208.297.5700 NOV
2019 www.thenewsletterpro.com
INSIDE THIS ISSUE:
PAGE 3
How to Hire and Develop a Director of Operations Nurture Your Prospects Use Your Personality to Your Advantage Take Your Marketing Mobile Meet Kyle Wells The Success of Greyston Bakery
PAGE 4
HOW TO LEVERAGE YOUR OWN LIST
PAGE 6
AND MAXIMIZE NEW SALES
PAGE 7 PAGE 8
After you scrub your list, you need to make sure you segment your list into at least three different buckets.
What is the most valuable asset in your business? If you’re like most small businesses, your most valuable asset, by far, is your list.
A metric to watch in your business is the number of new additions to your list each day, week, or month, as this is a sign that you’re generating leads. Instead of checking on sales late in the month and hoping to make your goal, you should be using your list to predict your future revenue. One of the first things you need to do with any list is to evaluate the quality of data. You can have your list scrubbed against various databases and get the most current data on that customer record. You can also manually call out and verify data or create a new lead magnet to give people something of value in exchange for the data … or do all of the above. Either way, having clean data is key to having a good list. If you don’t already have full contact info — name, email, phone number, and mailing address — from your clients, that’s where you need to start. You will need as much of this data as you can get in order to market to these leads in the future. Also, please note that when you scrub a list against a database, it will only be about 93% accurate. Many times, you’ll discover this issue after you send something in the mail because you’ll get the returned pieces … these returns fall into the 7% of data that isn’t correct.
1. Prospects
Who are your customers?
2. Customers
Who hasn’t bought from you yet?
3. Bad leads
How much do they spend when they do buy?
It’s helpful to have additional buckets, like hot prospects or canceled customers, so you can run a variety of campaigns to sell, resell, or upsell customers and prospects, but, at a minimum, you’ll need these three groups. Now that you have started cleaning and segmenting the data, you can really start to have fun with a variety of marketing campaigns. One super low-hanging fruit campaign is simply to increase your volume of content and relationship marketing to prospects. A recent survey done by Drift.com found that 34% of prospects in the last 30 days feel they can’t get answers to simple questions that would help them make a buying
How often do they purchase?
What data/contact info do you have?
I could go on, but you get the point.
As an entrepreneur, I’ve had many people ask me what I would do if I had to start over again today, and, in most cases, my response is this: If I lost my company but had my list, everything would be okay. This may seem like a lame answer, but it is 100% true. The list is that important for you and your business. Since we know that is true, why do so many entrepreneurs spend zero time thinking about or working on their list?
Continued on Page 2 ...
1
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
... COVER CONTINUED
you can save a couple hundred dollars in printing and postage costs is crazy, as this is one of the best content and relationship marketing strategies you can implement. Of course, if it’s done right, you’ll convert a ton of those prospects into customers, which will more than cover the cost of the whole newsletter for most businesses. Now, if you need to know this so you feel better about buying a newsletter but you didn’t read (or maybe didn’t even buy) my book, I now need to tell you in a video message or email. Maybe we need to mention it in our newsletter and over the phone. I have to tell you the same info as many times as necessary for it to sink in. Most people only retain about 10% of what they read anyway, so it makes sense that we entrepreneurs need to get creative in delivering our key points. Very few people do this. Most entrepreneurs tell prospects and customers something once and believe they will remember it forever. Massive mistake! I can understand if thinking about list management and dripping content is a boring thing … selling items is way more exciting, but let’s be real: Business is won and lost based on your ability to master the “boring things.” We have customers who’ve seen over $1 million in extra revenue simply by segmenting their data and tailoring different offers based on who is getting the content. By focusing on the boring stuff in business, you’re building a strong foundation for your company. That foundation is what will help you scale and maybe even sell for maximum dollars one day. That foundation is what will help you sleep better at night, even when things aren’t going well in the world around you. That foundation will actually give you the experience and confidence you need to tackle new challenges or opportunities that come your way. Don’t get fooled by shiny objects. Instead, focus on what has worked forever for millions of small and large businesses. Do that and you’ll see success beyond what you’ve dreamed of. P.S. Need help with relationship building and content marketing? Schedule a call with a Pro at Newsletterpro.com/schedule. On the call, we will work with you to identify your needs. –Shaun
“IF I LOST MY COMPANY BUT HAD MY LIST, EVERYTHING WOULD BE OKAY.”
