In the very early days of the Internet, people would visit websites simply for the novelty of viewing their content. It didn’t take much to engage an audience for your product or service at a time when few of your competitors even had a presence online. You were there, and that was cool enough.

Today, with nearly 4 billion pages of content, your website is a very small fish in an enormous ocean that is filled with sea creatures of monstrous proportions. If and when visitors find you online, they want to find answers to their questions, presented in an organized manner that makes the information easy to find.

In the interest of streamlining the user experience, it may be time to reevaluate your site – adding, updating, and cross-referencing content as needed. As is often the case, a good place to start is a review of your statistics on Google Analytics. I would suggest taking a careful look at the new Behavior Flow data found under the Content reports.

Your website’s Behavior Flow report will graphically present the “flow” of visitor traffic from page to page within your site, allowing you to identify the content that keeps visitors engaged, as well as the content that seems to be showing your visitors the door. Are there popular paths of content, and do specific pages frequently lead visitors to another secondary page? How much time do visitors spend on specific pages, do they appear to be searching for content, and are they spending time viewing a photo gallery or embedded videos? These questions – and more – should all be answered. If there is measurably popular content on your website, provide more of the same by either adding to the page or adding one or more pages of related content.

Photo galleries and videos consistently prove to be popular content that engages visitors. Because each photo is said to convey a thousand words, people can often see the answers to their questions right there in your photos. (“Yes, I see a dog on a leash, so pets are allowed.”) Videos can be even better than photos because they allow you to tell your story. Just be sure that your story anticipates and answers questions, rather than creating a new set of questions that will remain to be answered. For example, a video may show a security gate, but does it leave people wondering about access cards? Or you may mention the tranquility of quiet nights, but does it say when your quiet hours begin and end? Think ahead, anticipate questions, and provide answers.

Make Your Phone Time Count

If you find that you or your staff are repeatedly answering the same phone questions, is it because the answers are either not available or too difficult to find on your website? If that is the case, you only have yourself to blame. Make your time answering the phone more productive, answering campsite-related questions that are prerequisite to finalizing a reservation. Each of the following questions should be answered on your website, in a logical location that is easy to find.

• Will I have wi-fi at my site?
• Are pets allowed in your cabin rentals?
• Will your swimming pool be open during our stay?
• Is there a fee to use your miniature golf course?
• Is there a charge to run the air conditioning unit in my RV?

It is essential that fee-related information, in particular, be referenced on your website. In some instances, the information should probably be provided in more locations than one. For example, your pet policy should probably appear in your rules, on your cabin rentals page, and directly on your reservation request form. The duplication of content is far preferable than dealing with a disgruntled guest who shows up at your registration desk without the rabies vaccination certificate that you require or with two Pit Bulls that you do not allow.

According to Emily Yellin, author of “Your Call Is (Not That) Important to Us,” the average customer service phone call handled by a small business like yours costs $7.50 to process. This takes into account compensation for the staff member who fields the call and any subsequent follow-up or fulfillment action that might be required. The smaller your business and the more limited your staff, the more likely it is that you will be the one taking the calls yourself. While you are providing those answers that should already appear on your website, you are taking the time that could be applied toward a more productive task. It could also come at the expense of a customer who is ready to make an immediate reservation decision who is instead met with a busy signal or a request to be put on hold.

As is usually the best practice, try to put yourself in the role of your potential customer. If necessary, ask a trusted third party for assistance in evaluating your site. Ensure that your website is a properly maintained component of a well-oiled machine that generates the new business that is the key to your overall business growth and survival.

Have you ever seen a website that was built under the “Kitchen Sink Theory” of website design? These were much more common in the early days of the World Wide Web, fifteen or twenty years ago, when common practices in design and layout were still evolving. Today, they are most often the result of do-it-yourself efforts, where a business owner mistakenly believes that he can build his own website, has the time to devote to the ongoing project, and doesn’t need to pay somebody to do what he can do himself. He is correct on at least one count, because it is true that anybody can build their own website.

The people who build their own websites are usually “Type A” personalities who find it difficult to delegate responsibility and who undervalue the labor of anybody other than themselves. In other instances, the creation of the website that can literally make or break a business is entrusted to Uncle Fred or Young Danny, the kid who lives up the street and who is “really good with computers”. Sometimes I wonder if these folks also provide their own medical and dental examinations and treatments!

Of course, there are companies out there that have encouraged this line of thinking by providing step-by-step do-it-yourself templates and inexpensive (or even free – with a few caveats) website hosting services. Those companies include Intuit, Homestead, Vistaprint, Wix, Tripod and many others. Choose a template, pick colors, upload photos, edit text, drag and drop, watch the money roll in, and become the next Internet millionaire. It’s as simple as that.

What the do-it-yourself website companies – as well as Uncle Fred and Young Danny – do not provide is marketing experience, an understanding of your particular business and industry, professional graphic design skills, proofreading and copy editing capabilities, and any interest in preventing your website from going down in flames. Yes, you can build yourself a website with every annoying bell and whistle imaginable. Yes, even bells and whistles themselves, if that’s what you want, including – you guessed it – the kitchen sink.

