The document provides marketing recommendations for The Joint Sugar House chiropractic clinic. It discusses 10 credos of Marketing 3.0, which focus on balancing customer satisfaction, social responsibility, and profitability. Some of the credos include loving customers, respecting competitors, being sensitive to change, offering a good product at a fair price, and keeping and growing customers. The document also provides recommendations for improving the clinic's website and digital marketing strategy, as well as retaining existing customers and attracting new clients through in-person marketing efforts.

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The Joint Sugar House – Marketing Plan
Strategy and Marketing Recommendations
Westminster College – Spring 2014
Consultant: Edward Pishiyski

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Contents
Project Scope ..................................................................................................................3
Customer Satisfaction & Profitability .............................................................................5
10 CREDOS OF MARKETING 3.0..................................................................................5
Marketing the Values to the Employees.................................................................15
Delivering Socio-Cultural Transformation................................................................16
Fair Business Practices ...............................................................................................16
Truth in Advertising.....................................................................................................19
Customer Retention ..................................................................................................19
COMMUNICATION: IT TAKES TWO ............................................................................22
Website: ......................................................................................................................27
10 Principles Of Effective Web Design ....................................................................30
Principles Of Effective Web Design .....................................................................30
How do users think?...............................................................................................30
1. Don’t make users think......................................................................................34
2. Don’t squander users’ patience......................................................................35
3. Manage to focus users’ attention ...................................................................37
4. Strive for feature exposure................................................................................39
5. Make use of effective writing...........................................................................40
6. Strive for simplicity..............................................................................................41
7. Don’t be afraid of the white space ................................................................42
8. Communicate effectively with a “visible language” ...................................43
9. Conventions are our friends .............................................................................44
10. Test early, test often.........................................................................................45
References .............................................................................................................46
Website Recommendations:....................................................................................47
The Joint Sugar House Website SWOT Analysis: .....................................................49
South Salt Lake Chiropractic Website SWOT Analysis: ..........................................50
Salt Lake Chiropractic Website SWOT Analysis: .....................................................51
SWOT Analysis:............................................................................................................52
Market Analysis ..........................................................................................................53

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The
Joint
Sugar
House
Project
Scope
Business Objective:
• Retain existing clients and create new client leads
• Develop a user-friendly website
• Research best practices for SEO/SEM, Google analytics, and audit
the business’ existing marketing plan at a high level
Deliverables:
• SWOT Analysis
• Website and Brand Analysis
• Competition Analysis
• Marketing strategy and analysis of existing marketing materials
(website, social media, etc.)
The Joint Sugar House is run by Mr. James Adelman. “When your bones,
joints, muscles, and other musculoskeletal tissues are working in harmony,
the likelihood of experiencing an injury is reduced. For people who
exercise and/or do sports, regular chiropractic care helps to get the most
benefit out of any exercise time.” The Joint’s marketing has done a
tremendous job making people realize that chiropractic care can help
with a lot more than simply back pain.
The Joint Sugar House has received the "Fabby"Award for Best
Chiropractic Office for both 2013 and 2014.
In this report there are three major section covered: customer satisfaction
and customer retention strategy; website recommendations; and their in-
person marketing strategy.
The first section of this report goes over the newest and most efficient
marketing principles. This is a summary of the ten credos of Marketing 3.0.
Marketing 3.0 is all about a balance between happy customers, social
responsibility, profitability and sustainability.The materials are taken from
Marketing 3.0 by Philip Kotler. The included information about how to

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change one’s outlook on marketing as a whole is some of the most
powerful marketing material I have ever come across throughout all of
academic work in this discipline.
The following section includes the customer satisfaction and customer
retention strategy with examples and practices taken from Fundamentals
of Selling. Customers for Life Through Service by Charles M. Futrell.
Finally, the report will cover website recommendations and useful website
principles and how to create a user friendly website. Information for the
final portion of the report has been taken from a number of sources.

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Customer
Satisfaction
&
Profitability
Is it possible to be a human-centric company and still be profitable? The
ten Credos of Marketing 3.0 give a summary of an extensive positive
answer to this question. Customers are more acutely aware if what
companies do than ever before.
The Joint Sugar House is a perfect example of the changes occurring in
marketing and how people do business. The principles of Marketing 3.0
give guidelines to not only how to always get positive reviews, but also
how to have a successful business while helping customers to the best of
one’s ability.
Excerpt From: Kotler, Philip. “Marketing 3.0.” iBooks.
https://itun.es/us/K2zLw.l
10 CREDOS OF MARKETING 3.0
There are three stages in the development of a relationship
between marketing and values. The first is when marketing
and values are polarized. Many businesspeople believe that
marketing does not require that you adopt a set of high-
minded values. If you do, living up to the values will just
impose extra costs and constraints. Subsequently, a second
stage arises that we call balancing. Businesses then do
marketing in the ordinary way, donating some of their profits
to social causes. Then there is the third stage, that of
integration. This is the ultimate stage. The company wants to
live out a set of values, and these values give the company its
personality and purpose. Any separation between marketing
and values is not acceptable.
Once we look more deeply at marketing’s roots and more
fully comprehend them, we discover 10 indisputable credos
that integrate marketing and values. For each credo, we will
mention some companies that have applied the credo in the
way they do marketing. Some companies do it through their
contributions to United Nations Millennium Development
Goals (MDGs), the eight time-bound and measurable goals
and targets agreed to by 189 world leaders in September
2000 at the United Nations Millennium Summit.
The Millennium Development Goals are as follows.

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1. Eradicate extreme poverty and hunger.
2. Achieve universal primary education.”
3. Promote gender equality and empower women.
4. Reduce child mortality.
5. Improve maternal health.
6. Combat HIV/AIDS, malaria, and other diseases.
7. Ensure environmental sustainability.
8. Develop a global partnership for development.
MDGs began as a government-to-government initiative.
However, corporations are starting to see the business side of
the goals. Unilever, Procter & Gamble, Holcim, Philips,
Vodafone, S.C. Johnson, BP, ConocoPhilips, and Rabobank
to name a few, are big companies that are already making
profits from incorporating the goals into their operations in
developing countries. These companies demonstrate how
they make a difference to the world and how the difference
redounds to their monetary and nonmonetary benefit. Some
of the cases in this chapter are taken from Business for
Development: Business Solutions in Support of the Millennium
Development Goals to show the linkage between Marketing
3.0 and the effort toward achieving the MDGs.
CREDO 1: LOVE YOUR CUSTOMERS, RESPECT YOUR
COMPETITORS
In business, loving your customers means winning their loyalty
through giving them great value and touching their emotions
and spirit. Remember what Donald Calne said: “The essential
difference between emotion and reason is that emotion
leads to actions while reason leads to conclusions.”3 The
decision to buy and be loyal to a brand is greatly influenced
by emotions.
Campbell Soup Company, for instance, changed the color of
its packaging to pink during Breast Cancer Awareness Month
and managed to improve demand significantly.4 Since

