Hub You - Business

Getting Your Mail Opened
Let's face it: Direct mail selling isn't easy. Especially when recipients don't open your marketing envelope. When these are not opened you don't make money. Period.Before you can receive an order, the recipient of your mailer must first open your envelope without simply discarding the materials without a second thought.Because of the high costs of the whole process including printing, envelopes, and postage, your mailing package represents a hefty investment. It doesn't make sense to make this investment, and then have your sales material discarded in unopened mailings.But with the following tips, you will have a substantial reduction in the number of mail and a pleasantly profitable increase in sales.1. If you envelope looks like junk mail, it will be treated as such. The solution is simple - don't mail your material in envelopes that look like junk mail.2. Avoid using

ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.

6. Is your business model scalable? In other words, could you grow your business by x%, without your expenses growing by the same ratio?
If not, you can never be more profitable -- in percentage terms - than you currently are. You may sell more, and earn more in absolute terms, but for each dollar you sell, you will make the same, or likely less, money. This means that an acquirer will not pay a financial premium for your business, because adding money to your business won’t make it more profitable.

7. What are

Interview Tips For First Time Job Seekers
You must remember that the world of business is a people oriented job no matter what the job is. By attending multiple interviews you are gaining contacts in your field, and presenting yourself as a possible co-worker. When you are starting interviews be prepared to meet and greet people from many companies. All of these new faces can help your career down the road even if you aren't hired by them. You want to become familiar with all the players in your profession that you can. It always helps to have key players from other companies who know you and trust you.Hopefully, you will find a match with a company that meets your needs and also wants your skills over other applicants. The process of matching yourself with the right company starts with an interview and the submission of a resume. A cover letter and several recommendations are usually required also.An interview with a company official shoul

I'm a business coach. I've worked with hundreds of small, medium and very large business, and over the course of the past eleven years, I've asked my business coaching clients endless questions which have helped them achieve much greater levels of success than they would have otherwise. While the following may not be the only ten questions -- or even THE ten questions, they are ten questions that you must answer if you want your business to flourish. The right answers are critical to your company’s future.
1. How many un- or underserved prospective clients are in your target market?
The number of prospective clients available to you relates to two key considerations. First -- and most obvious -- as the total core revenue possible from this client base. The other is the kind of marketing tactics that will be most cost-effective. If yours is a ‘mass market,’ then advertising may almost certainly be part of the your marketing mix. By contrast, if your market is very small (I once sold software to the top-50 international banks) you can contact each and every prospect by telephone and courier.

2. How large do you envision your business?
Does your vision include being a Fortune 500 company? If so, check question 1 above. On the other hand, many of my clients would be completely satisfied generating $5MM with a staff of 50; pocketing $1mm per year and selling the company for $10mm when they are ready. How you answer this question governs the kind of markets you can enter, whether you are vertical or horizontal in nature, mass market or niched, as well as the kind of management structure your organization requires.
3. What important changes are occurring (or have recently occurred) in your market and what is their impact on your business?
The answers to this question may govern changes to your product, your product mix and your marketing campaign. Big changes generally signal big opportunities; however if you aren’t prepared for them, they can also signal the demise of your business. Dramatic increases in new housing created significant opportunities for a client who sold estimating software and brought a field-ready, cost-saving product to market just in time.
4. Who is your competition, what are their strengths, and why are you a better choice for your prospects?
It may shock you (on the other hand, it may not) how many CEOs cannot provide a compelling answer to this question. Recently, I was at a meeting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalable? In other words, could you grow your business by x%, without your expenses growing by the same ratio?
If not, you can never be more profitable -- in percentage terms - than you currently are. You may sell more, and earn more in absolute terms, but for each dollar you sell, you will make the same, or likely less, money. This means that an acquirer will not pay a financial premium for your business, because adding money to your business won’t make it more profitable.
7. What are t
About To Be Fired? Here's What To Expect
It happens to everyone. There are very few employees around who have who have not been let go from a job . . . or who haven’t wondered about it.It’s important to understand what can and should happen if and when you get fired. After all, it’s not the end of the world no matter how painful. There is a life after being let go.Here are five firing procedures you have the right to expect:1. You should be let go in private, not in front of your co-workers. This should take place in a room away from someone overhearing. It’s bad enough being let go or fired without the rumor mill grinding away over your misfortune.2. The HR rep or your boss should make it quick. It’s to your advantage for them to be clear that a firm decision has been made about you and there is no uncertainty or room for negotiation.3. If it’s a layoff and not a firing based on performance, management should le
cost-effective. If yours is a ‘mass market,’ then advertising may almost certainly be part of the your marketing mix. By contrast, if your market is very small (I once sold software to the top-50 international banks) you can contact each and every prospect by telephone and courier.

