share some of her insights with Inside Self-Storage.

How did you research the industry?

The Internet was invaluable for viewing other facilities and finding suppliers. Our building supplier was incredible—it even sent me an informative CD on how to plan a facility right down to unit mix and budget planning. It was a great resource because there’s limited info out there for the European market. The ISS website gave me a great boost in demonstrating how much the business is expanding abroad and in the United States. However, prospective owners who don’t speak English would have a problem—the information I found is inaccessible without that skill.

Why did you make the leap into self-storage?

I wanted to make use of a mostly empty factory we’d originally purchased to expand my husband’s manufacturing business. In 2003, we moved almost all production to Slovakia and another site because the 9/11 disaster, combined with greater competition and strict Italian regulations, made it too hard to remain competitive. However, the property had a few years left on its loan, and it’s situated along a motorway that connects Pavia and the freeway to Milan.

According to my Internet research, our 2,000 square meters of factory space on 5,000 square meters of land was ideal for self-storage. We can provide ample parking and have room to provide external units for recreational vehicles. Most important, we can construct the units ourselves—at cost and gradually—as demand increases. The opportunity was too good to pass up.

What kind of marketing did you do?

I began researching the project in December 2004 and legally opened the activity a month later. The first thing for me to do was advertise—to feel out the market and begin educating the public. In the first six months, I spent €10,000 on ads like the local Yellow Pages, fliers (not much response), a home fair, ads in small local newspapers, and a simple website I created myself. I spent hours registering my site on search engines.

In April, I had my first request for space, and the client found out about the service through word-of-mouth. We also installed street signs in the immediate area directing people to the site (with name, number and an arrow). Surprisingly, this brought me business right away from passersby. We had a stand at the local home fair to diversify my presence. By summer, I increased my monthly publicity budget to about €1,500 per month. I’ve done a couple radio interviews and am airing ads during fall sporting broadcasts.

Describe the conversion process.

I prepared three units (9, 20 and 40 square meters) and rented them immediately. My first customers were an antique-furniture dealer, a family that was remodeling its home and a home-fair organizer. Slowly, more requests came in, and I had more units prepared within a week to meet demand. By July, I had completed one-quarter of the total project with 90 percent occupancy.

We are now in the process of finishing the first half of the project. I want to phase in the remaining 1,000 square meters the same way: First get tenants, then invest in creating units. I’m currently at 100 percent occupancy, with a waiting list for six more units of 2 and 6 square meters.

To better serve customers, I’ve agreed to store urgent goods for customers awaiting space in one large unit and move it myself when their individual units are ready. Customers are rather satisfied with the situation. I originally hadn’t given RV storage much thought; but I had so many requests I figured we should try it, so I’ve projected 13 outdoor spaces for RVs and 30 for motorcycles.

Who are your customers?

From April to August, we had about 60 total invoices for 30 customers. I don’t have enough data compiled to say that one group is more of a target than another. There is an enormous possibility that, sooner or later, everyone will need a flexible storage solution. But this is what I’ve been able to pinpoint so far: 35 percent live within a 10K radius; 35 percent within 20K; 15 percent within 30K; and 15 percent from farther away. One client traveled more than 300K to reach me because I was midway between Venice and Genoa, where he is moving, and there’s nowhere else for him to store his things.

About half my customers are residential, most moving to another home or remodeling, and a few with limited space at home. The other half is mostly small commercial businesses and artisans: a shop owner, antique-furniture dealer, art dealer, used-book dealer, parquet-floor installer and handyman, to name current clients. They usually take spaces that are 15 to 20 square meters, long term. Many have even asked to leave their vans over weekends and holidays.

What security features do you offer?

I checked into many different security/ access-control systems. While some cost nearly twice as much as less sophisticated options, I think the best investment is one that is industry-specific and can be built upon as a business grows. Unfortunately, I’m not ready to invest in any system at the moment, for financial reasons as well as the fact that the site is not complete. I foresee that within 12 months, however, a quality security system will become a necessity.

For now, I have functioning offices with employees who watch over the storage during the day, and I’m present at night and on weekends. The grounds are gated, and the main entrance is locked at all times. We use a private security service, which does rounds in the neighborhood for other businesses and homes. We’re installing security cameras at the entrances and inside the main area, though that’s really more a deterrent than anything else.

What advice would you give someone trying to start a self-storage business in Europe?

Know your market. Invest in an area where you live, and find a highly visible and accessible site on a main road. It’s not necessary to dive into major cities and be in direct competition with large international providers. There are thousands of small towns with populations of 100,000 to 200,000, where there is zero saturation and high demand.

What really surprised you about the business?

