On the whole, advertising in Phoenix is as good as that in any large metropolitan area, but too often it can lack impact because it may not have resulted from sound planning. A marketing plan, in reality, is a map. And if you don't know you are going, any road will take you there.

As an Arizona-based public relations, marketing and advertising agency, we have an opportunity to visit with several small-business CEOs during the course of an average month, and find that they are quite aware of what is going on in their marketplace; aware of its opportunities and challenges and aware, at least in general terms, of the movements and actions of their key competitors.

What seems to be lacking – and my friends at other strategic marketing agencies concur -- is a comprehensive, systematic plan to combat the negative factors while effectively harnessing the positive things it is in their power to bring to bear on the situation. Most seem to rate high in analysis and low in execution. In most cases, I detect the presence of that storied paralysis by analysis syndrome.

Where does one start?

As the sage said, "One starts at the beginning." Ask yourself and key staff, if one is available to you, some basic questions, and don't stop until you are satisfied with the answers. Topping the list should be seemingly obvious questions like, "What is it we actually sell, and whom should we be focusing on as best prospects?"

Next, questions like, "What do we do -- and have -- that is better than our competitors?" and, "What needs attention and improvement" should be posed. As for those positive points, you must conduct a thorough self-examination of just what it is you are -- or should be -- doing to exploit your advantages.

Most public relations agencies stress the fact that no such examination should be conducted or concluded without homing in on your marketing message. Is it clear and well presented, as well as suitably and attractively illustrated? Is your branding dominant and does it project an image to which your key prospects are likely to respond? Or (God forbid) is it kind of scattered and indistinct?

Facing your fears

Be prepared for various worst case scenarios (ref: Murphy's Law), or as one of my cowgirl friends says, "S____ happens!" Those of us who have been in business for a long time know that, sooner or later, disaster can -- and will -- strike. As the saying goes, it's not a case of if -- but when.

Marketing consultants see it all the time: Your biggest client decides to go elsewhere; your star salesperson quits and takes two or three key accounts in the process; business slumps for an extended spell; expenses soar and -- what do you know? -- negative cash flow comes calling, along with some of your major creditors.

Advertising gurus seem to agree that the important thing in your planning is to have a plan of action that can head off such a tragedy or, at the very least, kicks into gear in order to turn the tide in the event they do. The best remedies usually involve a combination of expense cutting and business promotion, but inasmuch as ineffective or slow-acting promotion is absolutely unaffordable at such a time, that alternative plan had better be ready to roll out -- now!

10 keys to an effective plan

• Form a vision of what you plan to achieve.
• Develop a plan to make your vision a reality.
• Judge whether an opportunity is one to seize or let pass within the context of understanding whether or not it fits into your goals (you can't act on every good idea).
• Make sure your plan gives you a framework for making decisions.
• Get accustomed to making choices.
• Understand that the "perfect solution" is never going to come along (looking for perfection is merely a way to avoid making choices.
• Get out of your comfort zone (change is always uncomfortable).
• Make a real commitment to progress.
• Get used to saying "yes," get used to saying "no," and do both with commitment and conviction.
• Recognize opportunities, and, then grab on (if you don't "pull the trigger," you can't hit the target)