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typical soup consumers are women and breast cancer is a
cause many women are emotionally connected to, sales to
women “went up. This example shows that emphasizing
emotion over reason does pay off.
Furthermore, you have to respect your competitors. It is
competitors that enlarge the whole market, because without
any competitors, an industry will grow more slowly. From
monitoring our competitors, we can learn our own strengths
and weaknesses as well as those of competitors; something
that can prove very useful for our company.
The strategy of growing the market by allowing competition
to happen can be done through vertical or horizontal
technology transfers. Look at Unilever in Vietnam, for
example.5 Unilever provides training of best practices to all
local suppliers. During training, suppliers learn about standard
quality and the necessary technology to achieve this
standard. Not only that, Unilever also provides financial
support to the suppliers. By doing this, Unilever is able to
maintain low cost from local suppliers and manage quality at
the same time. One thing to consider is the possibility of
Unilever’s suppliers serving competitors. And interestingly,
Unilever allows that to happen because it helps to develop
the overall market.
On the other hand, horizontal technology transfer is even
more difficult to comprehend. Not many companies are
willing to transfer their technology to competitors directly. But
this is possible when a company feels that it is incapable of
growing the market alone.6 Such a company wants to share
the risk. It needs alliances to achieve economies of scale. A
prominent example is the cooperation of seven
pharmaceutical companies (Boehringer Ingelheim, Bristol-
Myers Squibb, GlaxoSmithKline, Merck, Roche, Abbot, and
Gilead) that collaboratively brought down the price of
HIV/AIDS treatment in developing countries in pursuit of
MDGs.7
Another example is when multiple telecommunications
companies in the United Kingdom (Motorola, Carphone
Warehouse, O2, Orange, Vodafone, T-Mobile, Tesco, Virgin

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Mobile, and Fresh) collaborated with Bono and Bobby Shriver
to introduce a new RED mobile phone designed to help fight
AIDS in Africa. Tens of millions of pounds for AIDS treatment
and prevention was raised from this launch.8
Treat your customers with love and your competitors with
respect.
CREDO 2: BE SENSITIVE TO CHANGE, BE READY TO TRANSFORM
The business landscape keeps changing. Competitors will
increase in number and get smarter. The same goes for
customers. If you are insensitive to this and cannot anticipate
these changes, your company will become obsolete and
eventually die.
Before Prius, Toyota was never considered a disruptive
innovator that relied on breakthrough products.9 Instead, the
company was known for its continuous innovation combined
with its slow-but-sure decision making process. However,
Toyota sensed the trends in the market and realized that it
had to introduce a hybrid car quickly before it became
obsolete. Thus, in introducing the Prius, it broke many of its
strict Japanese management systems and acted quickly in
product development.
Even Wal-Mart, the retail giant, cannot avoid transforming
itself. 10 The world’s largest retailer has been criticized for
many things and attacked by many for its employment,
environmental, and supply chain practices. In the past few
years, the company has transformed itself into a green giant.
Wal-Mart finally realized that the low price strategy that
made it a winner might not work in the future as consumer
behavior changed.
When times change, change with them.
CREDO 3: GUARD YOUR NAME, BE CLEAR ABOUT WHO YOU
ARE

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In marketing, brand reputation is everything. If two products
are of equal quality, people will tend to purchase the one
that has the stronger brand reputation. A company must
make its brand name’s positioning and differentiation clear to
its target market.
The Body Shop is one of the world’s leading examples of a
values-driven business. The British company’s prominent
practice of community trade—buying natural ingredients
from local and poor communities around the world—is
probably the best sourcing know-how that attempts to
eradicate poverty at the same time.
Another business practice that The Body Shop is famous for is
its commitment to opposition of animal testing. The
progressive company has forbidden the testing of its products
on animals long before a regulation was enforced in the EU.
These unusual practices are neither efficient nor make
common business sense, for sure. Nevertheless, they have
helped The Body Shop to become one of the United
Kingdom’s most successful retailers by creating a niche
market for naturally-inspired products.
As a result, the world’s largest cosmetic company, L’Oreal,
acquired the company in a phenomenal deal worth a
premium “of 34.2 percent. The challenge for The Body Shop is
to guard its name externally while internally influencing
L’Oreal—a company that has been criticized for testing
certain ingredients on animals—to strengthen its business
values.
Make your values clear and don’t surrender them.
CREDO 4: CUSTOMERS ARE DIVERSE; GO FIRST TO THOSE WHO
CAN BENEFIT MOST FROM YOU
This is the principle of segmentation. You do not need to
address everyone, but do make your case to those who are
most ready to buy and benefit from the purchase and
relationship.
Most product markets comprise four distinct tiers.

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1. A global segment that desires global products and features
and is willing to pay higher prices for them.
2. A “glocal” segment that demands products of global
quality but with local features at slightly lower prices.
3. A local segment that wants local products with local
features at local prices.
4. A bottom-of-the-pyramid segment that can afford to buy
only the cheapest products available.
The bottom-of-the-pyramid segment is the appropriate
segment for local companies to challenge their multinational
rivals in developing countries. It is also the appropriate
segment for Marketing 3.0.
Holcim is addressing the need of the poor for affordable
housing in Sri Lanka. The company collaborated with a
microfinance company to build shop houses: homes that are
designed to be places to run small businesses as well. Holcim
sees these low-income consumers as the future market as
they climb up the economic pyramid. On the other hand, this
project transforms the community by providing better houses
and giving poor people access to a source of income. For
that reason, it helps achieve Goals 1, 2, 3, 7, and 8 of
MDGs.12
Focus on those to whom you can bring the most benefit.
CREDO 5: ALWAYS OFFER A GOOD PACKAGE AT A FAIR PRICE
We should not sell anything of poor quality at a high price.
True marketing is fair marketing, where price and product
must match. Once we seek to cheat people by giving them
a poor quality product but representing it as a good quality
product, our customers will abandon us.
Unilever tries to bring down the price of iodized salt so that it
can replace the noniodized salt heavily used in Ghana. To