Honestly, I surprised myself. It started out as an idea, and I wasn’t that enthusiastic about having to dedicate so much time and energy to a business outside my field. But the more I researched the sector and things started falling into place, the more excited about self-storage I became. Since it’s a small company, and I do almost everything myself: planning, budgeting, creating a marketing campaign and dealing with customers. It is a huge learning opportunity, and it has already been very satisfying to watch the business grow.

What’s it like to have an independent facility competing with larger companies?

I don’t really see the chains as competition, and none are nearby. This is a family-run, local business tailored to the needs of clients. For example, I occasionally have requests from small commercial business to have material delivered to the site directly. They give me an arrival date; I accept the merchandise and give them a call. This saves them dead time waiting for trucks to arrive.

It’s exciting that I can take our services in any direction—from adding more RV parking to changing the layout of the other half of the facility to include larger spaces/aisles for business. I could buy a forklift and hire a worker to help store heavy commercial/manufacturing items.

How are residents responding to the self-storage concept?

Italians are a bit wary of the business. They can’t quite believe they can drive up, rent a space without lengthy binding contracts in about five minutes, unload their stuff, and go home. They’re used to everything being very bureaucratic and complicated.

I also have a policy of total flexibility. I don’t require any notice for termination of a contract. Payment is for one month in advance, and when the customer wants, he may vacate without penalty. This is highly appealing to customers, and I’ve found everybody gives at least a week’s notice before moving out. I’ve only had to refund two customers for time paid but not used.

How did you decide on pricing?

I studied my operating costs, and then took my building supplier’s advice for calculating delinquency and vacancy. Finally, I compared it to what garages and small factory space is renting for locally. I charge about half of what my competitors charge in neighboring Milan, where costs are admittedly higher. I feel prices should be straightforward and the customer should be able to shop and compare, so I post them on my website.

Plans for the future?

I’d love to be able to say a year from now that the conversion process is complete; self-storage is a household name in Pavia; and Spazio in Piú will have to open a second location to keep up with demand! One of the reasons we gave the industry a try was also to give my husband’s company some hands-on experience in self-storage supply. He has two plants and another opening in the Ukraine, and plans to produce metal products for the South Europe self-storage market.

For more information, e-mail [email protected];  visit www.spazioinpiu.com.

Every Hard-Nosed Marketing article published previous to this one implores you to create unique offerings for the various prospect/tenant groups that make up your market. You know that having a commodity offering is a constant struggle. Having done that, it is now time to figure out the best way to get the word out. Below, we get on to the rules of persuasion that we will use in our choice of media.

Many businesspeople blow a lot of money on media in the (false) belief that they are "marketing." I've tried hard to dispel the popular notion that marketing is synonymous with advertising, direct mail, fliers--media. Much needs to be done before it makes any sense to think about media. The preceding articles and the next several passages will describe the most important elements.

Most of that prep effort is time-consuming, but not particularly expensive. The only work needed has to do with the examination of segments among your tenants, any use of computer databases and your analysis time. Now, it's time to figure out how to get word out.

Critical Mass

There is a lot of noise confronting media consumers as torrents of promotional flack--TV, newspapers, fliers, etc.--assail us every day. It creates numbness to all appeals for time and money. We need to break through that din. That's the "critical-mass threshold." Aside from any particular message or audience, there often must be perseverance in getting to the critical-mass point (i.e., getting heard).

There is another facet that has the same effect but is caused differently. All of us apply a filter to promotion activity. No matter the technical perfection of an ad, if it isn't connecting with an interest area that I have at the moment, the promotion may as well not exist. If I don't have some need for a car, I "turn off" car ads. This is particularly applicable to self-storage because the personal demand for a self-storage unit usually only occurs occasionally with any one person.

As marketers, we have a limited period of time when the receiver is paying attention and a measure of skepticism on the part of the recipient/prospect that must be overcome. We're often depending on passive sales media (brochures, ads, etc.) to carry our whole sales load. For these reasons, promotion programs need to be maintained at an adequate level and for a period of time to ensure that it will be there when the correct interest level does arrive. But that is not the norm. These conditions limit the kind of activity that can be justified for self-storage.

I Am the Greatest!

Is this the boast of a blowhard? Muhammad Ali's speed and lethal left hook made that boast credible. We didn't snicker. When he said it, we pitied his next opponent.

Every message of any kind needs to be correctly structured to allow it to be believable. There is a very specific way to obviate any reaction that your messages are, well, full of hot air. There may be absolutely nothing wrong with the data/information being presented, but it should be presented in ways that are compatible with the way that we humans receive and process information.

The Keys

There are two aspects that will direct us. One is the relationship between the basis for a benefit claim (the left hook) and the claim itself; the other is the sequence (steps) in which selling thoughts are presented. First, let's examine the relationship between benefits and their source.

