HATTIE: Jeff Slutsky always leaves us with a smile, and great advice on sales and marketing. His motto is: "Don't out-spend your competition, out-think them." Here's access to part of the brain behind Streetfighter Marketing -- we just not sure which part you're about to get!

1. Be Thou Not Intimidated
2. High Visibility in the Community
3. Keeping promises never costs - it always pays
4. Streetfighting means playing hard ball
5. "We fix $6 haricuts!"
6. The Power of a PostCard
7. Tele-marketing
8. Cross promote!
9. Discounting can be dangerous
10. Echo. Echo. Echo.
11. Objection! Objection! Get the last objection out in the open
12. Testimonial Letter

JEFF SLUTSKY (Marketing Consultant): Grand opening situation: Tom Bramlett in San Francisco owns a scuba store. He worked very hard at customer service, till this big discounter moves two blocks away. They're advertising a fortune for the grand opening, and what's he going to do? He has to compete on price. But here's where they made a mistake. This new competitor advertises in all their advertising, `Look for the big blue balloon,' so to make it easy for their customers to find them. So they had this big blue balloon up there, right? Well, what does Tom do? He goes out and buys a bigger and bluer balloon, flies it above his own store. Half the people going to this other store go to his store by accident, has the most successful promotion he ever ran, cost him practically nothing. That's what I called street fighting.

"You can do it. Colonel Sanders was collecting Social Security when he started his fried chicken empire.

H.L. Hunt was a bankrupt cotton farmer
before becoming a billionaire in the oil business."
-- Greg Straughn & Charles Chickadel
writing in Building a Profitable Business

HATTIE: Those of us who run small businesses have to be street smart to stay in business. Jeff Slutsky has written five books that teach businesspeople who to market promote, advertise and increase sales without spending a lot of money. Jeff is a guru, a business owners, a strategist all rolled up in one. He's the person other people hire to help market their business.

His product is the information he's sharing with us on this program.

JEFF SLUTSKY: One important aspect of street fighting is good community involvement. Take the business that was approached by a pro amateur celebrity golf tournament. They wanted to become a sponsor, which cost 750 bucks. You're one of 20 sponsors, and for your $750, you get a name in the program book and a little plaque on the 18th hole. Not a lot of exposure for your $750. But he said, `This is such a worthy event that I want to do something very special. I'm going put up a $10,000 cash prize for the first person to get a hole-in-one on the ninth hole. Half will be divided between the golfer who makes it and the charity.' Well, it was an instant hit; tremendous credibility, tremendous exposure and ticket sales shot up. Everyone was thrilled to death. But he had some risk involved. What if someone actually scored a hole-in-one?

Well, here's what he did. He took out a policy, an insurance policy, through Lloyd's of London protecting him against someone scoring a hole-in-one. The cost of the policy, $450, $300 less than the sponsorship. He totally dominated the tournament. Now here's 19 other guys spending 750 bucks and getting nothing for it, and this smart street fighter spends less money and owns the event. It was so successful, he's done it every year since. And last summer, someone scored a hole-in-one. And he got another round of free publicity. Now that's street fighting.

JEFF SLUTSKY: Streetfighters always keep their promises, no matter what it costs, no matter what it takes. If you don't keep your promise to a client or a customer, you'll be out of business before you know it. This is very important. Now I know that sounds kinda lofty when I say it, `Whatever it takes, whatever it costs,' but I had to practice what I preached. I remember--oh, it was in March. I was booked to do a program six months later for the Sony Corporation; you may have heard of them. And I was going to speak at Marco Island in Florida, and I was booked six months ahead. I've never missed a date in 14 years. You make a commitment to be there and you're there.

Well, six months rolls around faster than you possibly can imagine, and Monday morning, 2:30, I get a phone call from my brother, Mark. `Jeff, what are you doing in Columbus?' I go, `What's wrong?' He goes, `You're supposed to be in Marco Island at 9:00 this morning to deliver a program. They've been trying to get ahold of you. They finally got ahold of me. You've got to get down there somehow.' Now it's 2:30 in the morning in Columbus, Ohio; not a lot of non-stop flights going to Marco Island, Florida. `What am I going to do?' They're in a panic. I'm in a panic. I grab the Yellow Pages and I'm looking for charter flights to see if there's any way I can get a flight, like, in the next hour, and I look up charter flights.

