Archive for the ‘SEO’ Category

A Big, Hairy Audacious Goal (BHAG)

Tuesday, September 30th, 2008

On May 25, 1961, President John F. Kennedy spoke before the United States Congress on “Urgent National Needs.”

Most of what America’s president’s have said have long been forgotten. There is a single sentence in this speech, however, that has been remembered for decades.

The reason it has been remembered is because it was a BHAG for the nation. It had been nearly two decades (December 1941, when the Japanese attacked at Pearl Harbor, bringing the US into WWII) since the country had been challenged and focused on a single goal.

It would be another twenty years before an American president, Ronald Reagan, created and communicated a BHAG (”To Win the Cold War”) that got people focused on something they could understand.

A BHAG was coined in Jim Collin’s best selling book Good to Great. It stands for Big, Hairy Audacious Goal.

Here is a portion of Kennedy’s speech:

Finally, if we are to win the battle that is now going on around the world between freedom and tyranny, the dramatic achievements in space which occurred in recent weeks should have made clear to us all, as did the Sputnik in 1957, the impact of this adventure on the minds of men everywhere, who are attempting to make a determination of which road they should take.

Since early in my term, our efforts in space have been under review. With the advice of the Vice President, who is Chairman of the National Space Council, we have examined where we are strong and where we are not, where we may succeed and where we may not.

Now it is time to take longer strides–time for a great new American enterprise–time for this nation to take a clearly leading role in space achievement, which in many ways may hold the key to our future on earth.

I believe we possess all the resources and talents necessary. But the facts of the matter are that we have never made the national decisions or marshaled the national resources required for such leadership. We have never specified long-range goals on an urgent time schedule, or managed our resources and our time so as to insure their fulfillment.

Recognizing the head start obtained by the Soviets with their large rocket engines, which gives them many months of lead-time, and recognizing the likelihood that they will exploit this lead for some time to come in still more impressive successes, we nevertheless are required to make new efforts on our own.

For while we cannot guarantee that we shall one day be first, we can guarantee that any failure to make this effort will make us last. We take an additional risk by making it in full view of the world, but as shown by the feat of astronaut (Alan) Shepard, this very risk enhances our stature when we are successful. But this is not merely a race.

Space is open to us now; and our eagerness to share its meaning is not governed by the efforts of others. We go into space because whatever mankind must undertake, free men must fully share.

I therefore ask the Congress, above and beyond the increases I have earlier requested for space activities, to provide the funds which are needed to meet the following national goals:

First, I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the earth.

No single space project in this period will be more impressive to mankind or more important for the long-range exploration of space; and none will be so difficult or expensive to accomplish.

We propose to accelerate the development of the appropriate lunar space craft. We propose to develop alternate liquid and solid fuel boosters, much larger than any now being developed, until certain which is superior. We propose additional funds for other engine development and for unmanned explorations–explorations which are particularly important for one purpose which this nation will never overlook: the survival of the man who first makes this daring flight.

But in a very real sense, it will not be one man going to the moon–if we make this judgment affirmatively; it will be an entire nation. For all of us must work to put him there.

Secondly, an additional 23 million dollars, together with 7 million dollars already available, will accelerate development of the Rover nuclear rocket. This gives promise of some day providing a means for even more exciting and ambitious exploration of space, perhaps beyond the moon, perhaps to the very end of the solar system itself.

Third, an additional 50 million dollars will make the most of our present leadership, by accelerating the use of space satellites for world-wide communications.

Fourth, an additional 75 million dollars–of which 53 million dollars is for the Weather Bureau–will help give us at the earliest possible time a satellite system for world-wide weather observation.

Let it be clear–and this is a judgment which the Members of the Congress must finally make–let it be clear that I am asking the Congress and the country to accept a firm commitment to a new course of action, a course which will last for many years and carry very heavy costs: 531 million dollars in fiscal ‘62–an estimated seven to nine billion dollars additional over the next five years. If we are to go only half way, or reduce our sights in the face of difficulty, in my judgment it would be better not to go at all.

Now this is a choice which this country must make, and I am confident that under the leadership of the Space Committees of the Congress, and the Appropriating Committees, that you will consider the matter carefully.

It is a most important decision that we make as a nation. But all of you have lived through the last four years and have seen the significance of space and the adventures in space, and no one can predict with certainty what the ultimate meaning will be of mastery of space.

I believe we should go to the moon. But I think every citizen of this country as well as the Members of the Congress should consider the matter carefully in making their judgment, to which we have given attention over many weeks and months, because it is a heavy burden, and there is no sense in agreeing or desiring that the United States take an affirmative position in outer space, unless we are prepared to do the work and bear the burdens to make it successful. If we are not, we should decide today and this year.

