If You Build It, Will They Come?

QUESTION:
I recently launched a website for my sporting goods business. Do I need to do anything special to attract customers to my website? I know nothing about search engines and marketing as such. Please tell me where to begin. -- Sean M.

ANSWER:
Sean, that is a question that has been asked by every business person who has ever launched a website. If I build it, will they come? Of course they will -- if you’ve built a website that appeals to dead baseball players.

For those of you who didn’t get the “Field of Dreams” reference, let me put it this way: No, Sean, if you build it they will not come, at least not without some effort on your part.

Assuming that a website will automatically attract customers is the single biggest mistake that many business owners make. It is this mistake that eventually leads them to dismiss their website as a failure and abandon their online sales efforts.

I can’t tell you how many times I’ve heard a client say, “Well, I threw up a website, but nobody ever came to it and I didn’t sell a single thing from it! Dang thing was a waste of time, if you ask me …”

Forgive me, but “threw up” is the operative term there. These short-sighted entrepreneurs (God love them) mistakenly think that all they have to do is throw up a website and that their business will automatically double overnight. And when nothing happens they blame it on the infallibility of the Internet, on El Nino, on the Bosa Nova, on their customers… everything but their own lack of marketing efforts.

If you build it, will they come? That, Sean, depends totally on you.

When it comes to attracting customers, opening an online business (or an online branch of an existing business) is no different from opening a traditional brick and mortar shop. Without a little fanfare and a well-devised marketing plan, chances are your website will become just another spot of roadkill on the Information Superhighway.

The first step in devising your marketing plan is to ask yourself this question: Who is my customer? Who is it that I want to attract to my website? Believe it or not, this is a question many entrepreneurs fail to ask. The identity of your customer is incredibly important because if you don’t know who your customer is, how can you expect to market to them?

The next question concerns the locality of your customer. Do you want to attract a local or global clientele to your website? If the answer is local, then you will gear your marketing efforts toward customers in your own backyard, which means incorporating your website launch with your offline marketing efforts.

If the website is the online branch of a brick and mortar business, include the website URL in all your print materials and advertising campaigns. Consider running ads in the local paper, on radio or TV announcing the launch of your site. Use direct mail or in-store posters to announce the site launch to your existing customer base. In short, keep doing what you’re doing to attract customers to your physical store, just add your website address to the mix.

Just remember, it’s important to consider your website a branch of your brick and mortar business because that’s exactly what it is. A good business website will help you sell more products, widen your range of clientele, and increase your revenue without adding overhead. Don’t sell your website short. Make it work for you.

If you are seeking a global audience, your marketing efforts will be quite different. Attracting customers from around the world is a more difficult task than attracting customers from around the block. Fortunately, the task is not impossible. The Internet has leveled the playing field in many ways. Now every business, no matter how large or small, has the ability to do business internationally.

In the most basic sense, an online marketing campaign to attract global customers should include the following efforts.

Register With Search Engines

There’s not enough room in this newspaper for a thorough discussion of search engines and their effectiveness (or lack thereof) in driving traffic to a website. Suffice it to say that 95% of search engine traffic comes from Google and Yahoo, so start there. It’s also important to realize that just registering with search engines does not guarantee you traffic, but it certainly can’t hurt.

Unfortunately, the free search engine lunch ran out a couple of years ago when search engines figured out that people would actually pay for listings and higher placement. Since that time the only way to guarantee a high (or at least higher than others) ranking is to pay for it. The two most popular pay-for-placement programs are Yahoo’s “Yahoo Express” and Google’s “Adwords.” Visit their respective websites for details on these programs. Be prepared to spend several hundred dollars at a minimum to get your site listed.

Exchange Links With Similar Sites

One free – and potentially effective - way to drive customers to your website is through link exchanges with sites of similar interest. Locate sites that make a good match to your own and contact the owner to ask if they will link to your site in exchange for you linking to theirs. If you sell golf balls on your website, set up a link exchange with another website that sells golf clubs. You post a link to them and they post a link to you. It’s called digital back scratching, and if done properly, can work well to drive traffic your way.

Go To Where The Customers Are

If the mountain won’t come to Mohammed, then Mohammed must go to the mountain. One little known way to attract customers to your website is to market your products on a mega-site like eBay. There are thousands and thousands of people on eBay at any given time and each one is potentially your customer, so it's a great place to drum up business. Your goal is not to make a living selling on eBay, but to use eBay as a marketing tool to drive traffic back to your website. Go to where the customers are, then bring them back home with you.

Let’s use our golf ball example. Post a few auctions on eBay selling your golf balls at a ridiculously low price so your auction attracts plenty of attention. When customers make a purchase, add them to your client list and send them an email inviting them to visit your website for more great products. eBay also lets you create your own “About Me” page that you can use to advertise your business.

We have just scratched the surface, but hopefully this is enough to get you started. I wish I could tell you that attracting customers to your website is easy, but the truth is, it's anything but. It takes hard work, creativity and above all, perseverance.

How To Be A Business Success

Through observing business people who have been successful, and how they achieved their success, I have concluded that there are a number of factors that must be present for business success to occur. As I like to keep things simple, these success factors can be condensed into a formula. It is:

Success = Startup Business Person + Product/Service + Market

Let us look at this formula in a little more detail. Firstly, what is success? The definition of success depends on what you want to get out of the venture, that is, what your goals are. Business success usually means creating a viable entity (business) that returns its investment and earns a profit.

Appropriate and realistic goals include to be challenged, to achieve, and to build something good. For example, your definition of success could be to earn $100,000 a year from your home business so that you can replace your full time job income.

The most crucial element of the above formula is the "Startup Business Person". This element decides all the others.

Ultimately, a successful startup business person is someone who opens, manages and runs a successful startup business and can repeat the process. This is someone who has accepted the responsibility and learned how the job is done.

Successful startup business people usually always start small and grow the business. They do not have too many irons in the fire at once so that their efforts are not diffused. They give it everything they have and believe that hard work counts. They try repeatedly until they achieve the success they are looking for. Moreover, most of all, they possess a positive mental attitude.

They have learned to emulate success. Do you know what emulate means? To emulate means to attempt to equal or surpass. In other words, if you were to attempt to emulate someone else's success, you would imitate them and as you gained further knowledge and skill, you would attempt to do better than them. Remember that emulation takes things one step further than imitate.

The next part of the formula is "Product/Service". Without something to sell, there can be no business. Generally, the product or service needs to be of a high quality. It also needs to be something that people are prepared to pay for.

The last component of the formula is "Market". A successful business person knows who their market is and how to reach it in the most cost effective manner. The market is defined as the people who want and are prepared to pay for the product or service.

I would now like to run through with you what I consider are the basic principles of home, small or online business success.

Believe in Your Product or Service

First, you need to believe in your product or service. If you do not believe in it, you will have a great deal of difficulty selling your product or service to other people. You also need to have confidence in your ability to provide and promote your product or service. An old saying sums this up best: "All things are possible to he who believes".

Aptitude for the Business

Secondly, you need to have an aptitude for the business. You will also need the motivation to acquire at the very least basic skills and experience before you start your business. If you were to set yourself up as a home electrician but did not have any skills or training in this area, then you will almost certainly fail. However, if you are employed as a bookkeeper and you enjoy the job, then setting up your own bookkeeping service would be a sensible choice with a greater chance of success.

Be Responsible

Thirdly, you need to be responsible to your customers. This is achieved by only making commitments you can keep and by not engaging in misleading or dishonest advertising. If you want to build long term success in your home business, then you need to develop long term satisfied customers. When their needs are being satisfied, customers are at their happiest.

Aim for High Quality

The next principle is that you need to have a high quality product or service. This will be your best advertisement. Inferior quality products usually generate poor customer satisfaction. A dissatisfied customer can be very dangerous for your business. Usually they tell on average about fourteen other people who will then be disinclined to buy your product or service based on the experience of that one dissatisfied person. Therefore, always aim for a top quality product or service.

Make a Profit

However, it is not enough to have a top quality product or service. You also need to have a product or service that will generate enough income to cover all your business expenses and give you a satisfactory wage. A friend of mine once said that business is only about two things: satisfying customers and making a profit. A simple statement but very true.

Sufficient Startup Capital

You also need to have access to enough cash to set up and run your business, and enough income to meet your private expenses during the startup phase. A major problem with many home and small businesses is that they fail to have enough money available to ensure their success. There is nothing more discouraging than having a great idea, getting it started on a shoestring, not being able to expand due to cash shortages and seeing a competitor come along and steal your market.

Start Small

Another fundamental principle of home business success is that you start small. This will enable you to minimize your overheads until you are confident of your success in the marketplace. For many of you, this would mean starting part-time while retaining your full-time income source. When you can, expand your business into a full-time venture. This is a great way of minimizing the risk of failure.

