Sunday, November 3, 2013
Video's the only way to be found on the web
Every business needs to tell their story. Blogs, Facebook, Twitter each have their power and place.
One tool that many small business and professions overlook is the power of video. Our next few posts will show ways you can utilize the power of video's for your business...stay tuned.
Wednesday, January 25, 2012
What business are you now in...and for the future?
Comment by Brian Tracy
The first and most important question is: what business am I in? This question is not as simple as it seems. To identify your career or business goals, you must first learn to define your business in terms of what you do for your customer or for your company. Expand the definition of your business so that it is as broad as possible. Never stop with the first answer. Take the first answer to this question and find new applications, new markets, and new definitions for it.
Railroads
For example, at the beginning of the last century, those railroads that defined themselves strictly as railroads—providers of rail transport—failed to see that new technologies and methods of transport, such as trucks and airplanes, were a potential threat to their business. If they had defined themselves instead as movers of goods and people—providers of transportation—their response to the changes in technology might have been different. When you define your business, think in terms of how your products or services affect or interact with the lives and work of other people and organizations. Consider both existing customers, and those customers that you would like to acquire.
Target the Future
The next question to ask is: what business will I be in if things continue the way they are today? Think about your career or business two years from now, then in five years. If you do not change the way you define your work or your business, what kind of work will you be doing?
Is it a sound and viable strategy to continue in your current way of working or doing business, or should be looking at changing in some way? Start by imagining what business you could be in.
Where would a dramatic change in knowledge or skills, products or services, or industries and markets lead you? To express it another way, if you were willing to take stock of the environment for your career or business and commit to taking action, what business could you be in if you really wanted to be?
The first and most important question is: what business am I in? This question is not as simple as it seems. To identify your career or business goals, you must first learn to define your business in terms of what you do for your customer or for your company. Expand the definition of your business so that it is as broad as possible. Never stop with the first answer. Take the first answer to this question and find new applications, new markets, and new definitions for it.
Railroads
For example, at the beginning of the last century, those railroads that defined themselves strictly as railroads—providers of rail transport—failed to see that new technologies and methods of transport, such as trucks and airplanes, were a potential threat to their business. If they had defined themselves instead as movers of goods and people—providers of transportation—their response to the changes in technology might have been different. When you define your business, think in terms of how your products or services affect or interact with the lives and work of other people and organizations. Consider both existing customers, and those customers that you would like to acquire.
Target the Future
The next question to ask is: what business will I be in if things continue the way they are today? Think about your career or business two years from now, then in five years. If you do not change the way you define your work or your business, what kind of work will you be doing?
Is it a sound and viable strategy to continue in your current way of working or doing business, or should be looking at changing in some way? Start by imagining what business you could be in.
Where would a dramatic change in knowledge or skills, products or services, or industries and markets lead you? To express it another way, if you were willing to take stock of the environment for your career or business and commit to taking action, what business could you be in if you really wanted to be?
Saturday, August 13, 2011
Napolean's Key to Victory
August 13, 2011
Napoleon's Key to Victory
By: Brian Tracy
The only real measure of business leadership is results. This requires the ability to act boldly with no guarantees of success. The greatest obstacle to overcome is fear of the unknown.
The Key to Confidence
Most fear however, is rooted in ignorance. The more knowledge or skill you have in any area, the less fear it holds. Napoleon Bonaparte is considered by historians to be perhaps the greatest single military leader who ever lived. More than 100,000 books have been written about him since his death on St. Helena.
Pay Attention to Detail
Napoleon's courage was legendary but it was not vain or impetuous. Napoleon was famous for his fastidious attention to detail, for taking pains to study and thoroughly understand every military situation he ever faced. He led the French army in hundreds of minor and major engagements and lost only three, the last one being Waterloo. The more you know about what you face, the lower your level of ignorance, the more courage and confidence you will have naturally. The more time you take to think through a situation, the more capable you will be of dealing with it when it arises. Napoleon planned for every contingency.
Think About the Possibilities
He carefully considered and followed through to its natural conclusion every setback or possibility of defeat he might encounter and then he prepared against it. To be caught unprepared for unexpected setbacks is a mark of weak leadership. Confidence comes from the constructive use of pessimism, thinking about what could go wrong long before it does.
Action Exercises
Here are two ways you can apply Napoleon's strategy to your situation.
First, become an expert in your field. Never stop learning and growing. The more you know, the more confidence you will have.
Second, get the facts. Double check everything. Be prepared for unexpected setbacks and reversals. The more prepared you are, the more confidence you will have.
Napoleon's Key to Victory
By: Brian Tracy
The only real measure of business leadership is results. This requires the ability to act boldly with no guarantees of success. The greatest obstacle to overcome is fear of the unknown.
The Key to Confidence
Most fear however, is rooted in ignorance. The more knowledge or skill you have in any area, the less fear it holds. Napoleon Bonaparte is considered by historians to be perhaps the greatest single military leader who ever lived. More than 100,000 books have been written about him since his death on St. Helena.
Pay Attention to Detail
Napoleon's courage was legendary but it was not vain or impetuous. Napoleon was famous for his fastidious attention to detail, for taking pains to study and thoroughly understand every military situation he ever faced. He led the French army in hundreds of minor and major engagements and lost only three, the last one being Waterloo. The more you know about what you face, the lower your level of ignorance, the more courage and confidence you will have naturally. The more time you take to think through a situation, the more capable you will be of dealing with it when it arises. Napoleon planned for every contingency.
Think About the Possibilities
He carefully considered and followed through to its natural conclusion every setback or possibility of defeat he might encounter and then he prepared against it. To be caught unprepared for unexpected setbacks is a mark of weak leadership. Confidence comes from the constructive use of pessimism, thinking about what could go wrong long before it does.
Action Exercises
Here are two ways you can apply Napoleon's strategy to your situation.
First, become an expert in your field. Never stop learning and growing. The more you know, the more confidence you will have.
Second, get the facts. Double check everything. Be prepared for unexpected setbacks and reversals. The more prepared you are, the more confidence you will have.
Thursday, July 28, 2011
Seven Simple Steps to Small Business Sucess
July 28, 2011
Seven Simple Steps to Small Business Success
By: Brian Tracy
Many businesspeople achieve their greatest successes in unexpected areas. They begin a business and then they find that it isn't as profitable as they had anticipated, so they change direction, using their experience and their momentum, and strike pay dirt in something else. The most important thing is to begin. To take action. To move forward one step at a time, learning and growing as you go. There is enough information available in virtually every field for you to become knowledgeable enough to achieve success. But action is necessary.
The Two Parts of Success
Success author Orison Swett Marden once wrote, the first part of success is get-to-it-ivness. The second part is stick-to-it-iveness. Every business beginning requires an act of faith and courage, a bold leap into the unknown. Only one in ten people who want to start their own businesses ever develop enough courage to begin and enough persistence to continue. Get-to-it-iveness. And stick-to-it-iveness. The fear of failure, more than anything else, holds people back. It paralyzes action. And it makes failure inevitable.
Begin With a Dream
Fortunately, even if you know nothing about business, you can begin with a dream, a castle in the air, and then build a foundation under it.
Whatever you do in life...unexpected stuff is guaranteed to happen. Will you be ready? Setbacks in your life and your business are unavoidable.
What happens next will determine whether you fail or succeed in meeting your challenge.
Seven Simple Steps
The starting point of many great fortunes has been these seven simple steps. Number one, set a goal and back it with a burning desire. Number two, begin accumulating capital with a regular savings program. Nothing else is possible without this. You cannot move forward until you start a savings program.
