Archive for May, 2007

Artistic Genius – Leonardo daVinci

Our society is moving toward a view of artistic genius that is both new and old. It is new in the sense that truly incredible tools and technologies are now available for creative work. It is old because our present view of the artist’s place in society has much more in common with the Middle Ages or the Renaissance than with the 19th or early 20th centuries.

To make this clear, and to help you connect with the creative elements in your own character , which you may or may not have recognized in the past , our focus in this session is on a true genius who really exemplified the times in which he lived. Leonardo da Vinci, along with Michelangelo, is generally recognized as the quintessential artist of the Renaissance.

Here at the start of the 21st century, we are getting rid of the idea that a creative person is someone who wears a beret and lives in a garret. The model of the isolated artist will not work anymore. In this sense, Leonardo is probably much more relevant to the circumstance of your life than you might think.

Leonardo was born in the small Italian town of Vinci, in the year 1452. He began life with certain obvious advantages, and some disadvantages. His father was a rather wealthy country gentleman. His mother, however, was a servant girl whom his father had no intention of marrying. In later life, he would describe himself as a “man with no education.”

When he was about 14 years old, Leonardo was sent to Florence to become an apprentice in the studio of a prominent artist. The artist’s name was Andrea del Verrocchio, and he was both a painter and a sculptor. Leonardo learned a lot from this first master. And around 1470, after being with Verrocchio for about four years, Leonardo got a big break. He was assigned to paint an angel in the corner of one of Verrocchio’s major commissioned works. According to legend, when Verrocchio saw the angel he realized it was infinitely better than the rest of the painting. In fact, it was so much better than anything Verrocchio had ever done that he gave up painting forever, right then and there. This legend may or may not be true, but the young artist from the countryside was definitely on his way.

Right now, as the most basic element of modeling artistic genius, I would like you to recognize exactly what artistic genius is. It is simply taking a picture that is in your heart and using some medium to move it into the hearts of other people. It does not matter what that picture is, and — at least initially — it does not matter how technically adept you are with the medium you have chosen.

Leonardo had incredible technical skill. His ability for drawing and sculpture was truly superhuman, and he was extremely adept at the mechanical and engineering tasks demanded by large-scale creative work.

Your artistic genius does not have to be in the fields of drawing of sculpting; it does not even have to be technical. Your skill is in whatever attracts you, whatever moves you to express your creativity, even if it is just another form of personal expression that you do not intend to show anyone else.

From business to BUSINESS! See it and believe.

Here’s a thought – Imagine two years down the track (visualise clearly now) that you have a business that is running itself, and people call you saying how brilliant the staff are, the range of services is to die for and they love the level of service they get! You drop in to the office every now and then and tele commute. Your income is worth the effort you took to build the business.

Now ask yourself,

  • What do the clients look like?
  • How much will they spend with you per year?
  • How many of them are needed to take the business to this level?
  • How do you beat the competition hands down every time with exceptional ease?
  • What sorts of exceptional people have you poached, and recruited (attitudes, personality, looks etc…?)
  • What sort of office or work set up is everyone working in that sets the standard and then some!?
  • How come the systems they use are so elegant?
  • How is it that your business attracts all the right attention and is seen as a ‘darling’ by the media, in fact they chase you for stories!?
  • Why is it that prospects become customers with such ease and then on to clients and raving fans about the business in no time at all?
  • How is it that your business rewards the staff so handsomely they do not want to leave, they in fact are head hunted and refuse to leave.
  • What is it about the way your team market the companies services that they have no challenges recruiting new prospects and influencing them to becomes customers…?
  • What personality, attitudinal and energy changes would you need to alter to ensure all of the above can come to fruition?

What does all of this look like… REALLY, imagine it, visualise it, develop a plan, a five year strategy perhaps based on the above… Then break it into achievable chunks.

Are there other questions you can add to the list to make the picture clearer, stronger, brighter, bolder, better….

Dare to dream, dare to live, dare to strive for the highest, dare to step outside of your comfort zones, dare to be the best, and then better that, dare to set bold goals, dare to be the one that makes powerful differences in the lives of those around you by setting incredible standards.

Don’t just sit there, Grab a pen and some paper create a plan and make the world yours, consider it like a bud about to bloom, and when that ones is finished there is another and another just coming into bloom! and watch as bees come and take the pollen and your flowers become the pick of the crop for the bees…

The business of business can be a tricky road to traverse, but with the right attitude, mindset, skills and ability you too can make it a golden one.

Strategies for Building Your Business

How do you know which strategy will grow your business most effectively in the short and long term? Market penetration, market extension, product development or diversification are the primary strategies for building your business. You can also grow organically (growth in your own business) or by acquisition (of another business). This article summarises what these strategies are, and when you would be most likely to use them.

Market penetration is based on taking the opportunities to sell more of your products or services into your existing market, or penetrating deeper into your market.

Since it costs on average 5-10 times more to source new customers than to work with your existing customers, it makes sense to adopt this strategy if you can.

It will be most applicable if:
- You have a reasonably large base of potential customers in your existing markets
- There is an opportunity for you to sell more of your products/services to your existing customers, and to sell to new customers from the same existing market segment
- You want to sell more of you existing products/services
- Your products/services are still competitive

How to implement this strategy:
- More aggressive promotion and marketing
- More, or more effective, channels to market (whether direct sales or via third party distributors)

An example of this strategy would be Telstra and it’s mobile service. Telstra has penetrated deeply into its existing market (Australia in broad terms), using extensive promotion and advertising, and a continually expanding distribution channel of resellers and its own retail outlets. As a result, it has the largest share of the mobile market.

Market extension is when you identify new markets to sell your existing products and services into, whether they are new geographic markets (interstate, regional, international) or new segments in the same geographic market.

It will be most applicable if:
- You have secured a strong customer base in part of your defined market, and still have other areas or segments that still offer opportunities to you.
- You are reaching saturation in your existing market (you have the dominant share)
- You are able to access new markets through the right distribution channels or through your own presence in those markets
- You have the cashflow to fund the time and cost it takes in breaking into new markets
- You have researched the market thoroughly and understand the potential gain and the risks
- You have the ability to service those new markets well

A simple example of this is when companies open offices or branches interstate, to replicate the success they have had in their own market.

Product development is when you develop new or improved products for your existing markets. Product development may take the form of a new product altogether (for example a new software package), an extension to a product (for example a new feature set/enhancements to the existing software package), or a product add-on (for example, a new software module).

- Products and services are often developed when there is customer demand for them, or when technology results in newer versions being available or created by your competitors, or when you have a great idea and research indicates there would be a market for it.
- Product development requires funding, planning, research, testing, marketing, selling through appropriate channels and more testing.
- If you develop new products or services you must do so objectively, and listen to your customers, take notice of the market research and feedback, and be honest about how competitive your new products will be. Don’t waste time or money launching products or services that won’t sell, or won’t sell enough.
- Product development must be an ongoing process to some extent, as no company can survive on an unchanging product or service, year in and year out.
- Generally it’s fair to say that if you don’t develop and enhance your products, then your competitors will and will overtake you.

An example of somewhat extreme product development is Coca-Cola now selling Lemon Coke, Caffeine-Free Coke, and Vanilla Coke into its existing markets, alongside regular Coke and Diet Coke. This strategy has similarities to the one used back in the ‘80s, when Coca-Cola had Classic Coke, New Coke (when they changed the original formula), Cherry Coke, regular Diet Coke, Caffeine-Free Diet Coke, Tab, Caffeine-Free New Coke and Caffeine-Free Tab. It created a lot of consumer confusion, and eroded the brand power of the original Classic Coke.

A simpler example of product development is the breakfast cereal manufacturers developing breakfast cereal bars, for breakfast ‘on-the-go’.

Diversification is the strategy of developing new products for new markets. This strategy requires a cautious approach as it is based on many unknowns: a new market, an untested product, probably new distribution channels, and probably existing suppliers already competing in the target markets.

Use this strategy if:- you have a large budget for product development and market research
- you can support this strategy (and the time it takes to start generating revenue) with existing cashflow from the business

Acquisition is a strategy used to fast-track business growth by acquiring, rather than building, new business. You may acquire another company for several reasons:
- to acquire their customer base
- to acquire their revenue and profits
- to generate economies of scale (and reduce costs) for the combined entity
- to acquire their products
- to acquire their expertise
- to access new markets
- etc.

The acquiring company retains overall control of the combined business, and may agree to buy all or part of the other business. Future articles will cover some of the key considerations regarding acquisitions.

12 Flat Spots That Can Cause Business Trouble.

As you watch the graph on your business rise as things get moving, you will no doubt be delighted, but then as you measure more things you may notice a few flat spots, or worse still some downhil slides on the graph. Check against this list and make a list of your options, before long you should be able to turn the graph around and make it head skywards again. As a guide the following retail scenario was used.