In Two Places at One Time? There is some subtlety here--the distinction about where a given self-storage aspect exists. (This is a little like the tree falling in the forest.) The unit exists in your facility; the user benefits exist in the tenant's mind. Any product is neutral, and it is we, as humans, that assign values of good or bad.

That's what markets are--the views, knowledge, biases, attitudes, etc., of every person in your service area. Markets are what's in all those skulls. We employ surveys to view what's in there and media to modify those attitudes. So, it's not too much of a stretch to say that marketers play mind games. At least it's fair to say that we deal with or try to influence what's in that gray matter.

Another twist is to say that what the buyer pays for is not what he is buying. A tourist is paying for a six-hour lease of a piece of a 747. He is buying a honeymoon with his new bride. A tenant is paying for a 10-by-20 self-storage unit. He is buying entry into a new home. It is the difference between what the offering is vs. what is driving the buyer's mind at the time of purchase. So what part does the marketer need to understand? You know by now.

We're talking about means and ends. The prospect's attitude and needs will frame the benefits to him. That's his "end." The unit is a means to get there. That's how the same unit can have vastly different meanings for members of different segments. The "means" are common, while the ends vary. Marketers want to deal with ends. That is what makes prospects tick.

It is knowledge about how segments behave that is important to marketers. When we can identify segments and learn how they gain value from storage, we have the makings of a marketing program. You become convincing when you talk about the customer's needs. Absent that knowledge, you will find yourself talking about metal, concrete floors, 24-hour access, ceiling height, etc. You're concentrating on your product, not a tenant's use. And you're doing it because you may not really know how each of those different users benefits from your offering. Knowledge about segments or use permits us to communicate with users in their terms. That's selling power.

More on Two Places. Any physical item has a set of characteristics: size, weight, color, shape, or something intangible, such as purchase terms. These are neutral elements at this point. They exist only as a part of the item. However, when they are perceived by the mind, we see that they can take on some kind of value. "Good" or "bad" judgements are additions made by the human mind; they are not inherent in the item. Those additions are known simply as benefits or losses. It is the comparison by the buyer of the benefits compared to the price that will produce action. The promotion methods used to convey those benefits and losses into minds are media.

All good promotions have a core truth. Wild claims are just that--wild--unless the prospect sees that there is substance to the claim. Buyers examine the language of promotions and, wary of puffery, decipher it to determine if the claims are real. A quality can deliver more than one outcome, and a product can have multiple qualities.

All benefits must be supported/presented concurrently with the quality that produces it. Losses must be supported by a "bad" quality. The key is to note that benefits or losses flow from elements of the product.

What inspires the credibility is the presence of the quality that the buyer can see, but is not under the control of the seller. It's there. The sales people can pitch it or spin it, but they can't affect it. The sales job is to be sure the buyer knows and links benefits to buyer needs. (This why the seller must know what those needs are. They can be as varied as buyer types.)

A common sales error is to cite product qualities without translating them into benefits. Draw them a picture. Don't depend on the customer to just "get it" without any help from you. This is especially true of the non-personal sales encounter. Your sales material must carry the whole persuasive load. When in person, you will see the quizzical look, the glazed eyes. Then you can determine what is wrong and retool the presentation. Without the personal touch the sales piece must do it all.

Steps to Any Decision

The other key to marketing is the sequence in which selling thoughts are presented. When I indicate that there are a series of sequential steps that lead to a sale, I didn't create the steps. They are founded in our mental process. Hopefully, as we discuss them, you will recognize that you go through them each time you move toward a decision. They may not exist in tight sequence and may be spread over an extended time, but they are important because all considerations of media are aimed at moving a prospect along this sequential path toward a sale.

The strategies of sales programs use the sequence by asking: What progress have we made? How far along are we in the series of steps? How do we get the prospect to the next step? Regardless of media, our sales effort is continually accessing where we stand in the following sequence. Those steps are:

1. Attention --I must get and then keep your attention before I can communicate with you. That's what the neon is about, the bold headlines, the catchy phrases and, yes, the pretty girls. It can be, and usually is, momentary--maybe a few seconds--but enough to hold you until the next step. The attention-getting action may have nothing to do with our real intention/product. Then, I must move you from the "startle" to my offering and how I can benefit you with it.

2. Interest--When, and only when, I interest you in my subject can I make real progress. I will promise you something--a benefit. That promise must sustain your attention long enough to get you to consider my subject. Then, I must back up my claims with the qualities that produce them. If your interest wanes, I must get it back before I can progress. Some call this the "hook."

It's a tricky step. You must be sufficiently grand in your promise to elicit the interest you're after. Yet over-promising easily leads to unreal expectations from the buyer. Customer satisfaction is based on where the level of expectation starts.

