• How to Write a Successful Brochure: html or PDF
• Guidelines for Talking With the News Media: html or PDF
• Designing and Producing Your Newsletter: html or PDF
• Publication Analysis Form: html or PDF
• Web Site Analysis Form: html or PDF
• Writing Tips: html or PDF
• Marketing/Communication Plan Article: html or PDF
• Marketing/Communication Plan Outline: PDF
  

How to Write a Successful Brochure

Written brochures are an excellent way to position your company, tell your story, and describe your product or service. In addition, a professionally executed brochure adds a sense of stability and credibility to your organization. A good brochure is persuasive: it sells the reader on the benefits of your product or service and encourages him to buy your product or service instead of another. Whether you're writing a brochure from scratch, or you're updating a current one, these tips can help.

Always Write in Terms of Benefit to the Reader
The most important thing to remember when writing a brochure is to write in terms of benefit to the reader. How will he profit from your product or service? Resist the temptation to talk about your company. Many people reiterate their company's mission statement; most are self-serving and do not talk in terms of the client or customer. Focus instead on the products and services the company offers that will benefit the reader.

Prioritize Your Message
Prioritize your message in two or three key points. Communication research suggests that people are able to digest and remember only a few points at one time. In determining your key points, bear in mind that people want to know how your service or product will benefit them personally, in everyday life. To be credible, you must back-up your main points with proof; if you can't provide proof, don't use that key point. For example, if one of your main points is that your product is the safest on the market, consider how you are going to prove that point-do you have industry studies that prove your product's safety?

Tell the Complete Story in Headlines
Face it: not everyone reads brochures cover to cover; in fact, most people only skim the materials that come across their desk every day. Therefore, you should get your message across in the bold headlines and subheads that the reader will likely read. To prove this point, read the headlines in this piece. They tell the complete story: "Always Write In Terms Of Benefit To The Reader," "Prioritize Your Message," and so on. It is not necessary to read all of the information in this article to get the main points.

Include Specific Facts and Figures
Use statistics to demonstrate that you are competent and skilled. For instance, if you run a financial consulting firm, and you can show that your clients make an average of x percent return on their investment, say it. List your qualifications and those of your employees if it will enhance your competence-for example, "All of our doctors are board certified."

Use Testimonials
A testimonial is a statement from a satisfied customer praising you and your products or services. Sometimes you'll get unsolicited letters from pleased customers; get permission from the customer to use these kind words in your brochure. If you don't have any testimonials, ask for them. Send a short note to customers asking them to write a few words about their opinion of your products or services. Make it easy for them-send a self-addressed, stamped envelope with your letter, and ask them to jot down their thoughts on the back of the letter you send them. Be clear in your letter that you will be using their
words in ads, brochures, mail, and other promotions used to market your products or services.

Offer More Information
You can only have so much copy in a brochure. Use all the information you couldn't fit into the brochure in collateral pieces that you can send to people who request more information. Ideas include a "Frequently Asked Questions" about the product or service you provide and a list of the top 10 reasons your product or service is needed. These pieces should be information-oriented, not sales-oriented. They will help to confirm your competence in the mind of prospects.

Use Positive Language
The copy throughout the brochure should be positive, interesting, and vivid. The active voice is usually more direct and compelling than the passive voice. For instance, instead of saying, "The Following Services Are Available Through XYZ Company," say, "XYZ Company Offers The Following Services." The active voice usually requires fewer words, leaving you more room to get your point across.

Guarantee Your Products or Services
Ensure that the buyer will be satisfied with your products or services. If you provide a specific guarantee, include it in the brochure. If you do not offer a guarantee, emphasize how you will go out of the way to make sure customers are satisfied.

Tell the Next Step
Provide the reader with information on how to order the product or service or on how to get more information. Oftentimes a tear-off form can be incorporated so that the reader can quickly send for more information. While a form isn't always necessary, a phone number is.

Additional brochure writing advice and assistance will be provided upon request. Please contact Shannon R. GaNun at shannon@shannonganun.com if you have any questions or need further information. I look forward to working with you to promote your company.

© Shannon R. GaNun 1998

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Guidelines for Talking With the News Media

You may be called upon to represent your company before the news media. Since some form of mass communication reaches almost every American, media interviews provide an excellent opportunity to promote your company and to advance its positions on a wide range of issues.

