Information is the lifeblood of the economy. That’s especially true for businesses, because the ability to identify current customers and locate new prospects makes the difference between boom and bust. So how do successful companies do it? Through targeted market research, which usually means arcane computer systems, large staffs, and six-figure budgets.

That situation is ripe for change, according to the CEO of Catenate, LLC, Wendy Cobrda. “Solutions that used to sell for $100,000 plus are now available for less than $5,000. And even better, these tools are web-enabled, which allow companies of all sizes to easily access the information they need instantaneously for a relatively small investment.”

Ironically, many of those companies rely on the U.S. Census Bureau data, because of its low cost, but by the time Census data is compiled and formatted, it is two to three years out of date. That data often doesn’t reflect the reality of today’s marketplace. And what if you need a finer-grained solution than the 10,000 foot view that the Census Bureau offers? That’s where Catenate’s web application, Catopshere, enters the picture. Catosphere leverages databases which include Census data, current year estimates and five-year Projections (ESRI), traffic counts, shopping centers, market potential, consumer expenditures, and lifestyle segmentation. Site guests simply carve out a subset of that data that applies to a geographical region of their choice. What results is a geodemographical study that captures the statistical “vital signs” of the target region. Surprisingly, obtaining the survey runs less than five minutes from start to finish. Once the target region and the type of study are chosen, Catosphere dynamically generates the study in either PDF or Excel format.

Although refreshingly usable (the “1-2-3″ type instruction lists show up more than once), Catosphere also provides substantial flexibility. Reports can selected from ten categories, including aerial photographs. Target regions can be selected via Dbase databases, predefined geographic units, address intersections, a Mapquest-style map selector, or latitude and longitude. Reports may also be automatically branded with a business logo. In that way, Catosphere helps you convince the next level of management that you’re on the ball.

The company provides two avenues to obtain geodemographic reports - a la carte reports or subscriptions. Subscriptions range one to three years across two detail levels, Basic and Premium. Per-report prices fall in the sub-$100 range; subscriptions range from $995 (Basic) to $2500 (Premium), but allow unlimited access to national data. Subscriptions provide the most value to companies that need to keep abreast of volatile markets or require the ability to conduct speculative analyses. “I use the reports and maps to make my business case,” notes Keith Chamberlain, CEO of Live Arts Today.

In the age of micromarketing, businesses need tools to ensure that their marketing campaigns strike gold. Catosphere provides an intriguing tool that may help small to medium-sized businesses do exactly that.

Catenate, LLC
http://www.catosphere.com
Wendy Cobrda, CEO

The CEO of a worldwide business asked me to help him develop a talk he planned to give to several hundred of his top executives. He said, ‘I feel as if I’m Daniel going into the lion’s den.’

Indeed, it was the business equivalent of a lion’s den that he was entering. Hired from a competing firm, he was a stranger to the company, a company hobbled by declining market share and bad morale caused by the arbitrary actions of the previous CEO, an isolated dictator.

‘This is the first time most of them will see and hear me,’ he said. ‘I’ll give a presentation on the state of the business.’

‘Hold on,’ I said. ‘Don’t give a presentation. Give a Leadership Talk instead.’

There is a difference, I explained, between a presentation/speech and a Leadership Talk. A presentation/speech communicates information, but a Leadership Talk not only communicates information but makes a deep, emotional, human connection with the audience.

Most leaders give presentations and speeches most of the time when they should be giving Leadership Talks.

‘You’re facing an important leadership situation,’ I said. ‘The old saying, ‘You never get a second chance to make a first impression’ applies here in spades. You’ve got a great Leadership Talk opportunity. But to have people believe in you and follow you, they must be emotionally committed to you and what you say. So understand what their emotional needs are.’

I went out into the field and talked to a number of his managers and found out that they were feeling intimidated by the demands of increasingly sophisticated customers. I found out that they feared not being supported in the decisions they made in the field. I learned that they were angry at having to meet what they considered unnecessary reporting requirements. I learned that they didn’t trust the top executives.

Intimidation, fear, anger, distrust . . . those emotions described the state of his audience and, in truth, the state of the business.

