Small Business Help Through The Five Universal Funnel Laws For Businesses

Writen by Leanne Hoagland-Smith

Years ago Sir Isaac Newton observed "What goes up, must come down" and hence we now have the Universal Law of Gravitation. Today's small business owners can apply similar principles to their own growth and viability through the Five Universal Funnel Laws for Businesses "What goes in, must come out!"

Universal Funnel Law #1 – Every business needs a plan of action. A strategic plan that clearly articulates "Who does What by When" and may require the assistance of a small business consultant.

Universal Funnel Law #2 – Every business needs prospects. A marketing plan is a proven way to reach and begin to develop relationships with future clients.

Universal Funnel Law #3 – Every business must have sales. A sales plan along with a sale model or process works to convert prospects into actual sales.

Universal Funnel Law #4 – Every business needs customers or clients. A customer relationship plan further develops loyal customers and serves as a source for ongoing referrals.

Universal Funnel Law #5 – Every business demands dollars. A financial plan records the results of all activity.

These Universal Funnel Laws operate together and if you are a visually thinker, like myself, lay inside each other. Universal Funnel Law #1 is the largest funnel as it holds the other four funnels. As your business expands, so do these funnels. The questions to ask yourself are: Do I know all Five Universal Laws? And, more importantly, do I have plans in place to maximize my daily efforts to that my actions are ultimately increasing my business dollars?

Word Count: 255 words Copyright 2005(c) Leanne Hoagland-Smith, M.S.

This article may be freely published. Permission to publish this article, electronically or in print, as long as the bylines are included, with a live link, and the article is not changed in any way (grammatical corrections accepted).

If doubling your results or performance is important to you, then visit http://processspecialist.com/ to learn some additional secrets and tips. Sign up for a free monthly newsletter. Please feel free to contact Leanne at 219.759.5601 or visit to http://processspecialist.com/.

How To Be Annoyed And Make Money

Writen by Bette Daoust, Ph.D.

When do annoyances in a relationship become too much to bear?

Have you ever worked for a client that drives you up the wall and back down the other side but you keep working with them because you need the money? I am sure most of us have been in that position and were so happy when that relationship finally broke up. It felt like you were finally free and able to do what you do best somewhere else, or you fell into panic because you had no income anymore. In either situation, the annoyances leave a bad taste for that type of business and you will likely seek clients in other industries.

This is not the best solution. You should always try and discover what is annoying you and why. It could be that the company is not aware of how annoying one of their procedures is or that there are problems in completing projects. If you have a good business relationship, you will be able to approach that person and let them know there are problems that need to be solved before a quality job can be completed.

In most cases, people are reluctant to bring up problems in case they are blamed and sent on their way. If you have a solid business relationship, there should be no fear in bringing up the event that is causing pain. If you cannot resolve the problem, then you must decide whether the experience of frustration is worth hanging onto or whether it is time to wrap up your end of the contract early. If you want to preserve your sanity, then follow up with the problems, try to come to a solution that works, and if not, move on.

Your method of communication when experiencing problems on a project will reflect how you conduct business. It is ultimately important that you act in a professional manner no matter what the outcome.

Bette Daoust, Ph.D. has been networking with others since leaving high school years ago. Realizing that no one really cared about what she did in life unless she had someone to tell and excite. She decided to find the best ways to get people's attention, be creative in how she presented herself and products, getting people to know who she was, and being visible all the time. Her friends and colleagues have often dubbed her the "Networking Queen". Blueprint for Networking Success: 150 ways to promote yourself is the first in this series. Blueprint for Branding Yourself: Another 150 ways to promote yourself is planned for release in 2005. For more information visit http://www.BlueprintBooks.com

Business Process Consulting Business Plan Resources

Writen by Peter McLean

The purpose of having "practice platforms" in a small business setting is to create a common language, a shared approach for corporate team building and a clear performance management process that builds leadership skill development and management capability throughout the business.

This is crucial for high performance, as it enables "everybody to sing from the same song book". It means everyone is on the same page and that they understand and know what their colleagues are talking about.

The Roman Empire, for instance, would allow its subjects to believe anything they liked, as long as they all spoke Latin. If they didn't, they were dealt with rather harshly.

Common decision-making tools for problem-solving and conflict resolution skills development, combined with an agreed set of self-awareness tools and approaches for leadership development and planning, allow for the easy flow of information that is aligned with the Mission, Vision and Values of the business.

The whole business structure must support leadership development and management skills development from the top down. High performance management in the knowledge worker age is about "how we manage people".

In the vast body of management literature, there is a distinction made between leadership and management. The hypothesis is that good managers are not good leaders and vice versa, ala Marcus Buckingham and John Kotter. They say that the roles and competencies associated with the leader and the manager are quite different and distinct.

The distinction made in general is that managers are good at planning, budgeting, organizing, staffing, controlling and problem solving. On the other hand, leaders are seen to be good at defining the future, bringing people along and inspiring them to make it all happen, despite the obstacles.

There is no doubt that some business owners are better leaders than they are managers. And some of them are better managers than they are leaders. But it is the combination and the amalgam of the whole that creates a "strength-based" management environment in the small business.

In the small business, "leadership" and "management" are more often than not experienced as co-existent realities, both within particular individuals and dispersed in and through the people throughout every level of the business.

The elements that hold it together in achieving this outcome are the structures that have been put in place to facilitate this originally.

More and more in business today, the requirements for leadership skills development and management capacity must be met at the lowest levels of the hierarchy. The ability for every employee to take responsibility for self-management, self-learning and self-correction is becoming increasingly critical in the knowledge worker age. To do this:

• Personal Mission and Values must be aligned with the business Mission and Values
• Personal decision making must be done within an agreed, common information processing framework and by the use of commonly shared and understood methos of reaching decisions and resolving problems
• Business unit decisions must be aligned with the strategic directions and Vision of the business.

These are the foundational and fundamental common platforms that must be in place in the successful business that allow people to work freely and to achieve high performance and excellence.

Peter McLean is a highly experienced Coach, Senior Manager, Consultant, Business Owner and Company Director. He successfully coaches top Executives in some of Australia's leading multi-national companies. One such Senior Executive recently won an International Award for Excellence within his particular field. In addition, Peter works extensively in the Public, Private, Commercial and Not-for-Profit sectors, delivering outstanding results for his clients. To learn more of how you can benefit from Peter's experience, visit the Essential Business Coach web site!

Employment Law

Writen by Matt Bacak

Are you paying attention to employment law requirements? If you aren't, you should be. Not only are you required to follow specific regulations concerning employment law, but you are also required to notify your employees of their employment law rights by placing an employment law poster in a conspicuous place in your business where your employees will be likely to see it, such as an employee break room. There are eight basic Federal employment laws that you should be aware of and understand.

The first of these is Title VII of the Civil Rights Act of 1964. This employment law prohibits discrimination on the basis of race, color, religion, national origin and sex. In addition, sex discrimination on the basis of pregnancy and sexual harassment is also prohibited under this employment law.

Next, there is the Civil Rights Act of 1966. This employment law prohibits discrimination based on race or ethnic origin.

The Equal Pay Act of 1963 prohibits employers from paying different wages to men and women that perform essentially the same work under similar working conditions.

Most employers have heard of the Americans with Disabilities Act, but do not understand how this employment law can impact them. This law prohibits discrimination against persons with disabilities.

The Immigration Reform and Control Act of 1986 prohibits discrimination on the basis of national origin or citizenship of persons who are authorized to work in the United States.

The Age Discrimination in Employment Act, also known as ADEA, prohibits discrimination against individuals who are age 40 or above.

The Equal Employment Opportunity Act prohibits discrimination against minorities based on poor credit ratings.

The Bankruptcy Act prohibits discrimination against anyone who has declared bankruptcy.

In addition to these employment laws, you are also subject to the following employment laws.

The Occupational Safety and Health Act provides specific regulations regarding the safety and health conditions of employers and employees in all 50 states as well as the District of Columbia, Puerto Rico and other U.S. territories

FMLA, the Family Medical Leave Act, allows employees to take unpaid leave from their jobs under specific conditions.

Under the Employee Polygraph Protection Act Labor Law, private employers are not allowed to use lie detector tests for either pre-employment screenings or during the course of employment.

FLSA, the Fair Labor Standards Act, provides for minimum wage and overtime pay standards as well as recordkeeping and child labor standards in private as well as public employment.

Beyond the major Federal employment laws, you will also need to make sure that you are in compliance with state employment law as well. Each state may provide for employment laws in addition to the federal employment laws mentioned above. For example, California employment law covers several areas such as unemployment labor law insurance, temporary services or leasing labor law and state disability labor law.

Matt Bacak became "#1 Best Selling Author" in just a few short hours. Recent Entrepreneur Magazine's e-Biz radio show host is turning Authors, Speakers, and Experts into Overnight Success Stories. Discover The Secrets To Unleash The Powerful Promoter In You! Sign up for Matt Bacak's Promoting Tips Ezine ($100 value) just visit his website at http://www.powerfulpromoter.com or http://promotingtips.com

Why Should My Cleaning Company Go Green

Writen by Steve Hanson

There is growing evidence showing that green cleaning provides benefits not only to cleaning staff, but also to building occupants. Across the country more building owners are switching to green cleaning products and techniques or are asking that their cleaning service provider use environmentally sound cleaning techniques.