I start dialing the numbers. I'm dialing one after another. Nobody's answering their phones at 2:30 in the morning. `How can these guys run a business? I don't understand it.' Finally, after the 10th time, somebody answers the phone. It's an air ambulance service. I said, `I have an emergency. I need to get to Marco Island by 9:00.' They go, `What's the nature of your emergency?' I go, `If I don't get there by 9:00, my client's going to kill me.' So he says, `Well, no problem.'

Turns out they have these Learjet ambulances on standby at different cities around the country. They had one in Detroit. It comes complete; package deal: pilot, co-pilot, registered nurse, right? So they said they could be there in an hour to pick me up, I could be down there an hour before my program. No problem. Called the client, told him to calm down, got this Learjet. I rush off to the office, get my stuff, meet the jet out by the airport, they come pick me up, hop on the plane, two hours later I'm there.

I show up, and before I leave the pilot asks me, `How long are you going to be?' I said, `Well, you know, a 45-minute talk, you know, stand around, sign a few books. I'd be back at noon.' He goes, `No problem. We'll give you a ride back.'

Return trip was free, but guess how much it cost going down one way? Seven thousand dollars. And to top it off, they added $700 excise tax because it was a passenger ticket--7,700 bucks. But I didn't care because I knew what my commitment was. When I showed up, they were just thrilled I was there before I spoke. Usually they wait till afterwards, but this was great. Now because I was willing to make that kind of commitment to my clients, they've called me up several times since. Plus, the word's gotten out and the story's gotten around I've gotten a lot of other calls. I've probably got that money back 10 times.

So when you make good on a promise to a client, no matter what it costs, it never costs you. It always pays.

JEFF SLUTSKY(Marketing Consultant): Street fighters are extremely competitive and they'll do anything to protect their turf. That's why they're called street fighters. Take for example the mom-and-pop pizza place in Denver, Colorado, about seven, eight years ago. They had a very successful business, specializing in delivery, and they lived and died by their Yellow Page advertising.

If somebody wants a pizza delivered, they look in the Yellow Pages under pizza, and if they lived near them, it worked great. It worked for years. Then Domino's Pizza decides to move into Denver with a vengeance. They put up a bunch of locations, they spend a fortune on advertising, including a full-page Yellow Page ad. No one had ever seen a full-page Yellow Page ad then. With red and blue in the ad, can you imagine what that costs on a monthly basis? A fortune.

When the new Yellow Page book came out, there was the full-page Domino's ad, there's four competitors on the back, and this poor little mom-and-pop operation on page four--you have to turn the page one more time to even find their ad. And as soon as it was released, their sales started to drop. What's he going to do?

Well, he was a street fighter. He ran a campaign within seven days and said, `Bring us the Domino's Yellow Page ad out of the phone book into my locations, I'll give you two-for-one pizzas.' People were ripping them out and bringing them in, and going into phone booths and ripping them out. You couldn't find a Domino's Yellow Page ad anywhere in Denver. Domino's was upset. They had to pay for that ad for another 11 1/2 months. But it solved their problem. Street fighters deal with the competition creatively and very effectively.

JEFF SLUTSKY(Marketing Consultant): What happens when a competitor moves into town and starts cutting your price and, all of a sudden, you have all this price competition? That's exactly what happened to a hair salon on the West Coast about six years ago.

Now this guy worked very hard at good customer service. He had $15 haircuts, which put him in the midrange for this marketplace, but he really focused on keeping those customers happy. Well, six years ago, they built a brand-new little shopping center across the street, and in the shopping center, they put in one of those discount haircut franchises. To advertise the new franchise, this franchisee buys a billboard right in front of the salon, right in front of that little strip center, that said nothing more than, `We give $6 haircuts.' And it was a plain-blue background, plain-white letters, with an arrow into the shopping center.

Now here, all these $15 haircut appointments go into town, right? And they see this billboard across the street, `We give $6 haircuts.' So a bunch of them start going across the street to try it out. Now what's he going to do? How is he going to compete with that? He can cut his price in half and it's still not going to be competitive, but he was trying to build a premium position in his marketplace. So this is what he did. He buys the billboard directly across the street, in front of his own salon. He uses the same blue background, the same plain-white letters. He put, `We fix $6 haircuts.' Turned him around instantly. So remember, price is an issue; it's not the only issue. Quality, service, selection--there's a lot of important things that your customers really want more than price alone.