One of the most common do-it-yourself webmaster mistakes is to believe that lots of content will make a page more important in the eyes of the search engines. The more the merrier. Lots of text and lots of photos. Even better, lots of font variations, lots of colors, lots of animation, and lots of random clipart.

I recently came across exactly this type of website, built by the owner of one of the highest rated and most well-known campgrounds in the United States. The home page alone had 2,777 words of text, 30 photos, 3 large graphic files, and 9 pieces of clipart (4 of which were animated.) The page also included a hit counter, navigation way down near the bottom of the page, and 117 HTML warnings. The page clearly was not going to be a contender to win any awards for aesthetic design, but how did it fare with the search engines? Funny you should ask. When I did a search on Google for what I thought should be the single most intuitive search phrase for this park, it did not appear anywhere on the first 20 pages of search results! In addition, not that websites are intended to be printed, if somebody should try to print out a copy of just the Home page of the site, it would take 27 sheets of paper.

The only way that anybody is going to find this campground’s website is if they are already familiar with the campground, search for camping in the town where it is located, or click on a link from another website. If the owners are looking for new business, they better plan on word of mouth referrals.

If nothing else, the lesson to be learned here is that marketing sense and design skills are important elements in the construction of a successful website. Many people refer to the importance of content that appears “above the fold”, a reference to the location of the most important content – in terms of newsstand appeal – on the front page of a daily newspaper. Although some folks argue that it is the top 600 pixels of content, the “fold” is nearly impossible to define on a website, particularly with the explosive growth in the use of mobile devices, where users expect to scroll for content. The important consideration is not so much the location of the content as the design of the content. Without organization, a cluttered page on a website could easily become as impossible to navigate as War and Peace had Leo Tolstoy written his novel in a single rambling chapter.

Am I suggesting that your campground’s website must be built by a professional website design company? Absolutely! Lest anybody conclude that my intent is to promote my own company’s website development services, let me provide a list of some of our competitors within the campground industry. Those include AGS/Texas Advertising, Strait Web Solutions, Big Rig Media, and other more regional service providers. Many of these companies will have booth space at the fall campground association conferences, from National ARVC to the various state associations. My own company will also be found once again at the enormous IAAPA Attractions Expo, at the Orange County Convention Center in Orlando, Florida.

Whoever you turn to, your next website should embrace the latest technology and have a design that holds its own against the websites of major resorts, theme parks, and airlines – not simply your competitor down the road. Look for a responsive site that works as well on an iPhone, Android device or a Blackberry as it does on a desktop or laptop computer. Most importantly, trim the fat, and present users with a site with the kind of eye appeal and design flow that consistently leads them to your intended call to action. The right website is designed to generate reservations, not frustrations!

In a recent post, I pointed out that it was necessary to take a proactive stance with regard to your business’ ranking on various consumer review sites. If you are lacking reviews on any particular online resource – or, worse yet, you have one or more unfounded negative reviews that are skewing readers’ opinions – you should make an effort to encourage positive input. The question is how to handle this task both properly and effectively.

Once again, a successful campground will be operated in a customer-friendly manner, and reviews of that campground are likely to be overwhelmingly positive. My advice is to proactively promote those reviews and the sites that contain the reviews, rather than simply reacting in a state of panic when a negative review appears, typically written by someone with an axe to grind.

Rather than hiding from reviews, campground owners should provide links to the major review sites – and to individual reviews – on their own websites and within the social media. Encourage your happy campers to post their own reviews, particularly if a review site has a less than stellar recent review of your park. The most recent reviews and the most intelligently written reviews (and responses) carry the greatest credibility. Older reviews or those written by somebody who is obviously on a rant are generally dismissed by readers.

What Is Different?

When taking this proactive stance at encouraging positive reviews, be careful not to cross any lines that might violate the policies of the review sites.

I recently made what I thought was a reasonable attempt at promoting one of our non-campground clients on Yelp. The client’s business was listed on Yelp, but had no reviews and, subsequently, no ranking. I added missing information to the client’s listing and uploaded photos. I then posted the following on their Facebook page:

“If you love our (products) and have visited our retail store, please take a moment to share your thoughts by writing a review on Yelp. It will only take a minute or two. When we have 5 reviews, we will choose one at random and that person will receive a $25.00 gift certificate. Thanks!” I then included a direct link to the listings page on Yelp.

One customer immediately posted a very flattering and positive review, with a 5-star rating. On the basis of this first review, our client then showed an overall 5-star rating … very briefly. Later that day, Yelp “filtered” the review, suggesting that it was of questionable origin. Apparently, our offer of the gift certificate – or possibly simply including a link to the listing page – crossed an imaginary line with Yelp, giving them the impression that we were bribing customers for their comments … which, of course, was far from the truth. A day or two later, the review was reinstated, with another review submitted soon afterward, and our client once again has a 5-star rating with two reviews, both highly positive.