Be Well Organized

Successful home businesses are well organized. They have a system for keeping track of expenditure and earnings. This level of organization in your business will help to ensure that you are providing your customers or clients with a top quality product or service. It will also ensure that you have enough information available to maximize your profitability and to satisfy your legal requirements for record keeping.

Be Prepared

Preparation is another important ingredient in your business success. This preparation will include being aware of the regulations and laws affecting small, home or online business in your area or country. Armed with this knowledge, you should not have any nasty surprises from unintentional violations of the law.

Have a Business Plan

Finally, successful home businesses have developed a comprehensive business plan. This is their road map to success. It tells them where they are going and how they are going to get there. It is very useful for comparing actual performance against what you planned and enabling you to make adjustments to lead to greater success. There are many useful software packages available to assist you with your business plan preparation.

Safety in 30 Days, Personal Protective Equipment in the Workplace

Safety in 30 Days, Personal Protective Equipment in the Workplace

There are ways that employers should identify and assess risks with a view to preventing and reducing them. There should be a hierarchy of prevention and control measures – starting with prevention of the risk, and if this is not possible, technical/engineering controls, safe systems of work and information or training should be used instead. Personal protective equipment should only be used as a last resort.
Unfortunately, some employers encourage workers to use personal protective equipment without ever considering the introduction of prevention and control measures that could eliminate the use of personal protective equipment. This leads to a number of problems:

Personal protective equipment protects only the person wearing it, whereas measures controlling the risk at source can protect everyone at the workplace
Theoretical maximum levels of protection are seldom achieved with personal protective equipment in practice and the actual level of protection is difficult to assess
Protection is often ineffective because the personal protective equipment is not suitable, incorrectly fitted, not properly maintained, and may be used improperly
Personal protective equipment may restrict the wearer by limiting mobility or visibility, or by requiring additional weight to be carried. As well as the health and safety problems that this may cause, it can also lead to a ‘blame the worker’ culture when the personal protective equipment is discarded because of the discomfort that it can cause
Using personal protective equipment in a hot climate can be very uncomfortable for the worker. For example, using a full-face mask and body protection in full sunshine during the hot season can be almost impossible. It can result in dehydration, headaches and even fainting

Different types of personal protective equipment include:
helmet or head-protector
hearing protectors such as ear-plugs or ear-muffs
eye-protectors such as goggles and face shields
breathing masks with different types of filters
gloves of different material
safety footwear
protective aprons, overalls or clothing
wet weather protective clothing
safety belts and life-lines

Hazards even where technical or engineering controls, safe systems of work and other techniques have been applied, it is possible that some hazards might remain. These hazards may lead to injuries to the:
lungs, for example, from breathing in contaminated air
head and feet, for example, from falling materials
eyes, for example, from flying particles or splashes of corrosive liquids
ears and hearing from noise
skin, for example, from contact with corrosive materials
body, for example, from extremes of heat or cold

Sometimes, personal protective equipment is needed in these cases to reduce the risks, but only to supplement the other risk control measures already put in place.

Earn $400-$700 a Day Working Just 60mins

From: 11k4u
Everybody would love to make lots of money quickly, working from home, and only doing a few hours of work per week. I've spent the past two years trying to find a great way of doing this. Only over the course of the past few months have I found any "get rich quick" programs worth buying. I've been trying to make money online for a long time. I had a few small websites, but they never made much more than a few hundred per month. It was easy money and didn't require much work on my part, but I knew there were people out there doing better than I was and I knew I could do as well as them.
Now, I've seen a lot of "get rich quick" programs. Most of these people make claims about earning $2000/day with Google or something similarly insane. Almost all of these people are complete liars. Even if they were making $2000/day with Google AdSense, it'd be because they had high- traffic websites with a lot of quality content. I'd know, because in one whole month, I never even made half of what they promised I'd make daily with their programs. Maybe you've already been scammed by one of these fraudsters. Anyway, I finally got sick of what was being offered.
I decided I'd look through the all of the "get rich quick" programs I could find and see if there were any that were actually legitimate. I found that there were owners selling their programs for well over $100, but the information in them could be found almost anywhere online for free. Additionally, they all contained out-of-date information, had no e-mail support, no money back guarantees, and broken links in the downloads section.
In conclusion, almost all of the programs I found were completely useless. The owners knew it, but they couldn't care less about their customers since they didn't offer refund policies! Amazingly, while looking through all of the programs, I actually did find a few legitimate programs. They were run by ordinary people like you and me, and they had found some great methods of making money from their home by doing very little work.
I spent some time working with those programs, and my income is now ten times what it used to be. These programs provided a large amount of great information on how to make extra money on your computer doing very little work. Numerous customers had provided great feedback and reviews for their products. Many of them have started to make money just days after buying!
Their programs have excellent prices, and the authors have a group of paid staff who are dedicating to helping you or providing assistance if you need any. I must say I was amazed! If you do decide to purchase any of the programs listed below, I recommend you join quickly. Most of the owners tell me they are getting an overwhelming number of sales and plan on raising prices in the near future, so order while prices are still low!
To Your Online Success,
11k4u

Don’t Let Passions Rule When Buying A Business

For many, the American dream of owning a business is in queue right behind owning a home. I was a teenager when I owned my first business. Since then I have bought or started many businesses and helped others do the same. Here are some common mistakes I have witnessed or committed myself.

Paying too much

This results from the combination of all other mistakes. Many new business owners set themselves up for failure by paying too much, which results in higher loan payments, lower operating funds, and reduced borrowing capacity.

Letting your emotions rule

If you have always dreamed of owning a business, it is very easy to get caught up in the strong emotions invoked by seeing those dreams coming true. To counteract your emotions, take your time, do your homework, and enlist the help of objective advisors.

Paying for potential

You should only pay for the business as it stands at the date of purchase, not what it could be in the future. You will have to spend time, effort, and money to develop its potential. The seller chose not to invest these things, so he does not deserve to be paid for them.

Not evaluating yourself

Do you have what it takes to run this business? Try to match your strengths to the important duties you will be required to perform. Running a small business requires the owner to do many things. No one can be good at them all, so make provisions for those areas in which you are the weakest. Some tasks like payroll and bookkeeping can easily be contracted to outside vendors. Possibly your spouse, other family member, or a partner could do things that you cannot or do not want to do.

Not building a team of experts

At a bare minimum, you should enlist the aid of an attorney and a CPA. The attorney can prepare and review documents, help structure the deal, and make you aware of legal and liability issues. The CPA can provide a financial analysis of the business, and advise you about tax and accounting matters. You should consider adding a business valuation professional. His valuation report can be used to determine the reasonableness of the asking price, negotiate a lower price, and provide valuable information about the business, the industry, the competition, and the economic conditions.

Relying on bad information

You should verify all important information about the business. Your CPA can check financial information like receivables, payables, and inventory. Your attorney can review loan documents, leases, and contracts. Your business valuation professional can analyze the competition, the industry, and the economic conditions. Use independent appraisers to value real estate and equipment. Get a credit report on the business through your CPA or banker. You can do some of the investigating yourself to save money, but do not cut too many corners – it may cost you in the long run.

Changing too much, too fast

Once you own the business, you will be tempted to start making wholesale changes from day one. You risk alienating long-time employees and customers. Unless the business is in bad financial condition and needs immediate action, its better to take some time to get to know the business, your employees, and your customers before making changes. This is a perfect time to solicit suggestions from employees and customers.

Buying a business because you like to do what the business does

One reason restaurants have a high failure rate is people buy or start them because they like to cook. Very few restaurant owners spend time cooking. Their time is spent managing staff, ordering supplies, doing paperwork, and handling daily crises. A small business owner must wear many hats – including that of manager.

Not being interested in the business’s product or service

I made the mistake of thinking that because I am a CPA and smart that I could own and operate any business. I bought a business that sold high-performance auto parts to young men who drove jacked-up, four-wheel drive pickup trucks and went to the drag races every weekend. I did not do either and never understood why anyone would. I could not relate to my customers and went out of business in about a year.

Conclusion

Buying a business is a complicated, emotional process. By avoiding these costly mistakes, you can prevent turning your dream into a nightmare.

Do I Really Need A Business License And Tax ID?

I've gotten quite a few emails recently from ebusiness owners who seem to think that just because their business is conducted online or from the comfort of home that the rules and regulations that govern brick and mortar businesses do not apply to them.

The ebusiness questions I get most often do not involve building websites or conducting ecommerce.

They are more what I call the "Do I Really Have To" line of questions, such as:

"Do I really have to get a business license?"

"Do I really have to get a tax ID number?"

"Do I really have to pay taxes on income from my website?"

Yes, yes, and yes.

