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Evaluating a Spanish Translator Certification Program
Spanish translator certification programs are becoming more and more prevalent as more and more people realize the importance that Spanish translation plays and will continue to play now and in the future. In order to take advantage of all the opportunities brought about by an increase in Spanish speakers, those with a solid grasp of English and Spanish are taking advantage and looking for ways to become translators.In order to better their prospects for getting business, translators often turn to Spanish translator certification programs to prove their abilities to future clients and employers. Spanish translator certification programs take many forms, but most are geared towards helping you pass various certification tests given by various translation organizations.The translation industry, at least in the United States, is not governed as tightly as other industries, such as law, medicine, or accounting, and so a lot of confusion has arisen over time about what it really means to be certified as a translator. For other industries like the ones I just mentioned, there are national standardized tests that are rigidly controlled, and these tests must be passed before a person can be employed legally in that industry.Translation is different. Because there is no body that has the legal right to enforce translation standardization, many people become confused with all the noise from various organizations offering their version of a Spanish translator certification progr

endation is that suppliers be given an annual scorecard. This scorecard should cover all critical areas of importance such as responsiveness, service, product management and sales support. The primary key is telling the supplier exactly what makes you happy and what you want and require in reference to supplier performance. I suggest developing a set of unique requirements for each supplier, rather than blanket type scoreboards. It may take a little more work, but in the long run, the effectiveness more than doubles that of traditional annual supplier report cards. I also recommend that the target for the following year be given along with the trend the supplier has been on for the last two or three years. In addition, blend numeric ratings and targets with written text describing your issues and requirements to the individual supplier. For example, many companies issue blanket statements or proclamations on targets such as “cost savings of 5% are required for next year.” Most suppliers file these away and don’t take them very seriously! The bottom line is to make the scoreboard personal. In my experience suppliers find it harder to disassociate

Packaging Your Invention: Think Like A Consumer
Turning your invention into a product takes more than just coming up with an idea. If you want to sell that idea to a company, negotiate a licensing agreement or if you're going it alone and hope to sell it directly to buyers, you're going to need packaging. It's the logical next step to create packaging for your invention's product sales sample.The invention package challenge It's obvious that big brand products don't face the challenges your new product will. Big brands are backed by millions of advertising dollars, or years of consumer interaction, leaving the challenge to you - the potential competitor. For an entertaining look at how different brands apply packaging techniques, watch this fun video that rethinks Microsoft packaging of Apple's iPod. However, with Apple they sell the iPod with a clean, sleek and stylish package, focusing little on the product's features and more on how hip it is for the consumer. While a joke, the video does hit a few key points you should think about when packaging:• Bullet point benefits and features • Show human interaction with the product in use • Keep it on brandWhen you create your invention's package, you won't be afforded the mindshare companies like Apple and Microsoft already own with consumers. Remember, people tend to gravitate toward things they know and understand. While your invention may be at a disadvantage over established brands, don't

There is a saying that claims we teach people how to treat us both in our personal and well as in our professional lives. For that reason, smart professionals know that to achieve and sustain world-class supplier performance, we each must take an active role in asking for what we need and want. In other words, when we get involved in the process by truthfully sharing our needs regarding supplier performance, we open the way towards realizing a more successful business. If on the other hand, you’re not getting what you want and you do nothing to explain your needs, you are actually teaching the supplier that it doesn’t matter. Plain and simple, it’s up to you to take responsibility for excellent supplier performance by asking for what you want.

Improve Levels of Supplier Performance!

Based on my many years as a senior supply chain executive, business owner and consultant, I have discovered that there are specific ways to improve levels of supplier performance and one of those is using an effective supplier rating system. Without a good system in place, supplier performance is difficult to improve. Founded on that premise, not only have I achieved and sustained a great deal of improved supplier performance, but I feel safe in stating that using a rating system has proven to enhance levels of supplier performance significantly. In fact, my experience has led to the creation of a ten-step process that I use faithfully, and which has been instrumental in my consistently reaching upwards of 20% improvement in supplier performance.

Achieve Upwards of 20% Improvement!

