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1. Base your business in the Magic Triangle. Honesty, integrity, and quality are the three sides of the Magic Triangle of business success. Create the kind of company that stands for something more than the bottom line, and your bottom line will increase. 2. Stop worrying about market share. The world has more than enough customers for you. When you embrace abundance--the idea that the universe provides enough to go around--all the energy you've put into chopping down competitors can be channeled into productive, growth-enhancing activities. Example: By opening up the PC architecture many years ago, IBM dropped its market share--but created a vast expansion in the overall market (and its PC revenues). 3. Partner with your competitors. It may sound counter-intuitive, but competing and complementary businesses can become your best sales agents. The world's largest companies understand this--which is why Toyota and General Motors have product development partnerships, and why FedEx and the US Postal Service cooperate to deliver Express Mail and to provide FedEx collection points at post offices. 4. Understand the true brand experience. It's not your advertising and marketing--it's what happens when a customer attempts to do business with you. How helpful and courteous are your staff, both in-store and on the phone? How friendly and useful is your website? How does the customer really feel about working with you? 5. Turn customers into sales agents. At least one third of your business should be repeat customers or people they've referred. If you're still struggling to pull in business, either you haven't set up good systems to harness these super-profitable customers, or you need to address the deeper reasons why they don't return. By Shel Horowitz, founder of the Business Ethics Pledge (http://www.principledprofits.com/25000influencers.html) The Vertical Project. - Why Increase Your Vertical Leap by 6-12 Inches, When You Can Double It? QuitSmokingRightNow. - Quit smoking right now without patches, pills or gums, and without gaining any extra weight - guaranteed. Article Index: | 1 | 2 | 3 | 4 | 5 | 6 | 7 | 8 | 9 | 10 | 11 | 12 | 13 | 14 | 15 | 16 | 17 | 18 | 19 | 20 | 21 | 22 | 23 | 24 | 25 | 26 | 27 | 28 | 29 | 30 | 31 | 32 | 33 | 34 | 35 | 36 | 37 | 38 | 39 | 40 | 41 | 42 | 43 | 44 | 45 | 46 | 47 | 48 | 49 | 50 | 51 | 52 | 53 | 54 | 55 | 56 | 57 | 58 | 59 | 60 | 61 | 62 | 63 | 64 | 65 | 66 | 67 | 68 | 69 | 70 | 71 | 72 | 73 | 74 | 75 | 76 | 77 | 78 | 79 | 80 | 81 |
More Articles:1. Executive Performance -- Who's to Blame for Incompetent Managers? By Dr. Robert Karlsberg A recent article in the Wall Street Journal raised the question: Who’s to blame for inept managers?The answer, of course, is the superiors who hire or promote them -- but not because they intentionally select or retain poor performers. Every leader knows that his or her own success depends on putting the right people in the right positions. It’s easy to blame a manager’s poor performance on his or her boss, but more often than not, managerial incompetence isn’t obvious to superiors. Instead… 2. When Being A Facilitator DOESN'T Help By Roger Schwarz I talked with a group of internal consultants last week - they felt they had to wear too many hats in their work. They had to be consultants, facilitators, coaches and trainers - sometimes in the same one-hour session. They weren't always sure what role to be in and they felt that all this role-switching was draining them and was decreasing their credibility and effectiveness.After learning a bit more, I suggested two things to them:1) At times they were trying to serve as facilitators when an… 3. Why Write Down Your Ideas? Whether you're a manager, professional, or entrepreneur you need to think ahead. When you do it in a formal sense, it's called it planning, when you do it informally it's something like speculating.Whether you're planning or speculating, the exercise represents just the tip of the iceberg. For the plans or scenarios to amount to something, they have to be implemented. In turn, that usually involves other people.Which takes us to the subject of communication: How do you convert those ideas in you… 4. Towards Intercultural Understanding By Brenda Townsend Hall An individual’s ability to forge effective relationships across cultures is influenced by a very personal and highly complex mixture of emotional and cognitive processes. Anyone contemplating an overseas posting feels apprehensive about stepping into the unknown. The mere knowledge that we are leaving our own cultural comfort zone can trigger all sorts of subconscious defensive tactics that can make it difficult to operate effectively the new environment.The widely known work of Milton Bennett… |
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