3. Engagement--This is essentially a conversation where you confirm the premise that you believe has led the buyer to you. You explore the conditions that lead to the benefits promised in the previous step. With a salesperson, it is usually a series of questions and prospect answers, eliciting information that will validate the benefits. With non-personal media (direct mail, brochures, etc.), it is that part of the content that often sets up a synthetic dialogue aimed at establishing a need and your product's solution to it.

4. Close--Many sales people falter when it comes to asking for the order. Some wait too long. Some just don't do it and hope that if the benefits are established, it shouldn't be necessary. They wonder, if the benefits are established, why doesn't the customer just ask for one? But they don't, so you must.

When the questions are answered and the benefits are established, it's time. Whether in person or through some kind of non-personal media, a "close" or action-request is needed.

To Whom Are We Talking?

In every sales approach or conversation we're alert to two influences: The customer and the competition. It does no good to sell a prospect on self-storage, only to see them trot across the street to a rival operation. Thus, our market stance needs to link the benefits of self-storage to your facility. Of the two, the tenant is far more important, but to be oblivious to the shopping instincts of buyers is naive.

Next time we will examine the choices of media available to us. There are plenty out there, but only a few will be useful to most facilities in this industry.

Missed some previous issues? Check the Web at www.hardnosed.com.

Harley Rolfe is a semi-retired marketing specialist whose career included executive-level marketing positions with General Electric and AT&T. He also owned lodging and office facilities for more than 20 years. Mr. Rolfe holds a bachelor's degree in economics from Wabash College and a master's degree in business administration from the University of Indiana. He can be reached at his home in Nampa, Idaho, at (208) 463-9039.

Ten years ago, the word marketing was little used in the self-storage industry. Most operators used only the Yellow Pages to advertise their facilities, and a half-page ad was big time, costing about $500 per month. Then, as more investors learned about the possibilities of storage, facilities began popping up all over the nation. Competition increased, and marketing became a regular part of operators vocabulary.

But even then, advertising was mostly about Yellow Pages. Sure, some customers came to us by seeing our signs on the side of the road and remembering us when the need arose; but most of the time, they found us under the storage heading in the phone book. As competition grew, operators increased the size of their adsand their monthly Yellow Pages bill. It became one of a facilitys largest expenses next to mortgage, property taxes and employee wages.

After a while, however, Yellow Pages advertising didnt seem to draw business as well as it once did. Thats when we began to look at other industries and copy some of their marketing ideas. Direct mail, ads in print media such as local newspapers and shopper magazines, and shoe-leather marketing began to play a major role. Some operators even began to promote their service on cable TV, which did a tremendous job of educating the public.

Did It Work?

Most of us have tried various methods. Some have worked, while others were a complete waste of money, time and effort. But how do you know what works? One of the best ways is to simply ask customers: How did you hear about our facility? Sometimes this needs to be followed up with other qualifying questions. For example, if youre in a larger metropolitan area, you might have ads running in more than one phone directory. If thats the case, youll need to ask the customer the page number of the ad hes calling from to determine which book hes using.

If youve used other forms of advertising such as a coupon in a local paper, coupon clipper or shopper magazine, youll need some way to code these methods so you can trace their source. All employees must be trained to ask customers where they found the ad or coupon and to get a code, when applicable.

If you mail post cards to different target markets such as tenants of local apartments, condos or mobile homes, print them on different colored cardstock, which makes it easy to recognize the source of business when the customer brings it in. When you do mailings, some cards will inevitably come back to you as undeliverable. Make sure you cross these addresses off your list to avoid wasting resources in the future.

Keep in mind that with whatever marketing method you use, you may not achieve the desired response on the first attempt. You must be persistent and consistent. If youre placing an ad in a daily/weekly publication or using direct mail, run your piece once a week for three months. In the case of a monthly publication or service, run for three or four months in a row. Youll need to track any method for at least this long to accurately evaluate its effectiveness.

Knowing the source of your business and evaluating the success of various advertising techniques is the best way to plan future efforts. These days, you have several options; but tracking is the most important marketing tool youll ever use.

Pamela Alton-Truitt is the owner of Mini-Management, a nationwide manager-placement service. Mini- Management also offers full-service and "operations only" facility management, training manuals, inspections and audits, feasibility studies, consulting and training seminars. For more information, call 800.646.4648.

Its been years since I met a self-storage professional who didnt believe in the value of advertising and promotions. But simply believing in something doesnt mean it will be done effectively. So while most of the larger chains have well-run, professionally produced marketing campaigns, its a different story for smaller multi-sites and independents. Following are some simple initiatives that can deliver big results and go a long way toward building your business.

Make a Grand Entrance

Grand openings are golden opportunities to announce your presence in the industry and, more important, the immediate community. Hosting a party is a great way to give customers a positive impression of your business and awareness of your location and products. Plan it for a weekday afternoon. Invite local officials, businesspeople and the press. Give tours of the facility, provide light refreshments, and award door prizes including special offers for retail products or rentals. Print up formal press releases to send to reporters.