  1. Closed - Due to a family issue and no sales were made, no one to run the business. This can be a flow on effect from a late opening day an early customer sees the closed sign and spreads the word that they seem to be closed all the time. Interesting perception, not really the truth though. Have a staff member, a temp or casual even to cover for you, if your sign says open at 9:00 then be open.
  2. Marketing – In the case of a start up business it may be that friends caused the initial sales, then once they run out, a flat spot is reached as the lack of marketing (perhaps poor signage in a basic retail scenario). Revealing a hole in the system. Your aim is to find out what it is, and there is no excuse for poor signage, you want people to notice the business not avoid it. The same with all of your marketing materials, people should see your business as the number one choice.
  3. Seasonal factors – Really hot or cold days can prevent people from coming to your store to buy, so there is not much you can do about that, so make sure you keep your business full of customers to make up for the quieter times in those seasons.
  4. Lights not on – People drive or walk by, see no lights on and keep going, they perceive its closed. Some retailers see this as a cost saving measure. It’s not. If business is slowing down there is a good reason for it, do an assessment first and make other changes BEFORE turning off or down the lights.
  5. Are you renovating? – Over time some operators develop “store blindness” where they can not see the deteriorating conditions of the store, dust on displays, things not where they are meant to be and so on. The prospective customer walks away. Remember they see retail outlets of all types during the day, if they have seen brilliant layouts and professionally displayed stock then come to your store and find things in a mess they will vote with their feet.
  6. Bad service or bad attitude? – Over time bad service can damage the businesses reputation, most people do not set out to provide bad service but various factors can cause us to end up providing it. In fig b, people may have initially bought and had good service, but the second flat spot may be due to a staff member with a poor attitude being employed in the second rise on the success indicator, then the customer numbers and sales can flatten out as word spreads.
  7. Personal factors – The business owner might start off working 6+ day per week and be very excited about it, then things start to sour as their family and friends become affected by the loss of contact with the business operator. They lose heart and become despondent, what looked great in the past is now looking like a millstone.
  8. Bad attitudes – Okay for you to run the business 16 hours a day, but employees often don’t think like that and want to work reasonable hours… add to this the possibility that you may not be as great at managing people as you thought in the first place and that can cause a motivated employee yesterday to become disgruntled. The result a bad attitude that has an ongoing effect on your sales. Learn to lead, to coach, to mentor and support.
  9. External factors – The local council decides to do road works outside your business, they hold up the parking and create a mess for a few months. The result, a slump in your success indicator.
  10. No one wants it – Perhaps what you had in the store to begin with had some value at first, and now things have moved on e.g. a computer store would need to be ahead of the game and only stock things that are needed now old technology is just that, OLD.
  11. Lack of innovation – If you want things to be consistently happening to be ahead of the game, you need to figure out how to innovate. Know what the competition is doing, be one or three steps ahead of them, and make sure you use the collective intelligence of your staff to make it applicable. If however you have collective stupidity and not intelligence you might need to work harder at your HR skills than you thought.
  12. Poor sales skills – Its one thing to have a prospect walk in, and another to convert that into a sale. Make sure all staff that come into contact with the prospects have the ability to build the relationship – find out their needs – offer them a solution – close the sale.

Now you know what might be causing the flat spots, its time to turn things around so you can be ahead of the game. Assess your business carefully against each of these points and take action to make it succeed.

Learn to Manage Interruptions

Managers are especially torn between trying to be both accessible and productive. They want to be modern, sensitive bosses who will hear out customer complaints and employee problems — but they also have planning to do, projects to complete, paperwork to handle, goals to meet, and higher-ups to satisfy.

Here are some techniques for striking a balance:

- The telephone, Alec Mackenzie suggests, is one of the biggest time-wasters. He gives several strategies for dealing with interrupting phone calls, such as call screening, voice mail, and the like. However, perhaps the simplest solution is to put a three-minute egg timer on your desk. When the sand runs out, you know to halt diplomatically all but the most critical of calls.

- An open-door policy is fine, but it can destroy your efficiency if taken too far. Roger Dawson, in 13 Secrets of Power Performance, offers numerous ways to lessen drop-in visitors. One, arrange your office so you are not readily visible and thus a target for people passing by with time on their hands. Another, set a block of time — usually early in the workday or near the end — when employees do a lot of socializing, and make that your official “closed-door” period when you can hole up and not feel guilty.

- Go to lunch at an odd hour; say 11 a.m. or 1 p.m. Not only, Dawson believes, will you get a better table and service at the restaurant, you will be working when everyone else is out to lunch, and will therefore minimize distractions. Thus, your productivity will soar.

Dwight Eisenhower – Leadership Genius

One of the interesting things about great leaders is the degree to which they’re tolerant of people who are very different from themselves. Under the most difficult circumstances in the Second World War, Dwight Eisenhower managed to create a coalition including the egomaniacal Viscount Montgomery, the self-effacing Omar Bradley, and the gifted but totally bizarre George F. Patton – and the result was success in the Normandy Invasion.

In fact, Eisenhower’s ability to deal with different kinds of people may have been his greatest asset as a leader. After the war, he made the somewhat unlikely switch from leading a huge army to being the president of Columbia University. The transition wasn’t without a few bumps in the road. At that time, there was a Professor at Columbia named Isidore Rabi, who had worked on the development of the atomic bomb and who subsequently won the Nobel Prize. At a faculty ceremony in honor of the professor’s achievement, Eisenhower made a brief speech. It included a remark about how it was always good to see an employee of the university get recognized. At that point, Professor Rabi interrupted him and said, “Excuse me, sir, but the faculty are not employees of the university. The faculty are the university!” This was a witty and somewhat confrontational remark – and Eisenhower might have taken offense. But he loved it! Rabi became his closest friend on the faculty – and when he became President of a somewhat larger organization than Columbia, he appointed Rabi to a number of influential positions.

As you learn to access leadership genius, you’re bound to find yourself in some difficult conversations. Here’s a technique that cannot only express tolerance, but can also clarify people’s thinking in a very productive way. In my listening programs, I call it the Monk’s Feedback Exercise and it works like this: Person A states a position. Person B restates A’s position, and then states his or her own position. Person A has to restate B’s position before replying to it, and so on. I guarantee this exercise lowers the intensity of emotional conversations and helps each side see the other’s points of view. Use it and I also guarantee it will enhance your credibility as a leadership genius.

So, are you a dream builder?

Businesses help to build a $1 Million dream…

A 22 year old entrepreneur aims to make $1 Million whilst bed bound with a dislocated hip and small businesses are helping out. Richard Stratton came up with the theonebigad.com business web site whilst bed bound with a dislocated hip. He plans to use the money to promote his start up company and to provide one other company with the ultimate advertising budget of $250,000.

Free Business Tips.com.au has decided to come to his aid. I found the entrepreneur while surfing the net for business information. I saw Richard’s plight and thought why not help out and see what was possible?

Richard, who is funding his company himself, by working part time jobs, says he didn’t want to borrow more on top of his university debts.

While in bed with a dislocated hip, he decided to teach himself web design. Richard set out to create a site he had been thinking about for a while and to ultimately generate some money which would pay for his living expenses and help his business venture for which he could do little else due to his dislocation.

Richard explained the concept of theonebigad.com, “advertisers submit a banner for $10. Once 100,000 banner places have been sold one business is selected at random to receive The One Big Ad, the ultimate advertising budget of $250,000.” providing the potential for a television advert on a major network, not to mention all the press attention that would go with it.

To encourage initial sales the first 500 banner entrants will have their banners displayed on a page on theonebigad.com site.

Asked what he will do with the money raised, Richard said, “I hope to make my company as successful as possible, it’s something I have dreamt about for years and I will do anything to make it a reality. Although my dislocated hip seemed like a major setback, maybe thanks to theonebigad.com it will actually end up being a bonus in a somewhat painful disguise!”

Frankly, I don’t expect to make a lot of sales from our ads on Richard’s site, but that’s not the point. The point is he has come up with a good idea, and he has put it out there to have a go. I like that.

And if I can contribute a small amount to help build a dream? Why not?

Networking – How to make profitable relationships in 7 easy steps.

Networking is not just about numbers, it’s about relationships. It’s quality over quantity. It’s not about meeting as many people as you can; it’s about helping as many people as you can.

We network to create mutually beneficial relationships with our peers, clients and potential clients.

So how has it come about that networking has ended up with a slightly tarnished reputation? Why does networking often conjure up images of super keen network marketers or sales people shaking hands and thrusting as many cards as possible into as many hands as possible whilst asking, “How can I help you today?”.

Perhaps it has to do with the fact that too many people have used just that strategy too many times before, and it is what we have come to expect from all the “meet and greet” networking events we are invited to.

So, how do we network more effectively (translate; profitably)? Let’s break it down into seven easy steps.

1. “It’s the vibe man…” Find the right group for you.