The media serve as gatekeepers. Reporters decide which messages will be communicated, but you can have a great deal of influence over what those messages will be. In an interview, you are talking through the reporter to the audience. With this in mind, it is important to be prepared when you speak with the media. Below are some guidelines that will help you prepare for and give media interviews.

Preparing for the Interview
Obtain Background Information
Before your interview, you should gather as much background information as possible about both the reporter and the story. This kind of background information may include the publication's reputation, e.g., Is it a conservative newspaper? Is it a liberal television news magazine?; the focus or "angle" of the story; the reporter's style, e.g., Is he confrontational? Does she have a reputation for expose-type stories?; other individuals already interviewed for the story; other individuals to be interviewed after you; the length of the proposed story; the story deadline; the length of time the reporter has been working on the story. Answers to these questions will help you prepare for the interview.

Determine Key Points
Before any interview, you should prioritize your message in an agenda containing two or three key points. Communications research suggests that people are able to digest and remember only a few points at one time. To be credible, you must back-up your main points with proof; if you cannot provide proof, do not use that key point. In determining your key points, bear in mind that people want to know how an issue will affect them personally, in everyday life. Approaching a topic from this viewpoint will help determine your key points.

Having an agenda serves a dual purpose: first, it enables you to determine in advance what you want the interview to accomplish, and second, it enables you to make transitions back to the key points that form the core of your story. Remember that it is your story; do not let the reporter lead you astray.

An old adage about giving a speech also applies to giving an interview: tell the audience what you are going to tell them; tell them; then tell them what you just told them. Constant repetition of your main points serves to reinforce your message. It also increases your chances that the reporter will remember what you said and share this with the audience.

Anticipate Questions
Before the interview, sit down and think through what questions the reporter may ask. Prepare answers that defuse these questions and bring the conversation back to your message. Practice answering tough questions before the interview.

The Interview
Stay Focused
Realize that you have a story to tell and that it is your responsibility to tell it. Guide the reporter to questions you would like to answer, and return to your key messages again and again.

Use Quotable Language
Reporters are looking for a few good quotes that summarize the story. Do yourself and the reporter a favor: provide them. This way, you control the message. Remember to keep your language positive, interesting, and vivid. Think like a reporter, and speak in headlines. Also, brief examples and analogies are very quotable.

Use Positive Language
If you are asked a negative question, respond with positives. Listen to the question. Take a moment to think, "Do I agree with the premise of the question?" Never repeat a negative question. Use transitions, as described below.

Use Transitions
Often, a reporter will ask a question that diverges from your message or frames your company in a negative way. In these instances, it is wise to use a transition to guide the conversation back to your message. Such transitions follow. Practice them and remember to use them during your interview.

• That's an interesting question, but let me remind you ...
• Let me put that in perspective ...
• What's most important ...
• And don't forget ...
• That's a good point, but I think your audience would be interested in knowing...
• I do not agree with the premise of your question. The fact is ...
• What I'm really here to talk to you about is ...
• Before we get off that subject, let me add ...
• Let me give you some background information ...
• Another thing to remember is ...
• While _____ is certainly important, don't forget that _____ ...

Use Facts and Figures
Memorize key points of information that reinforce your message and use them throughout the interview. Use simple language in your interview. Remember, facts and figures provide evidence for the story you are telling.

Avoid "No Comment"
If you cannot respond to a question, explain why, e.g., "It's in litigation," "That's proprietary information," but don't just say, "No comment." If you do not know the answer to a reporter's questions, offer to find out and get back to the reporter, or refer the reporter to another source.

Avoid "Off the Record"
Do not say things you would not like to see in print or on the air. There is simply no such thing as "off the record."

After the Interview
Evaluation is one of the most important parts of any interview. After the interview, review the questions you were asked and how you answered them. Write it down-keep a record of what worked and what didn't work and review your notes before your next interview. For broadcast interviews, review the footage and learn from it. For all interviews, use a small tape recorder during the session, and listen to yourself afterwards. Practice areas that need improvement.

For More Information
Additional media training and assistance will be provided upon request. Please contact Shannon R. GaNun at shannon@shannonganun.com if you have any questions or need further information. I look forward to working with you to promote your company.

© Shannon R. GaNun 1998

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Designing and Producing Your Newsletter

Newsletter Definition
According to Webster's Ninth New Collegiate Dictionary, a newsletter is "A printed sheet, pamphlet, or small newspaper containing news or information of interest chiefly to a special group."