Use Your Current Job As A Springboard
Number three, use your current job as a springboard to later success. Learn while you earn. Take the long view. Number four, experiment in business on a limited scale so you can learn the key abilities necessary for success. Number five, search for problems, needs unmet, products or services you can supply of good quality at reasonable prices.
Read Everything You Can Find
Number six, read everything you can find on your chosen field. Remain flexible. Be willing to change your mind if you get different information. And number seven, implement your plans with courage and persistence. Have complete faith in your ability to succeed and never, never give up.
Action Exercises
Now, here are two actions you can take immediately to start moving toward entrepreneurial success:
First, set a goal, make a plan and then launch your plan. Get started. Do something. Begin on a small scale with limited risk and investment but get going!
Second, resolve that, no matter what happens, you will never, never give up until you are successful. Before you accomplish anything worthwhile, you will have to pass the persistence test. And the test will come far sooner than you imagine.
Seven Simple Steps to Small Business Success
By: Brian Tracy
Many businesspeople achieve their greatest successes in unexpected areas. They begin a business and then they find that it isn't as profitable as they had anticipated, so they change direction, using their experience and their momentum, and strike pay dirt in something else. The most important thing is to begin. To take action. To move forward one step at a time, learning and growing as you go. There is enough information available in virtually every field for you to become knowledgeable enough to achieve success. But action is necessary.
The Two Parts of Success
Success author Orison Swett Marden once wrote, the first part of success is get-to-it-ivness. The second part is stick-to-it-iveness. Every business beginning requires an act of faith and courage, a bold leap into the unknown. Only one in ten people who want to start their own businesses ever develop enough courage to begin and enough persistence to continue. Get-to-it-iveness. And stick-to-it-iveness. The fear of failure, more than anything else, holds people back. It paralyzes action. And it makes failure inevitable.
Begin With a Dream
Fortunately, even if you know nothing about business, you can begin with a dream, a castle in the air, and then build a foundation under it.
Whatever you do in life...unexpected stuff is guaranteed to happen. Will you be ready? Setbacks in your life and your business are unavoidable.
What happens next will determine whether you fail or succeed in meeting your challenge.
Seven Simple Steps
The starting point of many great fortunes has been these seven simple steps. Number one, set a goal and back it with a burning desire. Number two, begin accumulating capital with a regular savings program. Nothing else is possible without this. You cannot move forward until you start a savings program.
Use Your Current Job As A Springboard
Number three, use your current job as a springboard to later success. Learn while you earn. Take the long view. Number four, experiment in business on a limited scale so you can learn the key abilities necessary for success. Number five, search for problems, needs unmet, products or services you can supply of good quality at reasonable prices.
Read Everything You Can Find
Number six, read everything you can find on your chosen field. Remain flexible. Be willing to change your mind if you get different information. And number seven, implement your plans with courage and persistence. Have complete faith in your ability to succeed and never, never give up.
Action Exercises
Now, here are two actions you can take immediately to start moving toward entrepreneurial success:
First, set a goal, make a plan and then launch your plan. Get started. Do something. Begin on a small scale with limited risk and investment but get going!
Second, resolve that, no matter what happens, you will never, never give up until you are successful. Before you accomplish anything worthwhile, you will have to pass the persistence test. And the test will come far sooner than you imagine.
Wednesday, May 11, 2011
Overcome A Major Fear
By: Brian Tracy
Overcome A Major Fear
A major source of stress in your life is the "fear of rejection" or "fear of criticism." This fear of rejection manifests itself in an over-concern for the approval or disapproval of your boss or other people. The fear of rejection is often learned in early childhood as the result of a parent giving the child what psychologists call "conditional love."
Rise Above the Need For Approval
Many parents made the mistake of giving love and approval to their children only when their children did something that they wanted them to do. A child who has grown up with this kind of conditional love tends to seek for unconditional approval from others all his or her life. When the child becomes an adult, this need for approval from the parent is transferred to the workplace and onto the boss. The adult employee can then become preoccupied with the opinion of the boss. This preoccupation can lead to an obsession to perform to some undetermined high standard.
Avoid Type A Behavior
Doctors Rosenman and Friedman, two San Francisco heart specialists, have defined this obsession for performance as "Type A behavior." Experts have concluded that approximately 60% of men and as many as 30% of women are people with Type A behavior.
Don't Burn Yourself Out
This Type A behavior can vary from mild forms to extreme cases. People who are what they call "true Type A's" usually put so much pressure on themselves to perform in order to please their bosses that they burn themselves out. They often die of heart attacks before the age of 55. This Type A behavior, triggered by conditional love in childhood, is a very serious stress-related phenomenon in the American workplace.
Action Exercises
Here are two things you can do immediately to deal with the fear of rejection, criticism and disapproval.
First, realize and accept that the opinions of others are not important enough for you to feel stressed, unhappy or over concerned about them. Even if they dislike you entirely, it has nothing to do with your own personal worth and value as a person.
Second, refuse to be over concerned about what you think people are thinking about you. The fact is that most people are not thinking about you at all. Relax and get on with your life.
Overcome A Major Fear
A major source of stress in your life is the "fear of rejection" or "fear of criticism." This fear of rejection manifests itself in an over-concern for the approval or disapproval of your boss or other people. The fear of rejection is often learned in early childhood as the result of a parent giving the child what psychologists call "conditional love."
Rise Above the Need For Approval
Many parents made the mistake of giving love and approval to their children only when their children did something that they wanted them to do. A child who has grown up with this kind of conditional love tends to seek for unconditional approval from others all his or her life. When the child becomes an adult, this need for approval from the parent is transferred to the workplace and onto the boss. The adult employee can then become preoccupied with the opinion of the boss. This preoccupation can lead to an obsession to perform to some undetermined high standard.
Avoid Type A Behavior
Doctors Rosenman and Friedman, two San Francisco heart specialists, have defined this obsession for performance as "Type A behavior." Experts have concluded that approximately 60% of men and as many as 30% of women are people with Type A behavior.
Don't Burn Yourself Out
This Type A behavior can vary from mild forms to extreme cases. People who are what they call "true Type A's" usually put so much pressure on themselves to perform in order to please their bosses that they burn themselves out. They often die of heart attacks before the age of 55. This Type A behavior, triggered by conditional love in childhood, is a very serious stress-related phenomenon in the American workplace.
Action Exercises
Here are two things you can do immediately to deal with the fear of rejection, criticism and disapproval.
First, realize and accept that the opinions of others are not important enough for you to feel stressed, unhappy or over concerned about them. Even if they dislike you entirely, it has nothing to do with your own personal worth and value as a person.
Second, refuse to be over concerned about what you think people are thinking about you. The fact is that most people are not thinking about you at all. Relax and get on with your life.
Sunday, March 6, 2011
Create Your Personal Strategic Plan
March 6, 2011
By Brian Tracy
Your success in life is determined, to a large extent by your ability to think, plan, decide, and take action. The stronger your skills are in each of these areas, the faster you will achieve your goals and the happier you will be with your life and career. Personal strategic planning is the tool that takes you from wherever you are to wherever you want to go.
Difference between Train and Plane
The difference between people who use strategic planning to organize and direct their lives and those who do not is like the difference between taking a train and taking a plane. Both will get you from point A to point B, but the plane—personal strategic planning—will get you there much faster and without frequent stops.
Systematic Way of Thinking
Skill in personal strategic planning is not something you are born with, like eye color or perfect pitch. It is a systematic way of thinking and acting and is, therefore, something you can learn, like riding a bike or changing a tire. With practice, you can master the many different elements that make up this key skill, and you will get into the rhythm of thinking and acting strategically for the rest of your life. When you do acquire rhythm, you will realize extraordinary results. Your life and career will take off, and the sky is truly the limit.
