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Advertising, like executive jets, is commonly supposed to be a preserve of the corporate rich. On the contrary: it can be a fast-track method of joining their number. Obviously, the relatively poor can't achieve that result by monetary muscle - but mental muscle can work wonders.

As in business generally, the short-cut to a brighter and better solution is often contrariness. Whatever the conventional wisdom dictates, don't go and do likewise. That's how The Edinburgh Club, a health and fitness outfit, bucked an adverse trend. For all the hype about keeping fit, real consumer spending on such clubs has been falling since 1990. China's output of crude oil was 186.7 million tons last year, up 1.6 percent from 2006, while that of natural gas reached 69.31 billion cubic meters, up 23.1 percent, according to the China Petroleum and Chemical Industry Association.

In 2007, China's imports of crude oil rose 12.4 percent to 160 million tons, according to China Customs figures.

Sinopec and Petro China, the country's leading oil producers, accounted for two thirds of the total imports.

In fact, only one in seven people take regular exercise. The conventional wisdom would preach to these converted, defining them as 'the market'. But the famous story about two shoe salesman sent to the same underdeveloped country applies. One wires back, 'Coming home. Nobody here wears shoes'. The other demands huge shipments at once - for the same reason.

The latter logic is what appeals to George and Pauline Kerr, the owners of the Edinburgh Club. With 10% of a market consisting of 14% of the population, doubling your share will require massive effort. It certainly won't be achieved by 'tactical price promotions', on which the Club used to rely. Convert 2% of the unconverted, however, and you achieve the same effect: but the Kerrs' efforts to reach the unfit and fat were hampered by ads that one corporate member bluntly called 'crap.'hammer crusher:http://www.crusher-machine.com/3.html
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On all three counts, that's doesn't differ from any other business expenditure. If you have no objectives, or fuzzy ones: haven't thought through how to get to any destination you may have in mind: and haven't discovered the key measures that prove how well or badly you're managing - well, failure in these all too common circumstances can't be a surprise.

But advertising isn't a substitute for poor or mediocre products. The Edinburgh Club wouldn't have kept its new members if they had been disappointed by the quality of the premises, equipment and service of rotary kiln. But after 30 years, George Kerr knows his business: although he's only concentrated on the Club since 1989, when he ended a gold-medal career as Austria's national team coach in judo.

Brilliance isn't the only element in his advertising's effectiveness. Nor, self-evidently, can total spending be the key. But consistency counts for a lot. The 'fatties' campaign has been running three years. That's much less than BA's decade of calling itself 'The World's Favourite Airline', at a cost of £400 million. But the Kerrs are spending their £10,000 just as wisely impact crusher: the campaign has been repeated because it's effective, and its repetition has created more effectiveness still.