Find the right group for you and your business. If you target market are new mothers for example, a nursing mothers group will be more effective for you than the local Chamber of Commerce.

Don’t just limit yourself to organised networking events, what about trade shows or expos, trade association events, and education events.

Think of who your clients are and where they will be. If your target market is real estate agents, consider joining their trade association as a supplier or service provider.

Focus on quality over quantity, getting the right type of prospect is more important than getting in front of lots of prospects.

2. “I can write it down on this serviette, mind the mayonnaise…” Carry cards.

This seems kind of obvious doesn’t it? Believe me, I wish I had a dollar for every time I was at a networking event to find that the person I just spent 10 minutes with doesn’t have a card to give me.

Carry cards with you all the time. Have some in your pocket, in your car, your partner’s car, your office, your gym bag, you get the idea.

My family often kid me because I will always have a card handy, even at family functions. Why wouldn’t you? You never know when the next big job is going to come from.

I am not suggesting you thrust your card under the nose of everyone you meet, far from it. Merely suggesting if you don’t have a card ready when you need it you may miss an opportunity.

3. “Nice guy, bad breath…” Make a good first impression.

First impressions count, and you only get one chance.

Be on time. Late is late, on time is on time.

Press your clothes, brush your teeth and hair, and don’t drink before networking. At some stage you may be asking this person for a sale, you must make a positive impression the first time you meet them.

Smile, shake hands, look people in the eyes, and be politely confident.

Pay attention to the other person, listen carefully, and take an interest in them and their business.

4. “Nice guy, what did he do again?” – Know what you can offer

The common term for this is an “elevator speech”, that is, I speech that you should be able to reel off in one elevator ride and clearly state what you do to a stranger.

A big mistake with this type of speech is to forget the WIIFM rule (What’s in it for me?) An elevator speech filled with industry jargon will only confuse the person you meet.

Keep it simple, and focus on the benefits you can provide with your service.

State the “What, Who, & Why”

What you do, Whom you do it for, and Why you do it.

For example; “I work with medium and large businesses to help increase their sales and profits by providing targeted promotional campaigns using branded merchandise”

This will probably prompt the listener to ask for clarification, if they do, tell a story, people like stories.

For example; “One of my clients sells weed control chemicals to retailers whose target market is farmers. They wanted to increase sales of a particular weed spray, so we provide them with a trade loader campaign. By purchasing two bottles of the weed spray instead of one, the farmer was given a free gift, a branded woollen beanie. This doubled the sales of the weed spray for that season, all for the cost of a woolen cap!”

Remember though, it is great to be great at what you do, but the prospect will be interested in what you can do for them, so listen carefully for clues….

5. “She didn’t hear a word I said…” – Listen more then you talk.

My grandfather used to say, “You have two ears and one mouth, therefore you should listen twice as much as you talk”

Carefully pay attention to what your prospect is saying.

Importantly, this is the time you can be mentally checking off your qualifying list and deciding if you wish to do business and pursue the relationship with this person, if you are not listening you might miss some important clues.

Make eye contact, remember their name, use affirmative gestures like nodding or inclining your head.

Ask open ended questions to encourage your prospect to clarify points for you.

At the end of the night, you may just be the most memorable person they met that night, just because you listened to them more than anyone else.

6. “I must check his website out…” – Be a resource

Be generous, you reap what you sew.

If you can, refer business to the people you meet, offer them advice if appropriate, and volunteer for the board or organising committee or a community project.

Remember networking is all about building relationships, not instant results. The more generous you are with your knowledge, time, or effort the more you build relationships.

A perfect example of that is this website and forum. By building a free resource for my target market, I am building relationships with people from all over the country and world. The long term goals will be rewarding and make up for all the late night sessions at the computer!

Be available and be a resource, the “go to guy”

7. “I hope they call me…” – Fortune is in the follow up

This is an over looked but vital step in networking. The follow up is vital as another step in the marketing process.

It is said that it take 6-8 marketing contacts to build a relationship with a potential client. The follow up can be probably the most important one.

The day after you meet the new prospect, drop them an email or a phone call or a scribbled note on a “with compliment” slip.

Thank for taking the time to talk to you, mention some points they talked about, for example “Good luck with that large contract, I hope you get it” This shows you were actually listening.
Keep it short and sweet, and very importantly ask for their permission to add them to your contact list.

Australian law (check your local laws) allows you to add a person to your email list if you met them networking, but only if you have verbally asked them to do so. By asking in an email, you get it in writing.

Then keep in touch via email, letter or phone call in the future, remember you are building a relationship.

Networking doesn’t have to be difficult or awkward, lets face it, all you have to do is find the right people, carry a card, look presentable, know what you can do, listen, be helpful, and then write an email.

With a small amount of effort you can really make yourself stand out from the handshaking, card spewing, networking sharks, and start building relationships.

Business Profiling a 3 Tiered Approach.

This could be the start of a new era in understanding business. Okay I might be overstating things here, but at least take a look and check out the three levels of business and then check out where your business might fit. At any of the three levels businesses can be successful, and the descriptors utilised are to give a raw appreciation of the general lay of the land at each level. Enjoy I hope the comments will be thick and fast…

Business Profiles

This link will download a PDF file for you to look at. For those who have downloaded a pre Sept 07 version, this one has a few new additions to add depth to the discussion.

Great Service Is Its Own Reward

Some times it’s too Easy to see the bad stuff in customer service, so now lets use this as motivation to get really good at customer service.

Ask…

  • What does our team do at the first greeting of a prospect? (imagine a retail environment).
  • What do they do BEFORE the first greeting (customer is looking in the window, about to walk in…) do your people appear friendly from a distance, through the window, as they approach the prospect?
  • How do they build the professional relationship with the prospect, and then the customer. What do they do to thrill the customer with readily repeatable service standards.
  • How do they go with capturing info for a mail out from every customer (and how does your business handle that too?)
  • How effective are they at portraying a radiant positive glow that is elegantly and fantastically infectious (YES INFECTIOUS!!!!) so that customers are UPLIFTED as they depart the store.

Some call it Blow Them Away Facilitation BTAF, the thought is they should be bown away with the level of excellence in service they got, and even more blown away that it is repeatable.

I was in a training situation for a franchise 18 months ago and found although the company put forward the impression they were big on service they did not include any customer service info in the weeks long training… so it became a thing the franchisees had to develop themselves.

So how is your service, and the team that serves, what’s in writing, what do you expect and what do they deliver. If you ask old hands in the business for feedback on this one they will say we do okay, then ask “Compared to what, or who?” while they are stumped give them a kick in the shins, just as a wake up call…

Now, make your service brilliant. Then be prepared for the hoardes of fabulous customers that will follow!

Why Don’t You Listen to Me!

Have you ever been having an important conversation, in which the other person is telling you something you need to know, and while you know you should give your full attention to what’s being said, you just can’t stop thinking about that annoying sound of static coming from a nearby radio? Or you can’t stop watching the other person shaking their knee? Or you feel compelled to answer every phone call that comes in to your cell?

Everyone’s attention has been drawn away from important exchanges now and then – but not everyone realizes how detrimental this is to effective communication. Too often, people simply allow the distraction to persist, and loose out on valuable information. Therefore, you must eliminate noise and distractions in order to be an effective listener and communicator. These barriers may be in the environment, like noises in the room, other people talking, poor acoustics, bad odors, extreme temperatures, an uncomfortable chair, or visual distractions. Or they could be physical disruptions such as telephone calls or visitors.

Another kind of barrier is something distracting about the speaker. Maybe he or she dresses oddly, shows poor grooming, and has disturbing mannerisms, confusing facial expressions, or body language. Or perhaps he or she has a thick accent or an unappealing presentation style.

Yet another barrier has to do with you, the listener, and can be either physical or psychological. Maybe it’s close to lunch or quitting time, and you’re preoccupied with how you feel. You’re hungry or tired, or angry, or maybe have a cold or a toothache. If so, you’re not going to be listening fully.

Another physical barrier could be your proximity to the speaker. If he or she’s either too close or too far away from you, you may feel uncomfortable and have a hard time concentrating.

A another sort of internal barrier is psychological. Perhaps you’re closed-minded to new ideas or resistant to information that runs contrary to your beliefs and values. Or maybe you’re bored, or daydreaming, or jumping to conclusions.

There are five basic reasons we fail to listen well. First, listening takes effort. As I said, it’s more than just keeping quiet. It means really concentrating on the other person. An active listener registers increased blood pressure, a higher pulse rate, and more perspiration. Because it takes so much effort, a lot of people just don’t listen.

Second, there’s now enormous competition for our attention from radio, TV, movies, computers, books and magazines, and much more. With all these incoming stimuli, we’ve learned to screen out information we deem irrelevant. Unfortunately, we also screen out things that are important.

The third reason why we don’t listen well is that we think we already know what someone is going to say. We assume that we have a full understanding right from the start, so we jump in and interrupt. We don’t take the time required to hear people out.