"Discover How Working Less Can Catapult You to Untold Business Success"
Why is it some people are wildly successful while you seem to be struggling to make more? For years I've coached top business people and entrepreneurs. I've worked face-to-face with them to improve every area of their life. These same techniques used in my coaching program are now available to you in this 6 CD program. Click for more >>
Save Time and Money
Why is strategic planning and thinking so helpful? The answer is simple: it saves you an enormous amount of time and money. When you review and analyze key strategic questions of concepts of your career or business, you find yourself focusing on the critical tasks necessary to achieve your goals. At the same time, you stop doing those things that keep you from achieving success. You do more of the right things and fewer things that get and keep you off track. You set performance goals for people and projects. You become skilled at measuring and tracking results. You move into the express lane in both work and life.
Design Your Life and Career
Your goals in personal strategic planning are similar. The key difference is that rather than improving your return on equity, your planning efforts will allow you to realize a greater return on energy. You might say that personal strategic planning will increase your return on life. A business measures its equity in terms of financial capital. On the other hand, you measure your personal equity in terms of your own human capital. Your personal equity consists of the physical, emotional, and mental energies you are able to invest in your career. Set a goal of achieving the very highest return possible on the investment of your energies.
Critical Question
Ask yourself this critical question: What is it that I do especially well? Examine the areas where you excel or are clearly superior to others in your field. You need to know what you can claim as your personal competitive advantage. This is the lifeblood of personal strategic planning. Your success is tied directly to how excellent you become at the most important part of your work.
Action Exercise
Clarify your career or business vision. What could your ideal career or business look like? What could you be doing most of the time? How much would you be earning? What kind of people would you be working with? What level of responsibility would you have? What kind of industry would you be in?
By Brian Tracy
Your success in life is determined, to a large extent by your ability to think, plan, decide, and take action. The stronger your skills are in each of these areas, the faster you will achieve your goals and the happier you will be with your life and career. Personal strategic planning is the tool that takes you from wherever you are to wherever you want to go.
Difference between Train and Plane
The difference between people who use strategic planning to organize and direct their lives and those who do not is like the difference between taking a train and taking a plane. Both will get you from point A to point B, but the plane—personal strategic planning—will get you there much faster and without frequent stops.
Systematic Way of Thinking
Skill in personal strategic planning is not something you are born with, like eye color or perfect pitch. It is a systematic way of thinking and acting and is, therefore, something you can learn, like riding a bike or changing a tire. With practice, you can master the many different elements that make up this key skill, and you will get into the rhythm of thinking and acting strategically for the rest of your life. When you do acquire rhythm, you will realize extraordinary results. Your life and career will take off, and the sky is truly the limit.
"Discover How Working Less Can Catapult You to Untold Business Success"
Why is it some people are wildly successful while you seem to be struggling to make more? For years I've coached top business people and entrepreneurs. I've worked face-to-face with them to improve every area of their life. These same techniques used in my coaching program are now available to you in this 6 CD program. Click for more >>
Save Time and Money
Why is strategic planning and thinking so helpful? The answer is simple: it saves you an enormous amount of time and money. When you review and analyze key strategic questions of concepts of your career or business, you find yourself focusing on the critical tasks necessary to achieve your goals. At the same time, you stop doing those things that keep you from achieving success. You do more of the right things and fewer things that get and keep you off track. You set performance goals for people and projects. You become skilled at measuring and tracking results. You move into the express lane in both work and life.
Design Your Life and Career
Your goals in personal strategic planning are similar. The key difference is that rather than improving your return on equity, your planning efforts will allow you to realize a greater return on energy. You might say that personal strategic planning will increase your return on life. A business measures its equity in terms of financial capital. On the other hand, you measure your personal equity in terms of your own human capital. Your personal equity consists of the physical, emotional, and mental energies you are able to invest in your career. Set a goal of achieving the very highest return possible on the investment of your energies.
Critical Question
Ask yourself this critical question: What is it that I do especially well? Examine the areas where you excel or are clearly superior to others in your field. You need to know what you can claim as your personal competitive advantage. This is the lifeblood of personal strategic planning. Your success is tied directly to how excellent you become at the most important part of your work.
Action Exercise
Clarify your career or business vision. What could your ideal career or business look like? What could you be doing most of the time? How much would you be earning? What kind of people would you be working with? What level of responsibility would you have? What kind of industry would you be in?
Thursday, January 27, 2011
Great SEO for Small businesses: It’s Possible
Here's a link for a great article on SEO that may be of interest to every small business owner or manager. In today's fast moving world it's a must!
http://www.andyjenkinsblog.com/2011/01/24/great-seo-for-small-businesses-it%E2%80%99s-possible/
http://www.andyjenkinsblog.com/2011/01/24/great-seo-for-small-businesses-it%E2%80%99s-possible/
Sunday, January 9, 2011
Persist Until You Succeed
January 9, 2011
Persist Until You Succeed
By Brian Tracy
The most important single quality of success is self-discipline. Self-discipline is having the ability within yourself, based on your strength of character and willpower, to do what you should do when you should do it, whether you feel like it or not. Character is the ability to follow through on a resolution after the enthusiasm with which the resolution was made has passed.
Persistence is Self-Discipline in Action
Perhaps the greatest display of self-discipline is persisting when the going gets tough. Persistence is self-discipline in action. Persistence is the great measure of individual human character. Your persistence is, in fact, the true measure of your belief in yourself and your ability to succeed. Each time that you persist in the face of adversity and disappointment, you build the habit of persistence. You build pride, power, and self-esteem in your character and your personality. You become stronger and more resolute. By persisting, you become more self-disciplined. You develop within yourself the iron quality of success, the one quality that will carry you forward and over any obstacle that life can throw in your path.
Get Going and Keep Going
Orison Swett Marden wrote in his book, “There are two essential requirements for success. The first is 'go-at-it-iveness' and the second is 'stick-to-it-iveness'” Referring to the quality of persistence he wrote, “There is no failure for the man who realizes his power, who never knows when he is beaten; there is no failure for the determined endeavor, the conquerable will. There is no failure for the man who gets up every time he falls, who rebounds like a rubber ball, who persists when everyone else gives up, who pushes on when everyone else turns back.”
"Discover how you can turn challenges into opportunity and triumph over
adversity every time."
Many Miles to Go is an exciting, action filled account of my headlong plunge into the mysterious continent of Africa. It is in essence the very foundation of my personal and business success-seen through the eyes of three young travelers.
You have before you the unique opportunity to discover life changing lessons-guaranteed to help you succeed in business and in life-through the riveting story of our globe-trotting experiences. Click for more >>
Persistence is Your Greatest Asset
Perhaps your greatest asset is simply your ability to stay at a task longer than anyone else. B.C. Forbes, who founded Forbes magazine and built it into a major publication during the darkest days of the Depression, wrote, “History has demonstrated that the most notable winners usually encountered heartbreaking obstacles before they triumphed. They won because they refused to become discouraged by their defeat.”
Adversity is What Tests Us
Throughout history, great thinkers have reflected on this paradox and have concluded that adversity is the test that you must pass on the path to accomplishing anything worthwhile. Herodotus, the Greek philosopher, said, “Adversity has the effect of drawing out strength and qualities of a man that would have lain dormant in its absence.” The very best qualities of strength, courage, character, and persistence are brought out in you when you face your greatest challenges and when you respond to them positively and constructively.
Action Exercise
Your greatest successes almost invariably come one step beyond your greatest failures, when everything inside you says quit. Think of failures in terms of how you can make them successes.