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improve the health of the local community, Unilever uses its
global capability. With experience in consumer product
marketing, Unilever brings affordability through sachet
marketing. The backbone of this effort is Unilever’s application
of its expertise in supply chain to reduce the distribution costs.
This project specifically targets Goals 1, 2, and 5 of the MDGs.
Another example is Procter & Gamble’s effort to provide safe
drinking water. Like Unilever, the company is equipped with
expertise in sachet marketing. With its proprietary water-
treatment technology, the company delivers safe water
around the world. Interestingly, the technology is in a size of a
sachet to ensure affordability. Local people can pour the
content of the sachet to clean 10 liters of water for drinking.
With this effort, the company is helping the world to achieve
Goals 5, 6, and 10 of the MDGs.
Set fair prices to reflect your quality.
CREDO 6: ALWAYS MAKE YOURSELF AVAILABLE, SPREAD THE
GOOD NEWS
Don’t make it hard for customers who are looking for you to
find you. In today’s global knowledge economy, access to
information technology and the Internet is imperative. But the
digital divide—the socio-cultural differences between those
who have access to digital technology and the Internet and
those who don’t—is still a challenge around the world.
Companies that can straddle the divide will grow their
consumer base.
Since 2005, Hewlett-Packard has been trying to bridge the
divide by collaborating with partners across sectors to bring
information technology to developing nations.15 In pursuit of
growth, the company targets the low-income communities as
its future market. In the process of market creation, it
progressively bridges the digital divide and provides poor
people with access to technology. These consumers are the
hope for companies in mature markets that seek growth.

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Help your would-be customers find you.
CREDO 7: GET YOUR CUSTOMERS, KEEP AND GROW THEM
Once you have a customer, keep up good relations with
them. Get to know your customers personally, one by one, so
you have a complete picture of their needs and wants and
preferences and behavior. Then grow their business. These
are the principles of customer relationship management
(CRM). It is about attracting the right customers who will keep
buying from you because of deep rational and emotional
satisfaction. They are also capable of becoming your
strongest advocates through word-of-mouth marketing.
PetSmart Charities has saved the lives of millions of homeless
pets through its in-store adoption centers. 16 The program
brings visitors to the stores and improves the sales of PetSmart
products. While helping the pets, the company attracts new
customers and cross-sells to them at the point-of-sale.
Because the company demonstrates its care for pets,
consumers will be touched and become loyal.
Look upon your customers as customers for life.
CREDO 8: WHATEVER YOUR BUSINESS, IT IS A SERVICE BUSINESS
Service businesses are not limited to hotels or restaurants.
Whatever your business, you must have a spirit of wanting to
serve your customer. Service must become a service
provider’s calling, and never be considered a duty. Serve
your customer sincerely and with complete empathy, as they
will assuredly then carry away positive memories from this
experience. Companies should understand that their
corporate values, expressed through their products and
services, should have a positive impact on people’s lives.
Whole Foods sees its business as service to consumers and
service to society. That is why the company tries to transform
the lifestyles of consumers into healthier ones. Moreover, it is

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practicing the sense of service to employees as well by letting
them vote on the company’s strategic direction.
Every business is a service business, because every product
delivers a service.
CREDO 9: ALWAYS REFINE YOUR BUSINESS PROCESS IN TERMS
OF QUALITY, COST, AND DELIVERY
The task of marketers is to always improve quality, cost, and
delivery (QCD) in their business processes. Always meet all
your promises to customers, suppliers, and to your channels,
too. Never engage in deceit or dishonesty with regard to
quality, quantity, delivery time, or price.
S.C. Johnson is well-known for doing business with local
suppliers. It works with local farmers to improve productivity
and delivery. To maintain a sustainable supply of Pyrethrum,
for instance, the company engages the local farmers in
Kenya. In partnership with KickStart and the Pyrethrum Board
of Kenya, the company helps the farmers with irrigation.
Farmers achieve higher productivity with new irrigation pumps
and therefore can better supply S.C. Johnson. Furthermore,
the farmers get additional income because the pump
enables them to plant other crops. While improving the
supply chain of the company, S.C. Johnson contributes to
Goals 1, 2, and 6 of MDGs directly and indirectly. 17
Every day, improve your business process in every way.
CREDO 10: GATHER RELEVANT INFORMATION, BUT USE WISDOM
IN MAKING YOUR FINAL DECISION
This principle cautions us to continually learn, learn, and learn.
Your accumulated knowledge and experience will be what
determines the final decision you make. Supported by his or
her maturity of spirit and clarity of heart, a marketer will then
be able to swiftly make decisions based on the wisdom that
they inherently have.

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An interesting story about Hershey Foods in The Triple Bottom
Line by Andrew Savitz and Karl Weber describes this.18 In
2001, the board members of Hershey Trust considered selling
its stake in Hershey Foods because of the emergence of a
powerful competitor in the market and a likely future large
increase in the price of cocoa. From a financial perspective,
these would decrease the value of the trust fund that the
board maintained. To guard its pursuit of maximum
shareholder value, the board of trustees sold its entire stake to
Wrigley.
To the board’s surprise, a group of angry employees refused
this acquisition. They rallied and then gathered on
Chocolatetown Square to protest the sale. The board finally
realized its decision was wrong. Financially, the decision was
sound. However, it was not wise because it didn’t consider
the social impact of the decision, especially to the
employees.
Wise managers consider more than the financial impact of a
decision.
MARKETING 3.0: IT’S TIME TO MAKE A CHANGE!
Is it possible to be a human-centric company and still be
profitable? This book offers a positive answer to this question.
The behavior and values of a company are increasingly open
to public inspection. The growth of social networks makes it
feasible and easier for people to talk about existing
companies, products, and brands in terms of their functional
performance as well as their social performance. The new
generation of consumers is much more attuned to social
issues and concerns. Companies must reinvent themselves
and shift as swiftly as possible from practicing in the formerly
safe confines of Marketing 1.0 and 2.0 into the new world of
Marketing 3.0.
Now, that we have covered the basics of Marketing 3.0, I’d like to go a bit
more in depth in some major concepts that I have found to be the key
practices that drive successful business.