Do I really have to get a business license? This is one requirement that many ebusiness entrepreneurs think they can skirt because they don't have a brick and mortar establishment.

Sorry Charlie. Operating an ebusiness out of your office or out of your home does not get you off the hook when it comes to licensing.

Depending on your location you may need a city and county license.

Luckily, such licenses are relatively easy to obtain and are not expensive. For local licensing requirements, contact your city or county government offices.

Home businesses are also subject to zoning laws that regulate how property can be used and may restrict various activities. You should check local zoning requirements and property covenants.

You can find this information at the court house or by calling your local license department.

Legalities aside, the best reason to get a business license is it allows you to set up a business bank account using what's called a DBA.

"DBA" stands for "doing business as."

A DBA is another name that you use in the operation of your business instead of your personal name. For example your name might be Joe Jones, but you might use "Jones Internet Services" as your business name. Having a business license will enable you to set up a business account and get checks printed with your business name, giving you that all important air of professionalism that many ebusinesses lack.

Do I really have to get a tax ID number? Online companies with a physical presence, or nexus, in a state are required to collect and report taxes on sales of taxable goods made to customers living within that same state.

For example, if your online business is based in California, you must collect and report sales tax derived from fellow Californians making purchases on your site.

For this reason you will be required to have a tax ID number if you're selling taxable goods (most services are not taxed).

Getting a tax ID number is usually a simple process of filling out a form and paying a nominal fee. You will file quarterly reports and remit any sales tax that is due.

One word of warning: many entrepreneurs have gotten themselves into deep trouble because they saw fit to spend the sales tax they had collected instead of sending it to Uncle Sam. This can mean death to your business and jail time for you. Many times this mistake is innocently made when a business owner comingles funds collected as sales tax with their normal business checking account.

Open a separate bank account and deposit sales tax monies into the account and do not touch it until the time comes to send the money in with the quarterly report.

Do I really have to pay taxes on income from my website? We've talked about this before and the answer is still the same: Just because your income is derived from an ebusiness does not mean that the income is not taxable.

It's not manna from Heaven. It's income so report it.

The point to remember is this: the "e" on the front of "e-business" does not stand for "exempt."

In the eyes of the law your ebusiness is susceptible to the same laws and regulations that govern the corner mom and pop, so make sure you conduct your business as such.

Continually Trying But Still Falling Short Of Your Business Goals?

Are you continually trying in the hope of earning the level of income you want from your Internet business activities? Is discouragement starting to creep into your thinking? Most people keep on trying in the hope of one day succeeding. However, you won’t succeed unless you address these two key factors. The first factor is "keep on trying". Some people do the same thing over and over again and never learn from the experience. It’s like continually running into a brick wall in the hope of eventually breaking through. Alternatively, they constantly join new affiliate programs or network marketing companies in the belief that this is the magic one to bring them riches. However, they never devote enough effort or attention to any one program to succeed in it. The second factor is "hope". For some people, they almost have a blind faith that they will succeed. Yet, they don’t understand what is involved in being successful. It’s almost as if they expect that one day circumstances will change and orders will flow in great abundance along with the profits. For me, the key to "trying until I succeed" is based on testing and tracking. It is like a circular process whereby an idea is implemented, the results are tracked and then evaluated, the idea is refined or modified based on what has been learnt, and the process starts all over again. If you aren’t earning what you want from your business, you have nothing to lose by applying this concept. First, look at what you are doing to promote your business. Are you using the same advertising you have always used? Do you know if it is working? Test a new headline and track the results. Test a new offer and see what happens to your sales. Only test one thing at a time so that you know what is causing any changes in your results. Once you have a good performing ad, use it as your benchmark against which all future tests are measured. The same concept can be applied to all your processes and procedures within your business. Make some changes and test whether they enable you to perform more efficiently and have more time to do the really important activities that generate revenue. Now let’s look at the second factor, "hope". I once read that genius is 1 percent inspiration and 99 percent perspiration. The same can be said of success. The 1 percent is in setting the goal and the 99 percent is working hard to achieve it. Success doesn’t just happen, it is created by sustained effort and continual learning. Hope certainly helps to sustain the effort required to succeed, but hope without effort is wasted. Success is based on many small wins that eventually lead to the big win. This understanding of what success really is helps the achievers do what needs to be done. It is applied to business through goal setting and planning. You set your goal and then determine what you need to do to achieve it. Most successful businesses utilize budgets and business plans as a formalized process of mapping out what is required to achieve the targets they have set. They then measure their results against these plans so that they know how well they are doing. This enables them to fine tune their plans to take into account new things they have learnt about their market-place and business. It also enables them to take corrective action before it is too late. To have the success you want in your business, plan how you are going to achieve it. Test the ideas you have and track the results. Use the knowledge gained to improve all aspects of your business. Be opening to learning opportunities so that you can adapt and modify your approach as circumstances change.

How Good Is Your Big Idea

Q: I want to start my own business. I have tons of business ideas that all sound great to me, but my husband is not so sure. He says that we need to figure out a way to test my ideas to pick the one that has the best chance of succeeding. I’m ready to just pick one and go for it. What is the best way to determine if a business idea really is as good as it sounds?
-- Hannah C.

A: Heather, I know you probably don’t want to hear this, but your husband is right (first time for everything, huh): before you just pick a business idea and go for it you should test the feasibility of your ideas to make sure they really are as good as you think they are.

Every business idea, no matter how good it sounds while bouncing around inside your head, should be put to the test before you invest time and money into its execution. Success lies not in what you think of your idea, but what the buying public will think. Many entrepreneurs find out too late that the public’s opinion of their idea differs greatly from their own. Wasted time and money aside, the last thing you want to do is hear “I told you so!” from your husband, so take a deep breath, slow down, and let’s look at the ways you can test the feasibility of your idea.

There are many ways to test an idea’s feasibility, though some ways are not nearly as effective or accurate than others. Most people start out by asking everyone they know what they think of their big idea. This is a good way to start the wheels turning because you may get feedback that you have not considered before, but be warned: this is NOT the best way to test the true feasibility of an idea. Never start a business simply based on what your friends and family think.

There are two things that will happen here. First, your mother will tell you what you want to hear and your best friends will be equally kind. No one who really cares for you will want to rain on your parade no matter how insane your parade might be, so take the wisdom you gain here with a hug and a grain of salt.

On the flip side, your coworkers and casual acquaintances will probably tell you the opposite of what they really think. If they think your idea stinks they’ll tell you it’s great and if they think your idea is great they’ll tell you it stinks. Please don’t preach to me about human kindness. Human kindness is often bested by human nature and we humans, by nature, are an envious lot. We hate to see anyone doing better than we are doing and we hate to see anyone who has the potential to leave us behind. Go watch the movie “Envy” and consider this: why would someone who is broke or stuck in dead-end job with no other prospects want to see you succeed? They wouldn’t. End of story.

Instead of conferring with friends and family you should run your idea past a number of neutral third parties who are knowledgeable about business and will give you an honest opinion. Contact the local Small Business Administration (SBA) or The Service Corps of Retired Executives (SCORE) offices and ask to speak with someone knowledgeable who has time to listen to your idea (don’t run it past the receptionist). Or speak with the small business liaison at the Chamber of Commerce. Or seek out a successful entrepreneur who is willing to listen and give you an honest opinion about your idea. Just remember, opinions are like belly buttons: everybody has one and they are all different.

A more accurate way to judge the feasibility of an idea is to create a SWOT analysis. SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. A SWOT analysis will not only help you gauge the feasibility of your idea, but also help you build on your idea’s strengths, identify and correct the weaknesses, and spot ways to take advantage of potential opportunities while avoiding potential threats.

Here’s how to perform a simple SWOT Analysis. On a piece of paper draw a vertical line down the center of the page. Then draw a horizontal line through the center of the vertical line. The paper is now divided into four quadrants. Label the upper left quadrant “Strengths.” Label the upper right quadrant “Weaknesses.” Label the lower left quadrant “Opportunities” and the lower right quadrant “Threats.”

Now fill in each quadrant based on what you see as the strengths, weaknesses, opportunities and threats of your business idea. You should repeat this process for every idea you have and each quadrant should have something written in. If you can think of no strengths, weaknesses, opportunities, and threats for a particular idea, that means that you do not have enough information to complete the SWOT analysis, which means you also do not have enough information to effectively execute that idea.

Strengths are those things that make your idea a strong one. Strengths can be personal or product-oriented and may include: prior business experience and success; sufficient funding to start the business; having a customer in hand; having a unique product or service to offer; having an established market; etc.