Persist Until You Succeed
By Brian Tracy
The most important single quality of success is self-discipline. Self-discipline is having the ability within yourself, based on your strength of character and willpower, to do what you should do when you should do it, whether you feel like it or not. Character is the ability to follow through on a resolution after the enthusiasm with which the resolution was made has passed.
Persistence is Self-Discipline in Action
Perhaps the greatest display of self-discipline is persisting when the going gets tough. Persistence is self-discipline in action. Persistence is the great measure of individual human character. Your persistence is, in fact, the true measure of your belief in yourself and your ability to succeed. Each time that you persist in the face of adversity and disappointment, you build the habit of persistence. You build pride, power, and self-esteem in your character and your personality. You become stronger and more resolute. By persisting, you become more self-disciplined. You develop within yourself the iron quality of success, the one quality that will carry you forward and over any obstacle that life can throw in your path.
Get Going and Keep Going
Orison Swett Marden wrote in his book, “There are two essential requirements for success. The first is 'go-at-it-iveness' and the second is 'stick-to-it-iveness'” Referring to the quality of persistence he wrote, “There is no failure for the man who realizes his power, who never knows when he is beaten; there is no failure for the determined endeavor, the conquerable will. There is no failure for the man who gets up every time he falls, who rebounds like a rubber ball, who persists when everyone else gives up, who pushes on when everyone else turns back.”
"Discover how you can turn challenges into opportunity and triumph over
adversity every time."
Many Miles to Go is an exciting, action filled account of my headlong plunge into the mysterious continent of Africa. It is in essence the very foundation of my personal and business success-seen through the eyes of three young travelers.
You have before you the unique opportunity to discover life changing lessons-guaranteed to help you succeed in business and in life-through the riveting story of our globe-trotting experiences. Click for more >>
Persistence is Your Greatest Asset
Perhaps your greatest asset is simply your ability to stay at a task longer than anyone else. B.C. Forbes, who founded Forbes magazine and built it into a major publication during the darkest days of the Depression, wrote, “History has demonstrated that the most notable winners usually encountered heartbreaking obstacles before they triumphed. They won because they refused to become discouraged by their defeat.”
Adversity is What Tests Us
Throughout history, great thinkers have reflected on this paradox and have concluded that adversity is the test that you must pass on the path to accomplishing anything worthwhile. Herodotus, the Greek philosopher, said, “Adversity has the effect of drawing out strength and qualities of a man that would have lain dormant in its absence.” The very best qualities of strength, courage, character, and persistence are brought out in you when you face your greatest challenges and when you respond to them positively and constructively.
Action Exercise
Your greatest successes almost invariably come one step beyond your greatest failures, when everything inside you says quit. Think of failures in terms of how you can make them successes.
Wednesday, December 15, 2010
Analyse Your Competition
By: Brian Tracy
There is a military adage that says, "No strategy ever survives first contact with the enemy." No business strategy ever survives the first contact with the marketplace either. It must be adjusted to deal with the realities of the moment.
Know Your Enemy
Here is a question for you: Who is your competition? Exactly? Your choice of competitor determines almost everything you do in your market, just as the choice of an adversary determines everything a general does in the process of conducting military operations.
Determine Customers' Buying Motives
Once you have determined why it is that people buy from you, you must then answer the question "Why do people buy from my competitors? What value or benefits are your potential customers convinced they receive when buying from your competitor rather than from you?"
Marketing Myopia
Many people dismiss or ignore their major competitors. They criticize or belittle them when their names come up. Often they think and say that customers who prefer competitive offerings are simply ignorant or misled. As a result of this self-inflicted myopia, they fail to observe and learn how to outdo their competitors in tough markets.
Offset Competitors' Advantages
As you study your competitors, look for ways to offset or neutralize the advantages their customers perceive them to have. What are your competitors' weaknesses? How can you exploit those weaknesses? What do you do better than they do? In what ways are your products or services superior to their offerings? In what areas do you have a distinct advantage over your competitors? What can you do to offset your competitors' strengths and maximize your own advantages? How can you better position yourself against your competitors in a tough market?
You Must Be Clear
The greater clarity you develop with regard to your competitors' strengths and weaknesses and to the reasons your potential customers buy from them, the better able you will be to counter them and compete effectively. Rigorous competitive analysis can be a vital key to business success. In its absence, you will always be at a disadvantage.
Action Exercises
• Who is your competition with the exact customers you are trying to attract?
• What would happen if you changed your offerings in such a way that you targeted a different group of customers who would be easier to sell to?
• Why do your potential customers buy from your competitors? What advantages do they perceive?
• What are your competitors' unique selling propositions? What special feature or benefit do their products or services have that yours does not?
• In what ways are you superior to your competitors? What can you offer that they cannot? How can you emphasize this advantage in your sales and marketing efforts?
• Where are your competitors vulnerable? How could you exploit their vulnerability to your advantage?
• How could you alter your marketing strategy in such a way that you could achieve dominance with a specific customer or market segment in a particular area?
There is a military adage that says, "No strategy ever survives first contact with the enemy." No business strategy ever survives the first contact with the marketplace either. It must be adjusted to deal with the realities of the moment.
Know Your Enemy
Here is a question for you: Who is your competition? Exactly? Your choice of competitor determines almost everything you do in your market, just as the choice of an adversary determines everything a general does in the process of conducting military operations.
Determine Customers' Buying Motives
Once you have determined why it is that people buy from you, you must then answer the question "Why do people buy from my competitors? What value or benefits are your potential customers convinced they receive when buying from your competitor rather than from you?"
Marketing Myopia
Many people dismiss or ignore their major competitors. They criticize or belittle them when their names come up. Often they think and say that customers who prefer competitive offerings are simply ignorant or misled. As a result of this self-inflicted myopia, they fail to observe and learn how to outdo their competitors in tough markets.
Offset Competitors' Advantages
As you study your competitors, look for ways to offset or neutralize the advantages their customers perceive them to have. What are your competitors' weaknesses? How can you exploit those weaknesses? What do you do better than they do? In what ways are your products or services superior to their offerings? In what areas do you have a distinct advantage over your competitors? What can you do to offset your competitors' strengths and maximize your own advantages? How can you better position yourself against your competitors in a tough market?
You Must Be Clear
The greater clarity you develop with regard to your competitors' strengths and weaknesses and to the reasons your potential customers buy from them, the better able you will be to counter them and compete effectively. Rigorous competitive analysis can be a vital key to business success. In its absence, you will always be at a disadvantage.
Action Exercises
• Who is your competition with the exact customers you are trying to attract?
• What would happen if you changed your offerings in such a way that you targeted a different group of customers who would be easier to sell to?
• Why do your potential customers buy from your competitors? What advantages do they perceive?
• What are your competitors' unique selling propositions? What special feature or benefit do their products or services have that yours does not?
• In what ways are you superior to your competitors? What can you offer that they cannot? How can you emphasize this advantage in your sales and marketing efforts?
• Where are your competitors vulnerable? How could you exploit their vulnerability to your advantage?
• How could you alter your marketing strategy in such a way that you could achieve dominance with a specific customer or market segment in a particular area?
Sunday, December 12, 2010
The Law of Clarity - Plans
By: Brian Tracy
Clarity accounts for probably 80% of success and happiness. Lack of clarity is probably more responsible for frustration and underachievement than any other single factor. That's why we say that "Success is goals, and all else is commentary." People with clear, written goals, accomplish far more in a shorter period of time than people without them could ever imagine. This is true everywhere and under all circumstances.
The Three Keys to High Achievement
You could even say that the three keys to high achievement are, "Clarity, Clarity, Clarity," with regard to your goals. Your success in life will be largely determined by how clear you are about what it is you really, really want.
