T.I.D. – Today’s Inspirational Devotion
“Man can only become what he is able to consciously imagine.” – Dane Rudhyar
Dane Rudhyar (1895-1985) was a respected modernist composer as well as a pioneering modern psychological astrologer. Born in Paris as Daniel Chennevière, he immigrated to the United States in the early 1900's. His music utilizes dissonant harmony; he claimed to be inspired by the cadence of speech. His work influenced a group of composers known as the ultramodernists. He also wrote a number of astrology books, including the seminal Astrology of Personality.
B.I.T.S - Business Improvement Tips & Strategies
Recession-Proof Your Business: Volume 3
The Critical Difference between Response and Reaction
Coaches often talk about the need to remain calm and aware under duress, so that instead of simply reacting in a random and haphazard fashion one can respond with more levelheaded and effective behaviors. If you have adequately trained and sufficiently practiced to meet a set of challenges, responding to adverse conditions is often relatively easy and successful. But reacting to situations you are not prepared for or accustomed to can frequently lead to knee-jerk actions that are neither thoughtfully conceived nor efficiently executed.
The difference between response and reaction generally boils down to deliberate preparation, prior planning, and intentional action – versus simply doing something from a place of fear or panic. Emergency response organizations, for example, drill and train for the inevitable. When a fire erupts or a traffic accident happens, firefighters and police officers typically view the situation as another day at the office because they have planned in advance to react in an intelligent, effective and professional manner. They have the resources on hand, they understand how to best deliver them, and they confront the situation from a position of strength, not in a weakened state of distress.
One of the interesting things about response versus reaction is that once one reaches a certain level of training, instinctual behaviors become transformed from reactions to responses – and from reactionary to responsible. The first time a new quarterback enters a professional game it can be a harrowing and clumsy experience. But after some time and a little bit of repetitive practice, flawless responsiveness becomes instinctual and subconscious. The blur of defensive linebackers rushing forward no longer inspires panic but indicates openings downfield that can be exploited for more yardage or a score. The quarterback begins to respond even better under pressure, because that environment produces energy and insight.
Similarly, when a business is planned with proper contingency solutions in mind, it can avoid missteps and bad judgments while capturing a greater market share. Experiencing an economic recession only makes it stronger by allowing it to put into action the concepts that it has been practicing all along. And while it survives it thrives, because of the simultaneously weeding out of weaker and less capable competitors.
Monday, February 23, 2009
Monday, February 16, 2009
TIDBITS-6
T.I.D. – Today’s Inspirational Devotion
“He who every morning plans the transaction of the day and follows out that plan, carries a thread that will guide him through the maze of the most busy life. But where no plan is laid, where the disposal of time is surrendered merely to the chance of incidence, chaos will soon reign.” – Victor Hugo
Victor Marie Hugo (1802-1885) The French born writer, has a literary reputation that rests primarily on his poetic and dramatic output and only secondarily on his novels. Among many volumes of poetry, "Les Contemplations" and "La Légende des siècles" stand particularly high in critical esteem, and Hugo is sometimes identified as the greatest French poet. Outside France, his best-known works are the novels "Les Misérables", 1862 and "Notre-Dame de Paris", 1831 (translated into English as The Hunchback of Notre Dame). Hugo is buried in the Pantheon.
B.I.T.S - Business Improvement Tips & Strategies
Recession-Proof Your Business: Volume 2
Planning Ahead Means Getting Ahead
Once a company starts losing its bearings and mooring and gets carried away by stormy economic tides it is difficult – if not impossible – to get safely back to shore. During a recession those who were barely afloat sink, those treading water drown, and those without a fixed compass get confused and lose their financial vision, brand identity, and connection to their primary customer demographic. To avoid these effects it is important to prepare well ahead of time for the eventuality of downward market cycles.
According to a January 2008 article published in BusinessWeek, market measurements and forward-looking financial indicators are important tools. Without them business owners may never see hard times coming and can be blindsided and have their cash reserves wiped out without warning. While no business leader has a crystal ball, those who do employ easy to read and understand metrics, benchmarks, and other tools for testing and evaluating performance are in a stronger and more informed position. They can sooner identify trends and more quickly adjust and adapt to changes, which gives them a tactical and strategic advantage over their less informed competitors.