To avoid this problem yourself, refer to Yelp’s review policy:

“The best word of mouth is organic and unsolicited. As counter-intuitive as it may seem, Yelp discourages business owners from asking people to write reviews about their businesses. It’s tough for an algorithm to tell the difference between a business owner aggressively putting a laptop in front of a client and saying, “Give me 5 stars!” and that same business owner flipping the laptop around and manufacturing a fake 5-star review about themselves.”

They continue, “As a general rule, Yelp has advised business owners not to offer incentives for reviews. It’s a slippery slope between the customer who is so delighted by her experience that she takes it upon herself to write a glowing review and the customer who is “encouraged” to write a favorable review in exchange for a special discount. In an effort to minimize spam and maximize trustworthiness of the site’s content, Yelp actively weeds out suspicious reviews through a combination of community self-policing and automated filtering; aggressively solicited reviews can ring hollow at times and end up flagged by users or the website for removal. The system is designed to ensure the reviews consumers rely on are as authentic and useful as possible.”

In other words, Yelp uses analytics to flag online review solicitations, and the worst case scenario could be the removal of your listing, not simply the filtering of the resulting review(s). Learn more about Yelp’s policy by following this link:
https://biz.yelp.com/support/common_questions.

How Do You Handle This?

Yelp encourages businesses to link to both their listing page and to individual reviews. When you have one or more positive reviews, provide links to them on your website and on Facebook, Google+ and Twitter. Let the power of subtle persuasion influence new reviewers. You may also hand out printed cards with the URL to guests as they check out and rave about their stay, but avoid directly asking for reviews in your online newsletter, on your website, or on your social media pages.

There is a similar policy in place at TripAdvisor, outlined in an extensive network of forum posts. One somewhat extreme example outlines a hotel in England that offered guests 10% discounts and free room upgrades in exchange for positive reviews on TripAdvisor, the Good Food Guide, or the Michelin Guide. Read more, following this link, shortened using Google URL Shortener:
http://goo.gl/cPmHxW

This scheme backfired and the property was red flagged, meaning that TripAdvisor posted that “individuals associated with this property may have interfered with traveler reviews” and showing users a record of the property’s alleged wrong-doing. How do you think that makes your listing look?

There are also companies that specialize in online reputation management, offering to repair damaged reputations for a fee, usually quite ineffectively. If you are considering a reputation management service, the damage has already been done, and you are no doubt at least indirectly responsible for the creation of that damage. There are even companies that will generate fake reviews for a fee, even though this practice is illegal in the United States, Great Britain, Ireland, France, Germany, and Italy. Quite naturally, those so-called “services” should never be considered. The best way to get positive reviews is to provide exemplary service that, in and of itself, will encourage people to share their enthusiasm!

I often advise people that their Web address should be treated like their second business name. I also tell them that their URL should be short, memorable, and easy to spell. Ideally, it is the shortest possible variation of your actual business name. This advice is based upon the fact that there are many ways to drive traffic to your website.

Many people think that they build a website, then just sit back and wait for a flood of new business to be magically generated by Google. Well, it doesn’t quite work that way. If you look at the Google Analytics for the average website, you will quickly learn that there are three basic sources of incoming traffic. One is search engines (where Google and Bing are, for all practical purposes, the only games in town), another is referring sites (like Go Camping America, your state campground association, and your local tourism office or chamber of commerce), and the last is what is referred to as “direct traffic”. In many instances, those three broad sources of traffic break down into equal thirds. In this installment, I would like to concentrate on that last segment: Direct traffic.

You can have one of the world’s best websites but, without traffic, it is nothing more than a business with its lights out. People need to find your business, and whatever it might be, every single potential customer counts. If direct traffic represents a third of your potential with respect to new business, you cannot afford to turn a blind eye to that traffic. To start, it helps to know direct traffic’s sources of origin.

Some direct traffic is what is referred to as “type-in” traffic. These are people who, although they already know your business, are probably not familiar with your website. They simply presume that entering your business name, followed by .com will take them to your website. (Hopefully for you, that is the case!) This is the argument in favor of choosing a short, memorable, and intuitive domain name.

Other sources of direct traffic include advertising and listings in printed directories and publications that reach your clientele. If you are a campground owner, you simply cannot afford NOT to be found in your state association directory. These are professionally designed publications that are printed in large quantities, are organized in a manner that makes it easy for people to zero in on specific regions, and are distributed in markets that reach out to both active and potential campers.

In most instances today, the primary purpose of any print advertising is to send prospects to your website, where they can find more information and immediately respond to your “call to action” … which is almost always going to be either a reservation inquiry or a real-time reservation. For this reason, your Web address should be one of the three primary elements of your message, along with your business name and telephone number. With a little imagination, there are so many ways of reaching out to people with your URL. Do you have signage on your vehicles? If so, does it include your Web address? Vinyl signage is very inexpensive these days, and a message on the rear window, tailgate, or rear bumpers on your vehicles will be absorbed by far more people than a message that is seen fleetingly on a side door.