Newsletter Traits
The following are traits of most newsletters:

• Fast read-skimming common
• Specific information on a narrow topic
• Usually 8.5 x 11 inches
• Portable
• Relatively short articles
• Four to twelve pages
• Regular publishing schedule: weekly, monthly, quarterly
• A "perfect" newsletter does not exist: finding what works best for your audience is the goal
  

Conduct a Pre-Publication Analysis
Goal analysis: Write down your answers to the following questions. If you don't know the answers, find out. If you can't find out, consider whether you should be producing a newsletter in the first place.

I. What is the purpose of the newsletter?

Publisher's viewpoint:

• Why is the publisher producing it?
• What is the primary message?
• What are the secondary messages?
• What does the publisher hope to gain from producing this newsletter?
  

  Reader's viewpoint:

• Why would the reader read it?
• How will the reader benefit from this newsletter?
  

II. Who is the reader?

What are the readership demographics?

• age
• education level
• ethnic background
• gender
• geographic area
• income
• political viewpoint
• profession/occupation
• religion
• socioeconomic class
• others...

  Are there any special conditions or situations under which the reader would use this information?

  Where will the reader most likely read this newsletter-at work, at home, somewhere else?

  Is the reader reading for fun, profit, self-improvement, or something else?

  What other competing publications does the reader read?

  What other general interest publications does the reader read?

Budget analysis: What are the budgets for the following?

• initial design
• editorial (in-house and contractors)
• desktop publishing production (in-house and contractors)
• photo/illustrations (custom and stock)
• printing (prepress, printing, collating, binding, shipping)
• distribution (mailing lists, collating and mailing, postage)

Define Your Editorial Content
Write down your answers to these questions:

• What kind of information will you publish?
• What kind of information won't you publish? For example, if you want your newsletter to have substance and you don't want it to be an "announcement sheet," you should set a policy up-front that you will not publish announcements like job changes, promotions, etc.
• Who/what will be your sources of information?
• Will you have regular departments and columns?
• What will be the typical number and length of stories for each issue? Will the stories be short and chatty or longer and in-depth?

Summarize all of this in a statement of purpose-if you can't tell what it's all about in a short, concise statement, you have an unworkable product. Examples of statements of purpose follow:

• Insurance Focus is a quarterly publication covering miscellaneous community association insurance news and information.
• Government Relations Report is a bimonthly publication covering federal and state legislative and regulatory news.
  

Remember that even though design is important, the content is even more important. Further, the content will drive your design.

Choose a Format
Decide the page size: most newsletters are 8.5 x 11 inches.

Decide how many pages the newsletter will be; multiples of four are most efficient.

Determine the number of columns on each page: one, two, or three columns are the most common. Any more than three columns on a 8.5 x 11 sheet of paper can look crowded and won't leave enough "white space," or open areas on the page.

Determine the grid: a grid is an arrangement of guides that provide an underlying structure for columns and page elements. The grid lines do not print out on the final product. The grid can be from one to seven columns, and the number of columns in the grid doesn't have to equal the number of columns in the layout. You can use a five-column grid to produce a two-column newsletter; one column of the grid (the farthest left or the farthest right) is left open and is used as white space or for photos, pull quotes, or anything else that would stick out to grab readers' attention.

Determine the width of the columns, the width of the margins, and the space between margins.

Determine if your text will be justified or ragged right.

Decide how you will indicate the beginning of a new paragraph: by a space before it or by indenting it (but not both).

Consider the use of color. Will your publication be full color (four-color, using the four process colors: cyan, magenta, yellow, and black) or will it be one-, two-, or three-color, using spot colors (color applied to certain elements of a page: usually specified as a Pantone color, or PMS color)?

Remember the inside of the newsletter: the pages will be facing each other, so the layout must work on both the left and right pages. You can design left and right pages, or you can use one basic layout for both.

Decide what the headers and folios (page numbers) will look like, and remember that these can be design elements.

Consider if and how you will use the following in your format: photos; rules; screens; bleeds; white space; reversed type; a table of contents (not needed in general); and graphic elements, such as clip art and dingbats.