Rather than simply shooting in the dark, those who have the proper tools can find targets and hit them. When profits begin to drift downward, they can realign their focus to hone in on them in a more precise and accurate manner and get back on track to profitability. Those who do not respond proactively to changes are at risk for not only wasting time and money, but also losing their valuable customer base and overall brand integrity and congruency.
“He who every morning plans the transaction of the day and follows out that plan, carries a thread that will guide him through the maze of the most busy life. But where no plan is laid, where the disposal of time is surrendered merely to the chance of incidence, chaos will soon reign.” – Victor Hugo
Victor Marie Hugo (1802-1885) The French born writer, has a literary reputation that rests primarily on his poetic and dramatic output and only secondarily on his novels. Among many volumes of poetry, "Les Contemplations" and "La Légende des siècles" stand particularly high in critical esteem, and Hugo is sometimes identified as the greatest French poet. Outside France, his best-known works are the novels "Les Misérables", 1862 and "Notre-Dame de Paris", 1831 (translated into English as The Hunchback of Notre Dame). Hugo is buried in the Pantheon.
B.I.T.S - Business Improvement Tips & Strategies
Recession-Proof Your Business: Volume 2
Planning Ahead Means Getting Ahead
Once a company starts losing its bearings and mooring and gets carried away by stormy economic tides it is difficult – if not impossible – to get safely back to shore. During a recession those who were barely afloat sink, those treading water drown, and those without a fixed compass get confused and lose their financial vision, brand identity, and connection to their primary customer demographic. To avoid these effects it is important to prepare well ahead of time for the eventuality of downward market cycles.
According to a January 2008 article published in BusinessWeek, market measurements and forward-looking financial indicators are important tools. Without them business owners may never see hard times coming and can be blindsided and have their cash reserves wiped out without warning. While no business leader has a crystal ball, those who do employ easy to read and understand metrics, benchmarks, and other tools for testing and evaluating performance are in a stronger and more informed position. They can sooner identify trends and more quickly adjust and adapt to changes, which gives them a tactical and strategic advantage over their less informed competitors.
Rather than simply shooting in the dark, those who have the proper tools can find targets and hit them. When profits begin to drift downward, they can realign their focus to hone in on them in a more precise and accurate manner and get back on track to profitability. Those who do not respond proactively to changes are at risk for not only wasting time and money, but also losing their valuable customer base and overall brand integrity and congruency.
Sunday, February 8, 2009
TIDBITS-5
T.I.D. – Today’s Inspirational Devotion
"Parties who want milk should not seat themselves on a stool in the middle of the field in hope that the cow will back up to them." – Elbert Hubbard
Elbert Hubbard (1856-1915) a successful American writer, printer, and businessman, is best known for his inspirational essay, "A Message to Garcia." He retired at age 35 from a successful job selling soap to found Roycroft, an artist's colony in East Aurora, New York, where he wrote and printed his own books and magazines while other artisans created Arts and Crafts furniture. He died on the ship Lusitania when it was sunk by a German submarine in 1915.
B.I.T.S - Business Improvement Tips & Strategies
Recession-Proof Your Business: Volume 1
How to survive and thrive, no matter what the economic outlook.
Why some businesses thrive while others implode during an economic recession remains a puzzle to many business-owning entrepreneurs. Some mistakenly assume that all businesses must suffer through recessionary cycles. But the fact is that some companies are essentially recession-proof, and it is not necessarily because they are bigger, better known, or more generously capitalized. What really separates the successful enterprises from those that collapse during down cycles is that they are organized around a uniquely dynamic and healthier approach to business.
They plan for the future and have contingencies in place to confront whatever challenges might arise. They sell products and services that do not go out of fashion as easily. And they focus on profits in an intelligent manner that helps them grow and prosper in both good and bad economic environments.
Here are some ideas for creating a company that will greet a recession successfully:
• Set, measure, and consistently monitor inventory targets, sales goals, and revenues. But make your net profit the main overriding focus.
• Weed out unprofitable accounts and lackluster ventures, services, campaigns, or products. Reward top performers and either reposition those who are not contributing to make them valuable or let them go for the benefit of the overall team.