Everything else aside, the single most important way to promote your website is through the use of printed literature. Like your directory advertising, your brochures, rack cards, or other printed literature need to get to the point of sending people to your website. As somebody who started in the advertising industry producing four-color brochures for the outdoor industry, I can tell you that people are printing smaller brochures (or more often rack cards) in lower quantities and with less frequency. The key is to insure that the quality of your literature stands out from the crowd and that it gets distributed. Just like a terrific website that is relatively unseen, the best brochures that sit in a box are failing to generate a penny in new revenues for your business.

Many state campground associations have very inexpensive distribution programs that allow your brochure to “piggyback” with directories that are mailed in fulfillment of consumer requests. Saving the postage will easily cut your costs of reaching those new customers in half. Your state association can also help you to reach campers at major RV shows. You cannot possibly afford the time or the expense to exhibit at every major camping show, typically held during the winter months, when Northern campers are itching for the snow to melt and when Sunbirds are anxious to migrate back to the Northern woods; however, “piggybacking” once again with your state association can be the next best thing.

Although you should certainly consider exhibiting directly at the major shows within your key markets, because there is no substitute for the one-on-one ability of being able to speak directly with your key prospects, rely on the experts to cost-effectively get your literature into the hands of the people who you cannot afford to meet yourself. In addition to the state campground associations, there are at least two companies that provide a similar service that is tailored to the family camping and RV markets. Those two companies are:

• Anderson’s Brochure Distribution Service
• United Brochure Distributors

I apologize if there are others that I may have unintentionally omitted. If they exist, they are probably not doing an efficient job of promoting their own businesses. Other companies maintain literature racks that display campground brochures at RV dealerships from state to state. One of these, serving the state of California, is RV Travlin.

Incorporate these ideas and services, then watch the direct traffic to your website increase substantially by people who are campers, are interested in your state or region, and who would otherwise not know that your business exists.

Years ago, as a business owner you were pretty much in control of how people perceived your business. You advertised to influence opinions, you went out of your way to please your customers, and you provided a quality product or service. Everybody was happy. In the rare instances where a customer was displeased, he told his friends and never returned. Things could have been worse.

Today, things are worse. Conventional advertising has lost much of its credibility and clout, and most people turn to their network of friends (including virtual friends online) for trusted opinions and recommendations. That dissatisfied customer from years past now has the means to amplify his displeasure before an audience of thousands. On the other hand, the same tools are available for your happiest of customers to share their experience and influence equally vast numbers of potential guests.

Most campground owners seem to fear review sites more than an attack of locusts. Those fears are unfounded. P.T. Barnum is often credited with coining the statement, “There is no such thing as bad publicity,” and that concept is truer today, in the age of the Internet, than ever before in history.

First of all, a successful campground will be operated in a customer-friendly manner, and reviews of that campground are likely to be overwhelmingly positive. My advice is to proactively promote those reviews and the sites that contain the reviews, rather than simply reacting in a state of panic when a negative review appears, typically written by someone with an axe to grind.

Rather than hiding from reviews, I encourage campground owners to provide links to the major review sites – and to individual reviews – on their own websites and within the social media. Quote great reviews on your Facebook page and in Tweets, and encourage your guests to post their own reviews, particularly if a review site has a less than stellar recent review of your park. Some review sites allow you to respond to reviews, while others do not. Either way, the most recent reviews and the most intelligently written reviews (and responses) carry the greatest credibility. Older reviews or those written by somebody who is obviously on a rant are generally dismissed by readers.

If you are going to encourage your happy campers to submit reviews, you need to know the review sites that count. You also need to know whenever a review of your park appears online. Use Google Alerts to stay on top of what is being posted about your business online. When guests are checking out, commenting how much they enjoyed their stays, ask them if they would like to submit a review that puts that satisfaction into words. If they agree, send them a follow-up e-mail with a direct link to the review page for your park on the review site of your choice. (Don’t ask them to submit a review on more than one site, since that would be a bit of an imposition.) The following is a list of some of the review sites that need to be on your radar.

RV Park Reviews – This site has been online since 2000 and includes nearly 200,000 reviews of every campground in North America, including yours. If you are not aware of this site and have not read its reviews of your park, you have only yourself to blame. Use this site to your advantage. If you have the highest rated park in your city or town (based upon the average of your 10 most recent reviews, rated on a 1-10 scale), promote that fact by providing a link to the reviews for your park and its competitors. Use transparency to your advantage!

