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What to Say When the Media Calls
If the media were to call you today for an interview, would you know what to do or say? That question was posed during a recent conference on small-business ownership and micro enterprise creation, which was held here in Paris. I watched the reactions around the room, and it occurred to me that for most small-business owners, the only thing more frightening than conducting a follow-up phone call with a reporter is having that same reporter actually interview them.There is only one way to overcome the fear. You have to simply adopt and apply an old U.S. Army recruitment slogan, "Be Prepared." Don't get caught witho

your strategic positioning.

4. Communicate your product/service's ability to fulfill this strategic motivation in a way that conveys greater value than they are getting from your competitors. Make this your strategic dramatization.

5. Ensure that all your communications convey the strategic motivation and competitive dramatization in a way that is seamlessly consistent, but in a way that is kept perpetually refreshed to maintain attention and interest.

Realistic Goals...How To Set Them and Why
So many people want to start a business today and be rich tomorrow. Sorry, people it doesn't happen that way. If it did, everyone would do it. There is no free lunch...it takes hard work, determination and realistic goal setting. Think about the businesses you have worked at, look at the businesses in your community. I mean really look. When you go to the dry cleaners, how many other people are there also. Think about what it takes for that dry cleaner to open every day. How many people he needs to come in with their dry cleaning in order to make a profit. OK, dry cleaning doesn't excite you. How about that s

There are broadly two kinds of businesses. B2C, businesses that sell to individual customers, and B2B, businesses that sell to other businesses. B2C and B2B are two very different kinds of businesses. They look different, talk different and walk different. So they have always promoted their products and services differently. B2C businesses have mostly a PUSH and PULL culture. B2B businesses typically have just a Selling culture, a PUSH culture.

B2C businessses have been branding their products and services for over a century. The have an established Branding culture. But until recently, most B2B businesses have thought of themselves very differently. B2B businesses have typically avoided the entire branding/marketing ethos in favor of selling. Most B2B businesses are still stuck in the outmoded selling culture. So they have been missing the critical PULL dynamic in their business building efforts.

The two biggest single differences between B2C businesses and B2B businesses are that the latter typically address a much smaller group of prospects and customers, and that their products or services are typically much more expensive. These differences impose significant differences in how the two kinds of businesses sell their wares.

Because the products or services of B2B businesses are typically more expensive, they involve a more rational and longer decision-making process. And because B2B are addressing far fewer prospects and customers, they use media in a much more focused way. These are very obvious differences between B2C and B2B businesses, and so the latter have mostly conducted the processes involved in generating awareness, interest, preference, purchase and satisfaction differently from most B2C businesses.

This has resulted in a great deal of waste in the business-building investments of B2B businesses. They mistakenly interpreted the key differences between B2C and B2B businesses to mean that the fundamentals of their businesses are different from those of B2C businesses. So they have been neglecting the crucial PULL dynamic in the business building process.

The fundamentals of business are the most important, and they are few. These are the factors that determine whether the business makes revenue or not. And these fundamentals are the same for both B2C and B2B businesses. They are all PULL dynamics. What are these PULL fundamentals? Just about half a dozen:

1. Focus your business building investments on your core target group, the core 20% your target group who are most likely to account for about 80% of your revenues.

2. Identify your core competition, i.e., those businesses that are currently patronized by your core target group.

3. Identify the most powerful pre-existing motivations in the core target group's minds and hearts that can be addressed by your product or service. Make this your strategic positioning.

Vending Machine - Learning the Basics
Have you ever thought of starting a vending machine business? If you think you would like to, then you should try buying vending machines. However, you need to be careful in choosing a vending machine. Doing some research before will aide you choosing the right one.You must buy vending machines that will be profitable to your business and not add more expenses. If you want to know more about how to buy a vending machine, read this article. It will give you the facts on how to buy a vending machine.If you do not have a big budget for buying vending machines, you can try buying used vending machines. However,

g/marketing ethos in favor of selling. Most B2B businesses are still stuck in the outmoded selling culture. So they have been missing the critical PULL dynamic in their business building efforts.

1. Focus your business building investments on your core target group, the core 20% your target group who are most likely to account for about 80% of your revenues.

2. Identify your core competition, i.e., those businesses that are currently patronized by your core target group.

3. Identify the most powerful pre-existing motivations in the core target group's minds and hearts that can be addressed by your product or service. Make this your strategic positioning.