What does green cleaning mean? The federal government's Executive Order #1301 defines green products as "environmentally preferable" products and services that "have a lesser or reduced effect on human health and the environment when compared with competing products or services that serve the same purpose."

What are the benefits of a green cleaning program?

*Building owners that adopt overall green building practices can become certified as a LEED (Leadership in Energy and Environmental Design) building. This certification shows that the building's owner has taken a role as an environmental leader. A cleaning company that cannot provide "green" services may soon face strong competition from companies that have taken strides to include environmentally sound practices in their everyday cleaning routines.

*Using environmentally friendly cleaning products is healthier for cleaning staff and building occupants. Studies have shown that building occupants, visitors and janitorial staff experience fewer incidents of skin, eye and respiratory irritation, fewer multiple chemical sensitivities, less severe allergies and decreased headaches and nausea when cleaning contractors use green cleaning products. Healthier employees are happier employees and productivity increases. This also leads to higher employee morale, reduced absenteeism, and higher efficiency.

*Employees and customers are demanding environmentally friendly practices more and more these days. A green cleaning program gives you an edge in marketing your cleaning company.

*Green cleaning helps to improve indoor air quality. Many traditional cleaning products contain volatile organic compounds (VOCs). When cleaning, these VOC's are released into the air through evaporation and can affect indoor air quality. The use of traditional cleaning products can also contribute to water pollution. Waste water treatment plants typically remove chemicals found in cleaning products, however, inadequately treated water can contain chemicals that are toxic. Using green products lessens or eliminates the chemicals that need to be treated.

*Besides the health aspects of green cleaning, the process provides benefits to the building. Using green products and practices, such as proper chemical storage, use and disposal, lessens the likelihood of fires, spills and explosions. As the products used are less dangerous, if there is a spill or other incident, there is less risk to janitorial workers and other building staff.

*Green cleaning can give a boost to your profits! Green products have become more competitive with its traditional counterparts. Once you factor in the potential hazards, such as burns from a high alkaline cleaner and loss of productivity, you actually save money by using environmentally safe cleaning products. Using energy efficient equipment, such as vacuum cleaners with hepa filters, and focusing on preventive maintenance, will lower expenses and replacement costs.

If you have not incorporated green cleaning products and techniques into your business, now is the time to start. Projecting a "green image" is good for the environment, good for your employees and good for your bottom line.

Steve Hanson is co-founding member of The Janitorial Store (TM), an online community for owners and managers of cleaning companies who want to build a more profitable and successful cleaning business. Visit our website to learn more about our complete line of green cleaning supplies and chemicals. Sign up for Trash Talk: Tip of the Week at http://www.TheJanitorialStore.com and receive a Free Gift! Read cleaning success stories from owners of cleaning companies at http://www.cleaning-success.com/

Business Plan Organisation Management How Do You Organise Your Business For Profit And Growth

Writen by Adrian Pepper

Every company needs a sound and robust business model that scales as life changes. Many small businesses start with a business plan based on guesses.

Then as life rolls on, there is never time to update it to reflect your evolving situation. When your accountant nags you, you just feel bad. And your bank manager makes a new business plan a condition for any money discussions so you rush into guessing again.

As I coach my clients, I encourage them to create a simple, effective Business Plan that will earn them money as their business grows and their market changes.

Be succinct and clear

I encourage the owner to write their Business Plan in less than two sides of A4. In my experience with small businesses, briefer is better. The four sections should each have a couple of paragraphs to say:

• Why are we in business? – your purpose and intentions in running the business
• What do we sell? – your products, services and the combinations that customers want to buy
• Who do we sell to? – your clients' demographics, locations, spending habits and interests
• How do we plan to run the business? – staff, structure, targets, management and a simple cashflow table (in an appendix) predicting the income and expenses for the next 12 months

Stay flexible and customer-centred

You need to consider the Scale, Scope and Structure of your business and align them with your long term Mission. Then you can include this detail in the right paragraphs of your Business Plan.

Your mission is simply "Why are you running the business?" State who your customers are, the needs you satisfy with products and services and your unique approach to your market. A strap line of 15 words is ideal.

Your scale describes your team – whether you employ them, associate with them or do sub-contracting. You might also show how the effort will flex as your sales levels change.

Your scope outlines the customers you want to work for and the key products and services you expect to sell to them. Where your market has a number of niches, each could be described individually.

Your structure defines how you sell to clients, the experience and skills needed for purchasing, production and delivery and how you manage your cash flow.

Being small, you are unlikely to have departments but you will have individuals following processes within a team. On the one hand, organising your firm will always be an exercise in frustration because the supply of your products and services rarely equals the customers' demands. On the other hand, small companies thrive by picking off market opportunities to which their bigger competitors cannot respond quickly:

• Time and market events overtake even the best organisation - so design flexibility into your business ready for when you need it.
• Unintended consequences grow with time – so keep watching for the unexpected. Set up triggers to flag possible issues, agree who monitors each flag and make the most interested person responsible for fixes.
• Make-buy decisions always trade-off costs against co-ordination – so monitor how the actions of your suppliers and associates effect your 'internal' costs of quality control, communication and re-work. Be prepared with a 'plan B' and re-take these make-buy decisions at least once a year to keep people on their toes.
• Understand the balance points in your business. But only re-organise once in three years – even small changes take several months to work through a business.

Look for results

Before you finalise the draft of your business plan, you need to answer four questions honestly:

• Do you tell a clear story in simple business terms?
• Do you show where extra investment (of money or effort) will lead to increased returns?
• Do you show where unique value is added for your customers?
• Do you describe how you expect to maintain your competitive edge even as your market changes?

Finally It is my experience that an effective plan is marked with coffee stains and pencilled comments that show the business owner has reviewed it month and re-written it yearly. As you keep your business plan focused on the needs of your clients, you will thrive.

Adrian Pepper coaches people through business and personal difficulties, helping companies figure out what to do, how to move forward and what to get organised. You can contact him through Help4You Ltd, through his website at www.help4you.ltd.uk or by phone +44-7773-380133. At feeds.feedburner.com/help4you, you can listen to his podcast for small businesses.

Are Hidden Flaws In Your Business Preventing Your Success

Writen by Caroline Jordan

Ah, the joys of self employment…Good pay, flexible hours, excellent benefits, a wise and business savvy boss…And profitability, lots of profitability! If you're self employed, chances are your own company is missing some of the features that you might consider to be ideal. It's a good thing being a business owner can have other benefits that are not as quantifiable. Things like satisfaction, loving what you do, not dancing to someone else's tune and charting your own course. But no matter how satisfying self employment is, the truth of the matter is this. If your business is to be sustainable, it has to sustain you financially in a way that makes you feel all the trials and tribulations of business ownership are worth the trip.

For one of my consulting clients, that trip has gradually become less and less sustainable and sustaining. They grew tired of the constant battle, the struggle to create enough cash flow to make payroll every week, and the toll the lack of cash was taking on their own lives. They made the difficult decision to sell their business and go back to work for someone else. In the end, the business did not work in one very important way. Their personal financial needs were not being met. For them, that was an insurmountable challenge.

When I speak of my clients' difficulties involving the constant struggle to make payroll and have enough left over to pay themselves, you may think the underlying problem is cash flow. But poor cash flow is only a symptom. The underlying problem is generally a business model that is not well thought out or well executed.

Before you get hung up on the phrase "business model", let me tell you what it means in real world small business terms. Your business model is basically what you do and how you get paid to do it. For an example, let's look at eBay. eBay's basic model is that it makes money by serving as a go between bringing buyers and sellers together. In exchange for providing the meeting ground and facilitating the sale, eBay receives fees. It isn't a complicated business model at its core, the difficulty is in executing the model in a way that satisfies customers and makes a profit for eBay at the same time. If the customers are unhappy, the model fails. If eBay can't operate at a profit, the model fails.

The second half of that equation is where my clients ran into problems. They provide a valuable service to a growing market but providing the service carries a high payroll and a high rate of liability and workers compensation insurances. For every dollar in sales, they pay out about 65 cents in payroll and insurance. That leaves 35 cents of every dollar for rent, utilities, telephone, marketing, advertising, etc. Trying to wring out enough money for the owners to get paid a living wage was usually impossible.

The owners were able to keep their heads firmly buried in the sand for only so long. We sat down one day and had a very in depth conversation about what the business could potentially produce for income for the owners in the short and long term. We weighed all the benefits, the costs, and the risks. The bottom line was that the business could not realistically support the owners in a way that would allow them to support their families in even a modest way.

Normally, this type of a hard look at a business reveals any number of opportunities for improving the business. In this case, it simply was not possible to make the changes necessary to make things work better for all involved. Let's explore why…

My client's were first time business owners. They are both professionals with years of experience in their own fields who both found themselves laid off by their respective companies. They knew each other through church and had been friends for some time. Working with agencies set in place to help them find new work, they were introduced to a program set up to help displaced workers start their own businesses. The program provided advice, resources, and structure for new business owners.