I see this issue as pretty black and white … If someone opts in to get my book or other info and they don’t call me almost right away to buy, I have to assume they didn’t retain all the information or just didn’t read it. If I make that assumption, then it means I have to deliver the info in several different ways.
decision. Can you imagine how much this one issue is costing us small-business owners?
Providing those answers is your job as an entrepreneur. Making sure people can easily access and consume that information is also your job. I know many people will read this and think, “But Shaun, I sent them all my info!” That’s great, but I have a question: Are you sure they consumed it? If a prospect needs to know 10 things to buy from you and you send them a book with the answer to all 10 things but they don’t finish the book, what are the odds they will buy from you?
Let me share an example.
In my book on newsletter marketing (which you can pick up at NewsletterPro.com/freebook ), I talk about how you must have your prospects on your newsletter mailing list. Not doing it just so
2
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
BUSINESS HOW-TO
HOW TO HIRE AND DEVELOP A DIRECTOR OF OPERATIONS TO RUN YOUR BUSINESS SO YOU CAN SCALE GROWTH
By Guest Columnist , Mandi Ellefson
when we hired a good Ops Manager, I noticed that client success stories became even more compelling as my bandwidth went to high-level strategy rather than focusing on managing the minutia. You need to know how the role will impact the business so that you know what you can invest in this role and what you are missing out on now.
•
Find ways to improve quality for clients and continually look for ways to increase profits?
The best way to grow your business is to do less. A lot less.
•
Manage your team for you, so that you can stop being the bottleneck and have bandwidth to grow the company?
But who makes sure it all gets done? You.
You’re often stuck doing too much yourself, and managing others to get it all done can take just as much time. This is all happening because you’ve been successful, so congratulations! But running your business like this long term is a recipe for stagnation and burnout. It’s really hard not to drop the ball with clients while still taking the consistent actions needed to grow your business. In order to scale your service, someone needs to run the day- to-day operations. But it doesn’t have to be you. There are lots of levels of seniority they might have, but you do not need a 6-figure budget to enjoy many of the benefits. Even an Executive Assistant can function in this role. An effective Operations Manager was a game- changer in my own company. After some trial and error, we found someone who was not only very skilled but also a perfect value and cultural fit. As a result, client outcomes continue to rise. We’ve seen fast growth, even with my frequent travel schedule. And while this is happening, I get to focus on my areas of genius. It also means more resources for our clients and more fun for us all! Enter the Second-in-Command/Operations Manager/Director of Operations/COO/etc.
This may sound like a pipe dream, but it’s very possible when you approach it in the right way.
2. Poor Fit
However, this position has a very high failure rate. It is very easy to get wrong.
Your Operations Manager must:
•
Have the right skills. (But skills are the least important factor.)
From research working with hundreds of services and consulting agency CEOs, very few have an Operations Manager who gets a passing grade on the above items. But don’t blame the Ops Managers. They need to know a better way to run your business, and you likely don’t know what that looks like or have the time to build it yourself. As one of the most important roles in your company, there is a lot to get right. The 3 Biggest Failure Points for Hiring an Operations Manager and How to Prevent Them
•
Be a coachable leader who can be developed.
•
Be perfectly aligned with your vision and values!
Test and evaluate to see if this person is already on your team. If not, attract and hire the perfect person to help run the business. We use the Kolbe A test to ensure candidates match the role and the CEO. Notice how different a CEO’s results are to a top-level Operations Manager? See if you can guess which one is which. (Hint: Look for the higher Fact Finder and Follow Through) Continued on Page 4 ...
1. Company and CEO Readiness
2. Poor Fit
3. Set Up to Fail
1. Company Readiness
Learn from our mistakes, and you can skip our painful trial and error.
To attract the very best talent, you and your company must have a lot to offer. What can you offer as the CEO to help them develop in their career? What do you stand for as a company? Top performers have a lot of options. Why would they want to work for you? How will this role generate ROI for the business? What important work will consistently be done that isn’t happening now? Will they be gathering testimonials, asking for referrals, implementing marketing campaigns, preventing fires that lead to client cancellations, improving quality, creating immaculate billing and collections, or having the hours and bandwidth freed up to sell?