Next list all of the weaknesses of your idea. It is important that you are honest with yourself and list as many weaknesses as you can. Don’t pretend that your idea doesn’t have any weaknesses because every idea does. You will hurt no one but yourself if you pretend that your idea is bulletproof. Weaknesses might include: lack of capital to start the business; lack of business or management experience; a crowded market place; large competitors; etc.

Opportunities are those things that you can tap into that might fast track your business idea. We’ve talked about opportunities before and how smart entrepreneurs seek out new opportunities rather than waiting for opportunities to come to them. Opportunities might include: a potential partnership with someone who sells products in the same market; a prime storefront location that is coming available; a competitor going out of business, leaving a hole in the market that may be right for you; etc.

Threats are those things that threaten the success of your business idea. Threats might include: uncertain marketplace conditions; strong competitors in the market with lower prices; possible laws or taxes that may impact your idea; etc. Like weaknesses, it is vital that you are honest when it comes to identifying threats.

Once you have filled in all four quadrants, you should have enough information to begin testing the feasibility of your idea. Do the strengths of your idea outweigh the weaknesses or do the weaknesses outweigh the strengths? Are the opportunities available to you ample or nonexistent? Are the threats many or few?

With this information in hand, you can move on to the most accurate method of testing your idea and that is the creation of a detailed feasibility plan, which we will discuss next time.

Here’s to your success!

Delivering "The Right Stuff"

The following is an excerpt from the book Creating Competitive Advantage
by Jaynie L. Smith with William G. Flanagan
Published by Currency; April 2006;$19.95US/$26.95CAN; 0-385-51709-2
Copyright © 2006 Jaynie L. Smith and William G. Flanagan


Your customers, or would-be customers, need to be informed and reminded of what added values you provide them -- extras that can save them money, time, and aggravation. Yet too many business owners and managers can be ignorant of what those competitive advantages are. The seafood supplier didn’t communicate that he was selling fresher salmon with longer shelf life, and thus enhancing his customers’ bottom lines, until a competitor threatened his market share.

You could be providing a lot of extras to your customers without realizing how much you are actually saving them. Or, if you do not provide meaningful extras now, you might consider adopting them. They can be critical competitive advantages. Consider the following:

Terms. If you are a small or medium-size company up against a category killer, you might have flexible financing terms that the big guys can’t match. For example, a lumber company in the Northeast enjoyed a robust business with little substantial competition until Home Depot began to close in. One Home Depot box opened twenty miles away, and then another just ten miles down the road. Observers predicted that the lumber company would soon be bulldozed out of business.

Surely, it couldn’t compete on price, not against Home Depot's buying power. Lumber is lumber. So it concentrated on hitting Home Depot where it was vulnerable. It offered more -- flexible credit arrangements for its most important customers -- small contractors who often lack lines of credit from banks. The lumber company didn’t have to drop its prices to stay in business. It adopted new competitive advantages.

Guarantees. It is common for attendees at my seminars to tell me that their companies are “the only ones in our industry offering multi-year guarantees” on their products. But when I ask if they make a big deal about the guarantee to prospective buyers, most admit they do not.

The reason is usually the same: “If we emphasize the guarantee, too many customers may take advantage of it.”

That’s a pretty lame excuse. Either you offer a guarantee or you don’t. If you are confident enough in the product to guarantee it in the first place, make a selling point of it. Statistics show that a very small percentage of customers in any business actually use the guarantee. But the guarantee takes a lot of risk out of the buying decision and clinches a lot of deals.

Inventory turns. One of my favorite stories about inventory turns involves a clothing manufacturer who sold women’s clothes to boutiques around the country. When I asked him what differentiated him from his competitors, he said he thought his clothes were “wearable.”

“As opposed to what?” I asked, trying not to laugh. He began to talk about design, fabric, cut, and so on. When I queried what his competitors we're saying, he shrugged and said, “I suppose the same thing . . . but I know my stuff sells much better.”

I asked him what his customer, the boutique owner, cares about most. “Whether or not it sells,” he said. So I asked if his shop owners measured inventory turns. He answered that some did, some did not. I suggested that he teach them how to measure inventory turns and then he could prove to the shop owners his clothes sold better. My point was that he should stop selling “wearable clothes” like everyone else and start selling inventory turns. Moving the goods is what matters.

Note: Be sure you can back up your boast. Your buyers will know soon enough if you can’t. As with any competitive advantage you claim, make sure you deliver.

Materials. One client in the home-improvement business who sold siding knew his product was “stronger and better” because of the materials he used. But he didn’t know how to convey that without sounding biased and subjective. Upon asking his employees a series of questions I learned from one of his engineers that the company’s product has a higher wind load rating than any competitive product. In many geographic markets, the higher load rating influences buying decisions. So if your materials are stronger and provide customers with a benefit, shout about it in a way that is measurable.

Delivery. If you provide the same product as your competitors but you offer better delivery service, you have a competitive advantage. But how important is it? The Compleat Company, which sells promotional products, decided to find out. The Seattle-based company polled its customers about the importance of its on-time delivery. It found that its customers not only valued that service highly, they had a pretty low tolerance for being late.

Eighty-eight percent of its customers defined “on-time delivery” as being on schedule 97 percent of the time or better. Only 4 percent of its customers would accept an on-schedule rate of less than 93 percent. A manager from Compleat told me that the company is now focusing its energy and resources to make sure it meets that expectation. When Compleat’s customers want their deliveries, they will get them.

Information. In business as in war, intelligence can be priceless. In Business @ the Speed of Thought (Warner, 1999), Bill Gates writes: “The most meaningful way to differentiate your company from your competition, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage, and use information will determine whether you win or lose.”

Knowing what your competitors are doing, and keeping up with trends in your industry, are basic forms of intelligence, and essential if you are going to run a successful business. So is listening to your customers. (Your own and your competitors’.)

The more competitive the business you are in, the more important the role of intelligence. You can’t afford to get caught flat footed if, say, a labor strike shuts off deliveries of critically needed material. Or if commodity prices suddenly spike or drop. Or consumer confidence sinks. Or if new products being developed by your competitors threaten your markets.

No matter what business you are in, failing to keep a weather eye on changes in your industry can be fatal. A lot of this “intelligence” is hardly proprietary. It simply amounts to smart business practices born out of experience. If you are a B-to-B supplier who sells to retailers, your customers’ success determines how well you do, too. Your experience can help your clients avoid common mistakes.

Small and medium-size businesses are often in the dark about key developments in their industries. They lack the time, money, and expertise to gather and evaluate that information. But that doesn’t mean it isn’t important. Consider the prices they pay for the goods or services they buy. Advance word of radical price shifts, or new products that will make others obsolete, can save them from missing a buying opportunity, or from laying in inventory that will soon become obsolete.

Keeping your customers informed of trends can only make them healthier, and in turn create more business for you. Word of mouth from your sales force is one time-honored way to accomplish this. But in this age of the Internet there are other effective ways, too, from e-mail to Web sites that keep clients posted on prices and other industry developments.

One of my former clients, the Institute for Trend Research, in Concord, New Hampshire, analyzes market and economic trends and makes accurate predictions as to when those trends will change. Its business is its forecasting expertise in a wide range of sectors, from industrial construction and agricultural market movement to interest rates, commodity prices, and inflation.

Subscribers to the company’s publication EcoTrends get an important bonus: a discount on EcoCharts. EcoCharts, using raw data that the subscribers provide themselves, tells them which indicators included in EcoTrends correlate best to their specific businesses. ITR has defined four phases of economic movement; if the trends that affect your industry are in Phase C, then you are expecting a downturn. Your actions might include a reduction in inventory and training, an avoidance of long-term purchase commitments, and deeper concentration on your cash and balance sheet. On the other hand, during Phase B, an upward trend, you would accelerate training, increase prices, consider outside manufacturing, and open distribution centers. This kind of information can provide companies with powerful competitive advantages.

Training. Many large companies offer specialized training for their customers, free or at cost, so they can run their business better. McDonald’s runs its own academy for new franchise owners, for example, so they can learn to avoid common pitfalls and maximize the return on their investments. The company draws on the experiences of thousands of other franchise owners and shares that knowledge, because it is vital to their own business. I often recommend to clients that if they invest heavily in training they should make a competitive point of it. For example, “We invest half a million dollars each year training our employees” or “. . . training our customers.”

Excerpted from Creating Competitive Advantage by Jaynie L. Smith with William G. Flanagan Copyright © 2006 by Jaynie L. Smith with William G. Flanagan. Excerpted by permission of Currency, a division of Random House, Inc. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.

Author
Jaynie L. Smith is the founder of ICS Marketing and president of Smart Advantage, Inc., a management consultancy whose clients include hundreds of middle-market businesses. She also serves as the Florida chair for The Executive Committee (TEC), an international organization of over 11,000 CEOs. She resides in Hollywood, Florida. Visit her website at  www.smartadvantage.com .