Design Your Nameplate
The nameplate is the area on the front cover that includes any or all of the following:

• name of the newsletter
• tagline (a line that summarizes the publication or mentions the publisher or audience)
• date
• volume
• issue number
• organizational logo

When designing the nameplate, consider the following suggestions:

• emphasize the most important word in the title
  
• pick an alignment (left, centered, or right) for the title and add the other elements around that
• separate items logically, i.e., group the date, volume, and issue number together
• choose an appropriate typeface (see below)
• consider the use of color
• consider the use of contrast by reversing out the text (print the text in white over a darker background)

Choose a Typeface
Generally speaking, use a serif typeface (one that has short lines at the end of letter strokes, like the Times Roman used here) for the body and a sans serif typeface (one without serifs, like the Arial used here) for the headlines and subheads. Serifs guide the readers' eyes, making it easier to read.

A 10 point typeface is usually good for body text, and a 20-30 point typeface is good for headlines.

The leading (the space between lines of type, pronounced "ledding") should be at least two points larger than the body type. A typical newsletter body type is Times Roman 10/12 (the first number, 10, represents the point size, and the second number, 12, represents the leading). The leading for the headline will vary, depending on the typeface and the desired look.

A good rule of thumb is to pick one basic type family for the body and one basic type family for the heads and subheads and stick with them-be consistent throughout your newsletter.

Consider your audience when you're choosing your typeface. For instance, older readers will need a larger body type than younger readers.

Also consider what you're trying to convey-each typeface has its own personality.

Create a Style Sheet
A style sheet is a collection of style and formatting commands that are applied to paragraphs by choosing a name from a menu. Below are the common items found on style sheets-your publication may not have all of these features, or it may have even more.

• Body text
• Bulleted lists
• Bylines
• Captions
• Column headlines
• Credit blocks
• Department headlines
• First paragraph drops caps
• Headlines
• Jump lines
• Pull quotes
• Subheads

Design Your Masthead
The masthead, not to be confused with the nameplate, is the block of text identifying the publication, staff, address, etc.

All mastheads should have the publication name, statement of purpose, address, phone number, fax number, email address, internet address, and the name of at least one person for readers to contact. Beyond that, it's up to you to determine what is appropriate for your publication. You could include the date, volume, issue number, and a disclaimer of your own choosing.

Create a Prototype
Once you have a general idea of the layout and all the details that go into it, it's a good idea to create a prototype issue, using fake photos and art and dummy text that marks every 25th word with the word count.

Play "what if" at this stage. "What if" we used one big photo on the front to draw the reader in? Will this detract from the copy or will it enhance it? "What if" we have a list of short items that need to be grouped together? Where will that fit? This experimental version of your newsletter will help you find and solve design problems before you're under a time deadline with the "real thing."

Do an Issue
Compile all of your stories, photos, and art.

Sketch out the issue on paper. You'll know how many words will fit where from your prototype, where your word count is indicated.

Open up the computer file and start laying it out. Sometimes where you start is dictated by the material you already have; otherwise, you can start where you like.

Pay attention to typesetting details: use only one space after a period, use em dashes (- instead of two dashes) and en dashes (- to separate numbers), use smart quotes (" " instead of " "), etc.

Proofread and edit your publication yourself, and have at least one other person do the same.

Prepare the computer file and dummy (a mock-up of the printed piece showing colors and folds) for the printer.

Work With Your Printer From the Beginning
Know what printer you'll be using and have a conversation with the printer's rep at the beginning of the process. If you don't have an established relationship with a printer, shop around and get bids for your print job. You'll need to know most of the details of your publication, such as the page size, the number of colors, the quantity, folds, etc., before you get bids, but pick a printer as early in the process as possible.

You'll need to resolve the following issues up-front:

Who will be scanning the photos and line art: you or the printer?

How will the printer take your work: on a disk or as camera-ready art?

How many days will the printer need to print the job?

Establish a Readership Survey Schedule
As with any publication, a newsletter must remain interesting and relevant in order for it to be successful. Plan periodic surveys of your readership, either within the publication itself or via a separate mailing, to all or a random sample of your database.

The survey should be mainly multiple choice, to make it easy for the readers to fill out. When providing a scale, such as from "very dissatisfied" to "very satisfied," only give an even number of choices, so that readers must make a judgement one way or the other. Include a few open-ended questions for those who wish to provide more detail.