Write and Rewrite Your Goals
The more you write and rewrite your goals and the more you think about them, the clearer you will become about them. The clearer you are about what you want, the more likely you are to do more and more of the things that are consistent with achieving them. Meanwhile, you will do fewer and fewer of the things that don't help to get the things you really want.
The Seven Step Process for Achieving Goals
Here, once more, is the simple, seven-step process that you can use to achieve your goals faster and easier than ever before.
First, decide exactly what you want in each area of your life. Be specific!
Second, write it down, clearly and in detail;
Third, set a specific deadline. If it is a large goal, break it down into sub-deadlines and write them down in order;
Fourth, make a list of everything you can think of that you are going to have to do to achieve your goal. As you think of new items, add them to your list;
Fifth, organize the items on your list into a plan by placing them in the proper sequence and priority;
Sixth, take action immediately on the most important thing you can do on your plan. This is very important!
Seventh, do something every day that moves you toward the attainment of one or more of your important goals. Maintain the momentum!
Join the Top 3%
Fewer than three percent of adults have written goals and plans that they work on every single day. When you sit down and write out your goals, you move yourself into the top 3% of people in our society. And you will soon start to get the same results that they do.
Review Your Goals Daily
Study and review your goals every day to be sure they are still your most important goals. You will find yourself adding goals to your list as time passes. You will also find yourself deleting goals that are no longer as important as you once thought. Whatever your goals are, plan them out thoroughly, on paper, and work on them every single day. This is the key to peak performance and maximum achievement.
Action Exercises
Here is how you can apply this law immediately:
First, make a list of ten goals that you would like to achieve in the coming year. Write them down in the present tense, as though a year has passed and you have already accomplished them.
Second, from your list of ten goals, ask yourself, "What one goal, if I were to accomplish it, would have the greatest positive impact on my life?" Whatever it is, put a circle around this goal and move it to a separate sheet of paper.
Third, practice the seven-step method described above on this goal. Set a deadline, make a plan, and put it into action and work on it every day. Make this goal your major definite purpose for the weeks and months ahead.
Get ready for some amazing changes in your life.
Clarity accounts for probably 80% of success and happiness. Lack of clarity is probably more responsible for frustration and underachievement than any other single factor. That's why we say that "Success is goals, and all else is commentary." People with clear, written goals, accomplish far more in a shorter period of time than people without them could ever imagine. This is true everywhere and under all circumstances.
The Three Keys to High Achievement
You could even say that the three keys to high achievement are, "Clarity, Clarity, Clarity," with regard to your goals. Your success in life will be largely determined by how clear you are about what it is you really, really want.
Write and Rewrite Your Goals
The more you write and rewrite your goals and the more you think about them, the clearer you will become about them. The clearer you are about what you want, the more likely you are to do more and more of the things that are consistent with achieving them. Meanwhile, you will do fewer and fewer of the things that don't help to get the things you really want.
The Seven Step Process for Achieving Goals
Here, once more, is the simple, seven-step process that you can use to achieve your goals faster and easier than ever before.
First, decide exactly what you want in each area of your life. Be specific!
Second, write it down, clearly and in detail;
Third, set a specific deadline. If it is a large goal, break it down into sub-deadlines and write them down in order;
Fourth, make a list of everything you can think of that you are going to have to do to achieve your goal. As you think of new items, add them to your list;
Fifth, organize the items on your list into a plan by placing them in the proper sequence and priority;
Sixth, take action immediately on the most important thing you can do on your plan. This is very important!
Seventh, do something every day that moves you toward the attainment of one or more of your important goals. Maintain the momentum!
Join the Top 3%
Fewer than three percent of adults have written goals and plans that they work on every single day. When you sit down and write out your goals, you move yourself into the top 3% of people in our society. And you will soon start to get the same results that they do.
Review Your Goals Daily
Study and review your goals every day to be sure they are still your most important goals. You will find yourself adding goals to your list as time passes. You will also find yourself deleting goals that are no longer as important as you once thought. Whatever your goals are, plan them out thoroughly, on paper, and work on them every single day. This is the key to peak performance and maximum achievement.
Action Exercises
Here is how you can apply this law immediately:
First, make a list of ten goals that you would like to achieve in the coming year. Write them down in the present tense, as though a year has passed and you have already accomplished them.
Second, from your list of ten goals, ask yourself, "What one goal, if I were to accomplish it, would have the greatest positive impact on my life?" Whatever it is, put a circle around this goal and move it to a separate sheet of paper.
Third, practice the seven-step method described above on this goal. Set a deadline, make a plan, and put it into action and work on it every day. Make this goal your major definite purpose for the weeks and months ahead.
Get ready for some amazing changes in your life.
Thursday, December 2, 2010
Create A Sales Plan
In less than 30 days 2011 will be upon us. As you consider your business goals for 2011. Take time to plan your plan of action for sales. This article by Brian Tracy is a great reference.
Create Your Sales Plan
By: Brian Tracy
Nothing happens until a sale takes place. Your actual ability to sell your product or service to your customer determines your profit or loss, success or failure, in business. The sales process, to be effective, must be planned and organized in detail from start to finish. Every word and action must be scripted, rehearsed and memorized. Nothing can be left to chance.
Sales Recipe
Making a sale is like cooking with a recipe. You must use the correct ingredient and blend them in the proper quantity with the right timing. All successful companies have developed a proven sales process that can be duplicated over and over. By using a proven sales system, you can accurately predict the quantity of your sales, the average size of your sales, and the profitability of your sales activities.
Prospecting
It is important to speak directly or by telephone to people who can and will buy and pay in a reasonable period of time. Start with your ideal customer profile. Who is he or she exactly-in terms of age, occupation, income, education? Who is he or she exactly--in terms of problems, wants, needs, attitudes, and experiences regarding your product or service? If you could advertise for perfect customers, how would you describe him or her?
Marketing and advertising is aimed at telling your ideal prospect that your product will help them. The ideal prospect has an immediate need for what you sell. The ideal prospect knows you, likes you, and respects your products or business. The ideal prospect can buy and pay for your product if he or she likes it.
Establish Rapport
Establishing rapport and trust with the customer is a must. The prospect will not listen to you or buy from you unless he/she likes you and believes that you are honest. Be friendly, straightforward and believable. Be punctual, prepared and properly dressed. Ask questions and listen carefully to the answers. Make no attempt to sell until the prospect is relaxed and comfortable with you. Identify what the customer needs so you can better sell to them. Ask carefully planned, structured questions so that you can fully understand the customer's situation.
There is a direct relationship between asking questions and sales success. Plan your questions word-for-word in advance. Make no effort to sell or talk about your product. Seek first to understand, then to be understood.
Presenting Your Product or Service
Repeat back the specific needs or concerns that your prospect has expressed. Position yourself as a trusted advisor, dedicated to helping him solve his problem or achieve his goal with your product. Position yourself as a teacher-showing her how your product works to help her satisfy her needs. Match the customers expressed needs and concerns to the product or service. Focus on helping rather than selling. Conclude your presentation with an explanation of how the product is delivered or used. Invite questions.
Action Exercises
List three phrases or questions you can use or ask to determine if this is a qualified prospect.
Create Your Sales Plan
By: Brian Tracy
Nothing happens until a sale takes place. Your actual ability to sell your product or service to your customer determines your profit or loss, success or failure, in business. The sales process, to be effective, must be planned and organized in detail from start to finish. Every word and action must be scripted, rehearsed and memorized. Nothing can be left to chance.
Sales Recipe
Making a sale is like cooking with a recipe. You must use the correct ingredient and blend them in the proper quantity with the right timing. All successful companies have developed a proven sales process that can be duplicated over and over. By using a proven sales system, you can accurately predict the quantity of your sales, the average size of your sales, and the profitability of your sales activities.