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Marketing the Values to the Employees
Chapter Four discusses corporate culture, corporate values and how it all
comes down to integrity. Marketing 3.0 is all about empowering
employees, who, in turn, will empower customers and ensure great
customer satisfaction. Amongst today’s corporations, the most successful
ones are those that promote good ideals, believe in them and show those
in all of their practices. By incorporating those into the corporate culture,
employees’ lives will be changed and those workers will change others’
lives.
The image of business people has been getting worse in the past decade.
That is mostly due to the fact that consumers (and the general public)
don’t trust business people anymore since there have been so many
occasions where those business people have used “shady” practices to
earn more. Times are changing and so are consumers. We are looking for
socially responsible companies that will not only give us a great product,
but also do good for others and for the world. That is possible through a
company’s values communicated to the employees and its mission that
employees communicate to the customers. A perfect example is Toms!
Everyone knows “One for One.” Customers are willing to buy those rather
usual and inexpensively made shoes because they know that by making
that purchase they are going to provide a pair of shoes to someone who
needs them. It is unbelievable how much consumers have changed in
that past few years. It seems like we might be getting less greedy. Or
maybe we just want to do something nice for someone when we indulge
ourselves in a few extra purchases.
I have noticed how when I go shopping with my friends, we all look for
special and specific labels – looking for a little stamp that says “by buying
this you ensure children who can’t afford books will have them.” It just
feels better and it feels right to pay a little extra for a product that does
something like that.
We are hyper aware of what is happening in the world and what big
corporations are doing. Therefore, there isn’t much that can stay hidden
from us. The more transparent an organization is, the more we are willing
to support it. (Given that they have a great set of values and a great
mission that they communicate to us.) A perfect example is Toms mission:
“WE'RE IN BUSINESS TO HELP CHANGE LIVES. It's a big job, and we don't do

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it alone. With our customers and Giving Partners, we're transforming
everyday purchases into a force for good around the world. One for
One.®” What more than this can a company do? It is a simple idea that
drives their business because they believe in it and communicate it
through everything they do.
Source: http://www.toms.com/our-movement/l
Delivering Socio-Cultural Transformation
Kotler touches the issue of marketing/conducting business to the post-
growth markets. A maturing market poses a big challenge for marketers.
As the market is saturated or oversaturated with products, consumers are
more knowledgeable about products and brands and those products
become commodities. The key for growth in such markets is through
differentiation (engaging in social causes, providing excellent customer
service etc). Furthermore, over time the consumers start to expect
companies to serve as “engines for socio-cultural development and no
engines for profit making.” If consumers sense greed – they move on to a
different brand. Customers love brands that incorporate a social
challenge into their culture and are consistent with it.
Fair Business Practices
Last but not least, practicing fair and just competition practices. By
advertising with Google as “Salt Lake Chiropractic” The Joint Sugar House
could potentially earn itself a bad reputation for utilizing unfair practices.
Despite the fact that The Joint Sugar House is in fact a chiropractic place
and it is in Salt Lake, it shouldn’t utilize someone else’s name as one of its
search engine ads. This may bring a few people to The Joint; however, the
damage that could be done in the long run is much bigger. If potential
clients saw this, they could decide to stray away from The Joint.
Sugar House is famous for its unique environment within the community.
Businesses in the area don’t simply coexist but also collaborate and help
one another. It is not uncommon for a group of different companies,
establishments, institutions and/or organizations to cooperate and work
together for mutual success. The Joint Sugar House has been a part of
that collaboration and is well integrated within the Sugar House
community. Being actively involved in the Sugar House Art Festival and

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working with Westminster College and just a couple of examples of the
collaborations the Joint does.
In the long run, The Joint can bring more customers in if it gets even more
involved and present within the community. Much like the collaboration
we managed to establish between Westminster and The Joint – where
everyone with an I.D. gets 20% off. This kind of marketing and promoting
leads to really lasting relationships. Just to give an example, Noodles $ Co.
Sugar House has a similar benefit for Westminster students – a free drink
with an I.D. Needles to say, that has brought more business to Noodles &
Co than probably any sort of an online advertising campaign. Not only
that, but it has also strengthen the connection between the college and
the restaurant. Many on campus events are catered by Noodles & Co.
The relationship is flourishing and continues to bring more benefits to each
side.
Even though this was just one example, it could very well be applied to
The Joint Sugar House and the other businesses and institutions around
that could bring be “bringing” customers to each other’s doors.
My recommendation for the Joint Sugar House is to become more aware
of this social change and shift their practices along with it. By doing so,
The Joint Sugar House will not only ensure great customer satisfaction, but
also a higher customer retention level and a more referrals.
Marketing 3.0 is all about a balance between happy customers, social
responsibility, profitability and sustainability. The ten credos of marketing
provide a clear guideline of how to keep that balance in check. The
credos summarize how to be a human-centric company and still maintain
profitability. The world is changing and what companies do and their
ways have become transparent to the public. The communication age
has changed the way information is passed and transmitted. Younger
consumers are much more acutely aware of current trends and what’s
happening with different companies. Millenials are much more socially
aware and responsible than any older generation.
The aforementioned examples and scenarios are very much related to
the ten credos and how they could serve a business as a tool to success in
an unconventional way. Respecting your competition is a major one
because any disrespectful practice will result in customers straying away.

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It’s important to be aggressive in marketing but it’s critical that one does
not cross any ethical norms and standards.
This image shows a Google search for the phrase “Salt Lake Chiropractic”
which is the name of one of The Joint Sugar House’s competitors.
However, the first link that appears from the results is The Joint Sugar
House.

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Below is a short excerpt from an article called “Truth in Advertising” by
Stephen M. Perle posted on the American Chiropractic Association’s
website.
Truth in Advertising
Inflating your professional degrees and expertise is never
ethical.
By Stephen M. Perle, DC, MS
“Doctors of chiropractic should exercise utmost care that
advertising is truthful and accurate in representing the doctor's
professional qualifications and degree of competence.
Advertising should not exploit the vulnerability of patients,
should not be misleading and should conform to all
governmental jurisdictional rules and regulations in connection
with professional advertising.”
Perle, Stephen M. "Truth in Advertising." ACA -. American Chiropractic
Association, n.d. Web. 02 May 2014.
Customer Retention
The main concern that I detect when it comes to chiropractors and
specifically The Joint Sugar House is customer retention.
Due to the high levels of competition, we must be extra aware of how we
communicate with our customers. There is no “right way” of doing it.
However, there are some guidelines that we can follow in order to
achieve the best customer-business relationships that we possibly can.
The rule of thumb is “the customer is always right.” I am not implying that
this is necessarily true. According to Marketing by Roger Kerin, a
dissatisfied customer will tell nine others of his or her negative experience is
the problem at hand. Satisfied customers, on average, tell one other
person of the positive experience.

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Preventing having dissatisfied customers is the goal of this portion of the
project. Often times, achieving that comes at the cost of losing profits.
Stepping back and letting the customer know that the organization
appreciates their business and would like those customers to return to is
the key to customer retention. Furthermore, in many case
miscommunications occurs. This is a problem that can probably is the
easiest to solve. Learning how to be a better listener and how to convey
ideas more effectively is not only a benefit to each individual but also a
key to customer satisfaction.
The above image is an example of one of the more negative reviews for
The Joint Sugar House. My recommendation in this case is to be more alert
to customers’ feelings. Responding to the person by telling them that they
never even went to The Joint could only make their feelings more intense.
In one of my marketing classes, my professor talked about the most
famous customer care situation. It was an older lady who went into
Nordstrom with a pair of tires and told the sales associate she didn’t want
the tires anymore. Even though she hadn’t bought them from Nordstrom
at all, nor did they sell any, the sales associate took them from her and
gave her a full refund on whatever she said she had paid.