The friends decided to explore opening a business as partners. They began exploring different businesses and were drawn to franchising because of the remarkably high percentage of success for franchise outfits. Their interest in franchises led them to investigate a local operation that was selling franchises. The franchiser was new to the franchising business and had sold only one franchise to an employee so the model was largely untested.

The franchiser led the partners to believe that all was rosy with the original business that spawned the franchising. Although the potential business owners didn't know it at the time, this was not the case. The original business and the first franchise were actually operating at a deficit and were being propped up by continued investments of personal funds by the owners. The original owner was far more interested in selling franchises than in giving a realistic view of expected results. The business model had some flaws that made it difficult to do well in this business even though the service was a very valuable one to the target market.

Flaw #1—Slim Margins make Slim Pickin's.

As I mentioned before, every dollar in sales cost 65 cents in payroll and insurances. An additional 3-7% (depending on the price structure they chose in buying the franchise) went for royalties. Once you subtract out rent, utilities, office supplies, and so forth, there was little if any left over for advertising and marketing. And the owners were left without a paycheck most weeks.

Flaw #2—Built in Cash Flow Issues.

Employees were paid every two weeks for work performed. Customers were billed every two weeks for services already rendered. So the cash leaves the bank account before it is received. Naturally the customers often took 30 days to pay so the cash flow for every transaction ran as much as six weeks behind the expenditure for payroll for the work performed.

Flaw #3—Pricing Inflexibility.

Franchisees could not lower or increase their pricing based on the market they were serving. In the State of Maine, where this business is headquartered (and this is true of most areas of our country), there is a wide disparity of resources. The southern part of the state has higher income levels than the northern part of the state. The seacoast tends to have higher income levels than the western mountains. Depending on where your franchise is located you could find yourself priced out of the market.

Flaw #4—No Name Recognition.

When you think fast food, you think McDonald's. When you think McDonald's you picture the golden arches. You have an expectation of what you will get—the restaurant will look a certain way, the food will be universally awful. You know exactly what to expect. The same is true of every other successful franchise—Dunkin' Donuts, Olive Garden, Hardee's, H&R Block, etc. With the business my clients entered, there were no strongly defined franchises so the expectation had not yet been created. This means they had to explain what the business was all about. It wasn't a case of being able to say, "I own an H&R Block franchise" and everyone knows what you are talking about. This makes it an uphill battle.

Flaw #5—No Strong Marketing Program to Build Name Recognition.

Part of the responsibility of the franchiser organization is to do the legwork to build name recognition. The franchiser did some local advertising through events and radio advertisements which was a good start. I have to say, though, that if I am going to consider buying a franchise I want to see some serious commitment to building name recognition before I sign on the dotted line. When you mention the name of the franchise, I want to be able to immediately know exactly what you are talking about. That kind of familiarity takes a very concerted, and usually expensive, effort on the part of the franchiser.

Flaw #6—Where Are My Step by Step Business Building Techniques?

The glory of a franchise is that for any task or challenge I can simply flip open the operations manual and see step by step exactly what to do. With this franchise, the most important piece was missing…How do I build the business? What specific steps do I take to create buzz before the grand opening? What steps do I take to attract the attention of my target market? How do I get the business to a point where I can make a living?

In addressing these issues with the franchiser, it became increasingly apparent to my clients that their grand dream of making minimum wage for themselves was far off in the distant (and very uncertain) future, hence their decision to sell.

Regardless of whether your business is a franchise or a stand alone entity, hidden flaws in your business model can create any number of obstacles and pitfalls for your business. A carefully thought out and well executed business model is a critical success factor for every business large or small. By rooting out the flaws in your business model, you increase your odds for building a business that is both sustainable and sustaining.

Caroline Jordan, MBA works with small business owners who are struggling to create a financially sustainable and sustaining business. For more articles and tips to help your small business succeed visit http://www.TheJordanResult.com.

Computer Consulting Take Some Action

Writen by Joshua Feinberg

Before you open the doors to your computer consulting business, you need to get your ducks in a row. You'll need to pick a company name and get your business cards printed. Then you'll need to consider what types of customers you want to pursue and where you can meet them. In this article, you'll learn how and why you need to accomplish these steps.

Get Your Business Cards Printed

Get your business cards printed, even if you don't think they'll last you forever. If you decide to change your company name, phone number or address 6 months down the road, that's okay-you can get them reprinted. At least in the mean time, you can start getting momentum going by handing out a couple of business cards to all of your friends and family members.

Get the Word Out about Your Computer Consulting

Whenever you're in networking situations, whenever you're meeting people at your kids' soccer games, or church or synagogue, or you're standing on line talking to people at the movies, you'll have the opportunity to tell them about your business and hand out your business cards. These people can then become part of your extended sales force.

Get Involved in Your Business Community

Get involved in some local organizations where small business owners meet. Look for three or four good local trade groups to get involved with. One might be your chamber of commerce, related user group or trade group, and possibly an industry-specific trade group.

Start Where You Know

Many times it makes sense to pick an industry focus where you come from. There's always opportunity to branch out into other places. But at least if you start with a niche, you're already familiar with, you'll already have some credibility. You'll find it easier to come up with a marketing message that hits home. You'll find it easier to be memorable, because you're not looking like everyone else who's in the phone book or everyone else who could conceivably do the job who doesn't have expertise in that particular niche.

Evaluate Your Computer Consulting Niche for Enough Prospects

With that nursing background, for example, you could focus some of your early marketing and business development activities on small doctor's offices in your local area… as long as you have a fair amount of confidence that there are at least 500 or 1,000 prospects in a one hour radius of where you're located. Your knowledge should be a big hit with both the key decision makers and the individual PC users.

You may even want to consider branding yourself by putting your industry focus in your name. For instance, you might add health care systems, medical office systems, or medical office technology as part of your computer consulting company name.

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Joshua Feinberg helps computer consultant business owners get steady, high-paying clients. Learn how you can too. Sign-up now for Joshua's free audio training program that shows you how to use field-tested, proven Small Biz Tech Talk tools.

Franchises Must Meet Legal Definition To Be An Actual Franchise

Writen by Lance Winslow

All franchises must meet the legal definition of a franchise no matter what they call it before it is an actual franchise. This is the Federal Trade Commissions take on the franchise rule. It is not illegal to call a company a franchise even if it is not one and if it is not it does not have to follow the rules. In this opinion of law, I do have a quick summary of thoughts for the Federal Trade Commission Franchise Rule Making Group:

So what you are saying is that even if a company calls what they do a franchise, it is not a franchise unless it meets the test. And if meets the test then it is a franchise no matter what the parties call it?

Well then Al Queda, which is often called a franchise in our national news, which is operating in the United States, actually is not a franchise and therefore does not need to disclose anything or any information. Yet all the legitimate businesses, which are franchises must disclose everything. Why not make Al Queda meet the definition of a franchise since they have similar training camps, collect fees and use similar handbooks, operations manuals and methods? Each international cell or franchise follows the same plans. If the FTC can make them fall within their definition; then the FTC can get a list of all their franchisees and the Federal Trade Commission can sue them to prevent attacks? Just like the Federal Trade Commission is doing with SPAM. Doing a lot of good there, let me tell you, with 2111 worth of junk mails today alone. Thanks for nothing. I want my taxpayers money back! What a complete disgrace and failure, is the Federal Trade Commission unfit to lead? Next question:

It appears the Catholic Church is a franchise but call itself a church. Operates using the same marketing plan to collect tithing, pays franchise royalties to the parent, even molests young children which seems to be a common theme and practice? So does this mean if Bob Smith owned a Motorcycle Repair Company instead of a car shop that it could become a church and franchise out and collect fees without being a franchise? "Zen and the art of…"

Although one might have problems with this argument since these examples are totally absurd, from a philosophical standpoint, one does have to ask the question? And perhaps even ask; why do we even have a franchise rule in the first place? Obviously it is to help other business models over the franchise model? So the Federal Trade Commission has a franchise rule to make it difficult for franchises to survive so other business models can do better? Yet it is now proven even with all this bogus over regulation franchising still wins as the most efficient model. I present these examples as so much of this report and those who commented are out to lunch.

Someone somewhere was afraid of how fast franchising was moving so we ended up with the franchise rule? That is not a sufficient reason to keep it. Especially with 105 complaints in a decade, 70% bogus meaning 26 complaints actual with over 350,000 outlets sold, show me another industry, which can show those types of figures? Well, show me, because I have been studying this and I can tell you none exists.

The Wal-Mart or Starbucks of the world have proven equally powerful and efficient to the franchise model, however much of their methods except for private ownership of units follows that of the methods of franchising. Now if we continue to limit franchising they will have no competition. The FTC claims to help competitive markets, yet it destroys competition rather than leveling the playing field; deny this.