Yelp – This site was started in 2004, gets over 100 million unique visitors per month, and hosts over 39 million reviews. Originally designed to rate local business service providers (like mechanics, electricians, and plumbers), it now includes reviews to lodging services, including campgrounds. As a business, you can setup a free business account that allows you to post photos and additional information that will enhance your listing on the site, as well as generating free widgets that you can use to promote your Yelp reviews on your website. Follow this link to get started: https://biz.yelp.com

TripAdvisor – This is the world’s largest travel-related website. It gets more than 200 million unique visitors per month and contains over 100 million trusted reviews covering more than 2.5 million businesses around the world. Although the site originally concentrated on hotels and similar lodging, it now includes campgrounds under the Specialty Lodging category. If your campground is not yet listed on TripAdvisor, you can submit a listing by following this link: http://www.tripadvisor.com/GetListedNew

Because of the volume of traffic, reviews on TripAdvisor carry plenty of clout. As a business owner, you can (and should!) create a free business account, allowing you to update your business details, add photos, receive e-mail notifications of new reviews, and – most importantly – respond to reviews. You can also generate free widgets that can link your website to your reviews. Follow this link to get started: http://www.tripadvisor.com/Owners

GuestRated – Campground owners are probably also familiar with the GuestRated program that was founded by industry consultant Bob MacKinnon in 2008 as the first ongoing guest satisfaction rating program relating to the private campground industry in the United States. Run in conjunction with National ARVC, this online survey program provides very useful consumer information and statistical analytics to campground owners, as well as providing an opportunity to respond to guest reviews. There are also widgets that allow campgrounds to feature reviews and ratings on their websites and that encourage visitors to initiate their own review process. Learn more about the program at: http://www.guestreviews.com

This is far from a conclusive list of review sites. There are many other campground review sites that generate less traffic and less impact upon public opinion. I would recommend not fretting over any of the more obscure review sites, particularly if any investment of your time would come at the expense of the attention that you should be devoting to these review sites that count.

One of the challenges for almost any campground is the generation of a continuous flow of new campers who will grow the business and expand its customer base. You cannot simply rely upon your existing clientele and word of mouth to grow your business. People move, their interests change, and the population ages. If your campground caters to a significant number of senior citizens, you have certainly faced the reality of long-time campers who are now living in nursing facilities or who have simply passed on. Regardless of the reason for the “customer churn”, you have campsites and rental units that need to maintain the highest possible occupancy rates.

The replacement campers will generally come from one of three sources: existing campers who have never stayed at your park, existing campers who have not stayed at your park either frequently or recently, and non-campers who need to be persuaded to give camping a try (and to try it out at your park). Needless to say, there is not a one-size-fits-all marketing approach that will effectively reach all three of these groups. Non-campers clearly need a greater incentive than it takes to simply persuade a previous camper to return.

Probably the most cost-effective way to reach each source of replacement campers is the Internet and promotions on your campground’s website; however, it is necessary to give your offers some serious thought before posting them online. There are several pitfalls to avoid.

• Do not make an offer so broad that you are offering discounts to customers who do not require the discount. You may want to consider requiring that a discount be requested at the time of reservation. You probably do not want to grant a 10% discount to everybody who pulls out a membership card at the last minute when they see a GoodSam or AARP logo on the wall behind your registration desk. For the same reason, just because the fourth week in August is historically a slow week, you probably want to think twice about offering a blanket price cut for that week. There are some people who want to camp that week and who do not require an incentive to do so.
• Try to avoid offers that are limited to “new customers only” in a manner that might run the risk of creating ill feelings with your existing, loyal campers. Alternatively, you may want to reward those folks by offering a discount to both parties if they refer a friend and bring in new business for you. DirecTV has used this approach very successfully in recent years, offering its subscribers and their friends a $100.00 discount for referrals.
• Do not offer a discount of little or no perceived value, since this will likely generate little if any results. If you are old enough, you will remember the days when the manufacturer’s coupons that were clipped and redeemed in supermarkets offered discounts like “Save 7¢”. That kind of offer these days is perceived as not being worth the time to clip – let alone redeem – the coupon. A more typical coupon offer these days might read “Save $1.00 on 2”, with a very short expiration date. With this in mind, how many new campers will be generated by a “Save 5% on your second night’s stay, excluding weekends and holidays” promotion? You guessed it: Zero.
• On the other hand, do not give the store away in a desperate attempt to bring in business. Yes, deep discounts will always generate business, but at what price? The Groupon concept is based upon discounts of 50% or more. After offering the deep discount and paying Groupon its fees, merchants inevitably lose money in the hope of generating new customers who will return and pay the full price. That rarely happens, and many Groupons are purchased and redeemed by existing customers. Generating business by losing money is not part of a sound business plan.
• Do not presume that all incentives need to be monetary. Smart marketers often utilize merchandise incentives, understanding that most consumers are willing to attach the full retail value of merchandise that costs the merchant 50% (or less) of the retail price. Possibilities include free bundles of firewood, free boat rentals, free games of mini-golf, or free passes to local beaches or attractions. Be sure to total the full value of the merchandise as part of your promotion.
• Do not presume that people only respond to discounts. A growing number of businesses are finding that customers are willing to reward businesses that allow them to act in a socially responsible manner when making a purchase. Sometimes a discount may be involved as an added incentive. For example, consider a $10.00 discount on a night of camping (or, better yet, on food in your restaurant or snack bar, if you have one) in exchange for 10 non-perishable food items that you will donate to a local food pantry. Everyone wins, and you can also benefit from publicizing the successful event in a variety of avenues.