• Keep in close touch with customers and track their demographic patterns and consumer preferences. The better one knows his or her customers, the better one understands one’s own business.
• Develop strategies to attract new customers, retain existing customers, and sell more products or services to each and every customer. Grow the customer base but also grow net profits in order to capture tangible bottom line benefits.
• Advertise and market aggressively but constantly refine and redefine the campaigns to strengthen the brand and enhance the equity of the brand name to give it greater power, meaning, and recognition.
"Parties who want milk should not seat themselves on a stool in the middle of the field in hope that the cow will back up to them." – Elbert Hubbard
Elbert Hubbard (1856-1915) a successful American writer, printer, and businessman, is best known for his inspirational essay, "A Message to Garcia." He retired at age 35 from a successful job selling soap to found Roycroft, an artist's colony in East Aurora, New York, where he wrote and printed his own books and magazines while other artisans created Arts and Crafts furniture. He died on the ship Lusitania when it was sunk by a German submarine in 1915.
B.I.T.S - Business Improvement Tips & Strategies
Recession-Proof Your Business: Volume 1
How to survive and thrive, no matter what the economic outlook.
Why some businesses thrive while others implode during an economic recession remains a puzzle to many business-owning entrepreneurs. Some mistakenly assume that all businesses must suffer through recessionary cycles. But the fact is that some companies are essentially recession-proof, and it is not necessarily because they are bigger, better known, or more generously capitalized. What really separates the successful enterprises from those that collapse during down cycles is that they are organized around a uniquely dynamic and healthier approach to business.
They plan for the future and have contingencies in place to confront whatever challenges might arise. They sell products and services that do not go out of fashion as easily. And they focus on profits in an intelligent manner that helps them grow and prosper in both good and bad economic environments.
Here are some ideas for creating a company that will greet a recession successfully:
• Set, measure, and consistently monitor inventory targets, sales goals, and revenues. But make your net profit the main overriding focus.
• Weed out unprofitable accounts and lackluster ventures, services, campaigns, or products. Reward top performers and either reposition those who are not contributing to make them valuable or let them go for the benefit of the overall team.
• Keep in close touch with customers and track their demographic patterns and consumer preferences. The better one knows his or her customers, the better one understands one’s own business.
• Develop strategies to attract new customers, retain existing customers, and sell more products or services to each and every customer. Grow the customer base but also grow net profits in order to capture tangible bottom line benefits.
• Advertise and market aggressively but constantly refine and redefine the campaigns to strengthen the brand and enhance the equity of the brand name to give it greater power, meaning, and recognition.
Sunday, February 1, 2009
Business Planning Basics
You have probably heard the proverb "He who fails to plan, plans to fail"... so here are 10 questions created to help you plan your new business, and create your business plan - you provide the answers.
1. What is your business (list your products and/or services)?
2. What is your vision for the business (what do you want it to look like 50 years from now)?
3. What makes your business UNIQUE (how are you different than your competition, outside of price)?
4. Who is your target market (you may have more than one, but be specific for each)?
5. Why would customers want to buy from you (how does your business fill their need)?
6. What is your projected cashflow (how much will you make, and how often will you make it)?
7. Which hats will you wear (what are your specific roles & responsibilities in the business)?
8. Who are the members on your team (this includes anyone who helps you move your business forward)?
9. How much money will it take to startup your business (where will it come from)?
10. How will you test and measure your results (what will you track and how will you track it)?
1. What is your business (list your products and/or services)?
2. What is your vision for the business (what do you want it to look like 50 years from now)?
3. What makes your business UNIQUE (how are you different than your competition, outside of price)?
4. Who is your target market (you may have more than one, but be specific for each)?
5. Why would customers want to buy from you (how does your business fill their need)?
6. What is your projected cashflow (how much will you make, and how often will you make it)?
7. Which hats will you wear (what are your specific roles & responsibilities in the business)?
8. Who are the members on your team (this includes anyone who helps you move your business forward)?
9. How much money will it take to startup your business (where will it come from)?
10. How will you test and measure your results (what will you track and how will you track it)?
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