The recent franchise report by the FTC and this discussion is pure unadulterated mental masturbation. Franchising is about win-win-win situations and solving problems in the marketplace, serving the needs of the economy, franchisor, franchisee, customer and even sometimes the shareholders. That is a good thing, if we argue over what is and what is not and try to define it one way or the other, we miss the point of why it even exists, it exists to extend brand name, save on capital outlay for rapid expansion and fill a niche in the market place where buyers and sellers come together of their own free will to partake using a unit of trade. Mr. Snow recently spoke about franchising and reiterated the President's message that "franchising means jobs!" How can you argue with that logic? Look at how many jobs are provided by franchising? Why would anyone want to over regulate the forward progress of all mankind and the value of the greatest business model ever created in the entire written history of our specie? WAKE UP!

You can make definitions all you want, you can redefine, re-write, argue, manipulate common words of the English language, but in the end all you do is limit the possibilities of the creative genius of those who seek and find niches to fill for the common good of all. Why are we doing this, can't we just reduce this burdensome regulation and let free will and free markets flourish? Why are we attacking small efficient businesses which turn to the franchise model for expansion? Meanwhile if you want to stop the Catholic Church from molesting children or Al Queda from hurting our country, be my guest, I hope you sue the crap out of them. Good luck. My question to everyone is what good is making definitions if it hurts commerce by sweeping in other businesses and industries into this never ending fold of over regulation and intense litigation? Let's use some common sense here please. "Enough Already!" Think on this.

Lance Winslow

Small Business Marketing Tip Paste Up Those Sweet Somethings

Writen by Craig Lutz-Priefert

OK, in an earlier article we launched you on a scavenger hunt for Sweet Somethings--small reminders you whisper in your customer's ear and let her know what you stand for.

Some small business owners think their products and services can speak for themselves. Don't fall into that trap, no matter what your employees or your suppliers might tell you about how good your product or your service is. Your customers are your most valuable marketing resource--and your most believable. OK, if you can get editorial copy in the newspaper or on the internet written about you, that can be an equally credible source, but it is much tougher to obtain.

So word of mouth advertising--via your customers--is the most cost-effective promotional marketing you have. You want to plant a seed in that new customer's mind, using your current customers.

Just like in nature, your marketing message needs to find the right carrier. You need to find a sticky message--and put it in front of as many customers as you can. Just like a little sandbur that sticks to a dog's leg and gets carried for miles, your marketing message needs to stick to the customer carrier.

And that means your brand message needs to be packaged in a way so that it can be easily picked up by your customers.

First, let's write down those brand phrases you picked up earlier when you were on the scavenger hunt. See what the customers are saying about you. This is also a fantastic time to review your features and benefits.

Did you find any nuggets from your customers? Did any of the phrases they say resonate with your own experience? Did you pick up any little gems you can use to refract your company's brilliance back to other customers? Sounds goofy, doesn't it, but think about it--isn't that exactly what you want to do? There are fifty girls in their early-Twenties within a mile of you right now that are every bit as pretty as the #1 Box Office Hollywood actress. They just aren't wrapped in as pretty of a package.

OK, once you write down your brand phrases you are going to use, then the next step is to determine where to put them. How about:

• Your welcome mat (you do have one, don't you???)
• The back of your restroom door
• On a sticker on the back of every magazine in your waiting area
• Matchbooks—or today's equivalent (when you find it, let us know)
• Vending Machines
• Any place where customers have to wait
• Drinking fountain
• Coffee machine
• Merchandise shelving. Too obvious? How about on the bottom side of a rack that's higer up?
• Instead of a "Caution—Wet Floor" pylon how about creating one that reads: "Caution—Savings ahead" or "Caution: Hard hat area ahead—Falling Prices"
• Chair covers. Do you have molded plastic or folding chairs in your waiting area? Why not have some chair covers made with a few of your favorite phrases on them?
• Inside the lids of your boxes. (Check out a Celestial Seasonings Tea Box in your grocery store sometime. Just look inside for a great example of a Sweet Something.)

There are multiple locations just ripe to plant your message. If you and your staff find even a few, you'll be ahead of your competition.

OK, you've found the places. Now, take a phrase and plant it there. Maybe the phrase is a simple, time-worn saying like: "Your satisfaction 100% guaranteed or your money back!"

You see this phrase often--because it works! It reassures the customer that your small business stands behind your work. And remember, it's not just the first time, stray, new customer that just comes in the door you want to whisper a sweet something to. Existing customers have a way of being taken for granted by too many small companies. Sometimes we actually feel the customer owes us, instead of the other way around. This attitude sends more customers packing off--straight to the competition--than all the advertising in the world, combined.

Let's imagine for a moment you are an All Terrain Vehicle store--Terry's ATVs. Besides the farmers and ranchers who use your product on the job, a huge part of what you sell is Fun.

"Fun on Sale" could be a major theme you use throughout the year in marketing your small business. You don't need to limit this brand marketing theme to just the sales floor where the new models sit or to the banner that hangs outside your store (you have a banner, don't you?)

What about hinting at this brand theme wherever you can? How about in the area where you sell parts, such as spark plugs or tire-repair kits? Maybe a little strategically placed placard back there that says: "The sooner it's fixed, the sooner you can rev up the fun again." This reinforces the brand of your store as fun, and maybe even puts a little smile on your customer's face.

Think of somebody you like. Maybe it's a parent, or a spouse, or that guy in 7th Grade you had a crush on. Isn't it just the mere, little things about that person you think about when you remember them? Most life experience is woven from a thousand little threads and it's the same with your business and the experience your customer has with it. Bring out your store's personality, quirks and all, and whisper those sweet somethings in their ear.

Remember: Brand (who you are) + Package (your Face to the Customer) + People (customers and employees) = Marketing Success.

© 2006 Marketing Hawks

Craig Lutz-Priefert is President of Marketing Hawks, a firm providing essential marketing vision for small business. Marketing Hawks also sponsors the ongoing small business adventures of entrepreneur Crystal Trino at the JourneyToday website.

My 5 Second Rule For Small Business Owners

Writen by Jim Degerstrom

Opening a new business in the real world or online in cyberspace requires thinking beyond all the money you will make. Most small business owners are clear on their ultimate goal, yet often many fail to spend time planning their marketing image. To succeed, first impressions are critical, or you may violate what I call My 5 Second Rule:

When a new prospect finds your web site, you have 5 seconds to convince them to stay.

The rule applies in the physical world, also. Your printed materials may be dumped in the trash just as quickly, or a visitor to your company may browse briefly while in fact the no sale decision was made in those critical first few seconds.

Regardless of your business, your image as a professional and credible source for a product or service depends on making a positive first impression. While most people don't realize the subconscious dynamics that occur during an introduction, how you are perceived is clouded with prejudice.

In a face to face meeting, subconsciously your prospect will categorize you immediately by sex, age, and race. This fact may be hard to believe, however, individual life experiences connect your combination of these 3 characteristics into a fixed profile based on past encounters. Overcoming any negatives begins when you speak. A warm and friendly approach while being prepared to offer the benefits of doing business will help you succeed.

In print, your business card, ad, or brochure tells a similar story without the subconscious human preconceptions. The message will still elicit a reaction, good or bad, so how you present your company in print needs to get past My 5 Second Rule. This is equally true for the home page of your web site. Here's some advice.

Customers have a need (problem), and you provide a product or service (solution). Matching these 2 for a successful sale is easier than most people realize. Front door selling, printed ads, or online web offers should all address the benefits (solution, again) and not the features (it's about the customer, not about you).

Your marketing materials need to project a mental image in the mind of the viewer. Stimulate their imagination so they picture themselves enjoying the benefits of your offer, and you can overcome My 5 Second Rule. Here's an example that was created for a used car dealer. How do you glamorize a business that is the subject of so many disparaging jokes?

This client had a featured monthly special vehicle that they wanted to promote on their web site. The photos taken in a chain link enclosed parking lot didn't convey the excitement or mental picture necessary to stimulate the viewer. The chosen vehicle was an upscale Jeep, and the client specialized in exports to Puerto Rico. To add pizzazz, I did an edit of the photo to remove the background, and placed 2 views of the monthly special on a bluff overlooking a gorgeous beach in Puerto Rico. If my descriptions succeeded creating your mental image referring to the chain link and gorgeous beach, the subtle difference in presentation should be apparent.

Bonus Tip: What to Say When a Customer is Wrong

As a small business owner, you know your business and as an expert, reacting to an email or face to face comment that you know is absolutely wrong will work wonders if you answer with two magic words: "You're right!". This works for several reasons. Most importantly, your customer may be expecting an argument, so they will only hear half of what you have to say if you reply saying they are wrong. The listener will be busy mentally sorting comebacks and supporting evidence, and may not hear any of your expert advice.

Telling someone "You're right" will have them on the edge of their chair waiting for your next comment. Shifting your argument to what you know to be the truth is easy. With a brief pause after your magic two words, continue with "...and there are many people who feel the same way. From years of experience, I've found that in fact (insert the truth based on your expertise here)... etc." and you give them the opportunity to accept your slant on the subject without having their opinion challenged. It works. For those concerned about ethics, the phrase "You're right!" is simply an acknowledgement that they have one view, and it is valid because that's how they feel.