Hiring Your Director of Operations
What do they do? Most importantly, they ensure everything runs smoothly and that clients get what they were promised. The pressure comes off you so it’s possible for you to grow the company without needing to work harder.
What would it be like to have an Operations Director to:
•
Take your vision and turn it into reality? (Let’s face it: As CEOs, we just aren’t good at that.)
What is the cost of not having that role?
•
Solve problems before you’re even aware of them?
For me, the wrong person cost us a couple clients, and I spent so much time on stupid details that it impacted my ability to generate more sales. But
•
Profitably run the business based on a Service Management Blueprint that they create?
3
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
MARKETING HOW-TO
... continued from Page 3
PROSPECTS WI GIVE YOU THEI Before They Give You Their Money
3. Set Up to Fail
Many CEOs think that throwing money at the problem will solve it. They hire a very senior person to come in and whip the business into shape. This approach is usually a big flop due to a mismatch in the earlier outlined steps. Also, if their expertise is not relevant to your business stage, they can actually whip you in the wrong direction by applying strategies that don’t actually solve the challenges you currently have. Solve this by putting together a Training and Development Plan that they are responsible for. They have to prove themselves from day one, and you give them direction to build out what we call a Service Management Blueprint, which they’ll use to manage your business. (That way, even if they aren’t a fit a few months in, they’ll still have delivered ROI.) It’s the most scrappy, innovative approach I know of to develop a leader who you can trust to run the business for you. Then you can sanely and profitably scale your business. Onboarding When they start, create a job description and a 90-day Training and Development Plan that has week-by-week benchmarks to hit with supporting materials and resources. However, the onus is on them to also ask for the support and materials they need to be successful. With these two resources in place, you no longer have to manage the person. You can manage the agreement without needing to be “mean” or lowering your standards. Ongoing Development To deliver the maximum ROI for the business, they’ll need ongoing skill and leadership development. As the CEO, you might consider if you have the time, skills, and expertise to do this on your own. You might have someone else on your team with more operations expertise support them, or you can invest in outside training and development. But to confidently invest in them, you need to evaluate that they are a great cultural and competency match. Others who follow this approach free up their time and bandwidth for rapid, profitable service growth. This role allows you to leave whenever you choose and have a company that can profitably run for weeks without you. Operations Director Training and Development
OUR BOOKSHELF
‘IT’S JUST MY N How to Use Your Personality t
Take a type two personality, for instance. A type two personality will be easygoing like the Mississippi River and take pride in their ability to support themselves and others. Type twos tend to be agreeable and insightful. They’re meticulous and pay close attention to every detail. If you’re a type two, you can utilize your eye for detail while keeping in mind your load capacity, as you might be eager to please everyone. If you have an employee like this, you may put more emphasis on their work-life balance. A type two is easy to overload, as they will say yes almost inherently. Left unchecked, a type two may burn out quickly, which could destroy the quality of their work and productivity. You have to handle a type two much differently than you would a type three, for instance.
In business, managers need to understand how to work with people from different backgrounds and varying personalities. The best trait a manager can have is the ability to recognize different personality types and use them as strengths as they expand their business. Carol Tuttle has broken down how to do this in her new book, “It’s Just My Nature!” Much like the acclaimed Color Code or Myers- Briggs test, Tuttle has developed a system to identify different personality types. These “energy profiles,” as she calls them, match the ancient four elements which are air (type one), water (type two), fire (type three), and earth (type four). Tuttle describes each personality type through physical attributes, examples in nature, and natural human behaviors.
Have you tried hiring this role in the past? What questions do you have about hiring and developing this person?