The fourth reason has to do with the speed gap – the difference between how fast we talk and how fast we listen. The average person speaks at about 135 to 175 words a minute, but comprehends at 400 to 500 words a minute. For the person who’s not listening well, that’s plenty of time to jump to conclusions, daydream, plan a reply, or mentally argue with the speaker. At least that’s how poor listeners spend the time.

And the fifth reason we don’t listen well is because we don’t know how. We do more listening than speaking, reading, or writing. But I bet you’ve never had a course in listening, have you?

Proposals with a Purpose- Checklist

Preparation

  1. Do you have enough information on the customer’s company to understand their business and the context of their inquiry/request/approach to you?
  2. Have you identified the stakeholders?
  3. Do you understand what each of the stakeholders really wants?
  4. Have you assessed the business requirements, and the individual requirements, of your customers?
  5. Do you know who your competitors are, or likely to be, and what they will offer?
  6. Have you established strong enough relationships with the right people, to have your proposal taken seriously?
  7. Have you established the commitment of the customer to proceed with the specified project/purchase?
  8. If possible, try to establish a budget for what your customer is asking you to do. Make sure it’s the sort of project that you would want to take on.

Building the Proposal

  1. Recap the brief as you understand it, whether it’s for professional services, delivery of products, or development of software, the customer wants to buy something from you for a reason. By recapping the brief, it sets a framework within which you can work, and the goals and intent are very clear for both parties. It eliminates confusion over expectations on both sides.
  2. If, in the course of compiling your proposal, you realise you need to clarify something or need additional information, call your customer to discuss. They won’t mind – they want you to understand.
  3. Present your proposed solution or product offering in a compelling way, aligning it with the requirements reiterated in the initial recap of the brief. Your offering, your approach and what you plan to do must be aligned to what the customer needs and wants.
  4. Specify very clear deliverables so again, there is no confusion as to what you will deliver and what the customer will receive as an outcome.
  5. Set a timeframe.
  6. Specify the fee or price.
  7. Include terms and conditions.
  8. Allow for contingencies and clearly state them. For example, timeframes and fees may vary due to uncontrollable circumstances.
  9. Certain agreements would be based on SLAs (Service Level Agreements), in which very clear and specific deliverables will be itemised, often with penalty clauses for non-delivery.
  10. Check the spelling of the customer’s name and the company name.
  11. Check for spelling and grammatical errors in the document – get another person to check as well.
  12. Present the proposal in a format that is preferred by your customer (Powerpoint, email, hard copy document).
  13. Include what you need to include and delete the rest. Your customers don’t have time to wade through mounds of words to extract the essence of the proposal.


Follow Up

  1. Deliver, present, email or post the proposal.
  2. Set a time for a follow up meeting to review, wherever possible.
  3. If you’ve followed these steps, you have a very good chance of success!

Are You Eating All Your Marshmallows?

A fascinating study was conducted at the University of Stamford some years ago. Four-year-old children were placed in a room, one by one, and a marshmallow was placed in front of them. Each child was told that if they didn’t eat the marshmallow in fifteen minutes, they would get two; but if they ate the marshmallow in front of them, they wouldn’t get another one. Two out of three kids ate the marshmallow. Fifteen years later, there was a follow up to the study and what was found was incredible. Every child that participated in the study and hadn’t eaten the marshmallow was successful and many of the children who had eaten the marshmallow were not doing well at all. Some had dropped out of school, others were not making good grades, and others still were very much in debt.

If you only saved and invested only $5 a day in a mutual fund averaging a 10% yearly return (instead of spent it on junk food, cigarettes or alcohol) from age twenty one to age sixty five, you’d have nearly an extra $1,500,000 at retirement.

The conclusion of the study was that people who are able to delay gratification have a much better chance of being successful in life.

There are marshmallow eaters and marshmallow resisters in our society, but the eaters outnumber the resisters three to one.

This principle is perhaps the only success principle that can be applied by anyone. Even if you don’t apply any other principles, financially at least, you will be successful.

Long Copy Versus Short Copy Face-Off

In this corner we have the reigning champ “long copy”. And in this corner we have the apparent crowd favorite “short copy”. (Feel free to insert a high-pitched whine as you read each objection.)

Objection Number One:
It’s Darn TOO Long!
The funny thing is when I got my first long copywriting assignment I secretly snickered too. I didn’t see any reason for it to go on and on for pages. (Of course I didn’t know anything about marketing at the time either – I just knew what I didn’t like.) But, hey, if that’s what the client wanted, I would deliver. So I had to learn the style and cadence of long copy. I studied it extensively. I read whatever I could get my hands on by the masters. I read other people’s long copy. I collected my junk mail.

In the end I turned out a 15 page letter that hit every objection and flowed like the letters I had studied. That letter launched my copywriting career. Even though I was a novice at the time, my letter actually out-pulled every copywriting guru my client had previously hired. If fact, that letter made him A LOT of money…and allowed me to finally leave my corporate job and work from home with my two sons again!

Objection Number Two:
It Won’t Keep My Interest!
As Mike Fortin postulates, “People object to reading copy because: a) they are not targeted and b) the copy is boring. Length is the excuse because it’s a common currency. Boring is subjective. Long is objective. When copy starts to bore you, you naturally are inclined to say it’s too long. It’s too long because of the fact that it started to drag, causing the reader to lose interest.” www.successdoctor.com

And Dan Kennedy weighs in, “The person who says ‘I would never read all that copy’ makes the mistake of thinking they are the customer. And they’re not. We are never our own customers. There’s a thing in copywriting I teach called ‘message-to-market match’. It is this: when your message is matched to a target market that has a high level of interest in it, not only does responsiveness go up but readership goes up, too.

The whole issue of interest goes up.
The truth about long copy is that, first of all, there’s abundant, legitimate, statistical research, that’s split-testing research, to indicate that virtually without exception, long copy outperforms short copy. There’s some significant research has been done that indicate that readership falls off dramatically at 300 words but does not again drop off until 3,000 words.” www.dankennedy.com

Objection Number Three:
It Should Be Broken Up Over Several Pages!
Funny enough clicking around through several pages is a BIG TURN OFF to Internet users. In fact a web usability study from User Interface Engineering (www.uie.com) noted people prefer longer copy on fewer pages! That’s right. Users would prefer to scroll down one long page versus hopping around to find their information.

They write:
1. “Our research shows that fewer, longer pages may be the best approach for users. In the trade-off between hiding content below the fold or spreading it across several pages, users have greater success when the content is on a single page.”
2. “Increasing the levels of information, similar to adding sections to an outline, also seemed to help users.”
3. “Users may tell us they hate scrolling, but their actions show something else. Most users readily scrolled through pages, usually without comment.”

But most of all I agree with Mike Fortin’s assessment of keeping copy together on one page – It’s all MENTAL! He writes,
“Clicking to another page causes what psychologists call ‘cognitive dissonance.’ (Also known as ‘buyer’s remorse’ or having ‘2nd thoughts.’)
The idea is that, by clicking to another page while one is engaged in the reading process of sales copy forces readers to think twice, as it causes a brief, mental dissassociation or distraction, which interrupts the flow, momentum and intensity of the sales pitch.”
We have short attention spans. So asking a prospect to take even a split second to click to another page may be all it takes for him/her to shift gears and be gone forever. The goal is to keep your prospect in a sort of trance of subtle persuasion. Which is why the copy must also be INTERESTING. As Gary Halbert says, “Copy can never be too long. Only too boring!” www.thegaryhalbertletter.com

Objection Number Four:
A Single Column of Long Copy Is So 20th Century!
Why restrict yourself when today’s website could actually look like a digital version of a glossy magazine or a newspaper? (In fact, take a gander at many a corporate site and you’ll recognize the touch of “high tech graphic artistry” with little regard to salesmanship.)

Well, according to the Poytner Institute’s Eyetrack Study held each year, www.poynterextra.org/eyetrack2004/main.htm, there are a few problems with steering away from the traditional single column.
“Eyetrack III results showed that the standard one-column format performed better in terms of number of eye fixations — in other words, people viewed more. However, bear in mind that habit may have affected this outcome. Since most people are accustomed to one-column Web articles, the surprise of seeing three-column type might have affected their eye behavior.

What about photos on article pages? It might surprise you that our test subjects typically looked at text elements before their eyes landed on an accompanying photo, just like on homepages. As noted earlier, the reverse behavior (photos first) occurred in previous print eyetracking studies”

Objection Number Five:
I NEVER Read Long Copy!
Say what you will but the outcomes beg to differ. Marketing Experiments has built their business on testing “every conceivable marketing method on the Internet”. www.marketingexperiments.com Here are the results of a long copy/short copy study:

“In the first test, we sent traffic to two landing pages using Google AdWords. The first page was the home page, which contained short copy describing the product. The second page was similar, but featured a much longer article about the product. Both pages prompted visitors to click through to the order page, from which point they would be taken to the shopping cart.