Crazy Like a Fox, Persuasive Like a Weasel

In earlier articles we wrote about the power of using hidden commands in normal conversation to increase sales, convince others to do omething or to accept your ideas.  This is often done by separating out a simple command or suggestion by pausing, stating the command in a different tone of voice, then resuming normal conversation.

For example, when selling a car you might say, “This car gets 30 miles per gallon on the highway, which you’ll notice when you (pause) take it for a test drive.  You’ll also notice that ….

Another way to insert a command into conversation is to use what are called Weasel Words.  These phrases are based on the one of the techniques used by  Milton Erickson, who was one of the foremost hypnotists of the last century.   Erickson had a way of talking people into trance without giving any direct commands to close their eyes or relax.  Instead he would just sort of talk around the idea of going into trance and people would naturally do it.

These Ericksonian Phrases are also known as Weasel Words because they allow  you to weasel in a command without it being so direct or authoritarian.    For example, you might say to someone, “Consider why you want to do this.”

With some people, giving a command can create a great deal of resistance.  A percentage of them just do not like to take orders so they won’t respond to direct suggestion.

But what if your were to say, “I’m not entirely sure how well you can consider why you want to do this.”  Here, you’re not trying to force them to consider why.  You’re just asking them how well they might be able to consider why.

Now, in considering and interpreting that statement the mind has to actually consider why they want to do this, to some degree.  When you use Weasel Words  the listener does not have something to object to. In order to employ these phrases you first determine your outcome.

In a hypnosis setting, one outcome would be for the client to relax.  You might say, “A friend once told me, you know, it’s entirely possible to just get relaxed.”  You’re not telling the client to relax.  You’re just repeating what a friend once said.

If you’re selling computers, you might say something like, “I wonder if now is the time that you might buy this computer.  There are hundreds of Ericksonian Phrases that can be used for just about any outcome.  Here are a few below.  You can probably come up with your many of your own.

WEASEL WORDS

After you come to … After you’ve … As a whole new way of thinking opens up … All that really matters … All that’s really important … Allowing yourself to just naturally … And as that occurs, you really can’t help but notice … And I’d like to have you discover … And then, now you’ll discover … And you can be pleased …. And you can really use it … And you can wonder … And you will be surprised at … Give yourself the opportunity to see if … I wonder if you’ll be pleased to notice … I wonder if you’ll be reminded … I wonder if you’ll be surprised to discover that … In all probability … If you could … It is easy, isn’t it … Perhaps you wouldn’t mind noticing … So now’s the time …

Boost Your Profits Instantly With Your Own Credit Card Reader Writer

With the increase of home-based and new, independent businesses being introduced, the need for obtaining a credit card reader / writer is also growing. The modern credit card readers and writers have in large quantities replaced the old style readers. Who remembers the old-fashioned type of credit card readers where the merchant had to put the credit card on top of the layered paper receipt with all of its carbon copies in the placeholder and slide the plastic arm over the card and receipt with one swoop? Many times that swoop had to be repeated over and over because the ink didn’t take to all of the copies the first, or even second time. You will probably still encounter these portable readers at street fairs and flea markets that have a multitude of individual vendors because the old style card readers don’t require any electricity. Nowadays, it is much faster and easier to process credit card payments and in most any retail shop, restaurant or service business, you will swipe your card through the new type of technologically-advanced electronic credit card reader / writer machines.

If you are in need of a credit card reader / writer for your business, beware because there are a lot of companies out there offering ‘free’ credit card readers / writers that are based on really unethical contracts. Those contacts will bind you to the card processing company for long periods of time even if you are unhappy with their service. The person or company who ‘gave’ you that free machine is now out of loop so don’t bother going to them for help. Before you obtain a credit card reader / writer for your business, make sure to do your research. Look for reputable companies with a long customer service history so that you don’t have to deal with any headaches resulting from making an uninformed business decision.

Now that you have the information you need to make a wise choice and move forward in purchasing a credit card reader / writer, do an internet search and check out several different sellers. A couple of good websites for you to do your investigating with are www.discountcreditcardmachine.com and www.buyerzone.com. And remember, always be sure to carefully read the specifics of the offers, pricing and contractual requirements of the various merchants you find. By doing some comparative research, you will then be able to select a dependable vendor.

Find Hidden Money for Your Business Through Revenue Recovery

If you're searching for ways to increase your bottom line, starting a new venture or going after a new business opportunity might not be the answer. Your small business could have hidden money through overcharges that you're not aware of - and revenue recovery may be the answer.

Did you know that businesses lose approximately $250 billion per year through inefficient billing systems and practices? More than 80% of all businesses are overcharged annually without their knowledge! Your home business or small business could very well be within this percentage.

Don't become a victim of poor business management. Good business economics comes from smart management. Knowing about overcharges and how to prevent them will greatly improve your business finance management today and for the future.

What are Overcharges?

Overcharges are additional charges that you may have paid unawares on certain types of bills. These "additional" charges are often accounting or typing mistakes, hidden fees that you were not informed about, or even fees tacked onto bills by a dishonest company. There are many types of overcharges. Here are just a few that are common with businesses.

Workers Comp Overcharges

If you have workers compensation issues at your workplace, then you may also have mistakes that are costing you money each year. These mistakes are often discovered in payrolls, experience modifications, classifications, or NCCI rules applications. There may also be insurance company overcharges. These "mistakes" can cost your company thousands of dollars per year if not caught in time.

Telecom Overcharges

Some studies show that almost 80% of telephone bills contain errors that cost American businesses millions of dollars per year. Telecom overcharges have become a major problem because of the variety of telecom services offered today. Many corporate businesses and franchises must keep up with long distance calling and toll-free calls, cell phones, answering services, telemarketers, and customer service calls. It's no wonder telecom overcharges are so common.

Telephone bills have become so complicated to read that many ignore the details and just write a check for the bill! What's the result? Businesses lose hard-earned money.

Income Tax Overcharges

Businesses can also lose money through income tax overpayments. This can occur whether it's an individual who owns a small home-based business or a small business owner with 5 to 100 employees. The IRS rules change almost every year, so keeping up with income taxes can be a difficult task - even for a financial consultant or accountant!

Tax overcharges can and do occur every year for individuals and business owners. What many don't realize is that these overcharges can turn into hefty refunds if submitted to the IRS as amended tax returns. Your business could have tax overcharges waiting to be claimed!

Rent, Leases and Utilities

Other areas where overcharges can occur are with business offices or building rent, leases, or utilities. In cases where the landlord includes utilities with your rent or lease agreement, he may be getting a discount on utilities, but charging you, the tenant, full price. Therefore, you might possibly negotiate a better rate if this is found to be true. This could result in tremendous savings every month for your business.

Revenue Recovery Solutions

There are many ways to investigate and recover lost revenue; however, it can be very time-consuming to audit all of your business information and bills each month. Luckily, there are many companies such as AmCorp Management that specialize in revenue recovery. They keep up with business news and investigate your bills for you to find overcharges and recover them for you. They provide business services that save you time so you can test new business ideas and possibly increase your bottom line each year through revenue recovery.

Consider revenue recovery to be a lifesaver, not a waste of time. You might be surprised at the money that has been hidden in overcharges year after year.

Don't Be Afraid To Give Problem Customers The Boot

Q: In a recent column you made the point that the customer is always right, which I agree with. However, in the same column you also said that it is sometimes necessary give problem customers the boot. If the customer is always right, at what point do you think they become so problematic that you should stop doing business with them?
-- Gary M.

A: That column brought a number of emails similar to yours, Gary, requesting that I clarify the line between "the customer is always right" and "sometimes you have to give a customer the boot." Here's the bottom line: if you, as a business owner or service provider, are willing to take a customer's money in exchange for providing him with goods or services, then the customer has what I call "the right of expectation." This means that the customer has the right to expect you to deliver everything promised in the transaction between you. For example, if you own a restaurant the customer has the right to expect that their meal will be prepared and served to their satisfaction. If you are a dry cleaner the customer has the right to expect that you will launder their clothes without returning them in shreds. If are hired to perform a service the customer has the right to expect that the service will be provided to their satisfaction within the terms of the defined task.

As the business owner, it is your responsibility to meet the customer's expectations and provide good customer service. Even if your business does not involve a formal contract that spells out to the letter what should be expected, there is generally a clear understanding of what the customer expects and what you are willing to deliver. If you back peddle on your end of the bargain, let's say by serving a bad meal or losing a customer's laundry and refusing to make things right, then you are guilty of not meeting the expectations of your customer and thereby are guilty of providing bad customer service.

Unfortunately not every entrepreneur puts emphasis on delivering good customer service. They are in it for the money and damn the customer if they have a problem. Such entrepreneurs were the topic of the column you mentioned, the point of which was, if you make a habit of not meeting your customer's expectations, you will not be in business for long.