In summary, a professional image includes a wide range of materials for making a positive first impression. Consider the feelings of your prospect and how your product or service will benefit them, and you'll do well in converting first introductions into sales.

Jim Degerstrom offers custom web site design at http://www.jimdegerstrom.com with 100+ examples of custom artwork for marketing in print or online, plus a 5-star directory of 200,000 royalty free stock photos.

Starting A Small Business From A Position Of Debt

Writen by Roy Thomsitt

There is little doubt that many new businesses fail in their first year, plus quite a high percentage will fail in the subsequent 4 years. I say "little doubt" because there is not much agreement on actual statistics. But I am sure few people would dispute the fact that the failure rate of new small businesses is high.

That failure rate is not surprising. Starting your own business is very tough; and keeping it going beyond even the first year is even more tough. Taking that same business through the fifth year barrier is quite an achievement.

There are many reasons for business failure, but they mostly revolve around poor management skills, poor marketing skills, lack of planning, and .......MONEY. To be a successful business owner, you certainly need to understand finance, and the impact it has on your future business. A business plan, covering funding, cash flow forecasting, and details of your market and products or services, is a minimum starting point.

The Roots of Financial Failure in a New Small Business

The finances of a business cannot be isolated from its management and market. The business owner needs to know and understand how these three facets inter-relate. However, for the purpose of this article, we will concentrate on the financial aspects of a business, most particularly the initial capital with which you need to start the business, and provide enough working capital to keep the business going, and to guide it into a profitable business that will provide for you and your dependants.

The initial capital you need is not a figure you should clutch from the air. Your decision on the amount should be based on a business plan, which includes financial projections for the first 5 years. The first year is especially important and should be more detailed; as the first year passes, you will be able to monitor results against the plan, and see what adjustments you need to make to keep the new business heading towards profitability and financial strength.

Making the 5 year plan can be the source of your required capital, at least so far as the required amount is concerned. The first year of the plan should have a monthly breakdown. If you make out the cash flow forecast, a key part of the business plan, on the basis of zero capital investment, then the negative figures in the cash balance will give you an idea of how much finance you need to get started and maintain working capital.

As an example, let us assume your initial cash flow forecast shows your bank balance in negative territory for the first six months, and then becomes positive. The total of those 6 months negatives is the absolute minimum you need in terms of initial capital. If you set out the figures on a spreadsheet, then you can simply add the total of those six months negatives into the initial cash balance spot, which was previously set at zero. You will see that your cash balance never then goes below zero.

That, of course, is far too simplistic, and it is dangerous not to include some wide margins of error. Your cash flow plan will be wrong; that is a certainty. Once you have everything on a spreadsheet, you can then play around with your assumptions, such as sales, product costs, materials costs and so on. After doing many variations, in a process that some call sensitivity analysis, decide on an initial capital figure you feel comfortable and confident about

When putting your plan together, be aware that many people are over optimistic about their sales volume, and also the price the market will bear. Do a worst case scenario with your spreadsheet, and then you can use that as a basis for your initial capital requirement. Remember, as the first year progresses, you will be able to monitor everything in your plan, learn the reality of your marketplace in the raw, and refine your plan accordingly. If you are not able to put the plan together yourself, then it is advisable to get professional help.

Business Start Up Loans and Other Forms of Business Credit

Once you have a capital figure in mind to start your business, you then need to work out how to fund the initial capital needed to get the business off the ground, and safely into profit, without resorting to further borrowing.

You then have to decide how to raise the money you need for that starting capital. Assuming that you cannot input the required capital from savings, then there are many options. However, bear in mind that debt charges will affect your bottom line, and must therefore be built into your business plan. Not only will you pay interest, though, you may find the debt an additional pressure in the early days of the business. Lenders can quickly apply pressure if you seem to be running into trouble. For that reason, it may be better to finance your initial capital yourself if you can, and then add debt at a later date when you are confident the business is running smoothly and profitable, and you feel comfortable and competent with the financial management.

Here are some of the options for raising the initial capital, either in whole or in part:

1. Business start up loan from a bank, or bank overdraft. To obtain such finance, you will normally need a good, professionally prepared business plan.

2. A business "angel", an experienced businessman who has money to invest and likes to speculate on new business. The angel's input can be more than money; they may have valuable advice too. However, much will depend on personalities; it is for you to judge whether the two of you will get on, and if he or she will be more of a help than a hindrance.

3. Business credit may an option for some of your funding, if you can find suppliers that will give you terms. It can be very difficult, though, to get suppliers to give you credit immediately, so in many cases you will need to build business credit confidence slowly. This can mean buying on a cash basis, and then asking for credit later when your business is established.

4. Government grants are sometimes an option, but will depend entirely on your circumstances, country, the type of business and other factors.

5. Credit cards are an option some people resort to for starting a business, but this can be a short sighted, and short lasting, option if used as a main source of finance. Interest rates can be high by comparison to other sources, and repayment pressures can quickly mount.

There are other ways to raise finance, but those mentioned are some of the most common. Starting a business from debt is feasible, and is often done, but always bear in mind the pressures of making a business succeed can be great, and pressure from creditors can only add to that. If you want to avoid personal debt problems, and avoid additional pressure, then you may prefer to at least get started with your own capital.

This small business credit and finance article was written by Roy Thomsitt, owner author of the Eliminate credit Card Debt Now web site and former finance professional. Also on the website you will find articles on personal debt problems and building business credit

Common Mistakes When Planning Your Medical Spa

Writen by Jeff Barson

Everything starts with a business plan: If you don't have one. Write it. A good business plan will help you get a handle on all of the things that get glossed over in the excitement of starting a new business. It's also a usual requirement for getting financing.

Remember that this is a medical business and comes with special requirements. Non-physicians can not employ physicians, medical oversight, HIPPA compliance, and a host of other regulatory issues need to be addressed. Play fast and loose with these rules and you're asking for trouble. (One of our local competitors in Utah was not providing adequate physician oversight. The state walked in one day, confiscated all of their technology and patient records and closed them down.) All lenders want to know how you're going to handle these issues. ADVERTISEMENT

Financing is easy. Financing smart is hard: Speak the words "medical spa" as a physician and you're everyone's best friend. Banks, lenders, technology companies will all have big smiles on their faces and papers in their hands, ready to lend money or finance everything you need. If you're not a physician it's going to be harder.

If you need money or a line of credit for needs other than technology, a bank will probably be your first stop. Banks will provide the best rates but are the most rigorous in investigating borrowers and have the least tolerance for risk. Banks will require that you have spotless credit and that the entire loan is secured. In most cases, everyone who owns 10% or more of the business will be personally responsible for the loan and have to provide two or more years of tax returns. Be prepared for a blizzard of paperwork. Banks will want to see financial statements, cash flow, a business plan (although they don't read it), and have a little visit.

The bank is going to want to know what the funds are intended to be used for. They want to see tangible assets that have a market and can be sold if the business fails or you can't make the payments. They don't want to hear that you need more money for marketing and advertising or salaries that don't have any resale value.

The money that banks will lend you will take the form of a loan, or a line of credit. Loans have a set schedule and payments. A line of credit is somewhat different. The idea is that the bank extends a line of credit that you may draw on. Interest is paid only on the amount of money that is used. However, banks usually require that the entire balance is paid off and unused for one month every year to ensure that the business is liquid. If you can't meet this requirement, the entire line reverts to a loan.

Some bankers are helpful and some are not. In one instance a branch manager told one of our accountants that wanted some information that "he didn't need our business and we could just live with that". Avoid these types if you can. A friendly banker can go a long way in securing loans and providing a little flexibility if things don't go exactly as you planned. If you find a great banker, send him a Christmas card and some cookies once in a while.

If you are in the fringe of what a bank can tolerate risk wise, they will often suggest or apply on your behalf for an SBA (Small Business Administration) loan that's partially guaranteed by the government. (www.sba.gov/financing)

Half of something is better than all of nothing: If you're going to need more money than you have in assets, you still have a couple of options. These involve partnerships, joint-ventures, venture loans or equity.

Most start-ups involve some form of equity trade. Partnerships are a good example. Sweat equity in the early stages provides ownership in lieu of payment or salary. It's very common for entrepreneurs to take little or no money, sometimes for years, until the business is on its legs. Sweat equity at this stage usually extends only to the founders but may extend to badly needed partners. When we started Surface, I took more than an 80% reduction in income.

Equity: The simple rule is; the more money you need and risk you entail, the more equity you're going to give up.

Angels: This is the first stop for most entrepreneurs. Angel financing (also called seed money), is usually raised from friends and family or "high net-worth" individuals. In some cases you may find "Angel Groups" that meet together and look for investments. Angels are usually found a the early stages of a business and are often bought out when larger investors come in.