HATTIE: Jeff Slutksy believes that direct mail can work and will work if you have a creative tactic to avoid being thrown in the trash.

JEFF SLUTSKY (Marketing Consultant): Direct mail is an important tool of the street fighter, but 99 percent of most junk mail ends up in the garbage, so what can you do? One of my favorite techniques with direct mail is to use something that they won't throw away right away, like a picture postcard.

This is what happened. There's this one printer in a small town outside of Cleveland, went to a convention for printers in Las Vegas. While she's in Las Vegas, buys 400 picture postcards of Las Vegas, brings them back to her little shop in that small town. On the reverse side of the picture postcard, puts `Don't gamble when you need good quality printing. Bring this postcard in for a 10 percent discount.'

Then she looks in the small phone book for the business listings, so she got all the businesses that off the top of her head didn't look like they were her customers, highlighted them, had her kids after school hand address the postcards, mailed them at the postcard rate. All 400 went out to potentially new customers. One hundred were redeemed.

That's a 25 percent--unheard of in direct mail. Why? When you get a picture postcard from somebody from Las Vegas, what are you going to do? You're going to find out, `Well, who do I know that's in Las Vegas and how much money did they win?' So you look it over, and `Don't gamble when you need a printer.'

This an easy thing that can be adapted. If you go to Orlando, buy 1,000 picture postcards: `Don't Mickey Mouse around when you need good quality,' whatever you sell. You know, `Don't get Goofy.' It's amazing. There's a lot of applications for this. Think about it a little bit, and then do some street fighting of your own.

HATTIE: Don't you just hate it when the phone rings and it's some overly forward person trying to sell you something? Telemarketing is not all bad, and Jeff Slutsky, owner of Streetfighter Marketing, is going to tell us how to write a script that gets results.

JEFF SLUTSKY (Marketing Consultant): Telemarketing is a very valuable tool for street fighters, but the problem with telemarketing is you make all these calls and everybody hangs up on you. You have to do something in the first 20 seconds of your phone call to get people to want to talk to you, and the problem is they read from a script and it goes on for like five minutes before they do anything.

So you have to do something in that first sentence that's going to get people to say, `Hey, I'm going to talk to this person.' It's what we call a benefit statement.

We don't talk about what we do or what we sell, we talk about the end result of somebody having used your services. For example, when I call up a client, it would be something like, `Well, I specialize in teaching businesses how to advertise, promote and increase sales without spending money,' and they go, `You're kidding! How do you do that?'

They're asking me to go forward.

The toughest one we ever had to do was to make a benefit statement for a life insurance salesman. I mean, that is the roughest thing, you've got to admit, to sell. You know, if you're at a party and someone says, `Well, what do you do for a living?' Say `I sell life insurance,' everybody heads for the exits. So you have to come up with something else. So here's what we did. We came up with this benefit statement that said, `What do you do?' `Well, we help people accumulate over $1 million for their retirement while making only modest monthly contributions.' `No kidding! How do you do that?'

They've asked you to go forward with your presentation.

Now this works both on the phone and in person, and you make sure you use a benefit statement. Now notice in that example, nowhere did they mention life insurance. Life insurance is just the detail stuff, that's how you get to the end result. It could just as easily have been something for a stockbroker or an investment adviser. So you find out the end result and sit down and write yourself a good benefit statement. Now the way to find out if it really works or not is at a party. When someone asks you, `By the way, what do you do?' and after you say it, they go, `No kidding, how do you do that?' you know you have a good one. So remember as a street fighter, I want you to get out there and learn how to use a good, strong benefit statement.

HATTIE: Jeff Slutskyt ells us about the value of cross-promotion. It can save money, and give you better results.

JEFF SLUTSKY (Marketing Consultant): One of the most valuable tools of a street fighter is a cross-promotion. This is where you get somebody else to hand out your advertising for you free. Now we've been doing this for over 15 years, and it works for retail, it works for service organizations, big and small. So there's always a way to get a cross-promotion to work for you.

Now one variation of a cross-promotion was used by a little comic book store. They had a lot of competition in their little marketplace, and they wanted to do something to get to their customers. Well, it turns out at that time, the second in the Batman series, the movie, came out, "Batman Returns." So he approached the manager of that movie theater, which was just about five blocks away from his store, and says, you know, `Hey, you got this Batman movie, I got Batman comic books. We ought to work together in some fashion.' They traded some posters and they traded free passes for their employees, and they also did one other thing. They decided that for every person who bought a ticket to see the movie, they would get a little certificate from the comic book store that allowed for special savings when they went in.