Prospecting
It is important to speak directly or by telephone to people who can and will buy and pay in a reasonable period of time. Start with your ideal customer profile. Who is he or she exactly-in terms of age, occupation, income, education? Who is he or she exactly--in terms of problems, wants, needs, attitudes, and experiences regarding your product or service? If you could advertise for perfect customers, how would you describe him or her?
Marketing and advertising is aimed at telling your ideal prospect that your product will help them. The ideal prospect has an immediate need for what you sell. The ideal prospect knows you, likes you, and respects your products or business. The ideal prospect can buy and pay for your product if he or she likes it.
Establish Rapport
Establishing rapport and trust with the customer is a must. The prospect will not listen to you or buy from you unless he/she likes you and believes that you are honest. Be friendly, straightforward and believable. Be punctual, prepared and properly dressed. Ask questions and listen carefully to the answers. Make no attempt to sell until the prospect is relaxed and comfortable with you. Identify what the customer needs so you can better sell to them. Ask carefully planned, structured questions so that you can fully understand the customer's situation.
There is a direct relationship between asking questions and sales success. Plan your questions word-for-word in advance. Make no effort to sell or talk about your product. Seek first to understand, then to be understood.
Presenting Your Product or Service
Repeat back the specific needs or concerns that your prospect has expressed. Position yourself as a trusted advisor, dedicated to helping him solve his problem or achieve his goal with your product. Position yourself as a teacher-showing her how your product works to help her satisfy her needs. Match the customers expressed needs and concerns to the product or service. Focus on helping rather than selling. Conclude your presentation with an explanation of how the product is delivered or used. Invite questions.
Action Exercises
List three phrases or questions you can use or ask to determine if this is a qualified prospect.
Monday, November 15, 2010
Small Business Marketing on the Web
A recent article at Inc.com states the following information from a recent survey...
- 46 percent had no wesite at all
- Most who have a site says it's basic
- 80 percent provide only general information
- Only 45 percent provide customer service at their site
- Less than a third (30%) engage e-commerce
- Fewer than one in seven (15%) make appointments or reservations
- only 13 percent surveyed have a blog
If you would like more information about this article from Inc.com, and it's worth reading...here a link:
This link was create using http://www.shorturls.com/ a great way to shorten long web site names: Here's the link to the Inc.com site: http://alturl.com/ivi6z
Saturday, November 13, 2010
The Dragonfly Effect - Try it in your business!
Proven strategies for harnessing the power of social media to drive social change. Many books teach the mechanics of using Facebook, Twitter and YouTube to compete in business. But no boook addresses how to harness the incredible power of social media to make a difference.
The Dragonfly Effect, shows you how to tap social media and consumer psychological insights to achieve a single, concrete goal. Named for the only insect aht is able to move in any direction when its four wings are working in concert, This book, "Reveals the four wings" of the Dragonfly Effect and how they work together to produce colossal results. Features original case studies of global organizations like the Gap, Starbucks, Kiva,Nike, dBay, Facebook and startups like, Groupon and COOKPAD. Showing how they each achieved social good and customer loyalty.
Leverage the power of design thinking and psychological research with practical strategies. Revealing how everyday people achieve unprecedented results - whether finding an almost impossible bone marrow match for a friend, raising millions for cancer research, or electing the current president of the United States...or the next one.
Dragonfly Effect shows that you don't need money or power to inspire seismic change.
From Lana Howell's web post. We at Monday Small Biz Buzz would add...that this effect could be powerful for your business as well.
The Dragonfly Effect, shows you how to tap social media and consumer psychological insights to achieve a single, concrete goal. Named for the only insect aht is able to move in any direction when its four wings are working in concert, This book, "Reveals the four wings" of the Dragonfly Effect and how they work together to produce colossal results. Features original case studies of global organizations like the Gap, Starbucks, Kiva,Nike, dBay, Facebook and startups like, Groupon and COOKPAD. Showing how they each achieved social good and customer loyalty.
Leverage the power of design thinking and psychological research with practical strategies. Revealing how everyday people achieve unprecedented results - whether finding an almost impossible bone marrow match for a friend, raising millions for cancer research, or electing the current president of the United States...or the next one.
Dragonfly Effect shows that you don't need money or power to inspire seismic change.
From Lana Howell's web post. We at Monday Small Biz Buzz would add...that this effect could be powerful for your business as well.
Friday, November 12, 2010
Bankers, Farmers, Agri-business and Capital
By Benjamin Gisin
Financial consultant to farmers, lecturer and former banker,
At its peak in 1935, America, had almost 7 million family farms. Today there are a little over 2 million, a 70 percent loss. So how did it happen?
The background most people have from education and media is insufficient in being able to support an understanding of how it happened. This is not a criticism, but a statement that education and media don’t understand how it happened either. So if you like exploring outside the box, you will have fun with this one.
So why understand the capital in capitalism? Capital, and the processes that unfold downstream after capital is created, are what have driven America to cleanse itself of most family farms, job security and millions of jobs.
If you don’t understand capital, you won’t understand how capital can suddenly checkmate your farm.
In its purest form, capital is money. In its purest form, money is what banks owe. Now this requires a little more explanation that will be forthcoming in future discussions.
The nation’s banking system is at the heart of where capital is formed. So consider for a moment how the banking system’s primary role has been as the final undertaker of the family farm as opposed to its much weaker role in sustaining the family farm. There is great wisdom that will come over time from contemplating this.
Most all bank employees, like farmers, are innocent cogs with little or no understanding of the larger accounting matrix into which their life’s energy is given.
We must be careful in blaming bankers for creating the capital that we so eagerly pursue in our everyday constructions of a capitalistic world. The real blame may be in our shortcoming of never really questioning why capital saves farm numbers in small increments, while it cleanses the world of farm numbers in large increments.
Stay tuned for Discussion #2
Gisin’s 20-year banking career culminated as the senior agricultural approval officer for the nation’s 7th largest ag bank. Since 1997, he has and continues to consulted farmers facing challenges in the credit markets. He lectures nationally on banking, economics and the processes of capital.
Bold type has been added by our editor at Monday Small Biz Buzz
Financial consultant to farmers, lecturer and former banker,
At its peak in 1935, America, had almost 7 million family farms. Today there are a little over 2 million, a 70 percent loss. So how did it happen?
The background most people have from education and media is insufficient in being able to support an understanding of how it happened. This is not a criticism, but a statement that education and media don’t understand how it happened either. So if you like exploring outside the box, you will have fun with this one.
So why understand the capital in capitalism? Capital, and the processes that unfold downstream after capital is created, are what have driven America to cleanse itself of most family farms, job security and millions of jobs.
If you don’t understand capital, you won’t understand how capital can suddenly checkmate your farm.
In its purest form, capital is money. In its purest form, money is what banks owe. Now this requires a little more explanation that will be forthcoming in future discussions.
The nation’s banking system is at the heart of where capital is formed. So consider for a moment how the banking system’s primary role has been as the final undertaker of the family farm as opposed to its much weaker role in sustaining the family farm. There is great wisdom that will come over time from contemplating this.
Most all bank employees, like farmers, are innocent cogs with little or no understanding of the larger accounting matrix into which their life’s energy is given.
We must be careful in blaming bankers for creating the capital that we so eagerly pursue in our everyday constructions of a capitalistic world. The real blame may be in our shortcoming of never really questioning why capital saves farm numbers in small increments, while it cleanses the world of farm numbers in large increments.