Revise and Improve Your Newsletter
Remember that a "perfect" newsletter does not exist-the trick is to figure out what works best for your audience. Each edition of your newsletter will get better, and you'll be providing an improved product for your readers each issue.

© Shannon R. GaNun 1998

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Publication Analysis Form

What is the purpose of the publication?
Publisher's viewpoint:

• Why is the publisher producing it?
• What is the primary message?
• What are the secondary messages?
• What does the publisher hope to gain from producing this publication?

Reader's viewpoint:

• Why would the reader read it?
• How will the reader benefit from this publication?

Who is the reader?
What are the readership demographics?

• age
• education level
• ethnic background
• gender
• geographic area
• income
• political viewpoint
• profession/occupation
• religion
• socioeconomic class
• others...

In what formats would the reader want to receive this information?

Are there any special conditions or situations under which the reader would use this information?

Where will the reader most likely read this publication-at work, at home, somewhere else?

Is the reader reading for fun, profit, self-improvement, or something else?

What other competing publications does the reader read?

What other general interest publications does the reader read?

Production Analysis
What are the budgets for the following:

________ editorial (in-house and contractors)
________ design and desktop publishing production (in-house and contractors)
________ photo/illustrations (custom and stock)
________ printing (prepress, printing, collating, binding, shipping)
________ distribution (mailing lists, collating and mailing, postage)

What are the design considerations for the publication?

________ final page size
________ number of pages
________ copy provided
________ reply card
________ self-mailer
________ number of colors
________ postal regulations (size, weight, folds, permits, barcodes)
________ where does mailing house want to put mailing label
________ folding/binding requirements

How will the publication get into the readers' hands?

________ mail
________ handouts
________ newsstand sales
________ free point-of-purchase

What are the time constraints?

________ Date in reader's hands
________ Date dropped in mail by mail house
________ Date delivered to mail house
________ Date printer gives bluelines/proofs
________ Date job goes to printer
________ Date final page proofs are approved
________ Date commissioned art/photos are received
________ Date initial design comps are due
________ Date of initial editorial/design meeting

© Shannon R. GaNun 1997

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Web Site Analysis Form

1. What is the purpose of the web site?

• Why are you producing the web site?
• What do you hope to gain from the web site?
• How will the reader benefit from the web site?

2. Who is your target market?

3. What is your Unique Selling Proposition (USP)?

• What makes you unique?
• What differentiates you from your competitors?
• Why should people choose to work with you or your organization?

This information should be front and center on the web site.

4. What external factors will affect development and maintenance of the web site?

• Who are your major competitors and what are their strengths and weaknesses?
• What other issues should we be aware of?

5. What research needs to be done?

• How can we find out what has worked for others?
• What can we learn from their experience?

This could save us time and help us avoid mistakes.

6. What specific information do you want on the web site?

7. How do you want the web site to look?

8. What is the timeline for developing the web site?

9. What is the budget for developing the web site?

10. What is the budget for maintaining the web site?

11. Who will be responsible for developing the content (including graphics) of the web site?

12. Who will be responsible for maintaining the web site?

13. What URL would you like for the web site?

14. How do you plan to evaluate the web site?

• It is important to regularly evaluate the web site to get the most value for your time and money.

© Shannon R. GaNun 2005

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Writing Tips

Keep your paragraphs short. The average paragraph is 42 words, but 30-word and 60-word paragraphs are okay. Readers are likely to skim or skip long paragraphs. Jon Ziomek, a professor at the Medill School of Journalism, suggests that your paragraph contain-
1 main thought, expressed in
2 to 3 short sentences, taking up no more than
4 to 5 lines on the page.

Keep your average sentence length to 14 words so readers can understand them.

The lead in an article should be short, no more than 25 words.

Keep your words short, too. Try to use only 2-3 syllable words. For example, try "use" instead of "utilize."

People read at 200 words per minute, so if they only have two minutes to read your information, you should only write 400 words.

© Shannon R. GaNun 2002

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Make More Money With An Effective Communication Plan

Before you start a journey, you have to know where you're going and how to get there. In the communications field, the roadmap to reach your destination is the marketing/communication plan. By developing a comprehensive marketing/communication plan and religiously following it, companies will see improved communications and increased profits.

Establish a Purpose
The first step in developing a marketing/communication plan is to establish a purpose, which should be the essence of simplicity-people who read it should immediately understand what you're trying to accomplish. Here's an example: "The purpose of this plan is to establish regular communication with existing clients and to market the firm to potential clients."