Develop Your Ops Manual
I used the word develop, not write on purpose in the title of this article. While your Operations Manual, Ops Manual, is a crucial tool in your Internal Management tool kit, you don't really write it.Instead you collect it. You gather in one place lots of the bits of information your business depends on to run smoothly, face crises calmly, and allow you to back fill in a hurry. With a complete Ops Manual in place, you, or someone you designate, can act quickly to serve a client, get you out of a stuck spot, carry on when you're unavailable. You get the idea. Major Beer Truck insurance.With a good Ops Manual

ewer prospects and customers, they use media in a much more focused way. These are very obvious differences between B2C and B2B businesses, and so the latter have mostly conducted the processes involved in generating awareness, interest, preference, purchase and satisfaction differently from most B2C businesses.

1. Focus your business building investments on your core target group, the core 20% your target group who are most likely to account for about 80% of your revenues.

2. Identify your core competition, i.e., those businesses that are currently patronized by your core target group.

3. Identify the most powerful pre-existing motivations in the core target group's minds and hearts that can be addressed by your product or service. Make this your strategic positioning.

Yes - You CAN Compete with Offshore - Part I
American companies historically are driven to look at the bottom line. This is in contrast to German companies, which tend to focus on technology; or Japanese companies, which tend to focus on geography. While the bottom line focus does show a snapshot of company performance, it reveals nothing of what generated that final number OR what can be done to improve it. BUT we use it anyway to make many decisions, and we can be fooled by what it seems to be telling us.MORE THAN THE BOTTOM LINEHow’s that…you ask? Well, let’s get really simple. Why do people buy from us in the first place? It can be for a n

important, and they are few. These are the factors that determine whether the business makes revenue or not. And these fundamentals are the same for both B2C and B2B businesses. They are all PULL dynamics. What are these PULL fundamentals? Just about half a dozen:

1. Focus your business building investments on your core target group, the core 20% your target group who are most likely to account for about 80% of your revenues.

2. Identify your core competition, i.e., those businesses that are currently patronized by your core target group.

3. Identify the most powerful pre-existing motivations in the core target group's minds and hearts that can be addressed by your product or service. Make this your strategic positioning.

Pssst ... Did You Hear We're Being Sued?
Imagine this scene -- it's a quiet Tuesday afternoon at your office...Then, suddenly, the tranquility is shattered when a process server arrives. Of course, the receptionist doesn't really know what to do and doesn't want to be responsible for signing for something like this. So, over the loudspeaker she pages someone above her to come out front to sign for the service of process.In just a few minutes, everyone in the office is asking, "What is a service of process?" Once they figure it out, they all start guessing as to why your company is being sued.Now, we know that lawsuits are a part of business

your strategic positioning.

6. Ensure that all the other experiences that the core target group might associate with your brand name, such as the clients' experiences of your product/service, the behavior of your people, both in person and over the telephone, and the appearance of the buildings and vehicles that bear your brand name or logo, are likewise seamlessly consistent with the strategic communications.

Of course, PUSH is important. But it is not enough. The above six fundamentals are all about generating PULL, i.e., generating a vacuum in the hearts and minds of customers that suck in your product or service. But most B2B businesses neglect these business fundamentals, even though they are common to all business, simply because they mistakenly assume their differences to B2C businesses to be fundamental, and Selling to be enough. As we have they are not. All businesses need both the PUSH and PULL dynamic. And they need PUSH and PULL culture to make sure they both happen as well as they can.

If you are responsible for ensuring the growth of a B2B business, you need to adopt these fundamentals immediately, if only because NOT to do so would sacrifice the PULL dynamic and inevitably weaken your business building program. You would merely be neglecting the most powerful dynamic available for building your business and fulfilling your responsibilities. You need not only Selling, but Branding as well.

Instead of staying in the PUSH culture that most B2B businesses are trapped in, you can focus on the fundamentals of your business, and evolve to the higher and more powerful PUSH & PULL culture.

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Should you gotten hundreds of emails and wondered how do they get into your inbox? You might think that someone you subscribed with had sold your email for a buck profit.

Setting up an office requires a lot of commitment, energy and most of all, considerable cash. Even though you may wish to buy the best office equipment available, it may not be always possible. You may have to settle for used office equipment to fulfill your immediate requirements. Also, the amount of money that you save in buying used office equipment will be quite considerable. This money can be used to fulfill the more urgent requirements of your business and its needs.

I got a call from a friend of mine who had just joined a small company as Marketing Director. After auditing the firm's marketing practices, he determined that the old company name had to go. The old name too closely resembled another firm's moniker and it was causing confusion in the marketplace. With new ownership at the firm, a change seemed to make sense.

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