Ten thousand people went to see that movie at that particular movie theater. Each of them got this little certificate. Out of the 10,000, 150 redemptions. Out of the 150 redemptions, the guy got 100 new customers who come in every single week because when you buy comic books, you got to buy the same titles every week. Bottom line in this one little promotion generated $26,000 worth of sales. Cost him under 100 bucks for all the printing. But that's not all. One of the 100 was a 12-year-old boy who shows up in a chauffeur-driven limousine, and his nanny, he comes in there and drops $300 every week in the store. On his birthday, he dumps $3,000, buying all the collectibles and stuff. Can you imagine what this guy's going to spend on his bar mitzvah next year?

Streetfighters know how to do cross-promotions, and they know how to get someone else to hand out their advertising for them free. That's street fighting.

HOST: Jeff Slutsky says, `Be careful. Discounting can be dangerous.'

JEFF SLUTSKY (Marketing Consultant): One of the biggest problems that face a lot of small business is a problem of discounting, cutting price, couponing, any way to get the regular price down, usually because of stiff competition. The problem is when you start doing this discounting on a regular basis, people begin to expect the regular price to be the discounted price.

I remember growing up in a small community, and one of the fast-food chains was the only one in town--this goes back about 25 years--using a coupon. And they couponed all the time, in the newspaper, on the weekends, in inserts. They had mail-outs. I've even see old ladies on street corners handing out these coupons, which is fine. It brought in business. But there was a problem. What if you didn't have a coupon? I mean, I heard a couple next to me at a different restaurant saying, `You know, we were going to go to that restaurant, but we forgot our coupons.' They conditioned their customer to wait for the deal. And then you walk up to the counter, what is the first thing they say? Is it, `Hey, good to see you,' or `Want to try our new sandwich?' First thing they say is, `Do you have any coupons today?'

I remember one of the pizza places in Columbus, Ohio, was test-marketing the brand-new delivery program. And it was working real well. We were the test market for it. One number centrally dispatched, and I'd used them a few times. I called them up one day. They answered the phone, `Thank you for calling our delivery service. What can we order for you?' And I give them a phone number, they look under the phone number, you hear some clicking on the computer.

As soon as the clicking stops, `Oh, Mr. Slutsky, how are you today?' `Well, I'm fine.' `Still living on Crossing Creek North?' `Yes, I am.' `Let's see here, the last time you ordered a small mushroom, onion, extra cheese, on July 27th at 7:15 PM. You gave the guy a 20, he gave you change. Would you like to place that same order again today?' I said, `No, but would you like to do my tax returns this year?'

I mean, they have all this information on me.

And then she asks the question, `Do you have any coupons today?' Well, I thought for a second and asked her a question: `I don't know. Do you take other people's coupons?' Verbatim, this is what she said: `Oh, yeah, we'll take anybody's coupons. We don't care.' I said, `Great. I have a Jiffy Lube.' She took it. Guy comes to my door with a small mushroom, onion, extra cheese. I hand him $10, plus $3 off an oil change. They took $3 off the bill. I couldn't believe it. They've lost total credibility with their pricing with me. And the pizza was a little extra greasy that day.

JEFFREY SLUTSKY: One important aspect of streetfighting is community involvement and helping to raise money for worthy causes. But you have to do it in such a way that it costs you nothing out of pocket, takes very little time and generates customers in the front door buying your product, promoting trial.

Such was the case with the Pizza Hut in a small town in Indiana. They were approached by the volunteer fire department, who were looking for donations to buy a deluge gun, a piece of firefighting equipment they had to have. Now they were approaching all these businesses and getting nowhere. And they approached the Pizza Hut guy, and he didn't have the authority to donate money, but he said, `Here's what I can do. I can take a Wednesday four weeks from today. Now on a typical Wednesday, I'll do --and I'm guessing at the number-- $500. We'll back up the $500, but after we generate that, every dollar that comes in the front door I'll split with you. So if you get everybody in town to come in on that day, you can raise as much money as you need. But it's up to you.'