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Despite the fact that the aforementioned situation is an absolute extreme
and a tremendous loss of money, it does carry a lot of meaning in it. By
doing that kind act to the elderly woman, Nordstrom has earned itself a
great reputation and benefited from tons of free advertising and
publications.

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Excerpt From: Fundamentals of Selling. Customers for Life Through Service
by Charles M. Futrell
COMMUNICATION: IT TAKES TWO
Communication, in a sales context, is the act of transmitting
verbal and nonverbal information and understanding
between seller and buyer. This definition presents
communication as an exchange process of sending and
receiving messages with some type of response expected
between seller and buyer.
This sounds simple, right? But have you ever had someone talk
to you and realize you did not hear what was said? “You
have eyes but do not see; you have ears but do not hear” is
a saying that dates back thousands of years. This wise saying
is important to all of us, including salespeople, in our daily
living. Salespeople have to understand the many ways
people communicate with them.
Communication channels during the sales presentation take
many forms. Ideas and attitudes can be effectively
communicated by media other than language. Actually, in a
normal two-person conversation, less than 35 percent of the
social meaning utilizes verbal components. Said another way,
much of the social meaning in a conversation is conveyed
nonverbally. Furthermore, what you say verbally is not always
what you actually mean. Exhibit 5.1 expands on this point by
illustrating the psychological thought processes of both the
speaker and the listener.
Research has found that face-to-face communication is
composed of verbal, vocal, and facial communication
messages. One equation presents the total impact of
communicated messages as equal to 7 percent verbal, 38
percent tone of voice, and 55 percent nonverbal
expressions.1 If one recognizes these findings as a reasonable
approximation of the total communicative process, then
uninformed sales- people actually ignore a major part of the
communication process that occurs during buyer–seller
interaction. How the sales message is given can be as

23. 23
important to making the sale as what is said. Thus, nonverbal
communications are important in communication between
buyer and seller. An awareness of nonverbal communication
is a valuable tool in successfully making a sale.
Vocal communication includes such factors as voice quality,
pitch, inflection, and pauses. A salesperson’s use of vocal
factors can aid in sales presentation, too. Along with verbal,
vocal, and nonverbal communication, many other elements
also are involved in sales communication.
A basic communication model that depicts how the
salesperson–buyer communication process works is shown in
Exhibit 5.2. Basically, communication occurs when a sender
transmits a message through some type of medium to a
receiver who responds to that message.
Speaker Listener
People have eyes but do not see. People have ears but do
not hear.
Salesperson–Buyer Communication Process Requires
Feedback

24. 24
What did you say? What did I hear?
Exhibit 5.2 presents a model that contains eight major
communication elements. These elements are defined as
follows:
▪ Source. The source of communication (also called the
communicator); in our case, it’s the salesperson.
▪ Encoding process. The salesperson’s conversion of
ideas and concepts into the language and materials used in
the sales presentation.
▪ Message. The information intended to be conveyed in
the sales presentation.
▪ Medium. The form of communication used in the sales
presentation and discussion; most frequently words, visual
materials, and body language.
▪ Decoding process. Receipt and translation
(interpretation) of the information by the receiver
(prospective buyer).
▪ Receiver. The person the communication is intended
for; in our case, it’s the prospect or buyer.
▪ Feedback. Reaction to the communication as
transmitted to the sender. This reaction may be verbal,
nonverbal, or both.
▪ Noise. Factors that distort communication between
buyer and seller. Noise includes barriers to communication,
which we will discuss later. This model portrays the
communication process. A salesperson should know how to
develop a sales presentation (encoding) so that the buyer
obtains maximum under- standing of the message
(decoding). The salesperson should use communication
media that most effectively communicate a specific sales
message. Clear verbal discussion, visual aids such as pictures

25. 25
or diagrams, and models or samples of the product are
several types of media a salesperson might use in
communicating a sales message. Studies have shown that
people retain 10 percent of what they read, 20 percent of
what they see, 30 percent of what they hear, and 50 percent
of what they hear and see. If possible, it is important to
incorporate into your presentation communication that
appeals to all five senses (sight, hearing, smell, feel, taste). This
is challenging to do! One-way communication occurs when
the salesperson talks and the buyer only listens. The
salesperson needs a response or feedback from the buyer to
know if communication occurs. Does the buyer understand
the message? Once feedback or interaction and
understanding between buyer and seller exist in a
communication process, two-way communication has been
established. Two-way communication is essential to make the
sale. The buyer must understand your message’s information
to make a buying decision. Two-way communication gives
the salesperson the ability to present a product’s benefits,
instantly receive buyer reactions, and answer questions.
Buyers usually react both verbally and non- verbally to your
presentation.
Handle Complaints Fairly
Customers may be dissatisfied with products for any number
of reasons:
▪ The product delivered is a different size, color, or model
than the one ordered.
▪ The quantity delivered is less than the quantity
ordered—the balance is back- ordered (to be delivered
when available).
▪ The product does not arrive by the specified date.
▪ Discounts agreed on are not rendered by the
manufacturer.
▪ The product does not have a feature or perform a
function that the customer believed it would.
▪ The product is not of the specified grade or quality
(does not meet agreed-on specifications). Whenever you

26. 26
determine that the customer’s complaint is honest, make a
settlement that is fair to the customer. Customers actually
may be wrong, but if they honestly believe they are right, no
amount of haggling or arguing will convince them otherwise.
A valued account can be lost through temperamental
outbursts.

27. 27
Website:
When looking at the Joint’s website, it’s easy to get lost. As informative
and educational the web pages are, they don’t provide a clear and
concise structure. Information is somewhat piled in long paragraphs and
the important highlights don’t stand out.
Readers today don’t like spending time looking for the information they
need. They scan. Therefore, a successful website in selling a product is one
that provides visual clues and lets potential customers find what they
need with ease.
There is no best way to explain what is needed, as every website is very
specific and has a very specific audience. What might work for one
business might be absolutely irrelevant to another.