–Mandi Ellefson Founder, Hands-Off CEO mandi@handsoffceo.com
4
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
LL
TIME
marketing you want, but if no one pays attention, it doesn’t matter. If no one opens the email or answers your call, who cares? To get someone’s attention, you have to offer value on a regular basis. You have to offer content of some kind that allows the prospect to spend time with you. You also have to distribute that content via a method that will get them to consume it. You have to be the person who stands out from companies that only want to sell, sell, sell. In the short term, it is possible for these hardcore sales companies to turn a profit and even make more money than you, but they rarely last long. They are in the turn-and-burn business. They will sell all the low-hanging fruit they can, as quickly as they Continued on Page 6 ...
info on their website, calls increased to their customer service team for info, which turned into great educational and selling opportunities. We see this all the time in our own marketing to prospects and with many of our clients’ newsletters. Not every prospect is ready to buy simply because you’re ready to sell to them. This is when the idea of nurturing comes in to play. The problem is that most people suck at nurturing. They send a few emails, maybe even make one or two calls, and that is pretty much the end of the campaign. If that is what you’re doing, I’m sorry to inform you that your strategy sucks. You should assume that they’re not reading your emails, and, unless you speak with them, they probably aren’t getting your calls. This means you’ve done just shy of nothing. I hope you reread that sentence because you can do all the
I recently read an article about a company that makes CBD-infused products. There seems to be an endless number of CBD products entering the marketplace right now, and Entrepreneur magazine loves to write about each of them. One of the articles I read references the learning curve most customers have when it comes to CBD and how much to take or not to take. This makes sense, as that would be my first question as well, which leads me to the main point in this article. Everyone is in a rush to get people to buy as fast as possible, but when you have a complicated or longer sales process during which people need to be educated to make a buying decision, you have to be okay with slowing down the process. Why? Because people will always give you their time before they give you their money. In the case of the CBD product manufacturer, they noticed that when they started putting a ton of educational TURE!’ Your Advantage Type three individuals are driven; they love to set goals and reach them promptly. They make for great leaders, continuously looking for the executable steps in a plan, whether it be for marketing plans, developing budgets, creating business plans, etc. They have a fiery intensity, as they are perfectionists and won’t stop until a job is finished. Understanding and managing different personality types in the workplace is crucial if you want to improve productivity and create effective teams. Once you master handling each personality type, you can better improve your business and relationships with your employees. For more on the different personality types and tips for managing them, pick up “It’s Just My Nature!” on Amazon or your local bookstore.
Have You Heard the Good News?
John 15:13 — “Greater love has no one than this: to lay down one’s life for one’s friends.” 1 Corinthians 13:12 — “For now we see only a reflection as in a mirror; then we shall see face to face. Now I know in part; then I shall know fully, even as I am fully known.” Matthew 11:28 — “Come to me, all you who are weary and burdened, and I will give you rest.” Philippians 4:6-7 — “Do not be anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your requests to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus.”
5
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
MARKETING HOW-TO CONTINUED ...
have info at your front desk. Share info about it while people are on hold, and advertise the offer on social media — though I’d limit this unless you know what you’re doing. This is how you’ll win the game. This is how you do marketing right if you’re interested in repeat customers and referrals.
can, and then go under and move on to the next product or service. If that is the business you’re in, this is the wrong article for you. On the other hand, if you’re in the business of getting repeat customers, receiving referrals, and building a company that has value when you’re ready to sell it, then you may need to step up your nurturing game. You need to entertain and educate your prospects. Heck, you may just need to add them to your newsletter. (Far too many people don’t add prospects to their newsletter list, and it is a massive mistake). Of course, mixed in with all your educational content, you need to make offers. When you make offers, keep it simple and pick one offer or promo at a time (like once per month) and go all-in on that offer. Educate around that promo and make lead generation or sales- based offers everywhere that makes sense. Put it in the newsletter, add the offer to your emails, and
“TO GET SOMEONE’S
ATTENTION, YOU HAVE TO OFFER VALUE ON A REGULAR BASIS.”
–Shaun
P.S. If we can help you with your long-game strategy and converting more prospects into clients, schedule a call with my team and they will walk you through each step, giving you specific guidance for your business.
Visit NewsletterPro.com/schedule today.