They loved it. They had little flyers made up and posters printed up which they got free. They put them up everywhere. They went to all the offices complexes with the huge signs that say, `No soliciting.' Guess what they did? I mean, who's going to kick out the volunteer fire department, right? They go to all the apartment complexes, they put flyers everywhere. They had these 11-by-17 posters that had, `Eat at Pizza Hut, save a life.' Whoo! And they got them in all the windows of all the businesses in downtown, including a McDonald's two blocks away. They got free radio time, they got free newspaper time, they got marquees, they got announcements in churches. Everybody in town knew about it.

That Wednesday comes around, packed the place. Practically everybody in town comes out. They pay full price--full retail price--for the pizzas. They generate a lot of money, enough that they can buy that piece of equipment. Pizza Hut is a hero to the community. They generated the money, they got tremendous exposure, goodwill, but they got trial. They got customers in the front door eating the product. And guess what? It didn't cost them anything out of pocket except food cost, which they got covered with their half of it, and it didn't cost them any time because the volunteer fire department did all the work. That's real streetfighting.

JEFF SLUTSKY (Marketing Consultant): Street fighters understand that one of the biggest problems of advertising is that most of it gets ignored. There's so much advertising out there--and the advertising people call it clutter--that it gets ignored. So you've got to do things as a street fighter to get attention.

Take the lawn and garden service in San Antonio, Texas.

There was something in the downtown area tremendously annoying to his many customers and potential customers: parking meters. So he gets this idea. He creates a promotional piece that looks remarkably like the local parking ticket, the same size, the same color, and when he or any of the staff are in the downtown area, they take these promotional pieces and put them under everybody's windshield wiper.

Well, you come back to your car after a tough day of shopping in downtown San Antonio and see something that looks like a parking ticket under your windshield wiper, you're going to notice it.

You may not be happy about it, but you're going to notice it. And they grab that thing, and then they look at it, and the headline said, `Relax, this is not a parking ticket. We just happened to be going by your car and noticed that the meter was ready to run out or had already done so.

To save you the hassle and the $10 fine, we've taken the liberty of putting a little bit of money in the meter for you. Complements of'--just be anybody you can imagine, including yourself.

Well, they got a lot of attention, a lot of phone calls, a lot of word of mouth, a lot of people calling him up, including the San Antonio police department. Turns out they don't ticket the same car twice. It was costing the city a lot of money, so they finally agreed to change the color from red to yellow so the officers could tell the difference between the two.

So it was a successful promotion. But always look for an opportunity to make impact. That's street fighting.

JEFF SLUTSKY (Marketing Consultant): One technique you can use for keeping the customer talking and gathering more information is called the echo technique and it works--very simple. Here's all you do. Wait till the person's done talking, and if they have additional information you want to gather, take the last word they say, two words, three words at the most, and simply repeat it to them in the form of a question, and they'll continue on with more details. So it'll be something like, `I'm going to be doing a taping.' `A taping?' `Yeah, for public television.' `Public television?' `Yeah, SMALL BUSINESS TODAY.' `Small...' So I keep them talking, and they give me more information.

I first heard this about eight years ago. Orlando, Florida, a good friend, Bill Bishop, taught it to me. I'm so excited. I want to try it out so I'm flying back to Columbus, Ohio, and my girlfriend's picking me up at the airport--who later became my wife--and I thought, `Perfect, let's try it out on her.'

So I hop in the car. Instead of staring off into space like I normally do after a rough flight, I just turned to her and asked a question. `How was work today?' She got excited, her eyes got wide, her back got straight, she looks over. `Work was crazy. They sent this guy in from the main office to do a quarterly report.' `Quarterly report?' `Oh, yeah, they bring him in and everything else to make sure we had our projections.' `Projections?' `Oh, last year was a little soft, but if we get an increase, we get a big bonus.' `Bonus?' `The whole department gets to go on a big trip.' `Trip?'

I kept her going for 45 minutes, all the way home. I didn't say more than 25 words. I knew everything about her life and she knew nothing about mine, which is pretty much what I wanted. She thought I was the most warm, sensitive, caring individual in the world. Nine months later, I closed the sale. About eight and a half months after that, we had a little repeat business and about three years ago some increased repeat business, and buyer's remorse.