List Specific Goals
Once your statement of purpose has been established, you need to set specific goals on how to get there. In order to ensure that your plan is followed, limit your goals to no more than five. These goals should be specific and able to be measured. For instance, a specific goal from the above example could be the following: "Develop a communication series to be mailed to all clients and prospects." You will develop strategies to accomplish these goals later in the plan.

Determine Your Target Markets
Establishing well-defined markets that are reachable in a targeted manner is essential to the success of any marketing/communication plan. Be as specific as you can regarding your target markets. In the above example, "existing clients" is a clearly defined market that should be reachable through the use of the company's database.

Address External Factors
If any external factors are likely to affect your outcome, list them here. If one of your goals is to develop a quarterly newsletter and your competitor is already mailing a newsletter to your target market, you need to know that. If you believe you have the very best product available, write it down so everyone who reads your plan will know it, too. This is where you will list your major competitors and their strengths and weaknesses.

Develop a Unique Selling Proposition/Campaign Slogan
Before any marketing can be done, you must develop a Unique Selling Proposition (USP). What differentiates you from others in your field? What makes you unique? Why should people choose your company? For instance, do you offer the lowest price in your market? Is your customer service top-notch? Do you guarantee your work? Don't assume you know what makes you unique-ask your employees and customers what they think. Ask why clients do business with you, and ask former customers why they don't work with you any longer. (Their answers may tell you what you should be promoting about your firm.) Be sure to check out your competition to see how they position their businesses. If your company already has a slogan that reflects your USP, list it here and incorporate it into this plan.

Establish Specific Strategies to Meet Your Goals
Under "strategies" on your marketing/communication plan, list each specific goal from above and then write down strategies to meet each goal. These strategies form the "meat" of the marketing/communication plan, so you should spend a good amount of time brainstorming. If you haven't already done so, get your employees involved in developing these strategies.

If one of your goals is to "Develop a communication series to be mailed to all clients and prospects," your strategies could include "Design a quarterly newsletter," "Design a monthly flyer," "Design postcards to be mailed on breaking news items," and "Develop a publication calendar." If one of your goals is to "Package our message," four specific goals could be to "Design and print letterhead, business cards, and envelopes," "Write a capabilities statement," "Develop other promotional materials as needed, such as staff biographies," and "Design a web site."

When you are developing strategies, it's important to think in term of benefit to your customers and to your bottom line. If developing a corporate brochure will make your staff feel good but won't help your customers understand the benefits of your product or service and won't increase your sales, you probably shouldn't develop one. Also list the cost for each of your strategies.

Conduct Research
Plan to conduct research. Find out what has worked for others in the same field and what can be learned from their experience. That way, you'll save time and avoid costly mistakes. You may also need to conduct generic research using your local library or the internet. More specific, customized research may also be needed. The more information you have up front, the more successful your plan is likely to be.

Establish a Calendar
In order to ensure the success of your marketing/communication plan, establish clear deadlines and make sure all employees and consultants know the consequences of not meeting those deadlines. If you're serious about making the plan a success, you have to be serious about ensuring everyone meets the deadlines.

List the Total Budget
Add up all the costs you estimated in your strategies. This represents the total cost of your marketing/communication plan.

Implement Your Plan
Once the plan is complete, you should determine the best way to implement it. Your plan will be comprehensive, but that doesn't mean the entire plan will need to be implemented at once. You may want to hire outside consultants to implement certain aspects of the plan, or you may wish to handle the entire implementation in-house. Your plan will be organized in such a way that you can pick the goals and strategies you want to concentrate on, when you want to concentrate on them.

Evaluate Your Plan
Evaluation is one of the most important parts of any marketing/communication plan. Establish regular checkpoints throughout the year. A comprehensive quarterly review and planning session will help keep you on track and is much easier to focus on and digest than reviewing an entire year. Remember that your marketing/communication plan is a long-term strategy designed to get you where you want to be. You may not see immediate results at your initial 90-day review, but don't give up. On the other hand, if you have been using a specific strategy for a year and you fail to see measurable results, you may wish to eliminate or change that strategy. It's important to regularly evaluate your plan so that you are getting the most value for your time and money.

© Shannon R. GaNun 1999

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