Our initial results were gathered after a five-day period:
Test 1 – Short Copy
——————————-
Clicks = 810
Cost = $94.29
CPC = $0.10
Revenue = $271.75
ROI = -14%
Conversion = 0.37%
——————————-
Test 1 – Long Copy
——————————-
Clicks = 1,163
Cost = $135.61
CPC = $0.10
Revenue = $547.50
ROI = +21%
Conversion = 0.52%
——————————-
In our initial micro-test, long copy outperformed short copy by 40.54%. Click-through traffic sent to the short copy page was unprofitable (-14% ROI), while traffic sent to the long copy page produced an ROI of 21%.
In this first micro-test, it appears that the long copy page performed much better than the short copy page. However, a five-day period is not enough to account for statistical fluctuations that may skew our real results. So we continued to test.

We maintained the same test, expanded our keyword bidding slightly, and gathered additional results over the subsequent five days:
Test 2 – Short Copy
——————————-
Clicks = 1,700
Cost = $258.62
CPC = $0.15
Revenue = $295.75
ROI = -66%
Conversion = 0.18%
——————————-

Test 2 – Long Copy
——————————-
Clicks = 1,440
Cost = $218.83
CPC = $0.15
Revenue = $1,094.15
ROI = +50%
Conversion = 0.69%
——————————-
Again, long copy outperformed short copy, this time by an even greater factor of nearly four to one. Our ROI was a dismal -66% for the short copy page and a very respectable 50% for the long copy page.

And…
In general, long copy offers the following advantages:
1. Your visitors will have most of their questions answered and will have less anxiety about ordering from you.
2. Long copy can reduce customer service by qualifying your customers to a greater degree.
3. Long copy with bolded or emphasized points can allow some of your visitors to skim, while others more interested in specifics can find all the information they want. In this sense, long copy gives visitors more options.
4. Long (and interesting) keyword-rich copy often performs well in natural search engines.
Even more…

The long vs. short debate often overlooks the most important factor when it comes to website copy: quality. High-quality short copy will outperform poorly written long copy every time. The best possible copy should be developed and tested before you even begin to worry about the long vs. short debate.

Utilize an A-B split test. This will ensure that other factors (such as time, traffic source, and so on) do not skew your results.
Here are a few software solutions that will enable you to run A-B split tests:

And finally…
Copy should be long enough to do its job effectively, and not a word longer. Long copy for the sake of long copy is not to your benefit. Always keep in mind the primary goal of your website’s copy (to sell your product or service, to solicit subscriptions, etc.).

Utilize bullets and/or numbered lists where appropriate. These make it easier for visitors to digest your information and prevent your pages from becoming one long block of gray.

Utilize testimonials. Praise from your satisfied customers is much more effective than self-praise.
While our initial Long Copy vs. Short Copy micro-tests returned results clearly in favor of long copy, true optimization of your own website’s copy will only come through your own testing. However, the guidelines above should give you a good place to start. We will continue to revise our own testing and share our results.”

So there you have the long copy story from independent sources. You can continue to fight it, but the truth is LONG COPY WORKS. If it didn’t it would not be used to the degree it is.

So you want to go into business…

Because…

  • You want to be your own boss?
  • You want to make great money?
  • You think you can beat the competition on price?
  • You want to have more time flexibility…
  • You have the skills to make the items in question or provide a service of value?
  • You want to feel the thrill of being an Entrepreneur?
  • You want a lifestyle that ROCKS!

Consider these points…

  • Many businesses FAIL in the first 12 months (or less).
  • Many businesses do not have enough money to get going properly so they can last 6 months or more.
  • Many do not know about the ‘hidden skills’ successful business people have.
  • Many fail to acknowledge their weaknesses and or strengths before during or after being in business.
  • Many do not know how to serve customers or provide even barely adequate service.
  • Many do not have a suitable profit margin to make their business grow.
  • Many fail to know why they should grow the business.
  • Many fail to have the ability to work with staff EFFECTIVELY.
  • Many do not have any idea of why they are in business.
  • Many do not have a plan of action – a marketing plan – a development plan – or any idea of what they are doing, if they do it’s often the same plan they started with and nothing has altered.
  • MANY will THROW away MANY THOUSANDS of DOLLARS! Trying to make a go of being in business.
  • MANY do not ask the right people the right questions about business. If the person advising you has not been in business their advice is probably worth very little.

Business as an investment
Business can be a great asset – you build it up and are able to franchise it (duplicate) or sell it to realise a profit, it can pay great dividends along the way and provide a great sense of achievement. However like any good investment it needs to be worked at carefully to ensure it is performing well and will continue to do so into the future. Set great goals, create solid plans, look after your customers and ensure you pay yourself along the way. Business is not easy it has loads of challenges, BUT the rewards can be brilliant for those that put in the effort.

Therefore, may I suggest…

If you go into business do lots of BRILLIANT research NOW, trying to do it later will be like teaching a pig to sing, it wastes time and annoys the pig!

I want you to succeed, I want you to thrive, I want you to be great at what you do. SO… Know what you need to do to win at the game of business, because it can be a harrowing game to play if you do not know the guidelines!

Nimble Business

There’s talk from time to time about business being too top heavy, too greedy, too much aimed at getting bigger, too much emphasis on global markets. All of that happens and a range of studies and anecdotal evidence shows that bigger is often not better, in fact it can be like a person with too much weight, they can not move fast enough to be of much concern to anyone that wants to rush by them to get to new markets, develop new products and get scores on the board more readily.It seems there is a critical mass that takes a business to the next level and onwards, to me the idea would be to create businesses that can identify that level, get to it and use solid business principles to make it sustainable and nimble.

It also seems that with the pace of change businesses that thrived 30 years ago, seem unable to embrace change and move with the times, if a manufacturing business started in this country 30 years back, but has now moved off shore to cheaper labour based countries and organisations then so be it.

So what’s the answer, business is changing, things are moving faster and the old-fashioned sustainability model of a business lasting 30+ years is fading fast. Take a look at business today, someone starts up a business, they create some marketing, figure out the compliance and legal issues, arrange finance and away they go. The thing is people are doing that over and over each day there are a million businesses that set up the same things (or very close to it). What if we were able to reproduce a core business structure that could handle the main similar functions of a business then run the main part of the business off that core?

Its basically called outsourcing, some business incubators do it, where they offer a business (usually a small one person show) a serviced office arrangement, phones answered, copying done, IT infrastructure etc. So what if it was done on a larger scale to ensure sustainability and then each business could get on with the task of doing what they do best. Then unlike some incubators that throw the business out to run on their own, what if they remained with that business to assist in its growth to critical mass.

Seeing drawbacks? Of course! It would not suit every business and in fact most businesses would probably prefer to do it their way (a sense of power and control) however the challenge with that is too many businesses fail in the first 12 months. And more don’t make it in the next five years and so on.

The idea is no doubt fraught with challenges, however if the model could prevent business failures, provide core strength, allow fast operational changes on the run, provide the skills and ability to get to critical mass earlier then that would surely be a saving, no, in fact it would probably

Silent Messages: YOUR INTELLECTUAL IMAGE

One major aspect of your personal image comes from how well you’ve developed what’s inside your skull. I’m not talking about a high IQ or your skill at Trivial Pursuit. I’m referring to your mental fitness.

Can your mind lift abstract concepts from The Wall Street Journal or from the professional journal in your field? Can you grasp the intricacies of a problem explained by an expert from another field? Can you hang in there when getting an issue settled is going to mean clearing seven committees and the CEO?

Try to get in the habit of not assigning labels to people. At work, for instance, don’t dismiss the opinions of a mere “clerk” while perhaps over-valuing those of a “consultant.” It takes intellectual strength to appreciate people’s unique, human side and not judge them generically. But do so and you’ll win their respect – and maybe learn something, too.

Seek Depth and Breadth of Knowledge

Depth of knowledge refers to how well you understand your own area of expertise. The more you know about it, the more power and influence you’ll have. Charismatic people often make good first impressions not because they’re smarter than others but because they prepare better.

But if depth of knowledge alone were enough to make a good impression, chemists would bond with other chemists, cops with other cops, and taxidermists with other taxidermists. But, what about the rest of the world? Breadth of knowledge enables you to engage in meaningful social talk, the social lubricant that looms large in all human exchanges. Thus, by being informed on a wide range of topics, you’ll be able to project a favorable image more easily with more people.

How do you increase breadth of knowledge? You’re literally surrounded by opportunities! If there’s one thing we don’t lack in our culture, it’s access to information. You can read books and magazines. Explore the Internet. Take classes. Go to plays and movies. Attend workshops. Listen to audio programs. You name it!