Stay tuned for Discussion #2
Gisin’s 20-year banking career culminated as the senior agricultural approval officer for the nation’s 7th largest ag bank. Since 1997, he has and continues to consulted farmers facing challenges in the credit markets. He lectures nationally on banking, economics and the processes of capital.
Bold type has been added by our editor at Monday Small Biz Buzz
Thursday, November 11, 2010
Small Computers, Small Price...Big potential
If you're looking for a new computer and don't want to surrender the desktop. Check out this link for an affordable computer, high power and and energy saver.
http://alturl.com/hjj68
http://alturl.com/hjj68
Saturday, November 6, 2010
How to Negotiate Effectively
Here's a great article on negotiate effectively. It's a skill we all need for business and especially small business.
http://www.inc.com/magazine/20101101/how-to-negotiate-effectively.html
http://www.inc.com/magazine/20101101/how-to-negotiate-effectively.html
Monday, November 1, 2010
Shopping for auto insurance - Personal or Business
Whether you’re a first time buyer of auto insurance or already have it but are looking for a better deal, you should be asking several questions.
First, is the person from whom you’re buying (your agent) a visible, established member of your community someone you know and trust?
Second, is the company from whom you’re buying well known? What is its reputation? What about price?
Because there are hundreds of companies competing for your business, prices vary – sometimes a lot. It may pay you to shop. Be sure the premiums you’re quoted are for equal amounts of coverage.
How about service? Price is important but saving money won’t mean much unless you get the service you need - when you need it. If possible, ask other clients of your prospective agent how they’ve been treated,especially when they’ve had a claim. Find out how the company handles claims. Is the method convenient for you, no matter where you have an accident?
How about solvency? Is the company you’re considering still going to be in business when you file your claim? Your state department of insurance has financial rating information on all of the companies that do business in its state.
Once you’ve decided on a company and an agent, there are more questions to ask. How much coverage do you need? The required minimum amounts of liability coverage may not be enough for you.
Consider your needs in light of your assets and income. How much can you afford to pay if there’s a big judgment against you because of an accident? What about deductibles? Deductibles lower your premiums - most commonly for collision and comprehensive coverages - but increase the amount of loss that comes out of your pocket. How much additional risk are you willing to take in order to save?
Should you carry collision and comprehensive coverage? As your car’s value decreases, you might consider dropping these coverages and pocketing the savings on premiums. But consider if the savings are enough to offset the risk of footing the entire cost of repairing or replacing your car.
Auto insurance is not a generic commodity. It is a product that should be tailored to each individual. Your agent can help you answer these questions and help you tailor your auto insurance to your specific and unique needs.
By Tammy Sluter
Tammy Sluter is a State Farm® agent in Rexburg Idaho. Tammy will be a featured contributor from time to time on Monday Small Biz Buzz, Tammy can be reached at: http://online2.statefarm.com/b2c/sf/agent/12/1393
First, is the person from whom you’re buying (your agent) a visible, established member of your community someone you know and trust?
Second, is the company from whom you’re buying well known? What is its reputation? What about price?
Because there are hundreds of companies competing for your business, prices vary – sometimes a lot. It may pay you to shop. Be sure the premiums you’re quoted are for equal amounts of coverage.
How about service? Price is important but saving money won’t mean much unless you get the service you need - when you need it. If possible, ask other clients of your prospective agent how they’ve been treated,especially when they’ve had a claim. Find out how the company handles claims. Is the method convenient for you, no matter where you have an accident?
How about solvency? Is the company you’re considering still going to be in business when you file your claim? Your state department of insurance has financial rating information on all of the companies that do business in its state.
Once you’ve decided on a company and an agent, there are more questions to ask. How much coverage do you need? The required minimum amounts of liability coverage may not be enough for you.
Consider your needs in light of your assets and income. How much can you afford to pay if there’s a big judgment against you because of an accident? What about deductibles? Deductibles lower your premiums - most commonly for collision and comprehensive coverages - but increase the amount of loss that comes out of your pocket. How much additional risk are you willing to take in order to save?
Should you carry collision and comprehensive coverage? As your car’s value decreases, you might consider dropping these coverages and pocketing the savings on premiums. But consider if the savings are enough to offset the risk of footing the entire cost of repairing or replacing your car.
Auto insurance is not a generic commodity. It is a product that should be tailored to each individual. Your agent can help you answer these questions and help you tailor your auto insurance to your specific and unique needs.
By Tammy Sluter
Tammy Sluter is a State Farm® agent in Rexburg Idaho. Tammy will be a featured contributor from time to time on Monday Small Biz Buzz, Tammy can be reached at: http://online2.statefarm.com/b2c/sf/agent/12/1393
Sunday, October 17, 2010
The Law of Compensation
The Law of Compensation
By: Brian Tracy
You Get What You Give
Ralph Waldo Emerson, in his essay, "Compensation," wrote that each person is compensated in like manner for that which he or she has contributed. The Law of Compensation is another restatement of the Law of Sowing and Reaping. It says that you will always be compensated for your efforts and for your contribution, whatever it is, however much or however little.
Increase Your Value
This Law of Compensation also says that you can never be compensated in the long term for more than you put in. The income you earn today is your compensation for what you have done in the past. If you want to increase your compensation, you must increase the value of your contribution.
Fill Your Mind With Success
Your mental attitude, your feelings of happiness and satisfaction, are also the result of the things that you have put into your own mind. If you fill your own mind with thoughts, visions and ideas of success, happiness and optimism, you will be compensated by those positive experiences in your daily activities.
Do More Than You're Paid For
Another corollary of the Law of Sowing and Reaping is what is sometimes called the, "Law of Overcompensation." This law says that great success comes from those who always make it a habit to put in more than they take out. They do more than they are paid for. They are always looking for opportunities to exceed expectations. And because they are always overcompensating, they are always being over rewarded with the esteem of their employers and customers and with the financial rewards that go along with their personal success.
Provide the Causes, Enjoy The Effects
One of your main responsibilities in life is to align yourself and your activities with Law of Cause and Effect (and its corollaries), accepting that it is an inexorable law that always works, whether anyone is looking or not. Your job is to institute the causes that are consistent with the effects that you want to enjoy in your life. When you do, you will realize and enjoy the rewards you desire.
Action Exercises
Here are two things you can do immediately to put these ideas into action.
First, remind yourself regularly that your rewards will always be in direct proportion to your service to others. How could you increase the value of your services to your customers today?
Second, look for ways to go the extra mile, to use the Law of Overcompensation in everything you do. This is the great secret of success.
By: Brian Tracy
You Get What You Give
Ralph Waldo Emerson, in his essay, "Compensation," wrote that each person is compensated in like manner for that which he or she has contributed. The Law of Compensation is another restatement of the Law of Sowing and Reaping. It says that you will always be compensated for your efforts and for your contribution, whatever it is, however much or however little.
Increase Your Value
This Law of Compensation also says that you can never be compensated in the long term for more than you put in. The income you earn today is your compensation for what you have done in the past. If you want to increase your compensation, you must increase the value of your contribution.
Fill Your Mind With Success
Your mental attitude, your feelings of happiness and satisfaction, are also the result of the things that you have put into your own mind. If you fill your own mind with thoughts, visions and ideas of success, happiness and optimism, you will be compensated by those positive experiences in your daily activities.
Do More Than You're Paid For
Another corollary of the Law of Sowing and Reaping is what is sometimes called the, "Law of Overcompensation." This law says that great success comes from those who always make it a habit to put in more than they take out. They do more than they are paid for. They are always looking for opportunities to exceed expectations. And because they are always overcompensating, they are always being over rewarded with the esteem of their employers and customers and with the financial rewards that go along with their personal success.