The CEO gave a Leadership Talk that spoke to and answered the needs of those emotions, a talk based on the single idea that he was a person that they could trust.

That Leadership Talk marked the beginning of a turnaround for that company.

The lesson: Analyze and speak to the emotion of a situation, and you can become a dramatically more effective leader.

Make that analysis happen this way:

• Know the difference between a presentation/speech and Leadership Talk then view every speaking situation you encounter as either a presentation/speech situation or a Leadership Talk situation.

• Know that you rarely give presentation/speeches and that The Leadership Talk should be your primary leadership communication tool.

• Analyze the emotions of your audience by asking what they feel at the time you speak, what they fear, what angers them, what inspires them.

• Structure your talk around emotional-talking points. For instance, list three things that angers your audience. Make those things the main headings of your talk.

• Speak to them about their emotions. Tell them, for instance, that you realize they are angry and what they are angry about. Tell them what you realize they are feeling.

Speak thus, and you are revealed in powerful motivational ways. Furthermore, they are revealed to themselves.

These revelations can create strong bonds between speakers and audiences.

Understand the speaking situation in terms of its emotional content, and you understand that situation in new ways. Understand it in new ways and you speak in new ways. And when you speak in new ways, your audience acts in new ways.

2004 © The Filson Leadership Group, Inc. All rights reserved.

About The Author

The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. - and has worked with thousands of leaders worldwide during the past 20 years helping them achieve sizable increases in hard, measured results. Sign up for his free leadership ezine and get a free guide, “49 Ways To Turn Action Into Results,” at http://www.actionleadership.com

What is it that drives some businesses downhill over the years, while others continue to grow stronger? What is the key to success? Some believe the solution is found in the process of strategic management. This process gives direction to the organization through a vision of the whole picture and objectives. This vision becomes a reality as a plan is developed and specific goals at all levels are identified. The long-term success of an organization is attainable with strategic management but unless the necessary support is used to carry out the plans, even the most effective planning efforts will under deliver the results. When applying strategic management, you will find success in this four-step process called FAME, consisting of Formulating, Accomplishing, Monitoring, and Repetition.

Formulate

The first step of the strategic management process determines the destination of the organization. It is decided where the organization is now, where it wants to go, and how it plans to get there. The executive team is largely accountable for developing the plan because it is their responsibility to create the course and direction of the organization. Even though they develop the plan, every individual is responsible for making it become a reality. The vision should filter down through the levels to each individual so it is understood by everyone.

Everyone must understand that this plan is for every individual at every level in the organization, not just the managers. To help make each person feel as if they are a contributing to the vision, goals must be set at all levels of the organization, from company-wide objectives down to individual goals. Make sure each individual understands their responsibilities and how they fit in to the big picture.

Accomplish

A lot of hard work is required now that it’s time to accomplish the proposed plan. After having just developed the plan and objectives, the entire organization is often energized and motivated about reaching goals. However, as soon as the motivation wears off and the real effort begins, the focus can become blurred. It is really easy to be knocked off track at this point. For this reason it is essential to keep motivating the team members and keep the energy level up. This can be accomplished with the following suggestions:

• Responsibility. Assigning specific responsibilities and tasks to individuals helps them feel important and needed. Knowing that they are solely responsible for accomplishing a task will make them feel like an essential asset to the team
  
• Rewards. Providing recognition to employees for their performance and acknowledging their contributions go a long way. Anything from a sincere “Thank You” to a cash incentive will let them know their hard work is appreciated.

This is a critical step for managers as they maintain the focus for their team. Managers are usually more familiar with the company objectives and can use their understanding of the long-term objectives to make better decisions for their employees and help with any obstacles that might come up.

Monitor

Successful strategic management does not end at the conclusion of the planning meeting or the beginning of the execution phase. It continues day in and day out as each team member carries out the plan’s objectives. However, implementing the plan will be much more effective if periodic monitoring occurs. Monitoring is critical for measuring progress. It will ensure that the organization is on track to completing the plan and is accomplishing what was intended. The entire process of strategic management is dynamic and demands continual reassessment. Even with the most comprehensible plan place, it is possible to lose sight completing the intended objectives.