Now let's look at the flipside. Just as the customer has the right to expect that he will get his money's worth when doing business with you, you have the right to expect that your customer will not demand things that are beyond the scope of realistic expectations (or the contract). If a customer orders hamburger, he shouldn't expect it to taste like steak unless you have advertised it as such. If a customer brings you a cotton shirt to launder he should not expect a silk shirt in return. It's when the customer's expectations get out of sync with what should realistically be expected that you will have problems.

We have all had customers who expected far more than was their due: customers who were unreasonable, overly-demanding, condescending, hard to please and sometimes, even dishonest in their dealings with you. When a customer's reasonable expectations become unreasonable demands you must decide whether or not that customer is doing more harm to your business than good.

So here is the line in the sand between the "customer is always right" and "sometimes you have to give the customer the boot" - if a customer crosses the line from being an asset to being a detriment to your business, you should consider giving that customer the boot.

This is easier said than done if that customer constitutes a large chunk of your revenue, but even then you have to consider what your business might be like if that problem customer was not in the picture. Would the time you spend dealing with the problem customer be better spent on sales calls that might expand your client base and grow your business (a business that is dependent on one client is a house of cards)? Would your employees be happier not having to deal with this customer? Would you sleep better nights knowing that you don't have a dozen phone messages from him on your desk every morning?

The easiest way to decide how much trouble a customer is worth is to look at the amount of revenue this customer brings in versus the time and expense of meeting his expectations. If this customer pays you $1,000 a month, but costs you $2,000 in time spent keeping them happy, this customer is actually costing you money. Just a handful of these kinds of customers will put you out of business fast..

For example, I once had a client whose business was worth several thousand dollars a year to my software company's bottom line. However, this client proved to be problematic from the second the contract was signed. He and his employees called our office ten times a day and dominated my tech support team's time with IT problems that were not even related to the service we were contracted to provide. It got so bad that my employees cringed every time the phone rang because they were afraid it was this client calling again.

When the time came to renew this client's contract it wasn't hard for me to decide to give him the boot. I simply did the math. This client had added thousands of dollars to my company's bottom line, but had cost me at least that much in handholding and support, not to mention the mental anguish he had caused my employees. I opted not to renew the contract and politely invited the client to take his business elsewhere.

The perfect customer relationship is win/win, meaning that your customer benefits from your product or service and your company prospers by delivering the product or service. The relationship must be built on mutual respect and honest intention. It is when the relationship becomes win/lose that you must be ready to take action. If the customer thinks he can hold you over a barrel and get more out of you than he has paid for, the relationship and your business suffer for it.

Look, you don't need me to hit you in the head with a stupid stick on this one. You know who your problem customers are and you know that you will eventually have to deal with them. You have to consider the value of every customer in the long run, not just their value today.

Is the customer making demands that are beyond the scope of what should be reasonably expected? If the customer constantly demands more than they are entitled to and gets angry when you refuse to comply, consider giving them the boot.

Is the customer taking advantage of your good graces? Some customers may mistake your willingness to please for weakness and try to wring more out of your relationship than they should. If the customer has a record of trying to take advantage of you and plays every angle to get more from you than they deserve, consider giving them the boot.

Is this customer a threat to your reputation? Let's face it; there is nothing more harmful to your reputation than a dissatisfied customer with a big mouth. And it does not matter who is at fault in the disagreement, a disgruntled customer is going to bad mouth you in the end - especially if they were at fault. If you suspect a customer might be the sort to one day air dirty laundry in public, consider giving them the boot.

Does the customer pay in a timely manner? If you have a customer that is consistently 90 to 120 days late in paying even when your contract clearly outlines your payment terms to be otherwise, it may be indicative of other problems to come. If you feel the client is a payment risk, consider giving them the boot.

What's the best way to avoid a customer booting? The best answer is to have a contract that clearly spells out the specifics of the relationship. The contracts I use in my various businesses clearly define the services to be provided, the cost of those services, and the timeline and terms under which those services will be rendered. If there is a deviation from the contract, we write an addendum that details any changes and their effect on the contract. Do I still have to give some customers the boot? You bet, but not very often. It's hard for a customer to cry foul when everything is there in black and white right above his signature.

What if your business doesn't use contracts? Then hang a poster in your shop or have a hand-out that clearly defines what your customer can expect from your business and then deliver what you promise. If you have a poster or hand-out that clearly outlines your services, your rates, scheduling, return policy, etc., there should be very little that the customer can complain about.

I know, famous last words.

Get The Fundamentals Right

To succeed in business on the Internet, or in the off-line world, requires an understanding of the fundamentals of business and using them to your advantage. In this article, I will outline what I consider the fundamentals of business success are.

Believe in Your Product or Service

First, you need to believe in your product or service. If you don't believe in it, you will have a great deal of difficulty selling your product or service to other people. You also need to have confidence in your ability to provide and promote your product or service. An old saying sums this up best by stating: "All things are possible to he who believes".

Aptitude for the Business

Secondly, you need to have an aptitude for the business. You will also need the motivation to acquire at the very least basic skills and experience before you start your business. If you were to set yourself up as a web designer but did not have any skills or training in this area, then you will almost certainly fail. However, if you are employed as a bookkeeper and you enjoy the job, then setting up your own bookkeeping service would be a sensible choice with a greater chance of success.

Be Responsible

Thirdly, you need to be responsible to your customers. This is achieved by only making commitments you can keep and by not engaging in misleading or dishonest advertising. If you want to build long-term success in your business, then you need to develop long-term satisfied customers. When their needs are being satisfied, customers are at their happiest.

Aim for High Quality

The next principle is that you need to have a high quality product or service. This will be your best advertisement. Inferior quality products usually generate poor customer satisfaction. A dissatisfied customer can be very dangerous for your business. Usually they tell on average about fourteen other people who will then be disinclined to buy your product or service based on the experience of that one dissatisfied person. Therefore, always aim for a top quality product or service.

Make a Profit

However, it is not enough to have a top quality product or service. You also need to have a product or service that will generate enough income to cover all your business expenses and give you a satisfactory wage. A friend of mine once said that business is only about two things: satisfying customers and making a profit. A simple statement but very true.

Sufficient Start-up Capital

You also need to have access to enough cash to set up and run your business, and enough income to meet your private expenses during the start-up phase. A major problem with many home and small businesses is that they fail to have enough money available to ensure their success. There is nothing more discouraging than having a great idea, getting it started on a shoestring, not being able to expand due to cash shortages and seeing a competitor come along and steal your market.

Start Small

Another fundamental principle of home business success is that you start small. This will enable you to minimize your overheads until you are confident of your success in the marketplace. For many of you, this would mean starting part-time while retaining your full-time income source. When you can, expand your business into a full-time venture. This is a great way of minimizing the risk of failure.

Be Well Organized

Successful businesses are well organized. They have a system for keeping track of expenditure and earnings. This level of organization in your business will help to ensure that you are providing your customers or clients with a top quality product or service. It will also ensure that you have enough information available to maximize your profitability and to satisfy your legal requirements for record keeping.

Be Prepared

Preparation is another key ingredient in your business success. This preparation will include being aware of the regulations and laws affecting small and home business. Armed with this knowledge, you should not have any nasty surprises from unintentional violations of the law.

Have a Business Plan

Finally, successful businesses have developed a comprehensive business plan. This is their road map to success. It tells them where they are going and how they are going to get there. There are a number of good resources about business planning on the Internet. Here are some:
http://www.bplans.com
http://www.businesstown.com/planning/creating.asp
http://www.bizplanit.com/vplan.htm

Conclusion

It has been said that genius is one percent inspiration and ninety-nine percent perspiration. The same can be said about business success. Without having the fundamentals in place, a great business idea will usually fail. Set yourself up for success by considering each of the points raised in this article.

A Simple Sales Strategy: Define What Selling Is!

How do you define selling? A lot of people think of selling as persuading/convincing people to buy things they may or may not want or need. To some, selling is all about closing a deal. Thinking of selling like this is not very empowering to you. Frankly, if you have this perspective on selling, it's no wonder if you hate it. I would too!

So what perspective can you take about selling that will make it enjoyable, exciting and something you look forward to? Sounds like a bit of a tall order doesn't it? Read on.

Hopefully by now, you have made the list of all the problems that you can solve for your target market. You're going to be surprised how long that list grows over time. So really, if you look at your list and you think about it, you are a master problem solver. What you're really doing is helping people. Correct?

So try on this perspective about what selling is: Selling is helping people. Selling is serving. Selling is a process of identifying and solving people's problems.