In support of your efforts in achieving improvement in supplier performance, I am about to share this ten-step process, which will help in sustaining world-class supplier performance as well as achieving upwards of 20% improvement. But before presenting the ten-step process, I want to suggest that improving sustainable supplier performance takes more than just having the tools and strategies; it takes the application of an established and disciplined approach. Anyone can use maximum purchasing leverage or even twist the arms of suppliers in an effort to gain improved performance, but that isn’t the way to go and it’s certainly not a means of sustaining excellent performance. In short, achieving consistent performance in delivery, price, quality and other areas requires diligence and consistency along with a well thought out strategy. The ten-step process I have outlined below will work as you diligently apply the principles.

The Ten Step Process To Sustainable Supplier Performance Improvement

• Step 1. Involve Senior Management in the Process!

The first and one of the most important steps in the process is to involve Senior Management. What that entails is aligning supplier performance targets with total corporate targets within your business plan. In short, your goals can be centered on cost containment, new technology development, new markets, cost of quality and productivity, but approach Senior Management first, prepared with an initial plan to obtain their support in going forward. If and when Senior Management is involved, they are more likely to assist in resource allocation, thereby assuring that targets are achieved.

• Step 2. Develop a Daily Measurement System!

The most powerful opportunities come about by communicating the standards expected, as well as conveying the achievement expected towards those standards every day. Based on this premise, when suppliers realize that you are tracking them on a daily basis, they respond with greater urgency. You know that old saying: “It’s the squeaky wheel that gets the grease.” Well, a sound rating system that is monitored both by you and your suppliers can definitely lead to at least a 10% improvement, even if you do nothing else. And that can be achieved in one to two years at the most. Improving long-term supplier performance comes about through a clear, easy to understand daily dashboard with just a few key performance indicators, (KPI’s). Instead of measuring ten to twenty things a day, pick a few basic areas such as delivery or quality and display them for all suppliers to see. Keep in mind that it is the rare supplier who can focus all their energy on just one or two customers. Suppliers usually have many customers to keep happy so the customer who communicates their standards, and tracks them each day gets the suppliers undivided attention. With those in place, you’re on your way to improving long-term supplier performance.

• Step 3. Know What You Want in Supplier Performance & Then Communicate It!

My recommendation is that suppliers be given an annual scorecard. This scorecard should cover all critical areas of importance such as responsiveness, service, product management and sales support. The primary key is telling the supplier exactly what makes you happy and what you want and require in reference to supplier performance. I suggest developing a set of unique requirements for each supplier, rather than blanket type scoreboards. It may take a little more work, but in the long run, the effectiveness more than doubles that of traditional annual supplier report cards. I also recommend that the target for the following year be given along with the trend the supplier has been on for the last two or three years. In addition, blend numeric ratings and targets with written text describing your issues and requirements to the individual supplier. For example, many companies issue blanket statements or proclamations on targets such as “cost savings of 5% are required for next year.” Most suppliers file these away and don’t take them very seriously! The bottom line is to make the scoreboard personal. In my experience suppliers find it harder to disassociate

Cross-sell to Provide Service in the Hospitality Industry
Guests of hotels and resorts at the top end of the hospitality range of properties are being under-serviced. The impact is felt directly on the top line of sales and potentially indirectly through return visits.The under-servicing is manifested at the organisation level through low levels of up-selling and cross-selling. Most hospitality staff do not see the value in cross-selling and up-selling for themselves or for their guests.However, research by The Forum Corporation of North America confirmed that 88% of customers value being advised on products and services that better meet their needs. Further, 73% are interested in hearing about new products and services and 42 percent buy "sometimes" or "frequently"The hospitality industry more than any other, has segments which desire to have their wants satisfied as well as their needs and appreciate an appropriate cross-sell or up-sell.Guests using four star and five star resorts and hotels consist of three basic segments:Leisure (tourist) guestsConference guests and Business guestsThe needs and wants of the guests in each case go beyond the provision of somewhere to sleep, somewhere to eat and somewhere to conduct meetings.Leisure guests at a resort or hotel clearly want to spend time away from their normal environment. Otherwise why would they come? They need good accommodation, pleasant staff, a variety of food experiences and efficient and effective service.

achieved and sustained a great deal of improved supplier performance, but I feel safe in stating that using a rating system has proven to enhance levels of supplier performance significantly. In fact, my experience has led to the creation of a ten-step process that I use faithfully, and which has been instrumental in my consistently reaching upwards of 20% improvement in supplier performance.

Achieve Upwards of 20% Improvement!

The Ten Step Process To Sustainable Supplier Performance Improvement

• Step 1. Involve Senior Management in the Process!