RESOURCE OF THE MONTH
AUTOMATE YOUR MOBILE MARKETING WITH MANYCHAT
capable than your average text messaging app, and ManyChat has capitalized on this fact and is helping countless other businesses to do the same. ManyChat was founded on the idea of merging “automation and personal outreach.” As a small business, you still want to maintain that personal touch in your marketing and outreach, and ManyChat is a
You can’t be everywhere at once — but ManyChat can. ManyChat is a marketing and sales tool designed for the mobile landscape. ManyChat is a chat bot service, but it’s far from your average web-based bot service. For one, it’s highly customizable. You can build a bot to match your specific needs, whether you’re simply selling something or you’re trying to find leads. You can use it to offer quotes to prospects or to drive traffic to a specific landing page. You can even offer automated customer support through ManyChat, and this is just scratching the surface. Founded in 2016, the company figured out how to take marketing and sales to Facebook Messenger. While many businesses market on Facebook itself, most have completely overlooked Facebook Messenger — and it’s easy to see why. Fundamentally, Facebook Messenger is a text messaging service developed by Facebook. It’s easy to write off the app as “just another messaging service.” However, Facebook Messenger is far more
way to automate your outreach while keeping a personal touch, all while the app itself handles most of the heavy lifting.
The service also works for just about any business type. You can “build” your platform yourself or you can download any of the hundreds of available templates. In short, if you want to reach more people, ManyChat can help. That said, can ManyChat really substitute for human interaction? For the most part, no. But it’s not really meant to be a substitute — it’s meant to complement the human element of your marketing
outreach. It can be available 24/7 and, if you desire, direct prospects to where they need to go through your marketing funnel.
To learn more about ManyChat and how it can work for your business, visit ManyChat.com.
6
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
IN THE SPOTLIGHT
Kyle Wells’ Amazing Superpowers AN EYE FOR DETAIL
thing Kyle has been doing longer than printing is playing the video game “World of Warcraft.” In fact, it was through playing “WoW” that Kyle fell in love with his wife. Kyle met his wife, Kara, while working at the UPS Store, but, after Kara moved out of state, they lost contact for a while. When Kara picked up “WoW” again, their two paladins began going on quests together in the game. This blossomed into them talking every day, which never stopped. Kyle and Kara tied the knot in September 2017. If it weren’t for the skill of our production team, The Newsletter Pro would be in some serious trouble. This is why we’re thankful to have people like Kyle Wells, whose superpowers include spotting errors without looking for them and sparking romance while fighting virtual monsters.
“It’s part of quality check,” Kyle explains. “In between making sure all the
machines are running smoothly, we’re looking for wrong dates, typos, pixelated images, borders that don’t line up, and other errors that need to be fixed before the project mails. I remember once noticing a sudoku puzzle said the solution was on page four, but the solution hadn’t made it into the newsletter. I wasn’t even looking for it — I just have a good eye for detail.”
Few devices are more frustrating than the computer printer. It’s well-known that if you want your printer to break down, just wait until the last minute to print an important report. If a single printer can cause hours of frustration, just imagine what seven printers can do. This is what the production team at The Newsletter Pro is up against every day, which is why the department is filled with talented people like Kyle Wells. Prior to joining The Newsletter Pro, Kyle spent almost a decade running the printing department at a local UPS Store. He has plenty of experience handling frustrating, archaic machinery without getting overwhelmed. To say production “prints things” would be painfully oversimplifying their role. They’re the last line of defense for any technical errors. When it comes to spotting these errors, Kyle is the best of the best. KEEP UP With Our If you’re looking for more great content — like what you’re reading in this newsletter — to drive your business forward, take a look at these articles on our blog. Putting The Pieces In Place For A Killer Campaign NewsletterPro.com/scale-marketing-campaign Hubspot Is In The Human Business — Which Are You In? NewsletterPro.com/hubspot-human-business ‘Rocket Fuel’ For Your Leadership Team NewsletterPro.com/rocket-fuel How Sunglasses Proved Authenticity Sells NewsletterPro.com/standard-business- authenticity BEST POSTS
Kyle’s eye for catching near-disasters has made him something of a superhero with the rest of the team.
“It’s not the kind of superpower I expected,” Kyle says. “But at least my origin story is less tragic than Batman’s.” It’s not unusual to hear Kyle drop a Batman reference. In addition to being the king of catching errors, Kyle is also a king among nerds. The only
7
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
208.297.5700 391 N. Ancestor Pl., Boise, ID 83704 Keep up with our latest office news, blogs, and promos at www.TheNewsletterPro.com!