Venture Debt: A recent surge in venture debt has made its way into the market and is worth discussing. Venture debt is basically a venture loan. The lender charges a higher interest rate than banks are allowed to (often around 14%) and accepts more risk in return. In addition, you will have to give up a small percentage of your company in what are called warrants. This small percentage (usually less than 5%) allows the lender to share in any potential upside. Venture debt is worth considering if you're sure of success and you don't want or need to give up a large equity position in you company. But you'll still be personally responsible.

Venture Capital: When most people think of raising large amounts of money, they're thinking of venture capital. For most start ups, venture capital is not an option. VC money has some downsides though. It is hard to get and extremely expensive. When you add up the entire enchilada, you're looking at about 80% compounding interest each year in return for that money. VC's are looking for an investment term of three to five years and a ROI (return on investment) of 700% or more. Whew. You're also going to loose complete control of your company and have someone constantly looking over your shoulder. There are cases where this actually makes sense. Many VC are extremely well connected and bring these resources to the table.

So, now you've got the money you need. What are you going to do with it?

Most medical spas have grown out of an existing physician practice. The idea of having technicians producing revenue, low additional overhead, increased patient flow, and the feel that "I could do that" is attractive to a large number of doctors who are tired of the grind of medicine. (We've been approached by a surprising diversity of physicians looking to enter this market including; anesthesiologists, cardio-thoracic surgeons, and even podiatrists.)

Multiple Locations: After some initial success, many physicians and MedSpa owners attempt to open additional locations. (For some reason, these second-clinic startups are often opened by a relative, usually a wife or daughter.) These second locations never achieve the success of the first clinic for a very simple reason; their a completely different animal. If you're thinking of opening multiple locations you're work load just tripled. Multiple location sites are outside the abilities of most physicians and involve a much greater financial risk. Staffing and human resources, legal issues, medical oversight… most fail within the first year.

Successful multi-location practices are built around systems. If your first clinic doesn't run without you there, you're not ready for a second. Expanding to fast is a sure why to overextend your resources. Then you're in big trouble. If you've closed a second clinic, lenders are going to be very wary of lending you money.

The Turn Key Solution: Franchises and consultants love to drop this phrase. The idea is an attractive one. Experts will guide your steps to financial glory. Marketing, financing, training, everything will be delivered in a nice little box with a bow on top. But, knowing a number of franchise owners and the problems they've encountered, I would give this advice; beware.

The current crop of franchises have a lot of problems. (One of them in California was shut down for selling medical practices to non-physicians. They've since reopened and are among the most aggressive advertisers.) Franchises are attractive because they claim to have all the answers. If you'll just write the checks all of your troubles will be over. Not so fast. What you'll really get are some manuals, pre-written scripts for sales, and bad ad-slicks. You'll also get: locked into specific technologies that might be second-tier (the franchise gets kick-backs), spend money you could use elsewhere, and pay royalties on all of your income. (The franchises that offer a flat fee are an even worse idea. They have absolutely no motivation to help you.)

Big dogs eat little dogs. The next five years will see dramatic and disruptive changes in this marketplace. Large, well-financed medical businesses with smart physicians and high-quality care are going to open up next door to you. (You're the corner store, they're Wal-Mart) These businesses will be category killers and if you're not well established with a broad market presence and multiple revenue streams, you'll be gone.

The $80,000 towel dryers. Choosing the right technology is one of the things that will let you move ahead a step, or put you in cement boots where you stand. I always think of the way one physician described the pair of IPLs [Intense Pulsed Light devices] that he'd bought; as $80,000 towel dryers. Before you decide on which system to buy you're going to need to crunch the numbers. How many shots will the IPL heads last for until they need to be rebuilt? How much support is included? What kind of training is provided? Does the device work better than its competitors? Before you sign your next few house payments away, make sure of your technology decisions.

Buy or lease. Leasing is the best way to go if you want to pay for your equipment as you use it while preserving your capital. Many of the technology companies have delayed payment plans as long as six months. Buying used equipment is often the best way to save money if cash flow is not an issue. (We purchase used medical lasers and IPLs online from a broker we trust and sometimes negotiate with our buying power for other physicians.) You can often save up to 40% off the price of a new machine if you have the cash on hand.

Don't guild the lily: Cash flow is a problem many start-up medical spas face. Revenues and growth projections are commonly exaggerated in the excitement of a new business. Before you invest in embroidered leather treatment tables, make sure you can pay your bills. One medical spa startup spent $350,000 on build out and didn't have any money left to attract patients. They were out of business in four months.

A few simple finance rules:

• The Golden Rule is actually translated as: He with the gold makes the rules.

• You will end up being personally responsible for the money: Physicians sometimes think that they can use equity in their medical practice or future earnings as security. Nope.

• Be frugal: Take only the amount of money you need. It's tempting to take as much money as you can get. Don't. All the money you take will come with strings attached.

• Take enough money: Lenders hate it when you need additional money. They worry something's going wrong in the original plan.

• Sometimes you can't get there from here: Competition is fierce. If your market is already "owned" by a competitor, think carefully before going into debt to compete in a market you can't win.

Tighten your belt: Financing is like anything else. In order to really find the best solutions you're going to need to do some research. Find a mentor, someone who's done it before and knows what to avoid. And remember, the most common reason that businesses fail is not lack of capital, its poor decision making.

Resource links for all of the businesses and information discussed in this article are available online at www.surface-med.com

Jeff Barson
Managing Partner
Surface Medical Spas
http://www.surface-med.com

Managing Editor
Medical Spas Online Magazine

Virtual Assistance For Healthcare Professionals

Writen by Rita Ballard

Administrative and clerical tasks are the bane of every industry. No matter how small or large your business is, you will eventually find yourself with stacks of paperwork that need your attention and phone calls that need to be made. And when will you find the time? If you are busy seeing your clients during the day, then the paperwork waits until the evenings and weekends. This can make for some very long days and total exhaustion. Hiring a virtual assistant is becoming the best option for many professionals.

Virtual assistants are administrative professionals who, for a variety of reasons, have chosen to work from home offices. Virtual assistance is an industry that is swiftly nudging its way into the outsourcing arena. There are currently about 2,000 virtual assistants worldwide, and this number is growing daily. There are virtual assistance accreditation schools, chat groups, professional organizations, and annual conferences. As a virtual assistant, these administrative professionals are independent contractors who provide office support remotely, using current computer technology and the Internet.

Let's look at the differences between hiring staff and working with a virtual assistant:

When you hire support staff, you will need to provide some amount of training. You also will provide a space for that person, and supplies needed to do the job. In addition, your staff expenses will include taxes, insurance, vacation and sick pay, raises, overtime pay, and usually a pension or some type of retirement plan. You will also be paying that person for idle and non-productive time; you will be expected to do annual performance reviews; and you are expected to manage and supervise.

In comparison, when you hire a virtual assistant, you are hiring someone who already specializes in the type of work that you do, so you automatically eliminate the need for training. Virtual assistants work from their own offices and use their own supplies and office equipment. Virtual assistants pay their own taxes and insurance. And best of all, you only pay a virtual assistant for the hours worked.

Virtual assistants are flexible enough to be able to work only the hours that you will need them, on an as-needed basis. Some businesses contract for a certain amount of hours a month and are assured of having those hours reserved for them. Other people hire a virtual assistant on an occasional basis, perhaps if they have a project, mailing, or campaign coming up and need the extra assistance.

You can go on the Internet and find an unlimited number of people who provide office support services; the difference is that virtual assistants have not only the administrative background, but also the training in how to use that background in a global marketplace. Working with a virtual assistant gives you the benefits of having your own personal assistant without the extra costs and associated managerial headaches. Most virtual assistants are very flexible and will do whatever is needed to fulfill your administrative needs. For a lot of businesses, it is the most practical and cost-effective way to get the administrative work done.

Healthcare professionals who find themselves in the position of having an overflowing to-do box and wondering what to do about it, may be well advised to consider hiring a Virtual Assistant.

About The Author

Healer's Helper

Rita Ballard, Virtual Assistant

Virtually Restoring Balance, One Task At A Time!

www.healershelper.com

Info@healershelper.com

360-880-1110 or

877-716-4880

philonoist@earthlink.net

How To Find Real Wholesale Sources For Retail Flea Market And Ebay Sales

Writen by Donny Lowy

The retail business is a very competitive business. Retailers, eBay sellers, and flea market vendors are all competing with each other and with large box stores like Wal Mart, K Mart, and Target.

Customers are highly educated and know what they should be paying for the items they need.

So in order for a retailer, flea market vendor, or eBay seller to succeed, they need to be able to compete based on price.

To have the lowest price they need to be able to buy from real wholesalers who can offer real wholesale prices.

So how does a reseller ascertain if a wholesale source is legitimate, and how does he find it in the first place?

One effective approach for finding wholesale deals is to visit wholesale specific search engines like www.wholesalecentral.com and www.wholesalequest.com

The retailer would then compile a list based on the type of merchandise he is looking to sell.

After compiling this list he would start researching prices by first visiting large box retail stores and seeing what their prices are.

For an eBay seller or a flea market vendor to compete, their prices must be at least 10% lower.

They should only deal with wholesalers who can supply them with wholesale prices which allow them to make money while pricing their merchandise under the large box retailers.