Repeat

Repetition of the process is the difference between long term success and failure. With each repetition, the organization will see improvements that can be made to the plan. For instance, existing elements will be modified, new components may be added, and attention and resources may be redistributed. The process of repetition will also affect individuals. As each team member better understands the direction of the company, they will improve their ability to prioritize their immediate and long term objectives and will be confident with their responsibilities and decision-making skills. Ultimately, the strategic management process will improve, and this will lead to better planning and more success in the years to come.

CMOE has been helping Pfizer, ChevronTexaco, HP, Boeing and many other multinational organizations develop their leaders over the past 28 years.

To learn more about Strategic Management and other programs and services we have to offer, please contact us at toll free at 888-262-2499.

Another fallacy ingrained in the minds of most marketing managers is the belief that the better product will win the marketing battle.

Behind the thinking of many marketing managers is the thought that “truth will out.”

In other words, if you have the “facts” on your side, it’s only necessary to find a good advertising agency who can communicate those facts to the prospect and a good sales force that can close the sale.

We call this approach “inside-out thinking”- that somehow the advertising agency or the sales force can take the truth, as the company knows it, and use this truth to clear up the misconceptions that reside inside the mind of the prospect.

Don’t be fooled. Misconceptions cannot easily be changed by an advertising or sales effort.

What is truth? Inside every human being is a little black box. When a human being is exposed to your advertising or sales claim, that person looks inside the box and says “That’s right” or “That’s wrong.”

The single most wasteful thing you can do in marketing today is to try to change a human mind. Once a mind is made up, it’s almost impossible to change.

What is truth? Truth is the perception that’s inside the mind of the prospect. It may not be your truth, but it’s the only truth you can work with. You have to accept that truth and then deal with it.

Arvind Kumar is an Electrical Engineer from a premier Institute, Indian Institute of Technology, Delhi, India. He has 3 years experince in marketing business consulting services and marketing services. He is founder and CEO of http://www.nuttymarketer.com. You may reach him at arvind@nuttymarketer.com.

First, time management is an oxymoron since no one can manage a constant that being time. There will always be just 60 seconds to a minute, 60 minutes to an hour and 24 hours to a day. Now that we understand that time management is more about us and less about time, we can begin to separate the symptom from the problem.

Next, the question needs to be asked “Why do we want to or need to manage time?” By looking to this answer helps us to truly understand how people continue to label time management as a problem.

The reason we need to manage our time is because we have a desired end result or a goal that needs to be achieved. Without results or goals, there would be no need to manage or even care about time. Ideally, we could live each day moment to moment, not worrying about the passage of time. Unfortunately, today’s world demands that we make the most of each minute.

So now that we know the real problem, the next question is How can we refocus our behaviors and become better goal achievers? Solving this problem begins by identifying the beliefs that support as well as hinder consistent goal achievement.

These beliefs range may include some of the following:

• I work well under pressure. (Note: This belief is otherwise called procrastination.)
• I can mentality remember everything and don’t need a written list or plan.
• I can multi-task with the best of them.
• I don’t have time to learn something new.

After belief identification has been accomplished, you may need to begin to change those beliefs that drive counter-productive attitudes demonstrated by our behaviors about the real problem — goal planning and goal achievement.

Then take some time to assess your life to truly learn where you are so that you can achieve balance and build the future that you desire. Using a simple life wheel to taking a formalized assessment can assist you. Now, it is time to construct an action plan that is supported by written individual goals. Once these goals are formalized and put into action, not only do you become a better manager of yourself and therefore time, decision making is now much more proactive instead of reactive.

Finally, all goals from making daily appointments to building sales should be written down and monitored on a consistent basis. To do this requires blocking a specific amount of time each day for planning the next day’s actions.

After all the years of executive coaching my small business, entrepreneurs or school clients, I am truly amazed at the number of people who continue to focus on time management as a problem and not a symptom of poor goal planning and goal achievement. Success or sustainable change can be yours if you infuse a consistent goal achievement process into your daily beliefs, attitudes and behaviors. And your current time management issues will become a thing of the past.