The bottom line is that, if you are serious about generating new business, think beyond the same old, tired incentives that are available anywhere and everywhere. Almost everybody offers a weekly discount, a midweek discount, and discounts for active duty military. You need to give people incentives with either a real perceived value or discounts that give them a sense of exclusivity.

Want to carry the incentives to the next level? Consider partnering with other local merchants. Here is just one idea: Consider partnering on an otherwise historically slow weekend with your local Ford dealership. Offer campers a substantial discount on a weekend of camping, doubling the discount if they are driving a Ford motor vehicle. Get the dealership to participate in the discount in exchange for your promotional efforts and the opportunity to display some of his latest Ford truck inventory with trailer-towing capacity. He gets people into a temporary outdoor “showroom” where he has the opportunity to sell a potential vehicle or two, your campers get a discount and a mini auto show, and you fill more campsites. Hate Fords and love Chevys? You get the idea. Ski resorts have been using this concept for years, in successful cross-promotions with Subaru and other manufacturers of all-wheel drive vehicles.

Whatever incentive programs you provide, promote them aggressively on your website and within the social media. If you can arrange them far enough in advance, include them in your brochures and related print advertising. Just as the incentives need to be realistic, you need to promote the incentives – and get the word out – in order for them to succeed. There may be some trial and error in determining what works best for you, but one thing is certain: What works best is whatever the campgrounds down the road are unwilling to try. Capitalize upon your competitors’ lack of imagination!

If a bulb is out at your sign, you don’t wait until arriving guests have missed your entrance before you replace it with a new bulb. If a toilet is clogged, you don’t wait for a negative post to appear on a review site before taking out the plunger. And just because you need to refill your fuel storage containers, you don’t stop mowing your campground’s lawns. You refill the containers and get to work. When anything affecting your business demands attention, a successful campground owner or manager takes immediate action. That being the case, it always baffles me when I encounter people who seem to think that their marketing is only important enough to be given their attention in their off season. That is what I call a seasonal mindset.

When you think about it, your sign only needs to be lit and your plumbing only needs to be functional when you are open for business, and your grass only needs to be mown at certain times of the year. There are tasks that are best reserved for the off-season, to avoid interference with your guests’ enjoyment of their stays. For example, nobody wants to camp alongside excavation or trenching equipment being used for the construction of new sites or water lines, and your guests should not be inconvenienced by a store or office that is in the midst of renovation. Except under emergency situations, those jobs can wait until your park is either closed for the year or at least outside of its peak season.

Your marketing, on the other hand, is one of the only aspects of your business that must be fully operational, day in and day out, all year round. Prior to the start of your season, its job is to persuade people who like to plan their vacations far in advance; however, during the height of your season, its job is to maximize your occupancy with last-minute guests. It is difficult to understand why anybody would think of their marketing as anything less than mission critical. If you are too busy to give your marketing the attention it deserves during your peak season, you simply need to delegate those responsibilities to a capable staff member or a trusted supplier.

Websites often show the most serious signs of neglect. Despite my ongoing efforts to encourage park owners to keep their website content as dynamic as possible, the sad fact remains that most people only update their websites once a year … to introduce their new rates and activity schedules. If there are exciting new photos that capture the essence of why people enjoy camping at your park, put those photos to work now, not later. If the local chamber of commerce or a nearby business has just announced a special event that would be of interest to your campers – and could probably attract new campers specifically for the event – promote it on your website now to capitalize upon the opportunity.

What about the existing content on your website? Is your site map the most current and up-to-date version? Every company that produces site maps will provide you with a version for your website, upon request. They might simply require a credit line and copyright notice. Some of your potential guests want to know where site 67 is located in relation to your restrooms and playground. Provide them with a map that answers their questions … and that they can clearly print, on the spot and on their own computer printer, without having to wait for one to arrive in the mail.

On the topic of site maps, it yours looks like it was drawn on the back of a napkin by a seven year old, either get a new map or remove it from your site. Anything that automatically stands out as your website’s “weakest link” is probably doing more harm than good. This might be your site map, it might be a photo gallery full of repetitive snapshot-quality images, or it might be a page of content that references 2012 (or 2011 or 2010). Many people do not realize that it is the worst content on your website that visitors are most likely to remember. Allow me to share an analogy. If you meet an otherwise attractive man or woman who is sporting a black eye, what is that person’s feature that you are most likely to remember? And what conclusions are you likely to draw about how the black eye originated?

You have control over your website’s appearance, and you have control over the frequency and timing of its updates. Give your website – and every other component in your marketing toolkit – your immediate and ongoing attention. Quite simply, the success of your business is at stake.

Remember the days when there were 3 major television networks – ABC, NBC and CBS? Needless to say, there are many more television networks these days of cable and satellite TV, and the “Big Three” no longer dominate the market. In fact, can you name the fourth largest TV network in prime-time ratings? It is Univision, the Spanish language television network. (In case you are wondering, the Top 5 Networks, in order, are now CBS, Fox, ABC, Univision, and NBC.)