A grand opening should be just that: grand. Use banners, balloons and other point-of-purchase displays to let passersby know youre open for business. Place ads in local newspapers about your opening, and hand out fliers a couple weeks before so customers can anticipate the launch.

Fair Trade

Be creative in your advertising by thinking outside of the typical marketing box. Partner with local businesses by offering trade specials for extra exposure. For example, hold a monthly drawing for a gift certificate to a local furniture store and arrange for that store to do the same for you. Simply have customers drop their entries into a fishbowl on your counter, and use the contact information you collect to send out mailings and e-mail blasts.

Radio stations can also be a good way to reach prospects. Offer to trade rental and product gift certificates for on-air mentions or the sponsoring of a broadcast.

VICs

Treat your very important customers to special promotions. Give them frequent-buyer cards for retail purchases that earn discounts or free goods. Extend a thank you to the firefighters, police officers and emergency medical technicians of your community by hosting quarterly sales just for them. (They simply present their badge or ID for special deals.) And dont overlook your commercial prospects. Mail them special corporate-account cards that reward them for long-term use.

Special Events and Giveaways

Use your property for something other than business by holding holiday-themed events to attract attention in the community and the papers. For example, host pumpkin-carving contests, Easter-egg hunts and holiday cookie-decorating. Maximize attendance by choosing an event that is kid-focused. Even if theyre not the children of current customers, their parents mean increased foot traffic, which translates to impulse retail purchases and increased awareness of your facility. You can collaborate with neighboring businesses to sponsor larger events.

Giveaways are another great way to increase recognition. Key chains, flashlights, magnetic calendars and travel mugs are all good tchotchke items people use on a regular basis. Give these away with new rentals, or entice people to give you their contact information by offering a free gift.

When considering advertising or events, compare your investment to the sales you will need to make up for the expense. There are ways to alleviate costs and maximize exposure by being clever in your planning. Announce your events by stuffing fliers into invoices or passing them out to local businesses. Write releases about events or other notable happenings, and send them to local newspapers and news stations. Use tenant contact information for bounce-back promotions or e-mail blasts.

Smart self-promotion doesnt require an MBA in marketing. All you need is some creativity and the desire to get your name out there. And, trust me, a little goes a long way.

Roy Katz is the president of Supply Side, which distributes shipping packaging as well as moving and storage supplies. The company has developed merchandising programs for many leading companies including the U.S. Postal Service, The UPS Stores, Kinkos, Mail Boxes Etc., Uncle Bobs Self Storage and Storage USA. For more information, visit www.suplyside.com.

Thumbs Up

Take a look at the accompanying ad for The Storage Center of Coopersville. It embodies the aspects of display-ad design every operator should master.

Location

Since location is often your customers first priority, make it prominent and easy to decipher. Our example uses the facility location as its headline.

Always include a map, and make your map large enough to read. Include landmarks if possible; for example, the Storage Center ad notes its location as Across from Burger King.

Call to Action

Make a special offer, but dont make it too specific in case you want to change it. An offer like Wow! A Free Months Rent! still leaves options in terms of particulars. (And notice how the example uses reverse color type to attract attention.)

Use starbursts or boxes like the one that says Call Manager for Details to draw the eye and drive inquiries.

Graphics

Use graphics to differentiate your ad from those of the competition. The photo in our example not only draws attention, it illustrates excitement about the special offerwith humor.

Always use photos rather than line drawings, which are old-fashioned. No clip art!

Only use a picture of your facility if its unique or necessary for drive-by recognition.

Use credit-card logos instead of listing the cards you accept by name.

Copy Points

First and foremost, you want to emphasize the features that separate you from competition. For the Storage Center, those things are security, service and convenience, with details listed in bullet points. Know your competitive advantages and list them in order of importance to customers. Dont assume prospects will automatically understand your offerings.

Always include your web address in your ad.

Always let customers know whats in it for them, such as any special offers or giveaways.

Include your hours of operation or access.

Thumbs Down

Now lets look at some things you should never do in your ad. Take a look at how the Storage Center ad looks on a page with competitors. Note how it stands out as well as why this ad should get a much greater response than the others. All three of the competing ads have made the same major error: There are no maps or directions to help customers locate the facility. What else have they handled incorrectly?

Westview Enterprises

The facility name should not be the headline.

Its not necessary to list all unit sizes. The ad should simply say, Unit sizes available to fit your needs.

Line drawings are outdated. If you want to show the convenience of drive-up units, use a photo.

Storage R Us

Text overlaid on graphics is very difficult to read.

Photos of unit doors are a waste of space, since every storage facility has them!