BUSINESS PROFILE NO QUESTIONS ASKED The Success of Greyston Bakery and the Open Hiring Model
Bakery’s open hiring model and achieving the same level of success. During the Center’s first year, they hosted over 50 employers. Greyston Bakery continues to grow. They produce 35,000 pounds of award-winning brownies a day, and along with Ben & Jerry’s ice cream, they are also featured on Delta Airlines international flights and sold at Whole Foods Markets across the country. In 2015, Greyston Bakery was ranked in the top 10% of B corporations worldwide. Their open hiring process has created 3,500 living wage jobs, and Greyston Bakery itself employs 150 full- time workers. Greyston Bakery bases its success on how it can change lives and points its workers toward their mission. Dion Drew, a bakery supervisor at Greyston, exemplifies how open hiring can change lives. Drew was released from prison in 2009, returning to Yonkers with three felonies and no money. He had no luck finding a job and almost returned to a life of selling drugs to make ends meet. After he put his name on the job queue at Greyston, he received a call about a job once his name reached the top of the queue. Ten years later, Drew has received several promotions and recently bought a car and three-bedroom house with his fianceé and their kids. “I accomplished all the goals I set out for myself,” said Drew in an interview with U.S. News and World Report. “I want to be a positive influence now. I want to see Yonkers and my community grow.”
had spent time in prison, or had otherwise unstable living situations. But, so long as they were willing to work, they had a place at Greyston Bakery. The bakery boomed, and just five years after opening, they partnered with Ben & Jerry’s Ice Cream to make the brownies for their Chocolate Fudge Brownie ice cream, a partnership that has lasted to this day. Glassman and his wife, Sandra, who was also a Zen Buddhist teacher, didn’t just have a vision for a successful bakery, a successful business partnership, or even just to give jobs to people that needed them. They wanted an organization that gave back to the community by providing things like housing, health care, social services, and childcare. And even though Glassman and his wife moved on from Greyston Bakery to other projects, their vision lives on. Now, Greyston Bakery acts as the for-profit arm of Greyston Foundation Inc., which also oversees the nonprofit organization Greyston Health Services, Inc. After 37 years, Greyston Bakery continues to both make delicious loads of brownies and hire from the Yonkers community, “no questions asked.” Any prospective employee simply needs to put their name and phone number on the list of applicants, and they’re guaranteed a job if there’s an opening. Last year, the bakery’s years of experience culminated in establishing the Center for Open Hiring at Greyston, a place that “evaluates, improves, and defines open hiring best practices.” The Center offers education, training, advisory services, and research opportunities for businesses that are interested in Greyston
Whether it was recently or years ago, we’ve all been through the job hiring process. Securing a job can come with all sorts of obstacles for even the most qualified applicants, but for job seekers who have disabilities, done time in prison, or are otherwise marginalized, those obstacles can be impossible to surmount. businesses that hire them are few and far between, unemployment, poverty, and even homelessness may seem unavoidable. Fortunately, one business in Yonkers, New York, has shown that hiring based on a willingness to work rather than background can lead to their employees’ personal growth, the growth of their business, and the growth of their community. Greyston Bakery was founded in 1982 by Zen Buddhism teacher Bernie Glassman. While living in Greyston Mansion, a place just north of Manhattan, with his students, Glassman decided he wanted to do more to develop his community — namely through helping the homeless and the unemployed. He had previously opened a small bakery with the help of the Zen Community of New York as a way to employ his students. Drawing from this experience, and from the experience of a Buddhist-run bakery in San Francisco, Glassman opened Greyston Bakery in Yonkers with a team that did not include any bakers or businesspeople. At the time, Yonkers had the highest rate of homelessness per capita in the United States. After a while, Greyston Bakery began hiring workers from the community, many of whom were uneducated, Many of the people who fit into one of those descriptions want to work. However, when the
8
www.thenewsletterpro.com
BUILDING RELATIONSHIPS TO HELP SMALL BUSINESSES SUCCEED.
208.297.5700
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8Made with FlippingBook - professional solution for displaying marketing and sales documents online