28. 28

29. 29
When browsing The Joint Sugar House’s website, it becomes easy to get
lost and uninterested. The long blocks of text make it hard to find relevant
information without a struggle. Even though everything is relevant, it is
ineffective in selling the Joint’s services. A more well–structured website
could lead to more conversions from Google Advertising. Therefore, the
return on investment could be much bigger and make The Joint more
profitable.
Unfortunately, I am no specialist on website design and am aware of the
very basics only. Thus, I had to do research and utilize different resources
to be able to make valid recommendations concerning the website.
Here are the 10 Principles of Effective Web Design. They give
generalizations on what is normally perceived as good structure to a
website.
Problem: Focus on what’s important

30. 30
The following principles are found on Smash Magazine’s website:
http://www.smashingmagazine.com/2008/01/31/10-principles-of-
effective-web-design/
If you are building a website for a business that sells one specific product,
make sure that’s the focus of the home page. Allow yourself space on the
inner pages to place calls to action for that specific item.
10 Principles Of Effective Web Design
Usability and the utility, not the visual design, determine the
success or failure of a website. Since the visitor of the page is
the only person who clicks the mouse and therefore decides
everything, user-centric design has become a standard
approach for successful and profit-oriented web design. After
all, if users can’t use a feature, it might as well not exist.
We aren’t going to discuss the implementation details (e.g.
where the search box should be placed) as it has already
been done in a number of articles; instead we focus on
the main principles, heuristics and approaches for effective
web design — approaches which, used properly, can lead to
more sophisticated design decisions and simplify the process
of perceiving presented information.
Please notice that
• you might be interested in the usability-related articles
about 10 Usability Nightmares and30 Usability Issues we’ve
published before,
• we’ll cover more principles of effective design in our
following posts. Therefore you might want to subscribe to
our RSS-feed.
•
Principles Of Effective Web Design
In order to use the principles properly we first need to
understand how users interact with web-sites, how they think
and what are the basic patterns of users’ behavior.
How do users think?
Basically, users’ habits on the Web aren’t that different from
customers’ habits in a store. Visitors glance at each new

31. 31
page, scan some of the text, and click on the first link that
catches their interest or vaguely resembles the thing they’re
looking for. In fact, there are large parts of the page they
don’t even look at.
Most users search for something interesting (or useful) and
clickable; as soon as some promising candidates are found,
users click. If the new page doesn’t meet users’ expectations,
the Back button is clicked and the search process is
continued.
• Users appreciate quality and credibility. If a page provides
users with high-quality content, they are willing to
compromise the content with advertisements and the
design of the site. This is the reason why not-that-well-
designed web-sites with high-quality content gain a lot of
traffic over years. Content is more important than the
design which supports it.
• Users don’t read, they scan. Analyzing a web-page, users
search for some fixed points or anchors which would guide
them through the content of the page.

32. 32
Users don’t read, they scan. Notice how “hot” areas
abrupt in the middle of sentences. This is typical for the
scanning process.
• Web users are impatient and insist on instant
gratification. Very simple principle: If a web-site isn’t able
to meet users’ expectations, then designer failed to get his
job done properly and the company loses money. The
higher is the cognitive load and the less intuitive is the
navigation, the more willing are users to leave the web-site
and search for alternatives. [JN / DWU]
• Users don’t make optimal choices. Users don’t search for
the quickest way to find the information they’re looking
for. Neither do they scan web-page in a linear fashion,
going sequentially from one site section to another one.
Instead users satisfice; they choose the first reasonable
option. As soon as they find a link that seems like it might
lead to the goal, there is a very good chance that it will
be immediately clicked. Optimizing is hard, and it takes a
long time. Satisficing is more efficient.

33. 33
Both pictures show: sequential reading flow doesn’t work
in the Web. Right screenshot on the image at the bottom
describes the scan path of a given page.
• Users follow their intuition. In most cases users muddle
through instead of reading the information a designer has
provided. According to Steve Krug, the basic reason for
that is that users don’t care. “If we find something that
works, we stick to it. It doesn’t matter to us if we
understand how things work, as long as we can use them.
If your audience is going to act like you’re designing
billboard, then design great billboards.”
• Users want to have control. Users want to be able to
control their browser and rely on the consistent data
presentation throughout the site. E.g. they don’t want new
windows popping up unexpectedly and they want to be
able to get back with a “Back”-button to the site they’ve
been before: therefore it’s a good practice to never open
links in new browser windows.

34. 34
1. Don’t make users think
According to Krug’s first law of usability, the web-page should
be obvious and self-explanatory. When you’re creating a site,
your job is to get rid of the question marks — the decisions
users need to make consciously, considering pros, cons and
alternatives.
If the navigation and site architecture aren’t intuitive, the
number of question marks grows and makes it harder for users
to comprehend how the system works and how to get from
point A to point B. A clear structure, moderate visual clues
and easily recognizable links can help users to find their path
to their aim.
Let’s take a look at an example. Beyondis.co.uk claims to be
“beyond channels, beyond products, beyond distribution”.
What does it mean? Since users tend to explore web-sites
according to the “F”-pattern , these three statements would
be the first elements users will see on the page once it is
loaded.
Although the design itself is simple and intuitive, to understand
what the page is about the user needs to search for the
answer. This is what an unnecessary question mark is. It’s

35. 35
designer’s task to make sure that the number of question
marks is close to 0. The visual explanation is placed on the
right hand side. Just exchanging both blocks would increase
usability.
ExpressionEngine uses the very same structure like Beyondis,
but avoids unnecessary question marks. Furthermore, the
slogan becomes functional as users are provided with options
to try the service and download the free version.
By reducing cognitive load you make it easier for visitors to
grasp the idea behind the system. Once you’ve achieved
this, you can communicate why the system is useful and how
users can benefit from it. People won’t use your web site if
they can’t find their way around it.
2. Don’t squander users’ patience
In every project when you are going to offer your visitors some
service or tool, try to keep your user requirements minimal. The
less action is required from users to test a service, the more
likely a random visitor is to actually try it out. First-time visitors
are willing to play with the service, not filling long web forms
for an account they might never use in the future. Let users
explore the site and discover your services without forcing

36. 36
them into sharing private data. It’s not reasonable to force
users to enter an email address to test the feature.
As Ryan Singer — the developer of the 37Signals team —
states , users would probably be eager to provide an email
address if they were asked for it after they’d seen the feature
work, so they had some idea of what they were going to get
in return.
Stikkit is a perfect example for a user-friendly service which
requires almost nothing from the visitor which is unobtrusive

37. 37
and comforting. And that’s what you want your users to feel
on your web site.
Apparently, Mite requires more. However the registration can
be done in less than 30 seconds — as the form has horizontal
orientation, the user doesn’t even need to scroll the page.
Ideally remove all barriers, don’t require subscriptions or
registrations first. A user registration alone is enough of an
impediment to user navigation to cut down on incoming
traffic.
3. Manage to focus users’ attention
As web-sites provide both static and dynamic content, some
aspects of the user interface attract attention more than
others do. Obviously, images are more eye-catching than the
text — just as the sentences marked as bold are more
attractive than plain text.