Again, the name shouldnt be the headline. The name is only important so customers can find you after making their decisionit isnt critical at first. Furthermore, the name should be graphically represented to match the facility signage (a logo).

Main Street Storage

Font sizes and types need to be varied. Dont make the mistake of thinking copy in all bold or color will stand out. When its all the same, nothing pops.

Avoid green copy on yellow paperits too bland. If you need to use green (perhaps its an important part of your logo), restrict it to the graphic or use white knockout.

In Summary

• So lets go over what weve learned about display-ad design:
• Make it easy for customers to find your facility.
• Make your call to action or unique features stand out above everything else.
• Use copy points to differentiate your facility from competitors.
• Use eye-catching graphics, and remember that humor sells.
• When in doubt, hire a professional graphic designer with Yellow Pages experience.

Sue Weinman, senior account executive, represents the Yellow Pages Division of The Michaels/Wilder Group, an advertising agency that specializes in Yellow Pages, Internet and recruitment advertising. Based in Phoenix, the award-winning firm is celebrating its 16th year of business thanks to a loyal client base that includes hundreds of self-storage owners and managers. For more information, call 800.423.6468; visit www.michaelswilder.com.

Before you begin planning an event, do some research to determine what might work best. For example, if your facility is brand new, a grand opening through your local chamber of commerce is just the ticket to unveil your offerings to local businesses. If yours is an older store with a limited budget, there are still plenty of economical, effective possibilities. It just takes a little patience and a plan of action to be successful.

Special events are a chance to put your best foot forward and allow the residential and business communities to experience everything you have to offer. With a little creativity, social functions can be extremely effective marketing tools. Following are some suggestions and guidelines for your own efforts.

Grand Opening ($3,500-$7,500)

A grand opening is an opportunity to create a lasting first impression that will earn valuable business and referrals. As soon as possible before launching your new business, join the local chamber of commerce. Check its calendar for a suitable time to host a business after hours event you can combine with an opening and ribbon-cutting ceremony. Most chambers have a waiting list, so you may need to plan ahead several months. Your event should take place at least 45 days after you have officially opened. This will give you time to make sure your systems are working properly, the facility has been thoroughly cleaned, and your managers are well-trained and ready to meet the community.

This kind of function can run anywhere from $3,500 to $7,500, depending on the number of attendees and its level of sophistication. As part of your budget, make sure you include funds for catering, door prizes, decorations and goody bags for all attendees. The bags can include promotional items such as bottle openers, pens and key chains imprinted with facility information. They can also include coupons and special offers from neighboring businesses. Dont forget to include a business card and facility brochure!

The chamber of commerce will usually list your event on its website and mail an announcement to all members. To increase attendance, purchase the mailing list and send a personal invitation as well (invitations should be mailed at least six weeks before the event). If the chamber doesnt limit attendance to members, also invite other business acquaintances, friends and family. Remember, everyone is a potential customer.

If your grand opening includes a ribbon-cutting, the chamber will usually appoint members of its staff and invite a local dignitary to participate. If you have connections, you can also invite the mayor or other city personnel. Dont forget to invite the local news stations and newspaper staff. They may be willing to run a clip on the news or write a feature story about your facility.

Create a theme for your party to make it more entertaining. For example, organize a treasure hunt. Give each attendee a map that will lead him to different units and the goodies he will find there, such as food or beverages. This takes guests on a fun tour of your site and then brings them back to your main office, where they each receive the aforementioned gift bag.

Youll want to start getting bids from caterers at least six weeks before the event. You can estimate a head count by calculating five percent to 10 percent of your total guest list. Check the chambers rules and regulations before you plan on having alcoholic beverages. If the policy allows alcohol, limit your choice to wine and beer, and provide only two drinks per person to prevent any potential liability.

Remember, a well-planned event is a successful one. Create a detailed checklist to follow right up to the day of the event, and make sure to have adequate staff on site during the party. They can help keep order as well as answer questions, conduct facility tours, and talk to attendees about the benefits of storing with you.

Luncheon for Apartment Agents ($300-$600)

You should already be marketing to local apartment communities with fliers and brochures on a regular basis. If not, start immediately. You can find a list of apartment complexes in your area by using MapQuest.com and targeting those businesses within 10 miles of your site.

Once a year, hold a luncheon for the apartment leasing agents at your facility. This should be buffet-style, which will allow you to extend the lunch over several hours (e.g., 11 a.m. to 2 p.m.). This way, the agents can rotate and send more of their staff. Keep the menu simple: sandwiches, salads, chips, dessert and soft drinks.

Give each attendee a tour of the facility and a gift bag that includes a facility business card, brochure and small promotional item. Youll also want to provide each agent with a referral card coded for the particular event; for example, the code might be AMGRL1005 to represent apartment manager luncheon, October 2005. This way, you can track how much business the event generates. Finally, make sure you have a couple of door prizes.