Leanne coaches individuals, small businesses and large organizations to double performance in warp time. She freely shares the Secrets of Success and provides a free monthly newsletter. Please feel free to contact Leanne at 219.759.5601.

If you truly don’t believe doubling your results is possible, read some case studies where individuals and businesses took the risk and experienced unheard of results.

One quick question,if you could secure one new client or breakthrough that one roadbloack, what would that mean to you? Then, take a risk and give a call at 219.759.5601 to experience incredible business.

When you create products in your accounting software you should almost certainly be able to enter the cost, if so make the effort.

Without the cost your accounting software’s financial statements will only show a fraction of the story.

The cost that you enter should, in most cases, be as close as possible to the average cost of that item that you have in stock. For example -

What is average stock? Let’s assume that you have 1 bolt in stock and it cost you $1.00. You then go out and buy another bolt for stock and the cost has shot up to $2.00. You now have 2 items in stock that cost a total of $3.00. Therefore your average cost is $1.50 per item. When you sell one of these items the software will take into account that the cost of that sale was $1.50. Most accounting software systems will adopt this approach

There is a separate section towards the end that looks at the different types of product cost and what they mean.

Another important issue when setting up your products in your accounting software is closely related to whether there are re-order reports in your accounting software and a Purchase Order module that is linked to the re-order system, and you intend using either or both.

This issue basically deals with the ideal maximum and minimum stock that you wish to keep of a particular product. It can be done several ways but the most common would be -

Maximum and Minimum. Let’s say you want a maximum number of the item in stock at any time of 20 and a minimum quantity of 10. When the stock level falls to 10 or below the system will tell you to order whatever quantity that takes it back to 20. The minimum level is also known as the re-order point.

In a similar situation your accounting software may only work to a maximum stock level in which case whenever your stock level falls below 20 it will show an order quantity to take it back to 20.
“Your system may allow you to enter different levels based on seasons. For example if it gave you four separate seasons then you would need to give it four different levels. This method is more common in industries where there can be large fluctuations in sales depending on season as in summer and winter, as in Christmas and non Christmas periods etc.

If you operate in a country where you charge GST or similar and later claim this tax back then the cost of the product should be shown excluding the tax.

For example a bolt costs $5.00 plus $0.50 GST then show it as $5.00. This example applies to Australia If you are not sure about your own situation then check with your accountant.

Products Module - Additional Uses

You will have already set up your products in your accounting software before you started invoicing so that part should already be done except maybe for some fine tuning that you need along the way.

To reap the full benefits of a products module you will need to record into your accounting software your stock as you receive it.

One of the more important aspects of the products module though in any accounting software is that it keeps a track of your stock.

Many business people that I have met over the years have seen this as being of not much value to their overall day to day operation.

Before you arrive at this conclusion consider some of the possible benefits of keeping a stock control system from the following

Reflecting and recording the true value of stock and the cost of your sales can directly impact on your profit and, or, loss and, therefore, the amount of tax you pay at the end of the year.

You have various reports on hand in your accounting software to show what stock is running low, therefore you can re-order from your suppliers before you run out and possibly lose sales.

Stock control in your accounting software should show you which are your faster moving items and therefore where your money in stock should be more heavily invested.

Stock sales reports in your accounting software should tell you when you last sold a product therefore have you got stock (and maybe lots of that product) that is taking up valuable storage space which could be used for better selling items, or tying up valuable cash in slow moving items.

Is stock mysteriously disappearing? Is someone helping themselves without your knowledge.

Is product running passed its effective use by date or shelf life.

Are some of your products seasonal so are you stocking the right quantities for the peaks and reducing stock for the off seasons.

Is some of your stock shop soiled and not really in a condition to portray your business image.

Many accounting software packages will create re-order reports for you of what the system thinks you may need without you going out there and physically counting. By all means check the suggested order but let the accounting software take some of the grind out for you.

Some businesses can have an enormous amount of capital tied up in stock and it is important to make sure that this capital has been invested wisely. Could some of this value be liquidated to pay off some debt or to invest in new equipment and so on.