38. 38
The human eye is a highly non-linear device, and web-
users can instantly recognize edges, patterns and motions.
This is why video-based advertisements are extremely
annoying and distracting, but from the marketing perspective
they perfectly do the job of capturing users’ attention.
Humanized.com perfectly uses the principle of focus. The
only element which is directly visible to the users is the word
“free” which works attractive and appealing, but still calm
and purely informative. Subtle hints provide users with enough
information of how to find more about the “free” product.
Focusing users’ attention to specific areas of the site with a
moderate use of visual elements can help your visitors to get
from point A to point B without thinking of how it actually is
supposed to be done. The less question marks visitors have,
the better sense of orientation they have and the more trust

39. 39
they can develop towards the company the site represents.
In other words: the less thinking needs to happen behind the
scenes, the better is the user experience which is the aim of
usability in the first place.
4. Strive for feature exposure
Modern web designs are usually criticized due to their
approach of guiding users with visually appealing 1-2-3-done-
steps, large buttons with visual effects etc. But from the design
perspective these elements actually aren’t a bad thing. On
the contrary, such guidelines are extremely effective as they
lead the visitors through the site content in a very simple and
user-friendly way.
Dibusoft.com combines visual appeal with clear site
structure. The site has 9 main navigation options which are
visible at the first glance. The choice of colors might be too
light, though.
Letting the user see clearly what functions are available is a
fundamental principle of successful user interface design. It
doesn’t really matter how this is achieved. What matters is

40. 40
that the content is well-understood and visitors feel
comfortable with the way they interact with the system.
5. Make use of effective writing
As the Web is different from print, it’s necessary to adjust the
writing style to users’ preferences and browsing habits.
Promotional writing won’t be read. Long text blocks without
images and keywords marked in bold or italics will be
skipped. Exaggerated language will be ignored.
Talk business. Avoid cute or clever names, marketing-
induced names, company-specific names, and unfamiliar
technical names. For instance, if you describe a service and
want users to create an account, “sign up” is better than
“start now!” which is again better than “explore our services”.
Eleven2.com gets directly to the point. No cute words, no
exaggerated statements. Instead a price: just what visitors are
looking for.
An optimal solution for effective writing is to
• use short and concise phrases (come to the point as
quickly as possible),

41. 41
• use scannable layout (categorize the content, use
multiple heading levels, use visual elements and bulleted
lists which break the flow of uniform text blocks),
• use plain and objective language (a promotion doesn’t
need to sound like advertisement; give your users some
reasonable and objective reason why they should use
your service or stay on your web-site)
6. Strive for simplicity
The “keep it simple”-principle (KIS) should be the primary goal
of site design. Users are rarely on a site to enjoy the design;
furthermore, in most cases they are looking for the
information despite the design. Strive for simplicity instead of
complexity.
Crcbus provides visitors with a clean and simple design. You
may have no idea what the site is about as it is in Italian,
however you can directly recognize the navigation, header,
content area and the footer. Notice how even icons manage

42. 42
to communicate the information clearly. Once the icons are
hovered, additional information is provided.
From the visitors’ point of view, the best site design is a pure
text, without any advertisements or further content blocks
matching exactly the query visitors used or the content
they’ve been looking for. This is one of the reasons why a user-
friendly print-version of web pages is essential for good user
experience.
Finch clearly presents the information about the site and
gives visitors a choice of options without overcrowding them
with unnecessary content.
7. Don’t be afraid of the white space
Actually it’s really hard to overestimate the importance of
white space. Not only does it help to reduce the cognitive
load for the visitors, but it makes it possible to perceive the
information presented on the screen. When a new visitor
approaches a design layout, the first thing he/she tries to do is
to scan the page and divide the content area into digestible
pieces of information.
Complex structures are harder to read, scan, analyze and
work with. If you have the choice between separating two
design segments by a visible line or by some whitespace, it’s

43. 43
usually better to use the whitespace solution. Hierarchical
structures reduce complexity (Simon’s Law): the better you
manage to provide users with a sense of visual hierarchy, the
easier your content will be to perceive.
White space is good. Cameron.io uses white space as a
primary design element. The result is a well-scannable layout
which gives the content a dominating position it deserves.
8. Communicate effectively with a “visible language”
In his papers on effective visual communication, Aaron
Marcus states three fundamental principles involved in the
use of the so-called “visible language” — the content users
see on a screen.
• Organize: provide the user with a clear and consistent
conceptual structure. Consistency, screen layout,
relationships and navigability are important concepts of
organization. The same conventions and rules should be
applied to all elements.

44. 44
• Economize: do the most with the least amount of cues
and visual elements. Four major points to be considered:
simplicity, clarity, distinctiveness, and
emphasis. Simplicityincludes only the elements that are
most important for communication. Clarity: all
components should be designed so their meaning is not
ambiguous. Distinctiveness: the important properties of the
necessary elements should be distinguishable. Emphasis:
the most important elements should be easily perceived.
• Communicate: match the presentation to the capabilities
of the user. The user interface must keep in balance
legibility, readability, typography, symbolism, multiple
views, and color or texture in order to communicate
successfully. Use max. 3 typefaces in a maximum of 3 point
sizes — a maximum of 18 words or 50-80 characters per
line of text.
9. Conventions are our friends
Conventional design of site elements doesn’t result in a
boring web site. In fact, conventions are very useful as they
reduce the learning curve, the need to figure out how things
work. For instance, it would be a usability nightmare if all web-
sites had different visual presentation of RSS-feeds. That’s not
that different from our regular life where we tend to get used
to basic principles of how we organize data (folders) or do
shopping (placement of products).
With conventions you can gain users’ confidence, trust,
reliability and prove your credibility. Follow users’
expectations — understand what they’re expecting from a
site navigation, text structure, search placement etc. (see
Nielsen’s Usability Alertbox for more information)

45. 45
BabelFish in use: Amazon.com in Russian.
A typical example from usability sessions is to translate the
page in Japanese (assuming your web users don’t know
Japanese, e.g. with Babelfish ) and provide your usability
testers with a task to find something in the page of different
language. If conventions are well-applied, users will be able
to achieve a not-too-specific objective, even if they can’t
understand a word of it.
Steve Krug suggests that it’s better to innovate only when you
know you really have a better idea, but take advantages of
conventions when you don’t.
10. Test early, test often
This so-called TETO-principle should be applied to every web
design project as usability tests often provide crucial
insights into significant problems and issues related to a given
layout.
Test not too late, not too little and not for the wrong reasons.
In the latter case it’s necessary to understand that most
design decisions are local; that means that you can’t
universally answer whether some layout is better than the
other one as you need to analyze it from a very specific point
of view (considering requirements, stakeholders, budget etc.).