According to Wikipedia, Hispanics and Latinos now comprise 16.7% of the population in the United States. Of these, 90% speak English, 78% speak Spanish, 69% are bi-lingual (Spanish and English), 22% speak only English, and 9% speak only Spanish. Are you reaching out to this vast market, or are you simply following an outmoded and incorrect stereotype that says that Hispanics and Latinos are not part of your customer base?

Most small businesses work on very small margins, and incremental increases in income can make the difference between profit or loss. Factors such as additional retail sales in your store, extended stays, lower credit card processing fees, propane fills, and firewood sales all come into play and have a cumulative effect; however, these shy in comparison to the potential of an overall increase in market share.

For several years now, my company has been building French language versions of websites for Northeastern clients with businesses located in destination areas that consistently draw significant percentages of French Canadian vacation traffic. Those clients have frequently been complimented by their French Canadian customers, thanking them for providing a French language version of their website that was thoughtfully created, carefully translated, and contained full content. One of the comments that was shared with us earlier in the year (accompanying a reservation that was made with one of our campground clients) read, “Thank you for your French site. It’s the first time that we see this quality of French language out(side) of Quebec, whether it was on menus in restaurants or on web sites. Nice work and nice attention.” The message that is conveyed to customers says “we want your business and we care about your business”.

We all make buying decisions that are based upon purchasing products and doing business with companies that lie within our personal comfort zones. Those comfort zones may be defined within a variety of standards, and they are particularly crucial when you are trying to persuade a group of people to try something new. What better way could there be to communicate with new customers than for your marketing to speak their language?

In the case of the French Canadian market, the need generally applies to businesses within driving distance of Quebec, in historical destination markets (such as Old Orchard Beach, ME; Hampton Beach, NH; Cape Cod, MA; The Wildwoods and Cape May, NJ; Ocean City, MD; and Virginia Beach, VA), or that are conducting online commerce and seeking out that market. In the case of the Hispanic and Latino markets, there are no regional limitations. If you are running a business in the United States today, you need to be reaching out to these vast and growing populations in the language that represents their comfort zone.

The skeptics – or dare I say the ignorant – like to say that Hispanics, Latinos, and other demographic groups simply do not camp. My response is that these are people who have simply not been sent the invitation to engage in the experience. One fact is certain: They are not camping with your competitors, giving you the opportunity to introduce them to camping and to essentially define the experience.

Think of automobile manufacturers 10 or 20 years ago who viewed the market in China as nothing more than a nation of people who did not drive cars. Did that mean that the Chinese middle class did not want to own vehicles, or did it mean that the biggest demand in automotive history was ready to flourish? In hindsight, we all know the answer, and the companies that have successfully tapped into this market are doing so in their new customers’ native language, using marketing messages that are consistent with their native culture.

Your new markets are much closer to home. Speak their language.

Everybody is familiar with QR codes, those two-dimensional barcodes that bear a resemblance to square Rorschach tests but provide informational links to the user of any Smartphone with a QR code reader app installed. QR stands for “Quick Response”. Originally invented by Toyota back in 1994 as a means of inventory control during automobile manufacturing, QR codes have been widely adapted to a variety of advertising uses in recent years, generally linking to a website or a page on a website that provides either more information or a call to action.

There are several newer technologies that now compete with the open-source QR code concept, and even the QR code itself has been adapted to offer more colorful, brand-recognition alternatives; however, the bottom line is whether or not any of these marketing tools have been broadly adapted by consumers. There are certainly applications that make sense. A poster on the streets of New York City might advertise a first-run feature film or off-Broadway theatre production and include a QR code that takes users directly to online ticket sales. A transit ad in an airport shuttle might allow users to check the status of arriving and departing flights. I have even seen QR codes on potted plants in garden centers, where a scan will display information such as growing conditions and guidelines. All of these are brilliant applications, but they still do not overcome the fact that QR code adoption and usage rates have been consistently low.

QR codes can be displayed almost anywhere – direct mail, packaging, magazine and newspaper ads, websites, posters, e-mail, and TV commercials. Although there are studies that present encouraging statistics about young adult usage, the studies generally only ask respondents if they have scanned a QR code within the past 12 months; there is little or no data to support consistent repeat usage. According to a study conducted by Pitney Bowes and released in January 2013, the highest usage rates are for QR codes that appear in magazine ads and, to a lesser degree, other printed materials. QR codes on websites, embedded into e-mail messages and on TV commercials get very low rates of response. (Think about it: Is somebody already on a website going to click on a QR code to … go to a website?)

Use the following QR code to download the complete Pitney Bowes report:

There are many reasons that QR codes have not been more broadly adopted, either in the United States or internationally. One reason is that neither Android nor iOS (Apple) phones come with a QR code reader app pre-installed. Other reasons include QR codes being displayed in places with poor quality or nonexistent wi-fi signals (like subway stations and many campgrounds) and the disappointing initial experiences of users who have been brought to Web content that was not optimized for mobile devices.