Look at what you have and, if necessary talk to your accountant.

I have been involved in all aspects of the accounting software industry for over 20 years. I run several websites that specialize in various subjects including http://www.diyaccounts.com.au that gives advice on all aspects of accounting software from choosing, setting up and using it. Amongst other sites that I run are http://www.sense-now.com that helps newbies understand what internet business will probably work for them and what won’t. http://www.oumas.com.au is all about arts, crafts, hobbies, wine and beer making and much more.

First, why would someone who writes and speaks predominately on business and economic trends write an article like this? Isn’t this somewhat out-of-character?

If you use the modern definition of economics, i.e., “the science that deals with the production, distribution, and consumption of commodities”, then you would have a valid point. But, by using the classical definition of economics —- “the study of human behavior in its historical setting” —- the article fits this definition. In addition, an understanding of the classic definition yields the interesting result that psychology is a branch of economics.

As both economic and political mortals, we live and work in an environment that is in constant motion or movement. This movement is, by its nature, turbulent. There are a few consequences of this.

The first is that turbulent motion has no predictability. In other words you do not know where it is going or what the results will be. A good example of this would be the stock market. How many “experts” eventually wind up with “egg on their face”. Therefore, in the business of life do not make any detailed plans. Plan only in broad strokes and even then your plans will shift and change. The old saying that when man plans, God laughs is still true. The second consequence is more oriented towards this article.

If both our economic environment and we are in constant motion (turbulent), how could you always maintain a positive attitude, or as the popular literature states, a PMA (positive mental attitude)? You simply can’t. Mortals are not designed that way. Your attitude, like our environment, is always in motion. Then, if attitude is not the most important criterion of success and advancement, what is?

The primary criterion that separates success from failure is action, namely positive action. Your attitude or state-of-mind can be in the gutter. So what! Nothing stays the same forever.

What do I mean by positive action? Or, to put it another way, what positive actions should you take.

In some of my business presentations I explore a few of the great business myths that dominate our thinking. One of the more interesting “myths” deals with the widely accepted belief that the purpose of any investment is to make money. NOT TRUE! The purpose of any investment is to increase your NET WORTH. There is a big difference between thinking in terms of making money and increasing your net worth. Thinking in terms of net worth forces you to think more rationally and gives you a long-term time horizon. The term “any investment” can include your business, your family, and even your community. By increasing the value of your investment, you increase its net worth.

Therefore, to restate the question, what positive actions should you take? You take the necessary actions today that will increase the net worth of your investment (business, etc.) tomorrow.

From a business perspective, though, there is an important point to consider. In this highly competitive and turbulent economy, building the value of your business can be achieved by focusing on increasing the free cash flow of your enterprise. Free cash flow is the real money after all expenses that can be returned to the owners of the business. The value of a business is a direct function of its free cash flow. By building the cash flow of the business, you now have the resources - the stuff– to take advantage of opportunities that will present themselves.

Famous Amos, the chocolate chip cookie king, had two words to express his business philosophy. These two words are “Do It”. Taking the necessary actions to build the value of your investment will always be of paramount importance. Good fortune favors the bold. Attitude follows action.

Sanford Kahn, Business Author/Speaker, has been a professional speaker for over 30 years to both the corporate and national trade and professional association markets. He was the host and producer of the popular Times mirror cable vision series “Ask the Economist”. Mr. Kahn has authored many articles on the business impact of future economic trends. His most recent publication is The Great Economic & Business Myths That Dominate Our Lives. For more information please visit his web page at http://www.businessspeaker.biz or email sanford16@yahoo.com.

You’ve seen it happen many times. An organization that provides top wages and benefits loses a great employee to a competitor for no apparent reason. Of course, some employee turnover is to be expected, but if your company is truly engaging your employees, there is no good reason for the unexpected loss of quality staff members. Many companies already know that wages and benefits are important to employees, but compensation alone is not enough to keep the highly skilled, motivated and experienced workforce your business needs to excel.

Defining Employee Engagement

What is employee engagement exactly? AlphaMeasure defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values.