46. 46
Some important points to keep in mind:
• According to Steve Krug, testing one user is 100% better
than testing none and testing one user early in the project
is better than testing 50 near the end. According to
Boehm’s first law, errors are most frequent during
requirements and design activities and are the more
expensive the later they are removed.
• Testing is an iterative process. That means that you design
something, test it, fix it and then test it again. There might
be problems, which haven’t been found during the first
round as users were practically blocked by other
problems.
• Usability tests always produce useful results. Either you’ll be
pointed to the problems you have or you’ll be pointed to
the absence of major design flaws, which is in both cases
a useful insight for your project.
• According to Weinberg’s law, a developer is unsuited to
test his or her code. This holds for designers as well. After
you’ve worked on a site for few weeks, you can’t observe
it from a fresh perspective anymore. You know how it is
built and therefore you know exactly how it works — you
have the wisdom independent testers and visitors of your
site wouldn’t have.
Bottom line: if you want a great site, you’ve got to test.
References
• Designing Effective User Interfaces by Suzanne Martin
• Summary on Web Design
• UID presentation (Flash)
• Research-Based Web Design & Usability Guidelines
• “The psychology of computer programming” by Gerald Weinberg
• “Designing Web Usability” by Jakob Nielsen [JN / DWU]
• “Prioritizing Web Usability” by Jakob Nielsen
• “Don’t Make Me Think” by Steve Krug
• “Usability for the Web: Designing Web Sites that Work” by Tom
Brinck, Darren Gergle, Scott Wood

47. 47
• A Summary of Principles for User-Interface Design
Website Recommendations:
Below we can see a “heat map” of two pages of The Joint Sugar House’s
website. This shows the patterns and behaviors of visitors online. The pages
are great in providing relevant information and people seem to navigate
them well.

48. 48
However, most of the pages on the website are very text-driven and
“cluttered” with paragraphs. It could be beneficial to try to summarize the
information and also provide some visual “evidence” of why one should
go into The Joint. The home page does that, there is a woman getting a
back adjustment. As for the other pages, they could focus more on the
pain aspect and the “cure.” There is great potential to bring this up and
make it stand out in a way that will allow visitors to get the idea of the
page they’re on within a fraction of a second.
This is important because it could make more people stay longer on the
website and actually go into The Joint. In turns, there will be an increase
“conversions”, return on investment, and potentially referrals.
A well developed, functional and visually appealing website is the key to
making the most of any online advertising campaign.

49. 49
The Joint Sugar House Website SWOT Analysis:
Strengths: Very nicely chosen colors; very informative; easy to find (good
URL); provides contact information; easy to schedule an appointment
Weaknesses: big blocks of text that could make visitors confused and
uninterested; not enough visuals; not visually appealing enough
Opportunities: include more images that could trigger more visitors to go
into The Joint; improve organization; focus on what’s important
Threats: visitors learning how to avoid The Joint Sugar House’s website
because of deceptive advertising which could lead to the perception of
scam; competitors developing more their websites; competitors utilizing
Google Ads as well

50. 50
South Salt Lake Chiropractic Website SWOT Analysis:
Strengths: feels “local”; has a page “Meet the Staff” which helps visitors
get “acquainted” with the place; doesn’t include too much text
Weaknesses: really hard to find; weak advertising; looks underdeveloped;
looks unprofessional; limited credibility
Opportunities: Has a lot of room for improvement; many possibilities
ahead; not part of a corporation -> freedom to do anything; as business
grows, the website can easily reflect and adjust tot that
Threats: better looking/developed competitor websites;

51. 51
Salt Lake Chiropractic Website SWOT Analysis:
Strengths: beautiful design and colors; fancy look; pictures; concise
information; well-organized; easy to use
Weaknesses: incredibly hard to find; URL too close to other chiropractors
in the Salt Lake area; looks too similar to many other websites; could give
the wrong impression; it’s not corporate but gives the impression to be
Opportunities: promotion; finding a better URL; making it easier to
schedule an appointment
Threats: people going to competitors because of they couldn’t find the
website; website being confused with others

52. 52
SWOT Analysis:
Strengths:
• Part of a big franchise
• No appointment needed
• SEO
• Well-developed and well-
utilized social media
strategies
• Comes up first on Yelp! &
Google in relevant searches
• Great reviews
• Great partnerships
Weaknesses:
• Franchise
• If the corporation does
something it could affect
negatively The Joint Sugar
House
• People can strain away from
franchises
• Not enough photos
• No good description of
business on Yelp! & Google
• A few bad reviews
Opportunities:
• Incorporate Marketing 3.0
practices
• Manage to become a
consumer brand (protected
by the consumer)
• Develop better customer
relationships
• Improve website. Make it
appealing
• Increase customer retention
• Increase referrals
Threats:
• Great competition
• Other The Joints
• Other Chiropractors
• Threats by the corporation
• Consumer retention decrease
• Bad reputation

53. 53
Market Analysis
Competition Target
Market
Marketing
Back in Motion Everyone.
Unable to
detect a clear
target market.
No
Mike C. Lane Target market is
almost
unrestricted.
Almost
everyone.
No
Salt Lake
Chiropractic
Could not
identify
No
Conger Chiro Everyone No
Elite Chiro Sports people,
Athletes
No
Ø The biggest Advantage for The Joint Sugar House is marketing.
Ø The Joint has done a terrific job promoting itself and making itself
know to people
Ø Collaborations with other businesses is another area of growth that
The Joint can utilize
Ø The Joint seems to have the best social media presence

54. 54
Works Cited
Friedman, Vitaly. "10 Principles Of Effective Web Design." Smashing Magazine.
Smashing Magazine, 31 Jan. 2008. Web. 28 Apr. 2014.
Futrell, Charles. Fundamentals of Selling: Customers for Life through Service. New
York: McGraw-Hill Irwin, 2011. Print.
Kotler, Philip, Hermawan Kartajaya, and Iwan Setiawan. Marketing 3.0: From Products
to Customers to the Human Spirit. Hoboken, NJ: Wiley, 2010. Print.
Perle, Stephen M. "Truth in Advertising." ACA -. American Chiropractic Association,
n.d. Web. 02 May 2014.