Most campgrounds have limited advertising budgets and need to spend their dollars wisely. Few campgrounds advertise in magazines, although most advertise in printed directories that bear some similarity to magazines. With regard to printed materials, QR codes certainly do no harm (other than their lack of visual appeal) when added to things like directory ads, rack cards, postcards, and business cards – allowing users to scan through to further information. None of this makes sense, however, unless it is supported by actual scans by end users who embrace your subsequent call to action and are converted into buyers.

How Do You Measure Effectiveness?

All online traffic needs to be measured. Thanks to Google Analytics (which should be running on your website!) we can easily measure the amount of traffic to any particular page of your website from any search engine or referring site. What about traffic from your QR codes? Without taking a few added steps, that traffic is nearly impossible to measure. One solution is to have the QR code link to a specific page that is uniquely linked to the code. That works fine, but it requires your webmaster to create a separate landing page for each code that you generate (so that you can measure the traffic from each specific code application, not simply overall traffic from any and all QR codes that you may be displaying).

A better approach is to have the QR code go to a specific URL that you can create for free using the Google Analytics URL Builder, a very useful tool that is not widely known. (The URL Builder is primarily intended for tracking traffic from a Google AdWords campaign, but it will also work perfectly for this purpose.) First of all, determine the page that you want people to reach through your QR code. Keep in mind that this should probably be both a “call to action” page and a page that is at least mobile-friendly. It might be an existing page on your website or a new page that you will want to create.

Go the Google Analytics URL Builder – http://support.google.com/analytics/answer/1033867 – and follow the instructions. Enter the URL of your landing page in the box that says “Website URL”. For “Campaign Source” and “Campaign Name”, you might enter something like “2013 Rack Card” or anything else that identifies where the QR code will appear. For “Campaign Medium”, enter “QR Code”. Click “Submit” to generate your tracking URL.

The next step is to copy and paste that tracking URL into a QR code generator. I particularly like QuikQR – http://quikqr.com/ – an easy-to-use, free QR code generator, where you simply paste your URL and generate your QR code in one quick step. An optional step would be to paste your tracking URL into Google URL Shortener – http://goo.gl/ – to generate a shortened version of the tracking URL. After generating the shortened URL, click on the “details” link under the new URL, and you will be shown a QR code for your shortened link. Click on the QR code, then right-click on the image on the next page to save the file to your computer to be used in your offline advertising campaign.

Follow the same process to generate QR codes for any other advertising campaigns that you would like to measure. Now any traffic from that QR code will be tracked in Google Analytics, under Traffic > Sources > Campaigns. A few weeks, months, or a year down the road, you will be able to know – with certainty – whether your QR codes are being used and whether or not the traffic is converting into sales!

One caveat: As with any of your advertising, do not presume that the traffic that is generated directly from a QR code is the sole measure of an advertising campaign’s effectiveness. This exercise will only measure whether or not QR codes are generating business in your advertising, as well as whether their adoption over time is trending upward or dying a slow death.

Yesterday on Facebook, I was presented with a link to a brilliant promotion from Ace Hardware. They call it Free Paint Saturday, and it encourages you to print a coupon for a free quart of Clark+Kensington paint. The coupon can only be redeemed at a local participating Ace Hardware store on Saturday, March 16th. It appears that the offer was also promoted on the Ace Hardware website and in its weekly circular. Here is the original Facebook post:

Note that within 10 hours of the original post, the offer had gotten 378 likes and – more importantly – 688 shares. No doubt, there were many more people who simply proceeded to download the coupon. The intermediate step took users to a Facebook App, shown below, that explained more about the line of paints and the services available through the local Ace Hardware store. It also included a link to print the actual coupon. This app had generated 309 original comments at the time of this post.

Finally, clicking on the link allowed users to print the coupon, shown below.

Okay, why do I say this is brilliant? Let me count the ways:

1. Saturday is the highest traffic day in the hardware industry. By offering a limited supply of the free offer per store, customers are encouraged to arrive early, getting sales records off to an early start.
2. Each store has an average availability of 40 quarts. How many things can be covered with a single quart of flat enamel paint? I believe that flat enamel paints are most typically used on interior walls and ceilings, where a single quart is going to provide very limited coverage. Chances are that customers will purchase additional paint (probably gallons) to go with the free quart.
3. The offer presents a perfect opportunity to introduce a new product line or to attract customers who might otherwise not think of Ace Hardware as a paint store.
4. No purchase is necessary; however, most people, once they have entered a store, are unlikely to leave without making a purchase. People who have gotten something for free are even less likely to leave without making a purchase.
5. Each quart of paint probably costs Ace Hardware a maximum of $5.00. With participation on the part of the paint manufacturer, their cost is probably less than half of that. I cannot find statistics for the average consumer transaction per hardware store visit; however, this customer acquisition cost is extremely low.

Clearly, this is an example of how profitable it can be for a business to give products or services away, particularly when the reach of the promotion is dramatically extended through the social media. Can you think of ways that this same concept could work for the benefit of your business?