2. How large do you envision your business?
Does your vision include being a Fortune 500 company? If so, check question 1 above. On the other hand, many of my clients would be completely satisfied generating $5MM with a staff of 50; pocketing $1mm per year and selling the company for $10mm when they are ready. How you answer this question governs the kind of markets you can enter, whether you are vertical or horizontal in nature, mass market or niched, as well as the kind of management structure your organization requires.
3. What important changes are occurring (or have recently occurred) in your market and what is their impact on your business?
The answers to this question may govern changes to your product, your product mix and your marketing campaign. Big changes generally signal big opportunities; however if you aren’t prepared for them, they can also signal the demise of your business. Dramatic increases in new housing created significant opportunities for a client who sold estimating software and brought a field-ready, cost-saving product to market just in time.
4. Who is your competition, what are their strengths, and why are you a better choice for your prospects?
It may shock you (on the other hand, it may not) how many CEOs cannot provide a compelling answer to this question. Recently, I was at a meeting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalable? In other words, could you grow your business by x%, without your expenses growing by the same ratio?
If not, you can never be more profitable -- in percentage terms - than you currently are. You may sell more, and earn more in absolute terms, but for each dollar you sell, you will make the same, or likely less, money. This means that an acquirer will not pay a financial premium for your business, because adding money to your business won’t make it more profitable.
7. What are
Internet Article Writing
Most Article sites, which take on submissions, have a minimum number of words required in each article. Some require 350 plus words per article that is unfortunate because articles which have 350 and under get picked up the most by online news sites. If you are going to write articles and want them to develop a life of their own thru viral marketing or sent in Ezine Newsletters it is best to keep them small and tight. One of the best sites I have found after writing some 1900 articles is EzineArticles.com and they have a minimum of 250 words which is fairly easy, think of it as 12 pt. Font and 3.5 to 4 inches on a MS Word file including one space from top of page, a title and two spaces before the first paragraph, then two or three short 3-5 sentence paragraphs of text. Piece of cake, you just wrote your first article.In further review one could say that with word limits over 350 words that some things can
3. What important changes are occurring (or have recently occurred) in your market and what is their impact on your business?
The answers to this question may govern changes to your product, your product mix and your marketing campaign. Big changes generally signal big opportunities; however if you aren’t prepared for them, they can also signal the demise of your business. Dramatic increases in new housing created significant opportunities for a client who sold estimating software and brought a field-ready, cost-saving product to market just in time.
4. Who is your competition, what are their strengths, and why are you a better choice for your prospects?
It may shock you (on the other hand, it may not) how many CEOs cannot provide a compelling answer to this question. Recently, I was at a meeting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalable? In other words, could you grow your business by x%, without your expenses growing by the same ratio?
If not, you can never be more profitable -- in percentage terms - than you currently are. You may sell more, and earn more in absolute terms, but for each dollar you sell, you will make the same, or likely less, money. This means that an acquirer will not pay a financial premium for your business, because adding money to your business won’t make it more profitable.
7. What are
Does Your Small Business Need A Facelift?
How you look affects your self esteem and how your business looks affects your bottom line. But what if you need to improve your business image but have minimal staff or budget to support those changes?Not to worry. There are some simple tips you can apply that cost nothing or next-to-nothing and that can get almost immediate results. So where do you start? First, you need a plan.Plan Your BrandA facelift, also known as an *identity* plan deserves detailed thought because it involves more than your logo and letterhead. Having a plan assures that everything you put before a potential customer carries a unified image so that the customer can identify the product or service with your business. This identity becomes the brand upon which you build future business, so putting optimal resources toward your brand development will provide the best return.Revamping your brand ma