See, feel and know that selling is serving. This will cause a big shift for you. With this perspective, you will really become passionate about wanting to help people. Find this passion and let it shine through.

It is your purpose, your moral obligation, to have as many sales conversations with people as you can so you can help as many people as possible. If you're not having these types of sales conversations, you are holding back the gift you have to offer the world. You owe it to people to be there for them with your expertise and wisdom.

Next time you're talking to a potential client, think about how you can help them, how you can serve them. Forget about trying to sell them something. If what you have to offer does solve their problems, and you facilitate the conversation using the strategies we are covering, people will sell themselves and will subsequently buy from you.

If you have a perspective on selling which is one of service and helping people, how do you think the people you're talking to will feel? Think about this: people hate to be sold. The minute they feel they're being sold, they often want to get away - fast. Don't you? On the other hand, if they feel you are sincerely trying to help them solve their problems, they will relax and open up to you.

If you have a perspective on selling which is one of service and helping people, how do you think you will feel? Does energized, excited, relaxed, and natural come to mind?

This perspective is simple but powerful and very attract-tive to clients.

(c) 2005, Tessa Stowe, Sales Conversation. You are welcome to "reprint" this article online as long as it remains complete and unaltered (including the "about the author" info at the end) and all links are made live.

Failing To Plan Your Business Financing Can Be A Death Sentence For Your Business

Most businesses start out thinking the first thing they need is a great business plan. The popular myth is that potential lenders will place great stock in your business plan as a major consideration for approving the financing you need.

While a well written business plan will assist you when you are seeking financing, it is far down on the lender’s list behind things such as your business management team’s experience, your past business successes and your “lending character “. Having a plan for accessing the business capital you need to execute your business plan is what is required to bring your business success. Not having a viable business financing plan is the direct cause of why 90% of all new businesses fail.

Your lending character means the lender sees you having the ability and stability to repay the loan. They also ask how far they believe you can take the business to maximize the potential earnings and therefore their chances of getting repaid.

The first thing a lender is going to look at is how did you structure the business and were you responsible and knowledgeable in that. Are you Incorporated or an LLC? If not you are declined for a business loan and everything becomes based solely on you as an individual. Did you do your EIN, State, business licenses and bank filings correctly? If not, you are declined because lender’s require attention to detail.

A simple business credit report check by a lender will quickly show whether or not you are even in the ballpark for getting approved for financing. If the lender finds that you haven’t bothered to insure that your business has active reports with all three major business credit reporting agencies, then of course you are immediately declined.

Next, the lender will look at the character of your business credit reports. What do they say about your business? What kind of payment histories have you had with debts that are easy to get such as vendor trade lines, small business credit cards, equipment leases, etc? If your business has no credit history or very minimal history then no lender will even consider your business for a larger loan when you have no track record of paying smaller debts.

If you pass these simple tests, now a lender will get to the heart of you business loan application and it is only at this point that you even get the opportunity to present your funding request. Unfortunately as high as 90% of all business loan applications never get to this point, because most business owners never take the time to complete the initial steps.

So you have made it this far, The next question you need to ask is what is a lender going to want to see? Debt service! Here is where the lender finally looks at your business plan (or at least the financial pat of it) to determine if your business can debt service the loan. To make this determination a lender will test the reality of your numbers. Basically this means do your numbers add up and do they make sense.

If you don’t know anything about accounting you had better get help. When a lender looks at your projected financial statement and finds simple accounting errors, then in most cases you will again be declined. They don’t want to lend money to someone who cannot produce a simple proof and loss statement; or someone that can’t balance a balance sheet. There is a lot of help out there, get some.

Next, a lender will look at the market niche section of your business plan. While most business owners think that this is the place that sets them apart from the competition, it actually is the part where lenders will compare you to your competition. Here is where lenders must see that you have done you market research. Can the revenue claims that you are making in your financial projections be backed up by the actual market demographics for your specific business industry, location, customer base, etc.? It essentially comes down to the need for your product or service.

All of this can seem overwhelming and in truth it can be. It is the reason that 97% of all business loan applications get declined. The overriding reason is that business owners are not taught this in school and typically only gain this knowledge through years of brutal experience that normally includes having one or two failed businesses under their belts.

This will give you plenty of information to get you started on putting together a business funding request. In my next article I will cover some of the other aspects of your business plan. For a full version of an excellent business funding guide do a search on Google, Yahoo, or MSN for "Business Funding Workbook".

10 Financial Yardsticks for Your Small Business

Time and again, accountants and consultants who specialise in small businesses say that such enterprises don't pay enough attention to cash flow. That's the measure of how much money you really have in the business.

Be Wary of Big Contracts

"Small entrepreneurs wind up taking big orders that get them in trouble," says Ronald Lowy, who heads a college business administration department. "They want the big contract, but they're not getting enough money at the front end of it and they don't have the cash reserves to pay workers and other bills while they're waiting to get paid themselves. They might show a profit on an accrual basis, but from a cash-flow standpoint, they don't."

Judith Dacey, a certified public accountant, calls a cash-flow statement "probably the most important thing in telling you if your business is on or off target." As an example she describes how board members of a non-profit group were not examining their cash-flow statements.

"They were hiring people and spending money on membership campaigns, and doing all of these things based on money they thought they had from looking at the profit-and-loss (P&L) statements," Dacey says. "They didn't realise that the profit-and-loss statement was an accrual statement, which basically means you are including paper promises of payments to come, not money that you have in the bank."

The non-profit board became aware of the difficulty only when the organisation bounced a check. Employees had to be laid off, and belts were tightened. "That could have been avoided if they'd seen the cash-flow statements," Dacey says. "A cash-flow statement tells you here's the cash that has actually come in and that you can work with."

A statement of cash flow starts with the bottom of your profit and loss statement — the line that shows your net income. Several adjustments are made to that number. The details are a little complex but a good accounting program that does a P&L and a balance sheet will also calculate this statement for you.

Tracking the Big 10

If you've established a way to track cash flow, then you can go on to organise and track 10 financials for your business. That's a big list, but don't panic: As with profit and loss statements, you can take advantage of software programs to automate tracking for many of the following:

• Your Assets

Tracking your equipment, furniture, real estate and other holdings should be easy. But to have a true idea of the value of your business, you also have to track changes in the value of those assets. More than one small business has found itself located on a piece of land that's worth more than the business itself. Similarly, you also will want to track the declining value of assets such as computers and office furniture.

• Your Liabilities

On the face of it, this is easy — liabilities are what you owe. But what you owe isn't always as obvious as a bill from your landlord. Payroll taxes are a liability that depend on the size of your payroll. Loans are a clear liability, but in repaying them you'll want to be able to track how much of a payment is applied against principal and interest.

•What does it Cost You to Produce What You Sell?

If you're buying a finished item for resale, this is relatively easy. It's trickier if you have to calculate all the factors, such as labour, that go into manufacturing a product.

•What's it Costing You to Sell What You Sell?

Advertising, marketing, labour, storage and the catch-all category of overhead — it's useful to know how much it costs you to get a product sold as well as what it costs you to create it.

•What's Your Gross Profit Margin?

This is calculated by dividing your total sales into your gross profit. If your gross profit margin is staying consistent or trending upward, you're probably on track.

Being able to track a declining margin can give you a heads-up that you must adjust your prices or your costs. In the worst cases your gross profit and profit margin disappear altogether. At that point, you'll be like the fellow who lost money on every sale but figured he could make it up in volume. Don't do it.

•What's Your Debt-to-asset Ratio?

This ratio can let you know how much of the stuff you have in your company is actually owned by someone else — your lender. Having this ratio climb can be a bad sign. It can happen as part of a major expansion, but it can also indicate that you're getting in over your head.

•What's the Value of Your Accounts Receivable?

This is the money you are owed. If accounts receivable are on the rise, you may be getting a warning that the folks you sell to are starting to stumble.

•What's Your Average Collection Time on Accounts Receivable?

This is probably one of the most aggravating pieces of information for cash-strapped businesses, because it tells you how many days you're acting as 'banker' for the people who owe you money.

•What Are Your Accounts Payable?

The flip side of accounts receivable. An increase in your accounts payable may merely reflect a larger amount of purchases overall. But an increase that hasn't been planned or managed can be an internal warning that your company's financial strength is waning.

•What's Happening With Your Inventory?

There are occasions, even in this just-in-time business world, when building up a significant inventory can be a good thing.

If prices for items you sell or use in production are relatively low, putting some of your money into inventory may make sense.

Being able to track your inventory can tell you whether business is increasing or slowing down. It also tells you how much money is tied up in this unproductive asset.

Knowing what's up with your cash flow is essential to your business. But sometimes the figures can be difficult to understand. Don't ever be afraid to turn to professionals for some help.