Foundations for Business Growth – A Quick Reference Guide

1. Set Goals
2. Develop Strategy
3. Align & Mentor People
4. Execute Plan
5. Review Performance

The strategic planning process is not simple. It involves understanding your market, you competitors, your clients, the motivations and drivers of the people on your team, your own drivers and needs, what is working and what isn’t, where the core competencies are for the business and the individuals in it, how ‘big’ should a goal be, what is the ‘vision thing’ for your business, and how do you grow it and have a life at the same time.

Not easy questions, not a quick process. However, if you use this Quick Reference Guide as a prompt to remember the key foundations for growth – Goals, Strategy, People, Execution and Reviews – you will be able to gain value from the process as you build your organization.

Goal Setting
Goals must be SMARTA

    Simple to follow – too many goals won’t stay top of mind
    Measurable – how will you know when you get there if you don’t or can’t measure
    Achievable – if the goal is set too high, it becomes de-motivating if it can’t be reached
    Realistic goals – it has to be realistic to the business itself and the time
    Time frames – must also be set at realistic dates
    Attractive – if the goals are not something that really appeals to you from an emotional level, you are unlikely to do it. They must be goals from the heart.

Goal setting should be a combination of past performance, future capabilities and opportunities, with your real dreams for big goals and a bigger picture.
Goals are the stepping-stones to the bigger picture.

Strategy

  • Understand your environment
  • Be honest and realistic about your companies core competencies
  • Brainstorm all your options and opportunities and how they fit together
  • ˜The Vision Thing’ is critical – without it, you’re not going far
  • The Vision must be championed and reinforced by the CEO – a key part of the CEO’s role is to provide a very clear direction
  • Buy-in from competent people in the business is critical to successful implementation of the strategy
  • Ask yourself what is the purpose of your business
  • What will the business look like at some point in the future if you focus on that purpose?
  • What sort of team do you need and want to help you realise that purpose and that vision?

Align & Mentor People

  • Mentoring adds real value to business people in key areas such as leadership, and management expertise and skills.
  • Not everyone wants to be, or needs to be, a leader. Some are more effective and supportive as followers. For those who want to, or have to, lead the pack, leadership skills are required.
  • There are different types of leaders, but all can benefit from understanding their impact on others and the world around them, their communication style and effectiveness, and their emotional intelligence in connecting with people in a more effective way.
  • Management skills can be learned along the way, but learning by osmosis does not usually produce the breadth or depth of expertise that is required by managers or business owners in a highly competitive and dynamic market.
  • Business mentoring not only helps teach these skills, but helps develop and strengthen them to produce new levels of confidence in the person being mentored.
  • This applies to managers, managers-in-training, senior executives, entrepreneurs and professionals in their own practice.

Execution

  • Stay focused
  • Work to time frames
  • Use the road map as a working document
  • Enlist support where needed
  • Execution is the critical part of the process, and why many strategies fail – because nothing is done, or the plan isn’t actually followed, which produces a whole different set of outcomes.
  • A key person needs to drive execution of the strategy.


Review Performance
– Accountability for, and to, everyone involved

  • Individual & business progress is importance – individuals achieve & business grows
  • When goals are fun/attractive/exciting, there will be a commitment and certainly a desire to achieve them.

The 7 Critical Steps You Must Take Before Writing a Single Word of Copy!

Okay, you know you have your product (or service) in front of you. Now it’s time to get the word out with an attention-grabbing sales letter. But where do you begin? Whether you hire someone to write your copy, pass it off to a staff member or learn to write it yourself, you need this checklist.

What Steps to Take Before Writing Your Sales Letter
One of the biggest misconceptions new clients have when they come to me is I can whip out a sales letter in a few days. Wrong, wrong and wrong. A lot of preparation goes into writing copy. I spend on average 50% – 70% of my time PREPARING to write copy. If you don’t do your homework, the chances go up exponentially that your copy will fall flat on its face. Use this simple checklist to get you prepared for writing your own sales copy.

¨      Use the product or service yourself. I wouldn’t dream of writing copy about something I had never experienced. (If it’s your product, you may want to let someone else test it, then interview her about her experience). It’s one of the fastest ways to get a complete understanding of its strengths and weaknesses.

¨      Research your target market thoroughly. If you know anything about the way I help others write their own copy, you know about the “tarket” concept. Basically it goes like this. Segment your market down by age, income, marital status, etc. Then write out a detailed description of ONE PERSON in your target market – your “tarket”. When you write, speak only to that person.

¨      Spy on the competitors. Make yourself a customer to your competition. Then study how they handle marketing and customer service from A to Z. Sign up for their ezines, study their websites, collect their direct marketing campaigns. Learn to think like they do. Soon the differences between your company and theirs begin to reveal themselves. Your unique selling position pops its head out!

¨      Anticipate objections by writing out the FAQs ahead of time.  Put yourself in your customer’s shoes and think like she does. What questions come up for her that would stop her from buying? Expect those frequently asked questions to come up and address them in your copy.

¨      Identify the features and benefits. We already know people buy more on emotion than logic. So have a list of what your product or service does (features) and how each feature makes your customer’s life better (benefits). The more you can stimulate an emotional response in your client with benefits, the deeper the connection goes.

¨      Collect compelling stories from the client. Nothing pulls us in psychologically more than a good story. Humans are a storytelling society. It’s in our genes. So give them what. Get the reader entrance by your copy with a hard hitting short story.  Then connect it back to what you’re selling.

¨      Gather testimonials from happy customers. How often do you read a testimonial about how badly this product stunk? Not very often. Testimonials are designed to increase credibility. To put a face on people who have had success with your product. How it made them richer, happier, thinner. Let them speak for you. Your trust quotient goes way up!

If you follow each of these steps thoroughly BEFORE you sit down in front of a blank screen, you have all the elements you need for a successful sales letter. I know. I know. Putting the pieces to the puzzle together can be easier said than done. But no matter what your skill level is at today for writing copy, we all start from these same basic steps.

5 Hot Spots to Tweak for Higher Conversion Rates

All successful marketers know the sale comes from the words or the copy. While the traditional definition of copy is “salesmanship in print” I actually take a broader approach. Copy is used in ALL your promotional sales and marketing material. That means any place there are words about your business there is copy.

So it’s EVERYWHERE. Some people will drop loads of cash on website design or graphics, but baulk at learning the one skill that’s a veritable silver bullet when it comes to boosting income fast – tweaking the copy. Don’t make that mistake. Your business is too important.

Here are 5 targeted hot spots any entrepreneur can tweak copy to start raking in the green.

HOME PAGE WEBSITE COPY

Your home page or index page is the most important one on your site for two reasons. First, it’s your welcome mat. It explains what the visitor is going to find on your site. Hopefully there’s enough information to entice him to stick around and check out other pages on your site. Second, the home page carries the most weight with the search engines. Good copy can attract search engines while strategically sprinkling keywords and keyword phrases around that get your message across.

Things to tweak:

  • Headline
  • Opt in form for ezine, etc.
  • Privacy policy on opt in
  • Add audio

SALES LETTERS
A good sales letter is at the center of most successful marketing campaigns. I call sales letters the “mother of all marketing” because they have all the elements you need for effective promotion. You can chunk it up to use it for descriptions about your product on the back cover, in ads, in mailings…the possibilities are endless. But you have to walk a fine line between over-the-top hype and grabbing a prospect’s attention. There’s a definite art to writing a successful sales letter, but it’s not ‘rocket surgery’, as I like to say. (I’m famous for unknowingly mixing my metaphors.) There is a specific pattern you’ll notice if your study other sales letters – which I recommend you do.

Things to tweak:

  • Headlines
  • Subheadlines
  • Opening
  • Price
  • Bonuses
  • Call to Action
  • P.S.

ARTICLES

When people see your name enough times they come to recognize it (can you say, free advertising?) Best of all, you become known as an expert in your field. Post articles on your website and watch your search engine rankings improve. Just be sure to indicate your name and contact information must stay on any forwarded material. In general, people are pretty cooperative if you just ask. (Psst! I found a cool resource that writes basic articles for you for about $12! www.justarticles.com Personally I don’t use them for my ezine but they can give you a head start on your library.)

Things to tweak:

  • Titles of articles
  • Length
  • Update shirttails (about the author)

EBOOKS

Ebooks (or “electronic” books) are completely downloadable files usually created in a format that’s difficult to copy like PDF. And they are fast becoming the new standard for printing. Microsoft projects that within five years, over 50% of all new books will be in ebook format. They are a great way to make some passive income. Spend some time brainstorming your idea. Check online bookstores like Amazon.com to see what’s in the marketplace already. If you want some help James Roche, the Info Product Guy, www.infoproductguy.com is uncanny at yanking the product right out of you.