The primary behaviors of engaged employees are speaking positively about the organization to coworkers, potential employees and customers, having a strong desire to be a member of the organization, and exerting extra effort to contribute to the organization’s success. Many smart organizations work to develop and nurture engagement. It is important to note, the employee engagement process does require a two-way relationship between employer and employee.

Why is Employment Engagement so important?

An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results.

Engaged employees will stay with the company, be an advocate of the company and its products and services, and contribute to bottom line business success. Engaged employees also normally perform better and are more motivated. There is a significant link between employee engagement and profitability. Employee engagement is critical to any organization that seeks not only to retain valued employees, but also increase its level of performance.

Factors of Engagement

Many organizational factors influence employee engagement and retention such as:

• A culture of respect where outstanding work is valued
• Availability of constructive feedback and mentoring
• Opportunity for advancement and professional development
• Fair and appropriate reward, recognition and incentive systems
• Availability of effective leadership
• Clear job expectations
• Adequate tools to complete work responsibilities
• High levels of motivation

Many other factors exist that might apply to your particular business and the importance of these factors will also vary within your organization.

Engagement Essentials

How will you know to what degree your employees are engaged? The first step is to determine the current level of employee engagement. The best tool to determine this base line is a comprehensive employee satisfaction survey. A well administered satisfaction survey will let you know at what level of engagement your employees are operating. Customizable employee surveys will provide you with a starting point towards your efforts to optimize employee engagement.

The key to successful employee satisfaction surveys is to pay close attention to the feedback from your staff. This is the only way to identify their specific concerns. When leaders listen, employees respond by becoming more engaged. This results in increased productivity and employee retention. Engaged employees are much more likely to be satisfied in their positions, remain with the company, be promoted, and strive for higher levels of performance.

Listening to employee ideas, acting on employee contributions and actively involving employees in decision making are essential to employee engagement.

Taking Action to Improve Employee Engagement

Nothing is more discouraging to employees than to be asked for their feedback and see no movement toward resolution of their issues. Even the smallest actions taken to address concerns will let your staff know that their input is valued. Feeling valued will boost morale, motivate and encourage future input.

Taking action starts with listening to employee feedback. Then the data needs to be analyzed. Next, a definitive action plan will need to be put in place and finally, change will be implemented. It is important that employee engagement is not viewed as a one time action. Employee engagement should be a continuous process of measuring, analyzing, defining and implementing.

What is the Alternative to Employee Engagement?

Conditions that prevent employee engagement seldom alleviate themselves. They should be assessed and addressed as soon as possible. Left to multiply, negative employee satisfaction issues can result in:

• Higher employee turnover - Employees leave, taking their reservoir of knowledge and experience to another workplace
• Diminished performance - Competency of the workforce is reduced, at least short term, until new employees are trained
• Lost training dollars - Time and money invested in training and development programs for departing workers is wasted
• Lower morale - Remaining employees can be overburdened with new duties, in addition the unresolved issues that already prevent their full engagement

How Can You Attain Employee Engagement?

Listen to your employees and remember that this is a continuous process. The information your employees supply will provide direction. Insist upon increased engagement at the managerial level, and create and deploy a customized employee satisfaction survey from AlphaMeasure to assess your current level of employee engagement. Identify problem areas, make a plan and take action towards improvement.

———————————————————-

This article may be reproduced provided it is published in its entirety, includes the author bio information, and all links remain active.

Proceed to AlphaMeasure for additional resources on employee satisfaction surveys and employee engagement surveys.

2004 © AlphaMeasure, Inc. - All Rights Reserved

Josh Greenberg is President of AlphaMeasure, Inc. located in Boulder, Colorado.

AlphaMeasure provides organizations of all sizes a powerful web based method for measuring employee satisfaction, determining employee engagement, and increasing employee retention.

The AlphaMeasure Employee Survey System is fully-customizable and allows you to target the organizational topics and challenges facing your staff today. Designed by HR professionals from the ground up, the AlphaMeasure Employee Satisfaction Survey System provides an affordable, feature rich solution for deploying fully-customized employee satisfaction or employee engagement surveys.

Click here to learn more about the AlphaMeasure Employee Survey System.