• Step 2. Develop a Daily Measurement System!

• Step 3. Know What You Want in Supplier Performance & Then Communicate It!

Using Technology to Create a Year-Round Event
The conference that you have spent months planning went off without a hitch - your attendees, sponsors and exhibitors all left happy and the goals of the conference were accomplished. But now what? To get the most out of your conference start thinking about it not as just a three or four day event, but as a year-long event – continually engaging your audience. Here are some great ways you can utilize technology to easily and effectively communicate with your attendees, potential attendees, exhibitors and sponsors to keep your conference going year-round.PodcastingPodcasting is fast becoming one of the most popular ways to distribute electronic media. Any form of electronic recording (video or audio) can be turned into a podcast for distribution over the Internet and can be replayed on a computer or MP3 player.Conference sessions can be recorded and offered as downloads from the conference website. This can be a valuable resource to attendees and a great way to let those that did not attend the conference see what they missed. Try “releasing” one session podcast a month or take one of the longer keynote presentations and break it up into smaller sections to create a podcast series.Other podcasting ideas include recording conference attendee testimonials or “teasers” for next year’s conference. If you already have speakers confirmed for next years event have them record a short segment about what they plan to speak on. As a sponsor benefit, offer sponsorsh

in delivery, price, quality and other areas requires diligence and consistency along with a well thought out strategy. The ten-step process I have outlined below will work as you diligently apply the principles.

The Ten Step Process To Sustainable Supplier Performance Improvement

• Step 1. Involve Senior Management in the Process!

• Step 2. Develop a Daily Measurement System!

• Step 3. Know What You Want in Supplier Performance & Then Communicate It!

11 Ways to be the Greatest Receptionist Ever
1. Get descriptions of the people coming in for appointments. When you recognize them you can say, “Welcome in Mr. Jackson! Have a seat and Steve will be with you shortly.”2. Get business cards, nametags and nameplates with cool job titles. For example: “First Impressions Director,” “Chief Hello Distributor” or “Greatest Receptionist Ever.”3. Brainstorm a list of the most common candies, snacks and goodies that every receptionist in the world uses. (You know, the ones that every customer expects.) Then, go out and buy really delicious, unexpected candy that nobody else offers.4. Have a “Trivia of the Day” for each guest. Challenge them to solve the answer by the time they go in for their appointment.5. When a guest checks in, offer him a sticker while he waits. Not only will this be fun, it will spark conversations between other guests! Offer a choice of custom stickers like, “Next Victim,” “I’m here for the free food” and “I came to meet Mark.”6. Instead of falling victim to the First Word Farce, (asking for name, information, number, etc.,) create an unexpected, unique greeting. Try something like, “Welcome to the best __________ in the world!” CHALLENGE: brainstorm twenty-five different greetings and using a new one every day for a month! Let the customers vote on which one they like best!7. Four words: warm chocolate chip cookies.8. Make your reception desk into a DJ booth. Ask guests what their favorite song is. Set up a p

ased on this premise, when suppliers realize that you are tracking them on a daily basis, they respond with greater urgency. You know that old saying: “It’s the squeaky wheel that gets the grease.” Well, a sound rating system that is monitored both by you and your suppliers can definitely lead to at least a 10% improvement, even if you do nothing else. And that can be achieved in one to two years at the most. Improving long-term supplier performance comes about through a clear, easy to understand daily dashboard with just a few key performance indicators, (KPI’s). Instead of measuring ten to twenty things a day, pick a few basic areas such as delivery or quality and display them for all suppliers to see. Keep in mind that it is the rare supplier who can focus all their energy on just one or two customers. Suppliers usually have many customers to keep happy so the customer who communicates their standards, and tracks them each day gets the suppliers undivided attention. With those in place, you’re on your way to improving long-term supplier performance.

• Step 3. Know What You Want in Supplier Performance & Then Communicate It!