7 Ways to keep Customers Coming Back to Your Site

You've built a website. Wonderful! The next question to ask is this: Once you get a visitor's attention, how can you bring them back?



Of course, you don't want every visitor returning, but rather customers and potential customers. Articles and other content published on your site should be relevant, interesting and well written. Unique content will give your site a better chance of reaching targeted visitors through search engines.



Here are seven ways to keep customers coming back to your website:




1. Run short-term specials. Internet users love a bargain, and sales are a sure way to capture attention. Use short sales periods to motivate people to act — giving them three months to make a decision will just help them avoid making the decision to buy. Let users know that the items on offer are always changing to encourage them to visit your site regularly. And get creative with your specials. For example, consider giving away a free gift rather than just cutting the price.



2. Make your site topical. Internet users often look online to learn more about interesting topics in the news. Creating a link between your business and a hot news story can be a great way to attract visitors to your site. This is a common tactic used by public relations firms to get media coverage, and could work equally well for you.



3. Update information regularly. Why would a user want to return to a website that rarely changes? Keeping your information up-to-date sends a message to visitors that your company is current and serious about doing business.



4. Hold a competition. This is a great way to get visitors excited about your website and what you do. Consider asking users for feedback, so that it doubles as a market research tool. Prizes don't need to be extravagant, but should be fun and appropriate for your target market.



5. Send out an e-mail newsletter. This popular promotional tactic is an effective one. Don't expect to build a list of thousands of subscribers, but focus instead on building a high quality list of targeted readers. When sending a newsletter, keep it short and informative. Promotions are expected, but don't overdo it.



6. Join niche e-mail groups. If you have the time, participating in a targeted e-mail list is a great way to connect with potential customers and keep reminding them about your business. Participation in a group works best when your company services a niche market. For example, the owner of a pet store might join a mailing list for pet owners. By participating as an expert, the storeowner is able to promote his business to a community of prospective clients.



7. Know your customers. An understanding of the needs and goals of your clients is the best way to ensure that your marketing efforts are effective. Statistics and tracking reports will help you gauge the interests of visitors to your website. Website usage statistics will help you understand how people come to your site, and what they do once they have arrived. Are they finding what they want, or do certain pages on your site trigger them to leave? Was the contest you ran successful? This understanding will help you hone your online marketing efforts.

7 Signs of an Entrepreneur

Do you have the right personality type to successfully run your own business?

It takes an entrepreneurial fire in your belly to start a business and make it succeed. Not everyone has it.

How do you know if you have what it takes to start a business? There's really no way to know for sure. But I do find things in common among the emotional and family fabric of people ready to consider an entrepreneurial venture.

You don't have to fit all seven of these categories to be a good candidate for entrepreneurship. But it probably wouldn't hurt. In general, the more you have in common with these characteristics, the closer you probably are to being ready to try going out on your own.

1. You come from a line of people who couldn't work for someone else. I don't mean that in a negative way. People who are successful at establishing their own business tend to have had parents who worked for themselves. It's usually easier to get a job with a company than to start your own business; people who strike out on their own often have the direct example of a parent to look to.

2.You're a lousy employee. No need to sugar-coat this one. People who start their own businesses tend to have been fired from or quit more than one job. I'm not saying you were laid off for lack of work or moved from one job to a better-paying one. You were asked to leave, or you quit before they could fire you. Think of it as the marketplace telling you that the only person who can effectively motivate and manage you is yourself.

3.You see more than one definition of "job security." I am truly envious of the few people I know who have stayed with one employer for 25 or 30 years. They look very secure. But how many people do you know who are able to stay with one company for that long? In a rapidly changing economy, job security can be frighteningly fleeting.

4. You've gone as far as you can go, or you're not going anywhere at all. Sometimes the motivation to start a new venture comes from having reached the top of the pile where you are, looking around, and saying, "What's next?" Early success can be wonderful, but early retirement can sometimes drive energetic and motivated people totally crazy.

5. You've done the market research already. Don't even talk to me about your great business idea if you haven't put the time into figuring out if there's a market for your product or service. As the people behind any number of failed Internet ventures will tell you, "cool" doesn't necessarily translate into "profitable." Don't bother building it if you haven't figured out whether there's a good chance the customers will come.

6. You've got the support of your family. Starting a business is stressful under the best of circumstances. Trying to do it without the support of your spouse or other significant family members or friends would probably be unbearable.

7. You know you cannot do it alone. You might excel at promoting a business. Maybe you love running the financial end of the enterprise. You could be someone who starts a business because you have unique creative or technical know-how to create a product.

Any of the above is possible, but it's unlikely that you are going to excel at all of these tasks — or at all of the tasks involved in running any business. Forget all that doing it alone stuff. You are going to need some help sometime.

The willingness to get that help — having employees, partners or consultants for those areas in which you are not an expert — is one indicator of likely future success. "No successful entrepreneur has ever succeeded alone," development consultant Ernesto Sirolli writes in "Ripples From the Zambezi." "The person who is most capable of enlisting the support of others is the most likely to succeed."

6 Ways To Fund Your New Business

I’m often asked: what is the best way to finance a new business venture. This question is usually followed by "So, do you ever invest in new business ventures?"

The answers, respectively, are: 1. there is no "best" way to fund a new business; and 2. I do invest in new business ventures, but darn it I can’t today because I left my checkbook in my other suit.

The truth is there are a variety of ways to finance a new business and which way is best for you depends totally on your product, your market, your financial requirements, your burn rate, and most importantly, your personal and financial situation.

So with that in mind, here are a few of the most common ways to finance a new business without hitting old Tim up for a loan. Keep in mind that all methods have pros and cons and some (or most) may not work for your specific situation. No matter what financing method you choose thoroughly investigate the ups and downs and don’t jump in with both feet until you’re sure you’ll land on solid ground.

Savings and Investments

The first source you should consider tapping is your own savings and investments. I’m a huge fan of self-financing when it comes to business because it doesn’t make you responsible to others should the business fail. The bad thing is that it if things do go under, it will be your money that goes down with the ship. If you’re not willing to risk your own capital you certainly shouldn’t be willing to risk anyone else’s.

Friends and Family

After tapping their own savings and investments, many entrepreneurs turn to friends and family for help. This works well for some, but here’s the creed I live by: NEVER borrow money from anyone you have to eat Thanksgiving dinner with. Nothing causes tension in a family like lending money that is never paid back. And notice I say "lending money" rather than investing money. Venture capitalists invest money. Your relatives lend you money. They will expect it back someday even if they say they won’t. Remember, when a loved one invests in your business they are emotionally investing in you. It would be tough to tell mom and dad that their favorite son lost their life savings because his business went down the drain.

Credit Cards

I financed my first business on credit cards, which was an incredibly stupid thing to do given the fact that my business could have failed and left me with thousands of dollars in credit card debt that would have taken until the year 2099 to pay off. It worked out in the end for me, but if you decide to finance your business on plastic keep in mind that you will be paying extremely high interest rates on the money you’ve borrowed and unless you hit it big you will be paying for that money for many years to come.

Mortgage The Farm

Bank loans are next to impossible to get if you don’t have collateral and a track record of business success, which is why many entrepreneurs use the equity in their homes to finance their business after being turned down for a bank loan. While this makes more sense than building a business on a deck of credit cards, the financial risks are no less abundant. You must pay this money back whether your business succeeds or not, but it is a good source of low interest money to get you started and the interest may be tax deductible (check with your accountant to make sure).

Angel Investors

An angel investor is typically a wealthy individual who invests in start up ventures for a share of the ownership. Angel investors are usually the first formal investors in a business and provide the seed money to get the business up and running. Some angel investors will write you a check and leave you alone to run your business while others consider their investment a license to "help you" manage and make decisions. If you do accept angel money make sure the terms are clearly defined on both sides. Angel money always comes with strings. Make sure you know whether those strings come in the form of a bow or a noose before you accept an angel’s check.

Venture Capitalists

Venture capitalists are to angel investors as pit bulls are to Chihuahuas. That’s not to say all VC are big, bad dogs, but they do have powerful jaws that can chew up your business and spit it out if things don’t go their way. VC money doesn’t come with strings, it comes with chains and locks and lots of legal documents. VC always have the upper hand in any deal they invest in. That’s just how it works and that’s the price you pay to get access to VC money.

If your business gets to the level that VC money becomes a viable option, don’t jump at the first bone a VC dangles before your eyes. If one VC likes your idea, others will, too. Present to multiple VC and carefully consider each offer before you accept the check.

Just remember, no matter how you finance your business, use the money wisely. Don’t buy $1,500 plasma monitors and $1,000 Hermann Miller chairs.

Have a very clear plan of how the money will be used and how it will be paid back.

And remember this, the more you can shoestring the business, but more of the business you will own in the end.