Things to tweak:

  • Titles
  • Subtitles
  • Back cover copy
  • About the author

EZINES

One of the best ways to stay in contact with your clients is through an ezine or “electronic magazine,” like this one. These are newsletters emailed out on a regular basis with valuable information people want to read. You can also announce new products, contests and specials. As long as you provide something of value, people allow you to market to them. But beware. The minute your ezine becomes nothing more than one long ad, you’ll lose subscribers by the boatload. Need help getting started? My gal pal, Alex andria Brown , the Ezine Queen can tutor you through the process.

Things to tweak:

  • Put content at top
  • Don’t overwhelm with ads
  • Add stories and observations
  • Provide useful tips

Remember, never stop improving your copy. Little tweaks go a loooong way when it comes to increasing pr0fits.

Who Reviews Your Performance as Business Owner?

No-one. How is your performance measured then? By the performance of your business. If you don’t measure this, no-one else will. It’s all up to you.

A review of your business will identify any areas which are working really well, and any which may require you to take action. As we’ve seen from recent corporate examples such as HIH and One-Tel, being informed about the real health of your business is critical.

If your business is robust, and healthy, you can be assured that you’re doing the right things and performing very well.

What are your ultimate goals for your business? Sell out? Franchise? Establish licensees? Take it to an IPO? Bring in other partners? Whatever your goal, the business must be healthy. You will gain more enjoyment from it, more profit, and have more fun working on it. After all, isn’t that why we’re all in business?

Ask Yourself the Important Questions

What are some of the questions to consider before you assess the overall performance or health of your business?
 What is it worth without you in it?
 How well does it function without you there?
 What is it worth today?
 What would you like it to be worth at some point in the future (short, medium or long term)?
 How long do you plan to run it day to day?
 Do you plan to sell it one day?
 Have you maximised its value?
 How can you make the business run better without you needing to be there all the time?

These questions are the starting point. Then you need to look into your business and make assessments on what needs to be done to get you to your future goals. Changes may be needed, extra attention may be required in some areas, or it may be running perfectly well as it is. There is only one way to assess how healthy your business is.

Run a Health Check on Your Business

This is where a health check comes in. You need to uncover the real status of operations and performance in all key areas:
 Finance
 Sales
 Marketing and promotion
 People
 Products and services
 Customers
 Processes and systems/Production
 Planning and goal setting

Table A

Sales Poor Satisfactory Needs Work Good
Sales revenue        
Sales tools        
Sales team use of time        
Lead generation        
Pipeline building        
Forecasting accuracy        
New customer acquisition        
Relationship building        

For each area, draw up a form with a simple checklist (Table A), rating each area as ‘poor’, ‘satisfactory’, ‘needs work’ or ‘good’. Using the above example, record your rating for each aspect which has been defined for the sales area. You should be able to see the most frequently scored rating, and make an overall assessment of the sales area.

How Do You Rate?

In conjunction with this assessment process, it is always a very valuable exercise to survey your staff/customers/suppliers as appropriate. They ARE your business and you need to know how you are performing, from their perspective. It isn’t necessary to conduct these surveys too often, but they are a useful benchmarking tool to use from time to time.

When you’ve been through all of the broad functions of the business (such as sales, finance, etc.), give each area an overall rating. Again, draw up a simple chart with performance rating across the top, the operational area along the left axis (sales, finance, people, etc.), and tick your ratings in the right columns (Table B).

If an area were generally in pretty good shape, and scored mostly ‘Good’ ratings, but one or two aspects rated a lower score such as ‘Poor’ or ‘Satisfactory’, it would be worth your while to address those under-performing areas now, before they affect all the good parts of the business or area that are working well. As they say, “Prevention is better than cure.”

Table B: Health Summary

Categories Poor Satisfactory Needs Work Good Summary
Finance          
Sales          
Marketing and Promotion          
People          
Products and Services          
Customers          
Processes/Production          
Planning and Goal Setting          

You’ll then be able to see at a glance what the overall health of your business is, and take the appropriate course of action:
 No action required (big tick for your performance, or maybe you haven’t been completely honest in your evaluation…)
 Identify priority areas which require attention
 Decide what action needs to be taken
 Implement improvements
 Review progress in 1, 3, 6, 12 months time as appropriate

The outcome of this process will tell you:
• The strategy required – which will focus you
• What you then have to do – which will improve your operations
• What you need to measure in the follow up review – with results as the outcome
• It will have measured your performance as the manager of the business
• Finally, if you are under-performing in any areas of your business, it will help you to make changes which result in improved performance next time around

Monitor the Vital Signs

The most important indicators that you must constantly watch and attend to are:
• Cashflow and available funds
• Sales, and plenty in the pipeline
• Overheads kept low – don’t let them creep up
• Know where you’re going (have a plan)
• Put systems and procedures in place as you go (so you can delegate as the business grows).

Hats Off to a Great Aussie Entrepreneur – Dick Smith

I Just watched a very compelling and inded  inspiring  interview on TV, (Talking Heads ABC TV May 7th) with the legendary Australian entrepreneur and businessman Dick Smith. At age 62 he has achieved more than many would consider doing in two lifetimes, let alone one.

For those overseas (and those locals who may have forgotten.) Dick and his wife Pip have set up a range of enterprises and done some amazing adventures, here are just a few…

  • Helicopter and fixed wing pilot
  • Publisher of Australian Geographic
  • Created Dick Smith Foods – Dick Smith Electronics (now turning over $1billion per year – started out with $610!)
  • Has been ballooning
  • Raced a solar car
  • Flew around the world in his helicopter – flew around Mt Everest and soon to do K2 (the second highest peak in the world)
  • Generally an all round champion of good causes, able to give generously to charities etc.

A few of the things he said that could be useful to other business people.

  • “Pull great ideas together and make them work” – Seek out great things and copy them, improvise adapt and overcome to make them better where you can.
  • “A fair go is probably the most important ethos we can have as Australians” – Giving and creating fairer opportunities for others and ourselves.
  • “Always have a head for adventure” – Dick was a boy scout and often went ‘walkabout’ finding lizards etc in the bush, on business he says this helped him develop goals and the desire for goals.

Dick is a great Australian and has certainly achieved a great deal in his 62 years on the planet, and hopefully some of his adventurous vigour will rub off onto others so they explore powerful positive goals, what about you?

Eliminating Time-Wasters

Have you ever gotten to the end of the day and wondered where all your time went? You were up-and-down, left-and-right busy all day, yet you barely made a dent in your to-do list; so what did you do? What happened to all that time if it wasn’t spent accomplishing your projects?

Time-wasters come from the people around you as well as from within yourself. Some time-wasters are unavoidable, but reducible nonetheless. By identifying the most frequent sources of time-wasters in your day, you may be able to make headway into reducing them, and therefore increasing your available time.

As a means of comparison, I’ve included a list of time-wasters. Many researchers find the same handful at the top of their lists, which indicates that they are problems common to all of us:

1. Scheduling less important work before more important work.

2. Starting a job before thinking it through.

3. Leaving jobs before they are completed.

4. Doing things that can be delegated to another person.

5. Doing things that can be delegated to modern equipment.

6. Doing things that actually aren’t a part of your real job.

7. Keeping too many, too complicated, or overlapping records.

8. Handling too wide a variety of duties.

9. Failing to build barriers against interruptions.

10. Allowing conferences and discussions to wander.

11. Conducting unnecessary meetings, visits, and/or phone calls.

12. Chasing trivial data after the main facts are in.

13. Socializing at great length between tasks.

So, what are your major time-wasters? And, what can you do to address them. Finally, get a handle on your time every day.

I’ll see it when I believe it…

I’ll see it when I believe it!
It has been estimated that we each have upwards of 50,000 thoughts per day. How many of yours are negative? Sometimes you have to do a mental spring-cleaning to get rid of those negative thoughts that have become ingrained attitudes. Stopping self-destructive thoughts is like stopping any other bad habit – it takes time and effort.

Among the most effective ways to do this are visualization and affirmations. Affirmations are positive statements about yourself that you repeat over and over in your head until they are programmed into your subconscious.

Visualization is mentally picturing yourself the way you want to be. You’ve heard the old saying “I’ll believe it when I see it”. Well, the reverse is also true: “I’ll see it when I believe it!” Affirmations and visualizations may not feel true at first. They may not even be true! However, they can become so.

Consider what happens when you tell yourself repeatedly, “I’m lousy at remembering names.” There will never be any improvement there. Therefore, if you catch yourself saying it, stop and immediately say to yourself, “I’m good at remembering names.”

Consider the effect of telling yourself, “I’m feeling pretty good today.” Or “I can lose ten pounds.” Or “I am good at getting people to see things my way.” Anything you say to yourself repeatedly will actually influence your reality.

Writing down your affirmations and putting them in some handy place – above your desk, on your bathroom mirror, on the dashboard of your car – will help keep them in mind as well as in sight. Use affirmations and visualizations to project what success will feel like and look like. Imagine, in as much detail as you possibly can, how you feel as the boss singles you out for exceeding your quota, or how the audience hangs on your every word during your speech, or how your confident presence causes heads to turn everywhere you go.