Before ordering from a wholesaler it would be recommended to conduct a search on Google to see what people are saying about the wholesaler.

If everything is positive, the wholesaler can be tested by placing a trial order. As long as you the wholesale merchandise is satisfactory the flea market vendor, or eBay seller, can then proceed and continue to do business with this wholesaler.

They can also search for wholesale suppliers by contacting industry associations. There are industry associations that represent every market segment that exists.

These associations are set up to bring more business to their members. They are waiting for businesses to contact them so that they can refer customers to their members.

Many of these industry groups have ready made directories that give you a complete listing of all their members.

These directories are a gold mine for wholesale businesses because they represent access to manufacturers, wholesalers, and distributors, who themselves have thousands of products for sale.

The top sellers in the retail, flea market, and eBay business even have staff who are constantly searching for new products to introduce to the stores, flea markets, and eBay sellers that they sell to.

Donny Lowy is the CEO of http://www.closeoutexplosion.com, a wholesale and closeout business that supplies dollar stores, flea market vendors, and eBay sellers with wholesale and closeout products.

Overcome Small Business Sales Resistance

Writen by J D Moore

He calls it "the Extractor". Last week, my Guerrilla Marketing buddy (and top marketing consultant), Mary Eule went to the South Carolina State Fair. An inventor had set up a booth where he was selling a device he created for extracting nails. He was a contractor and he noticed that he spent too much time in renovations pulling nails.

Here's a great product that uniquely solves a great need that makes people's lives easier. It should be a breeze to sell right? Well, when Mary asked him how many he had sold all day, his answer was one. One lousy extractor. No doubt the cost of the booth rental was far more than his revenue.

Intrigued, Mary and her partner David jumped behind the counter - mostly for fun. In 1/2 hour they sold 4 extractors. That's four times his previous entire day's sales. It would have been more if the guy had been equipped to take credit cards or process mail orders.

Why isn't this guy a millionaire yet? His idea is certainly worth it. You might argue under-capitalization, or any other MBA-BS, but the reality is he's only missing one thing - marketing. He's got a great idea but he's not a marketing or sales professional. Nor should he be expected to be.

He should get help from an expert marketer. Experience tells us that he probably won't. Like most small businesses he will go it alone, struggle for a while, and never truly grow to meet his potential. If this guy's product is as good as it's reported to be, he should be in every hardware store in the country.

Mary has made some of the companies she's worked with millions and millions of dollars. I have given one client a single suggestion that increased his profits 13X in less than a month. Either one of us could walk into almost any business and literally multiply its profits. It's frustrating for both of us when the people who deperately need our help won't get it. Small businesses are tough.

I don't want you to think that I am saying there's anything wrong with this guy, he's got natural resistance. Marketing Comet Principle: Do not blame the customer for not buying. I've worked with small businesses for over 10 years and I know that small business owners have more sales resistance than anyone I've ever encountered. Let's talk about the reasons why.

Here are some of the biggest small business sales objections:

1. No Money - Small business owners do not have unlimited budgets. They are frequently struggling and trying to preserve their limited capital.

2. No Value - Small business owners tend to be do-it yourselfers. They don't see the big advantage of hiring an expert, or switching phone service, or hiring a bookkeeper.

3. No Confidence - Small business owners are frequently over cautious. They simply don't believe that you're going to deliver the goods.

4. No Concept - Sometimes what you're offering is so far outside the the experience of the small business owner that they don't even grasp it. I feel that way with a lot of software packages that don't clearly describe what they do. Restaurant owners know they need food, wine, linens, a valet. They would benefit from a web marketing expert, but they are probably going to get their cousin's kid to do their web site for nothing.

5. Sales Overwhelm - Start a small business and get a listed phone number. Within three weeks you will be inundated with credit card offers, charities seeking donations, people selling toner, and people offering to switch your long distance carrier. As a small business owner myself I could spend 24 hours a day just entertaining junk mail, spam, and telemarketers. It's too much and I frequently just reject all offers up front.

6. Ego - This is the big one. Most people who start small businesses have a powerful sense of individuality and independence. To even suggest that they have been doing something wrong is an affront to their ego.

While everybody expresses these aspects of sales resistance to some degree, in my experience, small business owners have it more.

There's also Natural Sales Resistance. This is simply people's tendency to reject being sold anything - even if they need it. If you had the cure for cancer, some portion of the population would refuse to buy it. Why? Because people don't like to feel as though their freedom of choice is being taken away. Again, it's an affront to their ego.

This is mostly a level of unconscious discomfort, rather than a conscious thought. I worked at a retail shoe store while in high school. We were required to greet customers as they came in. "Hello, how are you doing today" I'd ask. About 80% of the time people would zoom past me and grumble, "I'm just looking."

People were so afraid I was going to sell them something that they had to shut me out - even though I made no sales approach. I worked with my friend Greg and we made up a little game. We got so good at identifying who would be a "just looking" person that we would say weird stuff to them when they came in and laugh they would zoom by and didn't notice. "Your shoes are untied." is probably one of the more innocent things we'd throw out.

By the way - I'm almost one of those people. I hate being interrupted by sales people when I'm in a store looking around. I'll seek out help if I need it - just make sure it's available. However, I'm never rude to retail people - I've been there and it's a tough job.

Ultimately sales is part of the marketing process. We have to understand the components of resistance and inoculate against it. We need to be better about really personally connecting with our customers and prospects. We need to be genuine, keep our promises, and help our customers do our sales for us.

Copyright 2005 Marketing Comet

John Moore - Marketing Comet Get More Customers, Achieve Higher Profits, Enjoy Your Business More http://www.marketingcometcoach.com

Get Past Procrastination And Into Client Attraction My 5 Steps To Getting Things Done

Writen by Fabienne Fredrickson

Have you ever looked at your to-do list and just wanted to run away? Sometimes, procrastination gets the best of us self-employed people. It seems that everything is priority and we tend to put some things on the back burner. The thing is, if the items on your to-do list have to do with marketing and Client Attraction, then you don't want to ignore them (if you do, you may not have clients in 6 months).

Procrastination creeps its ugly head in my business every now and then. Personally, I think it's more overwhelm than procrastination and the list can be so overwhelming that I tend to go in avoidance/denial mode, preferring to just not deal with it. (Has that ever happened to you too?)

Realistically, you can't ignore having to market yourself, so you sometimes just have to bite the bullet and do what it takes. Here's my personal action checklist to take me from procrastination to massive action:

1. Prioritize: Your list may be a mile long or just a half page long. Either way, the best way to get into action is to sort out what your return on investment is going to be for each item on your list (financially, time-wise, resource-wise) and then sort them by the one that will reap the most benefits (i.e., clients and revenue) from the littlest output on your part. You'll start with that one.
2. What's getting in the way? Sometimes, I find that procrastination is more about something getting in the way than anything else. It could be that you don't have every piece of the puzzle to be able to move forward into accomplishing something. It could be that you don't know how to do ONE aspect of it. It could also be that this is a SHOULD and isn't absolutely necessary to your success. Whatever's holding you back, just get clear on it.
3. How long will it REALLY take: I've found that often, I delay on a marketing task (or any task, for that matter) because I anticipate it taking a lot longer than it really will. To get past this, look at a task and ask yourself how long it will realistically take to get done. Then, take out the to-do list and write down the time it will take you to accomplish it next to each item (15 minutes, 2 hours, etc.)
4. Schedule it: Look at your calendar and find time slots that correspond to the time allotment for each task you did above and schedule them, as if they were client appointments that you were unable to cancel.
5. Just do it: Once you've got the "task appointments" scheduled in your book, just do them. You'll power through them like you've never done before. It's actually pretty cool.

Your Assignment: When marketing yourself, take notice of when you start slipping into procrastination mode (it happens to most everyone, trust me). Prioritize the tasks on your list to focus on the ones that will get you the highest return on investment, notice what's getting in the way or what piece is missing, and solve the issue accordingly, establish how long it will take to get done, and then schedule in your calendar. You'll have no excuse not to do it.

Remember, there's never a point at which you can say (about marketing) "I'm successful now, I might as well take a nap." Notice the very successful entrepreneurs you look up to. They never stop marketing. In fact, they're always adding new things to their existing marketing plans. Do the same. Get past your procrastination and into Client Attraction. ALWAYS BE MARKETING and you'll always have clients.

Need help knowing where to really get the most value from your marketing efforts? You can get lots of help (with tons of assignments and worksheets, scripts, and templates, etc.) in the Client Attraction Home Study System™. It includes lots of crucial stuff to help you fill your practice really quickly. You can get your copy at http://www.profcs.com/app/adtrack.asp?AdID=143338.

© 2006 Client Attraction LLC. All Rights Reserved.

Fabienne Fredrickson, The Client Attraction Expert, is founder of the Client Attraction System™, the proven step-by-step program to help you attract more clients, in record time and consistently. To learn more about Fabienne's Client Attraction Home Study System™, sign up for her FREE client attraction tips and no-charge teleclasses on attracting more clients, visit http://www.ClientAttraction.com.