Provide the Causes, Enjoy The Effects
One of your main responsibilities in life is to align yourself and your activities with Law of Cause and Effect (and its corollaries), accepting that it is an inexorable law that always works, whether anyone is looking or not. Your job is to institute the causes that are consistent with the effects that you want to enjoy in your life. When you do, you will realize and enjoy the rewards you desire.
Action Exercises
Here are two things you can do immediately to put these ideas into action.
First, remind yourself regularly that your rewards will always be in direct proportion to your service to others. How could you increase the value of your services to your customers today?
Second, look for ways to go the extra mile, to use the Law of Overcompensation in everything you do. This is the great secret of success.
Tuesday, September 28, 2010
Protecting Your Business Bank Account
(from your bank during a recession)
By Benjamin Gisin
Business consultant and former banker
Many businesses have bank accounts whose balances exceed the standard $250,000 FDIC insurance limit either occasionally or at all times. A business bank account may be a lot of things, but money in the bank is not one of them. A business account (or any other bank account) is merely an accounting of your claim to what your bank owes you. The nation and world run not on money, but promises to supply money the bank does not have, popularly called bank credit. Bank credit is simply what banks owe depositors. When you write a check, what your bank owes you is transferred to what another bank owes the person you wrote the check to.
When debts owed to banks default, banks can quickly default on what they owe depositors. Every quarter banks send reports of their financial health to the FDIC. Based upon a formula of minimum reserves, capital and profitability, the FDIC (or state banking regulator) then decides when to close a bank.
Thanks to efforts of the FDIC, at year end 2008, the Transaction Account Guaranty Program (TAGP) was approved and implemented. The program essentially provides unlimited FDIC insurance on non-interest bearing transaction accounts, the most popular being checking accounts.
Unlike historical FDIC insurance, the TAGP program is optional for banks and banks may opt out. Over one fourth of all banks (2,076 banks) of the nation’s 7,830 banks (as of 6/30/10) have opted out of the TAGP program. This means that if your business account is at one of these banks that then fails, you are potentially at risk to loss.
With the wholesale closure of banks over the last 3 years, the FDIC has fine-tuned its closure process. As a matter or course, the FDIC and state banking regulators work hard to find another bank to assume the deposits (liabilities) of the failing bank. In most cases, bank account holders, regardless of the size of the bank account, simply get a notice that their deposit account has been assumed by another bank. However, in those cases where no other bank wants to assume the deposits of a failing bank, the FDIC will close the bank and send out checks for bank account balances up to the $250,000 limit. If your business account is at a failing bank that no one wants to buy and has no TAGP coverage, balances over $250,000 are lost.
The FDIC’s TAGP program may well be the most important service that determines where you have your business account. Regardless of rumblings that the economy is improving, the banking system is a long way from being out of the woods when it comes to non-performing loans and loan losses – the primary cause of bank failures. For perspective, following are the losses banks have taken in recent years, with 2005 being a benchmark for what a more normal year might be:
2005 banking loan losses: $ 31.6 billion
2008 banking loan losses: $100.4 billion
2009 banking loan losses: $187.5 billion
2010 banking loan losses $100.7 billion (for first six months only)
The message in these numbers is that bank loan losses for the first six months of 2010 are the highest ever in U.S. banking history.
Banks are required to post in their lobbies clear signs if they have opted out of the TAGP program. The next time you go to your bank, look for the signs and talk to your banker.
The TAGP program will expire at year-end 2010 and will be replaced by another program of unlimited transaction account guarantees that will run for two years, expiring 12/31/2012 under the provisions of the Frank-Dodd Act. The law does not allow banks to opt out of this program. Hence, the risk from now till 12/31/2010 is real for businesses that have their bank accounts at institutions who have opted out of the TAGP program.
The activities of the FDIC, in preserving depositors’ claims to what their banks owe them, has been the bedrock that has prevented the nation from falling into absolute chaos during this financial crisis, as was the case in the Great Depression of the 30s. ■
Benjamin Gisin consults business and agricultural enterprises facing challenges in their banking and credit relationships. He can be reached at benjamin@ida.net or calling (208) 681-2717.
By Benjamin Gisin
Business consultant and former banker
Many businesses have bank accounts whose balances exceed the standard $250,000 FDIC insurance limit either occasionally or at all times. A business bank account may be a lot of things, but money in the bank is not one of them. A business account (or any other bank account) is merely an accounting of your claim to what your bank owes you. The nation and world run not on money, but promises to supply money the bank does not have, popularly called bank credit. Bank credit is simply what banks owe depositors. When you write a check, what your bank owes you is transferred to what another bank owes the person you wrote the check to.
When debts owed to banks default, banks can quickly default on what they owe depositors. Every quarter banks send reports of their financial health to the FDIC. Based upon a formula of minimum reserves, capital and profitability, the FDIC (or state banking regulator) then decides when to close a bank.
Thanks to efforts of the FDIC, at year end 2008, the Transaction Account Guaranty Program (TAGP) was approved and implemented. The program essentially provides unlimited FDIC insurance on non-interest bearing transaction accounts, the most popular being checking accounts.
Unlike historical FDIC insurance, the TAGP program is optional for banks and banks may opt out. Over one fourth of all banks (2,076 banks) of the nation’s 7,830 banks (as of 6/30/10) have opted out of the TAGP program. This means that if your business account is at one of these banks that then fails, you are potentially at risk to loss.
With the wholesale closure of banks over the last 3 years, the FDIC has fine-tuned its closure process. As a matter or course, the FDIC and state banking regulators work hard to find another bank to assume the deposits (liabilities) of the failing bank. In most cases, bank account holders, regardless of the size of the bank account, simply get a notice that their deposit account has been assumed by another bank. However, in those cases where no other bank wants to assume the deposits of a failing bank, the FDIC will close the bank and send out checks for bank account balances up to the $250,000 limit. If your business account is at a failing bank that no one wants to buy and has no TAGP coverage, balances over $250,000 are lost.
The FDIC’s TAGP program may well be the most important service that determines where you have your business account. Regardless of rumblings that the economy is improving, the banking system is a long way from being out of the woods when it comes to non-performing loans and loan losses – the primary cause of bank failures. For perspective, following are the losses banks have taken in recent years, with 2005 being a benchmark for what a more normal year might be:
2005 banking loan losses: $ 31.6 billion
2008 banking loan losses: $100.4 billion
2009 banking loan losses: $187.5 billion
2010 banking loan losses $100.7 billion (for first six months only)
The message in these numbers is that bank loan losses for the first six months of 2010 are the highest ever in U.S. banking history.
Banks are required to post in their lobbies clear signs if they have opted out of the TAGP program. The next time you go to your bank, look for the signs and talk to your banker.
The TAGP program will expire at year-end 2010 and will be replaced by another program of unlimited transaction account guarantees that will run for two years, expiring 12/31/2012 under the provisions of the Frank-Dodd Act. The law does not allow banks to opt out of this program. Hence, the risk from now till 12/31/2010 is real for businesses that have their bank accounts at institutions who have opted out of the TAGP program.
The activities of the FDIC, in preserving depositors’ claims to what their banks owe them, has been the bedrock that has prevented the nation from falling into absolute chaos during this financial crisis, as was the case in the Great Depression of the 30s. ■
Benjamin Gisin consults business and agricultural enterprises facing challenges in their banking and credit relationships. He can be reached at benjamin@ida.net or calling (208) 681-2717.
Sunday, September 26, 2010
Don't Give Up...Look what can happen!
"Mickey Mouse popped out of my mind onto a drawing pad... when the business fortunes of my brother Roy and myself were at their lowest ebb and disaster seemed right around the corner."
-- Walt Disney, producer
-- Walt Disney, producer
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