But you keep the person talking by asking that question. Now you don't want to do it too often, because if you echo more than five or six times, they're going to look at you and go, `What's wrong with you, are you an echo?' So you do one other technique, simply this. Wait till the person's done talking, cock your head to one side and go, `Oh?' So you go echo, echo, echo, `Oh?' Echo, echo, echo, `Oh?', echo, echo, echo, `Oh?' Then right at the climax of the conversation you go, `No!' and they go `Yeah!' You bring it back and do that one more time. At the end of that conversation you know everything there is to know, you'll get the sale, and that's street fighting.

JEFF SLUTSKY: When you're selling, you're always going to get objections. But if you want to make sure you handle the objection properly, use a four-part process because, otherwise, they're going to come back and give you objection after objection after objection. The four parts are: One is soften. No matter what they say, you say `I understand.' It shows empathy and softens them a little bit, and it gets you ready to handle the objection.

Number two, isolate the objection. You answer the objection in this phrase. Something like, `Well, other than the price or other than the color, is there any other reason why we couldn't get the go-ahead today?' And they'll say, `No, no, that's the only reason.' So they've agreed in their own words that the only reason that's keeping you from getting the sale is that one issue, and that if you dealt with that issue, you'd get the sale.

Three is rephrasing. Remember, they've just given you a statement, but you got to rephrase it in the form of a question because you can only answer questions. You can't answer statements. So it might be something like, `Well if I understand, what you're asking me, is the price is too high. Is that your question?' They go `Yeah, yeah, that's my question.' Well, they didn't ask a question, but now they agreed that they did and it's your obligation to answer that question.

And now you're ready for part four, which is to go ahead and handle that objection as best you possibly can. If you follow those first three steps, the likelihood of them coming back with additional objections later on are reduced greatly.

Now that's what I would call some real streetfighting.

HOST: Ever worry that someone might have an objection to doing business with you? Well, Jeff Slutsky says you might get that objection out in the open.

JEFF SLUTSKY: You notice that when you're selling somebody that you're coming along nicely and they're ready to close and, for some reason, the sale just falls apart at the last minute and you have no idea why? Well, you might try something a little different. Now a lot of salespeople are scared to death of this technique. I was afraid to try it at first, but here's what I want you to do. Right when you know you got the sale and you're 99.9 percent sure you're gonna get that sale, ask one more question before you do the paperwork. You look at him and say, `You know, based on all the information you have here and all the conversations we had, what's the one thing that would keep us from doing business together today?' Well, you can see why a lot of people are scared of that, but what happens is, people start giving you information like, `Well, I'm not quite sure how this works for me,' or, `I think it costs a little bit too much,' and you get one last chance of handling that objection before it blows the sale for you, because if it's not out in the open, you're not gonna know about it and the sale's not gonna happen, anyway. So ask the question, try it, and that's how you do street fighting. You never let the sale go away because you got lack of information.

HATTIE: There's nothing like a good endorsement, and Streetfighter Marketing guide Jeff Slutsky says the best person to write your testimonial may be yourself.

JEFF SLUTSKY: One of the most valuable tools you can use in selling are testimonial letters. It gives you tremendous credibility when you're trying to get a customer to see the value of what you bring to the table. The trick is, how do you get testimonial letters? Well, you talk to old customers and ask them to send you one. Now sometimes they don't have time to do it. So what you have to do is say, `You know, I know you're kinda busy and you said you'd send me a testimonial letter. Tell you what, based on our conversation, how about I write it up, send it to you, you have your secretary retype it on your letterhead and send it back'? And that may work. Or you say, `I'll tell you what. Better yet, send me a piece of your letterhead, I'll type it up on this end, I'll send it to you for a signature, if you agree with everything, and there we go.'

Now here's the problem, you see, they don't have time to do testimonial letters, but if you do it, saves a lot of time. And I'll tell you a little secret, some of the best testimonial letters I got, I wrote. And let me show you a few right here. Here's my favorite here, this is one Marvel Comics with Spider-Man on there, McDonald's. You know what's the interesting thing about these is some of my customers think that these are original letters. All I do is I go to my quick printer and say, `Here, make this look like the original.' Or better yet, here's what I do. You talk to a customer you've got a very, very good relationship with and say, `I'll trade you one of my items for a ream of your letterhead,' which is very inexpensive and it makes the testimonial letters have even greater impact. Now that's real street fighting.

HOST: Jeff will return next week with additional great advice for us small-business people. And a direct marketing expert will walk us through what we need to do to get our message out.