If Your PR Can't Do This, Bag It!
As a business, non-profit or association manager, why continue a public relations effort that doesn’t deliver the key external audience behaviors you need to achieve your department, division or subsidiary objectives?Time for a change. One that will base your PR effort on a fundamental premise that makes sense. And one that actually leads to outside audience behaviors like these: new proposals for joint ventures or strategic alliances, prospective buyers browsing your services or products, specifying sources or major donors thinking about you, more frequent repeat purchases or a substantial boost in capital donations.So, you need two things. One, a really personal involvement with the public relations people assigned to your department, division or subsidiary. And two, a new foundation for your PR effort.A foundation like this: People act on their own perception of the facts before them, which leads to predictable behaviors about which something can be done. When we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action the very people whose behaviors affect the organization the most, the public relations mission is accomplished.It will give you a blueprint that will help you persuade your key stakeholders to your way of thinking. In turn, that should move them to take actions that lead to your success as a business, non-profit or association manager.First and foremost, you need to know how members of your most impo

• Step 4. Develop a Total Gap Analysis of your Purchasing and Supply Chain Management Practices!

A true gap analysis will focus on known strengths and weaknesses thereby identifying the organizational changes needed to close the gaps. To get the most out of a gap analysis it should be thorough, candid, honest, and realistic. Never compare yourself to the big guys like Wal-Mart or Dell’s logistic system, particularly if you are a mid-market company. Instead, compare yourself with other companies that are in your competitive league. Plain and simple, benchmark your organization with other similar operations and look for areas of complacency, stagnation, and opportunities for improvement. And if you really want unbiased assessment, consider outside help.

• Step 5. Develop a Commodity Team Approach to Supplier Management!

When using a commodity team concept, all functional areas responsible for various aspects of supplier performance are brought together under somewhat of a matrix work structure. In such teams, the buyers are usually the team leaders. Depending on how large and complex the supply chain is, quality, logistics / planning, engineering and other groups are all brought into the commodity team structure. To work well, these teams must have staying power. In short, this is not a temporary assignment to meet and work on a short-term set of goals, but instead commodity team members share in supplier management goals and plans. In other words, the members learn and act together to drive supplier improvement. An effective commodity team approach must become a way of life and become ingrained in daily management so as to drive supplier performance over the long term. The complexity of modern supply chains requires more resources than most purchasing organizations possess, but the gains I have personally seen from commodity teams have been enormous.

• Step 6. Training, Training and more Training!

As a Consultant, I am often asked to evaluate a purchasing organization or total supply chain system. What I find is that basic training on internal systems, practices and long-term supplier improvement strategies, as well as the most minimum of industry standards, are usually missing. This translates into a loss of efficiency. Inefficiencies are tough to quantify, but my general experience shows that buyers and supply chain staff are on average 30-50% less efficient than their well-trained counterparts. Buyers need basic reviews on best practices and negotiations training and these should be centered on their supply base, not on some “off the shelf” course. Remember, improving supplier performance means knowing how to reach out to suppliers, showing understanding about their operations, their systems, their practices and helping them to reach new levels of achievement. Training must be centered on what you need from a supplier and how to get it!

• Step 7. Know Your Key Suppliers Well!

When I say know your key suppliers well, I don’t mean to audit a supplier and file the paperwork once every year or two. Your commodity teams must visit, and they must visit often. The more they know about the supplier and what goes into the supplier’s process, the greater the chances of identifying further efficiencies in cost, quality, delivery, new product development and sustainable supply chain performance. I often find buyers conducting what I have coined as lobby supplier management. This type of buyer never really leaves his desk except to visit the lobby when the supplier comes in for a meeting. This is the closest the buyer gets towards understanding his supplier partner! For greater efficiency, buyers should be encouraged to travel and conduct a hands-on supplier management!

• Step 8. Develop Best Practices Policies Among Suppliers!

Look for good ideas and spread them among the rest of the supply base! I have worked and lived in Asia and managed large supply chain operations and what I discovered is that Asian companies simply make it their business to know who has a better process. It is a standard practice among some of the best Asian companies around the globe and once they glean that information, they use it to learn and improve the rest of the supply base! Obviously, one must stay away from proprietary practices, but the concept is well known. I have to remind supply chain professionals that it is not always how well their internal systems perform; the highest priority is how well th

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This article deals with a reflection about 3 transformations that happens with newbies on internet marketing.

Businesses need to embrace change as a way of life. Customers may resist the change, but your loyal customers will understand the negative impact associated with not changing.

...the refit process itself may go awry. It may overrun and force closure, or partial closure, of your store for an excessive amount of time. Fixtures may not fit correctly. You may find that you open your store with an aisle blocked off from customers due to an unfinished, loose or dangerous fixture. You may also discover that the customer flow around the store has not worked out the way you expected...

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