To enhance your charisma and persuasion (while making others feel good about themselves), you can apply the very same techniques by turning them outward. Begin thinking positive affirmations about people you work and live with.

For example, “Bob seems much calmer and patient of late. I wonder what has changed in him.” During your next interaction with Bob, you will most likely remember your positive thought about him and start your conversation with, “Bob, I’ve noticed a change in you. You seem really kind and patient while counseling your new employees recently and I admire that. How did you acquire this wonderful characteristic?”

Bob would likely respond with a smile and a story about a book he found, a consultant he hired, or a seminar he attended. Regardless of his reply, you have sincerely complimented another person, put out a positive thought, and begun a new habit of approaching others using “appreciative inquiry”… finding the good in another person or situation first, instead of finding fault or flaws.

Criticizing is easy and sometimes becomes habit, but re-training your mind to find the positive attributes in yourself and others will win you friends, increase your income, and make you feel better about being a better you.

Roger’s Magic Persuasion Technique

During the 1980′s I had the privilege of working with an American speaker by the name of Roger Dawson. Roger is the author of a number of excellent books on negotiating and persuasion and he lives in California. I used to bring Roger to Australia to conduct his seminars and we’ve been friends for over 20 years now.

For years I couldn’t figure out what it was about Roger that enabled him to persuade me so easily to his way of thinking. I watched and marvelled as I saw him do it with other people too as we travelled together while on speaking tours. Somehow he just seemed to “charm” people into doing what he wanted them to do, even in the most difficult of circumstances. Was it really charm? Was it charisma?

I couldn’t figure it out and I’ve only just discovered what it was that Roger was doing. (Thanks Roger for waiting 20 years!) It’s so simple that I’m almost reluctant to share it with you, for fear that you’ll dismiss it as trite or too simplistic. But here it is.

I remember once being in the gate lounge at an airport preparing to board a flight to go somewhere with Roger when he used this technique on me. I had just received news that a business associate in another country had broken a financial agreement with me. Man was I angry! I told Roger, “He’s not going to get away with that. I’ll sue him! I’ll ruin him! I’m going to call him right now and tell him what he’s in for!” (I was a bit younger then and thought I was someone important!! Fortunately I’ve discovered the truth now and I’m less prone to such emotional outbursts).

Here’s what Roger did.

He said; “Wayne, you don’t really want to do that now, do you Wayne”?

He then tilted his head and smiled at me.

Wayne, you’re going to think about this before you fly off the handle, aren’t you now Wayne“?

Again, he tilted his head and smiled at me and held my gaze longer than most people would.

I calmed down and took his advice and sorted the matter out rationally.

At the time I didn’t recognise what he was doing, but now that I understand what he was doing, I can vividly remember him doing this many, many times over the years we used to tour together. He’d get his way with hotel clerks when he checked in and wanted a better room for the same price. He’d get the sound system changed or the lighting altered, at venues when arrangements weren’t right for his presentation on the stage, and we were dealing with “union” people who were refusing to make the changes.

Derived from an interogation technique.

Roger says that he learned this technique from a friend who used to interrogate Japanese prisoners of war during World War II. Apparently he used it to consistently get information without physical threats. Amazing!

Here’s the technique.

  1. Use the person’s name at the beginning and end of your request.
  2. Make eye contact.
  3. Make your request.
  4. Then tilt your head to one side and smile as you say it.
  5. Hold eye contact and continue to smile.

Sounds too simple to be true doesn’t it?

Here’s why it works.

  1. A person’s name is like music to their ears
  2. Tilting the head is basic body language. We do this unconsciously now most times when we are genuinely interested in what someone is saying. Doing it consciously sends an unconscious message that you are genuine, you care about the person and you are listening.
  3. You can make the most outrageous requests of people if you smile. My old business partner Wendy has taught me that one too. I get embarrassed at times when I see what she gets away with by smiling when she makes a request. I’ve seen Wendy collect money from a bad debtor using that smile, when phone calls and letters from others have failed.

Put these three elements together and it makes a dramatic difference to how you come across.

Still don’t believe me? Try it this week and see what happens.

Have a great week. Make it a great week.

5 Critical Mistakes Most Consultants and Coaches Make

Think you have what it takes to be an consultant or a coach? I wasn’t so sure I knew when I first started in 1999. All I knew was I desperately wanted to work from home to raise my two sons after my divorce. It took a lot of trial and error to get to the stable and profitable business I am running now in 2007. There are some things I learned along the way I wish I knew much earlier in the game.One thing I learned is that writing is a very small part of being a successful entrepreneur. Don’t get me wrong. You DO need to know how to write. But your success depends largely on your savvy as a businessperson. How do I know? Because I’ve played it from both sides of the street. And I didn’t begin to enjoy success until I started doing some very distinct things in my business.

Please let me share with you some of the mistakes I made starting out so you can avoid those pitfalls yourself…and catapult to success much faster than it took me.

Mistake #1: Don’t attract new clients
When I first started out in 1999 I had exactly one client. He kept me very busy…for awhile. Then, without warning, he suddenly shifted his business to 100% offline and began using a copywriter with more experience in that area. I floundered for 10 months before I got back on my feet again from that blow.

Solution: NEVER stop marketing yourself. Even if you have a full practice, don’t stop getting the word out. Write articles and press releases. Do interviews whenever possible. Start an ezine and/or a blog so your name is always out there. Don’t get caught flat-footed.

Mistake #2: Don’t effectively manage your clients
At first I was so grateful to have any clients I let them call all the shots – regardless of what was in my best interest. It took me a long time to realize every client is not a match for me. Sometimes they were unreasonable in deadlines. Other times they would call me at all hours…including 6 a.m. and even on the weekends. (Until I learned to communicate better there were even a few clients I had to fire!) Bottom line is you can never have enough communication.

Solution: Have the client fill out a detailed questionnaire to open up lines of communication or have a long phone interview (which you record). Get a feel for his or her expectations. Add an extra cushion to your deadline. If possible, get a gatekeeper (assistant) to set up schedule so you can focus on what you do best – writing.

Mistake #3: Poor time management
Eager to please, I often did not give myself enough lead time for an assignment. I’d say, “I’ll do it!” before I looked at the reality of my schedule. So I’d have to pull all nighters or miss important family events. I was incredibly stressed and not a lot of fun to be around.

Solution: Schedule your daily schedule BEFORE you go to bed at night. Turn off email until you’ve made some headway with your copy. And use a kitchen timer to work in increments of 35 minutes (studies show after that frame your mind craves distraction). When the ding goes off, get up, stretch and clear your head.

Mistake #4: Not getting paid enough
Face it…in your business you do a lot more work than most people realize. You have to do deep research in your industry, around your competition, and with your own target market. You have to attract leads. Then you have to write powerful copy that crawls inside the head of the prospect and leads them to a specific action. You should get paid what you are really worth – no exceptions.

Solution: Value yourself enough to get paid what you’re worth.

Mistake #5: Don’t invest in yourself
I have read the classic “Think and Grow Rich” 16 times. Every time I read it, I learn something new. I have watched the motivational movie “The Secret” 6 times to date. I go to seminars (even when I’ve heard the speakers before). Because I learn something new every time. I have a huge marketing library of books, binders, home study courses, CDs, DVDs, MP3s and I listen to them over and over. Again, every time I take in material, whether it’s new or old, I learn something new.

Successful people in all walks of life invest in themselves. It’s one of the keys that separates them from the less successful. (Trust me, at times it hurt to part with the massive amounts of cash I’ve laid out for this education. But the payoff happens every time. Just do it.)

Solution: If you’re looking to attract more money into your business, start by investing in yourself. Think LONG TERM. As the old adage says, “If you’re not growing, you’re dying.”

Connect With People Quickly, Meaningfully

Adapt your connections with people!

When you are speaking with someone, how well do you speak the other person’s language? How well you get on that person’s wavelength? There are some people, as professional as they are, as knowledgeable as they are, as helpful as they are, that simply just rub you the wrong way. They are just not your kind of people.

It is important that you learn to vary your presentation, to vary your pace, to vary your language based on the type of people you are speaking to. I mean, if you’re calling on somebody who’s a bottom-line, time-disciplined, fact-oriented, busy, results-oriented individual, are you going to go in, spend ten or fifteen minutes “chit-chatting” or socializing trying to get to know that person? Obviously not!

If you’re calling on somebody who is a very friendly, outgoing person who likes to talk about sports and family and just various things about business and wants to get to know somebody first and you walk in and bottom-line everything with little or no social talk, do you think that might irritate that person? Definitely! Therefore, you have to size people up and get on their wavelength to create chemistry so that person will say, “Hey, you’re the type of person I want to do deal with on a long-term basis.”

This whole approach is called adaptability – your ability to change your approach, to change your strategy, depending on the situation or the person you are dealing with. That’s how you really connect with people quicker, deeper, and longer.

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