ting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalable? In other words, could you grow your business by x%, without your expenses growing by the same ratio?
If not, you can never be more profitable -- in percentage terms - than you currently are. You may sell more, and earn more in absolute terms, but for each dollar you sell, you will make the same, or likely less, money. This means that an acquirer will not pay a financial premium for your business, because adding money to your business won’t make it more profitable.
7. What are
How to Accelerate Word of Mouth Marketing
If you do build a great experience, customers tell each other about that. Simply put, it is word of mouth. Word of mouth is the most powerful form of advertising. It is the most honest form of marketing, building upon people’s innate desire to share their experiences with family, friends and co-workers.Word of mouth for a brand is like a reputation for a person. You earn reputation by trying to do extraordinary things well. People notice that over time. While there are no shortcuts to generate word of mouth, you can use specific techniques to accelerate the process. Here are a few of them:Look at the customer as a friend or a family member and not as part of some vague demographic group.Develop entertaining and informative ads that can be easily forwarded.Work actively with social networks.Host discussions and message boards about your brand.Identify people who are able t
ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalable? In other words, could you grow your business by x%, without your expenses growing by the same ratio?
If not, you can never be more profitable -- in percentage terms - than you currently are. You may sell more, and earn more in absolute terms, but for each dollar you sell, you will make the same, or likely less, money. This means that an acquirer will not pay a financial premium for your business, because adding money to your business won’t make it more profitable.
7. What are they 3-5 critical factors for your business’ success? How would you rate your company in each factor, from 1-10, with 10 being the best?
Where do the profits in your business come from? What are the areas where you beat the pants off your competitors? Why do clients seek you out? These are the critical areas of success -- and you’d better be damned good at them. Rate yourself on each, and create an improvement program wherever you are lower than an 8. I’ve done this exercise with many of my clients, and it has probably created more value than any other.
8. What portion of your business operations have documented, repeatable, scalable systems? Are there systems which cover the critical success areas?
This is the solution to the problem raised in question 6. It is also your ticket to a well-earned vacation. Ask yourself, if you left for four weeks without voice mail or e-mail, would your business be better than you found it, about the same, or a smoldering ruin? You may think that not all areas of a software company lend themselves to systemization, but all the important ones do. Sales? Marketing? Product development? Customer service? Consulting? All systemizable.
9. How good are your finances?
Your financial picture and your market share, analyzed in the context of a growing or shrinking market determines the future of your company. If you’ve got lots of surplus cash you can whether anything. You can create completely new products if you have to. Next best thing is strong cash flow out of which you can pay for development, buy a competitor, or expand revenues with new technology. (One of my clients recently reinvigorated their business by buying a non-competitive player selling products to their legal clients.) But if your bank account is poor and your cash-flow weak, you are in a tough place -- particularly if your market is shrinking. My Grand Strategy Model would tell you to sell your company for whatever you can get, and invest the proceeds in a healthier market sector.
10. Is your market growing or shrinking and what is your current market share?
This is the other key to the Grand Strategy. If you dominate your market is there enough room to grow? And if not, who can you steal business from? If your market is expanding there may be years of growth left, but if it is stable or shrinking, the forecast may not be so good. This is where cash balances and cash flow come in. With them you can develop new products and services to expand the size of purchase transactions or increase the frequency of repurchase. If there is just no room for increase, think about how you can tweak your product to redeploy it in an adjacent market space. At a time when a client’s customer’s just wasn’t buying their old products, (and recently, whose customer’s were?) we shifted much of their resources into providing interim services, and thereby saved the company until the new products came out.
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