Both virtual, bricks-and-mortar businesses face similar issues

Other than location (a laptop or a suburban office park, for example) and buzz (virtual is hot these days), there's not much difference between virtual and traditional small businesses: Business owners in either category face the same keep-the-client-happy, keep-the-business-going issues.

Susan Drake, for example, whose Hawthorn Woods-based Drake Resource Group Inc. has been virtual for so long (since 1994) that she now gives speeches on the subject, puts some very traditional follow-up into her company.

Drake's company creates custom learning programs for Fortune 1000 businesses. She takes nothing for granted.

"You can't assume anything," Drake says. "We forward documents electronically when we pass work from one person to another, but I have to make certain that the person (on the receiving end) understands.

"You can't read body language on the phone. You can't see if (the other person's) face is confused. It's my responsibility to follow-up."

The follow-up actually begins beforehand with a voice message that information is coming, so the client -- or one of Drake's 60-plus independent contractor staffers who is doing the work -- is on the lookout.

Drake also meets "face-to-face when necessary" with clients, which, she adds, is necessary only about 20 percent of the time.

"We have face-to-face kickoffs with new clients or when we bring a new consultant onto the team," she says. Meetings typically are at one of Drake's satellite offices. "I have satellite offices everywhere," Drake laughs. "Starbucks. Caribou."

Even after a face-to-face meeting, Drake takes no chances on misunderstandings. Her follow-up typically includes an e-mail summary of meeting conversations and decisions.

Kathy Graham, who manages five virtual businesses from her home in Sugar Grove, has a different option when she hosts a get-together. Graham, whose flagship virtual business is HQ Search Inc., a financial executive search firm, has space in a shared office facility in Naperville that she uses for occasional meetings, deliveries and, once in a while, secretarial support.

Whether your business turns out widgets or you're more of a one-person adviser, keeping the new business pipeline flowing is key. James Williams, a freelance copy editor in the academic publishing sector, believes the personal touch matters.

"Most freelancers in publishing get their assignments from marketing reach-outs to editors," says Williams, a Californian who has signed on as director of project management for HQ Search, but who, in freelance fashion, continues as a copy editor with his own virtual business, SRW Productions Inc., in Concord, Calif.

"A lot of people never meet the people they work for," Williams says. Williams, however, likes "to meet in person" with publishers he works with -- so much so that he schedules stop-offs on business and pleasure trips to meet clients.

"When I have a person's face and personality, it's easier to exchange (ideas) by e-mail and phone," Williams says.

© 2008, 121 Marketing Resources Inc.