The Most Important Decision Of Your Massage Business Career

Writen by Elizabeth Fletcher Brown

Don't you find that there are so many decisions you need to make each and every day regarding the direction of your massage practice. Especially if you are a solo-preneur or own your own massage business.

As a business owner myself I know at times it can seem overwhelming, wearing all the hats of massage therapist, marketer, salesperson, office administrator... and the list goes on.

Yet there is one key decision that will chart the course of your business and will ultimately determine your level of success long term. This decision will also increase your chances of staying the course till you have your ideal massage practice.

Can you think what that might be?

Well, let me ask you...

Are you trying to build a massage practice? Are you hoping to get more clients? Are you feeling it out to see how it goes? Or have you committed to building the business of your dreams... no matter what!

Many therapists can't wait to finish massage school, find the ideal location for their practice, and jump right in there looking for ways to fill their schedule book with clients. But when things don't work out quite as smoothly as they expected, they get frustrated and give up all too easily... because they never stopped to make that all important decision that they were absolutely committed to building a successful massage business.

This decision is a turning point. It announces to the world that not succeeding is no longer an option. This decision will inspire you to take action, even when things get rough.

My husband Francis is also a massage practitioner (jointly we have over 30 years in the profession). Early on in his career he traveled with motivational speaker, Anthony Robbins, as his personal massage therapist. One of the things that Tony used to say was, "To get new results you must take new actions, and all actions are fathered by a decision."

So, what fundamental decision have you committed to regarding your massage practice? And is it a decision that inspires you to take action? Can you write it down somewhere that you will see on a daily basis?

OK, so you have made your decision...but do you believe it? Do you have the confidence in yourself to carry it through? In his classic book, Think and Grow Rich, Napoleon Hill said that if you can conceive of something and believe that you can do it, then you can! And the more you believe in yourself the more likely you are to achieve your goals and manifest your dreams.

So what are your beliefs about:

Your skills as a massage therapist?

Your ability to attract your ideal clients?

Your ability to build and sustain a successful massage practice?

Your ability to create prosperity and abundance (and maybe even complete financial freedom) in your life?

Because until you believe that you can do it, you won't take the sustained action necessary to build a thriving business. And that would be a terrible shame because you have unique gifts to share in a way that nobody else can, and there are people for you to work with that no one else can help in quite the same way as you.

So, if your "belief muscles" are a little atrophied, how do you build them up? Here are some things you can do:

• Write a list of all the reasons why you WILL succeed in your business and read it every day and every night.
• Create a concise "belief statement" or declaration and post it where you will see it often.
• Listen to and read about how others have succeeded.
• Once you have made your committed decision just get in action and then make course corrections as you go. It is always easier to make adjustments when you are in motion, whereas procrastination will get you nowhere. And remember, getting in action reduces fear and doubt.
• Work with a coach or mentor to help keep you on track.

So let's face it, as you grow your business there will be times when you will feel challenged, when you have to move outside your comfort zone, when you make mistakes, and when you doubt yourself and your abilities. This happens to us all! And you can either let these things undermine your confidence and sabotage your success, or use them to strengthen your decision to build the business of your dreams...no matter what!

A Native American elder once described his own inner turmoil like this: "It feels as if there are two dogs inside of me. One of the dogs is always fearful, anxious and filled with doubt. The other dog is playful and confident. The worried dog fights the joyful dog all the time." When asked by his friend which dog wins, he thought about it for a moment and replied, "The one I feed the most."

So which dog do you feed? The one that is doubtful and full of fear, or the dog that is joyful and successful? The choice is yours alone to make. But don't make it lightly. Because the answer will greatly influence the success not only of your massage business, but of your entire life.

Elizabeth Fletcher Brown LMT, a Certified Success Coach is the founder of the Massage Business Center, dedicated to supporting massage therapists in creating financial freedom through business success. Do you really have what it takes to build the massage business of your dreams? Take our free online assessment at http://www.MassageBusinessCenter.com and find out.

How To Start Your Own Niche Product

Writen by Joseph Then

If you are one of those who want to launch a niche product but has doubts how, consider the following:

1.Determining what you really want to sell, something that you can be comfortable selling, is the first step at the creation of a niche product.

2.If you are still unsure what niche product to create, make a list of what you have in mind. The more the better. You are the sole authority in this. You are the only one who really knows what you want.

It will also help that in determining your long list, try factoring the following:

a.Your hobbies and interests,

b.Improving on an existing product

c.Solving a problem

d.Combination of improvement of ideas

e.Conducting a different approach in the marketing of an existing product.

3.Evaluate the list that you have created on the basis of the products purpose and the target market of your niche product.

4.Focus on your purpose. Knowing your niche product uses and benefits become a basis for planning. Determining the purpose of the product is vital in niche product creation. Make it clear and specific. Adopting an honest straightforward look can make the next action step fall easily into place.

5.Identify your target market. Expensive pitfalls had been created by generic approaches, the variety of goods available already in the market will daunt anyone trying to make an entrance in to the market.

Make precision your keyword. Target the market bracket that you think will help you maximize your sales. Segments for consideration will be; Gender, age, education, status, etc. This way, you create brand that is focused on certain segments of the market and caters to particular needs that the market readily identifies itself with.

6.Conduct targeted niche product short list. Remember having to write a long list on products that you would want to create? This time, based on the purpose and the segment of the market that you consider targeting, eliminate all products that you previously have in mind, everything that does not fall into servicing the particular market segment that you have decided on.

7.Consider trimming the list further. The niche product that should result must be very focused on the target market that you want to attract. The result then becomes a shortened short list.

8.From the short list created consider the product that could represent your competitive advantage. Your edge. Something that carries leverage. Without a sustainable advantage, your product might just not find enough strength to remain in the market.

9.Check for copyright. If the product you have in mind is an improvement of an existing product, it would not be wise to infringe on another copyright aside from being expensive in the long run and damaging to you reputation. All products that have expired are posted on the public domain. Search engines can lead you to this.

10.Now that you have an idea of a product, you can already focus on attracting traffic to your product. Create a domain name and its message. These too are very vital. The domain and its content are the first tangible things that can speak for you. These are the things that well sell your products aside from you.

The name therefore must be easy to remember and memorize. The content should be attractive enough to attract traffic to your site

Joseph Then operates a special website where the members can start a brand new, niche website and they can do so every month. Check it out at http://www.EasyNicheProduct.com

Top 10 Lessons For Small Business Success As Learned From My Twin 3 Year Olds

Writen by Troy D White

Small business success is very similar to learning to walk, talk and spell. The basics have to be understood before moving on to the next step. I am blessed to have twin 3 year old girls in my life and am amazed constantly how much I learn from them on a daily basis. As I watch them run around and explore, I find myself realizing just how much my observations apply to being successful and happy in life and in business.

So take heart in the following tips – they may come from little people but they have the power of giants. To your happiness and your success !

1. No matter how small you are you can change lots of lives - your goal for starting your business should be to change lives in one way or another. Remember this in everything you do - how can I change my customers lives ?

2. Climb that wall - no matter how big the wall is - persistence pays off in the end. Never give up on your dreams and keep on trying.

3. Times when you appear small and frail are when you can surprise everyone with your hidden strengths. Everyone in business pays attention to what the big boys are doing and how they became successful. What they miss though is the small businesses that quietly make substantial profits every year. These companies go about their business quietly and draw attention from the customers - not the competition.

4. Act like a silly goof whenever and wherever you want – people will never forget you - and that is what every business owner should dream of - sticking in everyone's mind.

5. Remember to share – People can get very protective of what they learn and how they achieve success. When you have something of value that would benefit others – share ! IT will come back to you one hundred fold . You do have you rights also - protect what is not to be shared and make sure others know it is yours and yours only.

6. Run naked every once in a while. Well ok, you don't have to be naked but run – have fun, be free and try to be a kid again. Having kids gives you that chance again and it is incredible to relive the fun that you used to have – when you weren't so serious about life and business.

7. Lay back on the grass and watch the clouds go by whenever you have a chance. Reflection and relaxation can be one of the most powerful combinations that you can ask for in your personal and business success – use it !

8. Put on a fancy hat - dress up for the day. Nothing can make you feel like a new person more than a complete change in clothing. Wear something you usually would not wear – or something you have always wanted to wear but were afraid to. In business this one little point can make you stand out from all of the rest. Wear a tacky tie, or a purple shirt, or a new hat every day – your customers will never forget you.

9. Silence is not always a good thing. Usually it means something big is brewing and trouble is near. If you find too many of your competitors are quiet or your clients are quieter than usual – figure out why ! Something serious could be happening out there and you better find out what it is.

10. Find some sand and let your toes dig in. Sand has an amazing soothing quality to it. If you do not have sand near your house or business – go buy a bag of sand at your local garden center and put it in a small box you can dip your feet in. Try this when you are working on a tough problem – new ideas will pop into your head in no time.

About The Author

By Troy White of www.SmallBusinessCopywriter.com... "Turning Words Into Wealth" Helping entrepreneurs jump start their business success and profit growth through uncommon, yet highly profitable, marketing techniques.

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