Follow up with each attendee at least 10 days after the event to see if he needs more referral cards or fliers. Continue to market to each apartment complex at least once a month or every six weeks, depending on the number of facilities you cover.

Breakfast for Real Estate Agents ($300-$600)

Real estate agents are another great source of referrals. All agents know uncluttered homes sell faster, so theyre usually looking for a neat, clean, dependable storage facility to recommend to clients.

To get in with this crowd, offer to host one of their weekly sales meetings at your facility and provide breakfast. After the meeting, give attendees a tour of the facility and, again, pass out goody bags and coded referral cards. As door prizes, consider giving gift certificates good for two months of free storage that agents can pass on to clients. Dont forget to follow up.

Yard Sale ($200-$400)

A yard sale is a great event for a small facility with a limited marketing budget, as it brings in a lot of foot traffic for very little expense and effort. You simply offer local residents and businessesnon-tenants includedthe opportunity to rent an empty unit for a day. For a mere $5 or $10, they have a covered space to sell their goods! The facility uses the money for advertising, refreshments and even entertainment.

At least eight weeks before the event, send a letter to all existing tenants inviting them to participate. Drop off fliers at all local apartment complexes and businesses. Run an ad in the garage-sale section of the newspaper on the Thursday and Friday before your sale.

Arrange for a food vendor to offer snacks and soft drinks. Consider contacting local delis, diners, etc., that might be interested in a little extra business in addition to the opportunity for free advertising. You might also consider hiring a clown (or convincing a friend or family member to dress up as one) to pass out balloons, pens, candy, referrals cards and other items. This person can stand out on the street and entice people to the event.

For marketing purposes, make sure you track the number of people who enter your site, and try to get their contact information whenever possible. For example, collect business cards or have people fill out slips for door prizes. Dont forget to give each attendee a map of the facility that includes unit numbers, a list of sellers, parking instructions, and information regarding food and restrooms.

Each person who rents a yard-sale space will need to sign a temporary lease stating he is responsible for a full months rent if his items are not removed from the premises by a designated time. There are other guidelines you might want to consider as well. Following is an example of what you might include in a rules-and-regulations sheet to pass out to yard-sale participants:

Thank you for participating in our annual yard sale. Our goal is to provide you with a safe, controlled environment to sell your goods. We hope you have a successful dayand some fun!

We consider you a temporary team member of our property today. In an effort to maintain our standards of neatness and cleanliness, we ask that you abide by the following rules:

1. NO ALCOHOLIC BEVERAGES ARE ALLOWED ON THE PROPERTY. Anyone caught with alcohol will be asked to leave the premises immediately.

2. You may NOT SELL the following items:

a. Food or beverage of any kind (with the exception of churches, who may sell bakery items if prearranged with the office manager).

b. Animals of any type.

c. Items of adult entertainment, including but not limited to movies, magazines, etc.

d. Drugs or drug-related accessories.

3. All participants will be asked to sign a temporary lease on their space. You may move in your items any time after (time) on (date); and they must be removed no later than (time) on (date). Please keep a lock on your unit during this time. You will also be given a temporary gate code to enter the property, which will expire at the end of the sale (this does not apply to existing tenants). If items are not removed by the time allotted, the regular monthly rate for the unit will apply.

4. EVERYTHING MUST BE TAKEN WITH YOU AT THE END OF THE SALE. Please do not leave any trash or items in the unit. If items are left, you will be billed a $100 dumping charge. If you need to use the dumpster, you may do so for a small fee. Please see the office manager for details.

5. Trash cans have been placed on the property for your convenience. Please use these for beverage cans, lunch papers, etc. Please do not place any large items or trash from your unit in these cans.

Our office will be open all day, and staff members from our corporate office will also be on site. Please do not hesitate to stop us and ask questions. We want this day to be profitable and fun for all so we can continue to make this a yearly tradition!

Local Business Associations or Community Events ($500-$3,000)

Research events held annually by local charity groups, business associations, etc., to see if there are any in which your facility can participate. For example, Elmwood Self Storage & Wine Cellar in New Orleans once turned its covered drive-thru area into a mini dining oasis for the annual Taste of Harahan food festival. This event is planned for a different location each year by the Elmwood Business Association. The hosting facility provides the tables and dining space, and the association arranges the participating restaurants, which provide samples of their special dishes.

Trade Expos ($300-$1,500)

Local expos are an excellent way to capture a large audience in one day. Costs will vary depending on the size of the booth (small expos may offer only a table, others a 10-by-10 space), your decorations and door prizes. Your exhibit should be attractively arrayed with flowers, decorations, brochures, promo items, signage, etc.

For effect, consider modeling your decorations around a theme, such as a holiday or other creative idea. For example, for a pirate theme, create a sign that reads, Store Your Treasures With Us, and display a treasure chest, fake gold coins and other related items. The goal is to create something attendees will remember and associate with your facility.

Door prizes are a great way to bring traffic to your booth. Once people visit you to sign up for prizesgiving you valuable marketing informationyou have the opportunity to tell them about your facility and its offerings. Give them a small promotional item and special show coupon to help them remember and contact you after the event. Also send a follow-up letter thanking them for stopping by your booth, and include another copy of the coupon. You can also explain your referral program and include a coded card.

Marketing with special events can be fun and profitable. Plan something for the holidays such as an Easter-egg hunt, haunted house or cookies with Santa. Support a local sports team, sponsor a cancer walk or host a customer-appreciation day. You can also participate in local expos or other community events. For some creative ideas, browse www.brownielocks.com for unusual holidays such as National Chocolate Day, Cranky Co-Workers Day and Ice-Cream Month.

Social events make people remember your location when it comes time to rent a unit. For current tenants, they translate into exceptional customer service. And the best part is theyre only limited by your imagination. So plan an event, large or small. Go wild or mild. Have a great time, sit back and bask in your success.

Sharon Pallas is vice president of administration at Atlanta-based Universal Management Co., one of the nations 50 largest self-storage operators. She is also area manager for seven sites and handles all special events for the company. Universal manages stores in Alabama, California, Connecticut, Georgia, Hawaii, Massachusetts, Nebraska, North Carolina, Okalahoma, South Carolina and Virginia. It also provides consulting and training throughout the United States and abroad. For more information, call 770.801.1888; visit www.universalmanagementcompany.com.

Most owners spend a great deal of time and effort to generate inquiries and build awareness of their facilities. And those marketing efforts are focused on one goal: to get the phone to ring, the customer through the door, and the rental agreement signed. Whether its a newspaper ad, direct mail, group meeting or telemarketing, the aim is the same.

Is Anyone There?

Suppose for a moment your marketing dollars are paying off and the phone is ringing. Wouldnt you want to know all your calls are being answered every time by a live person? Im talking about the calls that come in before and after operating hours, or when your manager is busy renting or marketing. All of these calls should be important to you.

Think about this: Self-storage is a people business as well as a retail business. Each facility creates its own 'family' consisting of the employees and customers. Its only natural that tenants and prospects who call want to speak to a living, breathing, friendly person and not an answering machine.

Some managers use cell phones to make sure they can answer calls while on site showing units. This is fine, but put yourself in the place of the manager or the prospect. Should the transaction be interrupted to take a call? What about someone who calls the managers cell number only to get a busy signal? These are examples of poor customer protocol.Capturing Missed Calls.

Fortunately, call-center services have been designed specifically for the self-storage industry. The better centers see to it that all calls are answered by a live representative, one who will not only give top-of-the-line service to existing tenants, but rent units to new customers. You may already know it costs seven to 10 times more to capture a new customer than retain an existing one. The perfect solution is to do both.

But thats not all. A good call center will also provide an ongoing lead database. For example, a caller lets the rep know hes not ready to commit to a rental but would like the manager to call back at a later date. This allows the manager to follow up until the prospect makes a decision.

Keep in mind a call center does not replace your employees. If anything, its only competition is your answering machine. The typical prospect will have questions about unit size, price, location, availability, discounts, security features, access and even directions to your site. A voicemail cant supply all of this information.Profit Source

Not all call-center services are alike. Beyond simply taking calls and answering a few questions, they must also contribute to the bottom line. Sure, a reliable center will charge a fee for its services, but the cost should be justified by benefits provided. The service should act as an offsite rental source. If it generates new business each month, the expense turns into profit.

Look at the advantages of a live representative: Prospects are taken off the market when the rep takes a reservation or credit-card depositthey arent going to the competition. When a tenant is upset because of problems with his access code, the rep is there to sooth ruffled feathers. An after-hours emergency call comes in, and the rep is there to alert the manager. These are the types of things that can lock in a new prospect or prolong an existing tenants stay.

An effective rep will answer questions, help and guide newcomers to your site and provide timely service for existing customers. Meaningful service is a rarity in the marketplace today, but its the most important component of sales. The right call center can help maximize your marketing dollars, employees effectiveness and your bottom line.

In the final analysis, assume your average monthly rental rate is $85 and your average tenant stay is six to eight months. Each call is probably worth between $510 and $680. Can you afford to miss one when your competitor is sitting there ready to capture it for you?

Susan Head is vice president of sales and marketing for The S&W Group, which provides management and consulting services to self-storage owners, and Phone Advantage, a division of S&W Property Management that offers an off-site rental source. For more information, e-mail [email protected]; visit www.sandwgroup.com.