This decision demands a major national commitment of scientific and technical manpower, materiel and facilities, and the possibility of their diversion from other important activities where they are already thinly spread. It means a degree of dedication, organization and discipline which have not always characterized our research and development efforts. It means we cannot afford undue work stoppages, inflated costs of material or talent, wasteful interagency rivalries, or a high turnover of key personnel.

New objectives and new money cannot solve these problems. They could in fact, aggravate them further–unless every scientist, every engineer, every serviceman, every technician, contractor, and civil servant gives his personal pledge that this nation will move forward, with the full speed of freedom, in the exciting adventure of space.

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Successful Business

Thursday, September 25th, 2008

There are two types of people in the world: those that divide people into groups and those that don’t. I have a tendency to be the former; perhaps this comes as part of my marketing background segmenting customers.

It has become increasingly noticeable to me that there are four types of people in the business world today. I write this in terms of defining success, attitude and willingness to learn and grow. Someone like Warren Buffett comes to mind; this guy is a learning junkie!

The first type of individual is the kind who knows it all. Perhaps you know someone like this; they know everything about everything and can’t be taught. At least, that is their outward appearance and demeanor. Reality is something different. The “know it all” doesn’t really know it all. In fact, even though they may be very bright, and very articulate, the truth is that they do not believe in sharpening their own saw to stay sharp.

You can’t teach this person because they don’t want to be taught. In my mind, this kind of person is best typified by Donald Trump. If you can stand to watch him or listen to him, you will know what I mean.

The second type is the person who knows what they don’t know, but is afraid to learn what is missing. A good example of this would be a person who deep down, realizes that in order to become a more complete manager they should gain a better understanding of business finance. The problem is that this person is afraid of numbers, afraid of math, can’t figure out cash flow versus balance sheet versus profit and loss, so they run from it.

To be sure, these individuals may provide a different face to others, demonstrating some knowledge by bantering phrases around in conversation. In reality, they dread everything related to it, and as a result, their business always suffers from financial problems. I can’t begin to tell you how many people who own and manage businesses fit into this category. While these individuals proudly proclaim they are “in business” the reality is that they are one step away from bankruptcy due to their own ignorance and fear of learning.

The third type is the person who knows what they don’t know, and doesn’t care that they know so little. This is rather scary; especially if this person is an owner or a manager that is not closely supervised. This attitude of bravado reminds me of General Custer. www.en.wikipedia.org/wiki/George_Armstrong_Custer

Do you know anyone like this? Should this person be an employee, it is a sure thing that they are just collecting a paycheck, and could care less how the organization performs, or if it succeeds or fails. If things go bad, they will just head down to the unemployment office and soon find another place not to care about, all the while collecting a check.

The fourth type is the person who knows what they don’t know and it bothers them. This person has a quest to learn what it will take to be successful, and they will do whatever it takes to do just that. This is not necessarily a person in pursuit of a college degree, an MBA or their doctorate; this person does not learn simply for the sake of learning, without any plan to put what they learn into action.

These individuals learn what they need to know because they are trying to run and grow a successful business while minimizing the risks and reducing the barriers to success. It is a difficult balancing act, which is why I will end with a few comments on successful people in business.

Successful people learn for the sake of trying to make their business better. Successful business people never give up too soon, and they are always trying to do things just a little bit better; they are not satisfied with the status quo.

Successful people do more than is expected for their clients, their vendors and their employees; they often put themselves last when it comes to getting the rewards. Where there is no way, successful people will create one.

Here are some companies owned by people who have this attitude:

www.Sigue.com

www.MortensenLaw.com

www.IRSSolutions.com

www.KineticDiecasting.com

www.SCMAssociates.org

www.JandMEntertainment.com

www.OrganizedSports.com

www.JFSLA.org

www.SexyHair.com

www.JKLLamps.com

www.Intrex.com

www.CBIZ.com

www.Ramsey-Shilling.com

www.BizInk.com

www.DHLPatent.com

www.Vsona.com

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Kinetic Die Casting Directory

Tuesday, September 16th, 2008

Directory links improve your visibility with search engines (SEO). People looking in directories will find your web site and you can potentially get more business.
Kinetic Die Casting Directory is free to post links to your web site. Simply go to the location you want your link placed and click the add link or submit link. Add all the information about your web site and the captcha information. Then click the submission button.

There is a new Manufacturing Directory available for manufacturing companies to place links. This directory will allow users to place their links for free.

Choose any Category

* Arts
* Business
* Computers and Internet
* Games
* Health
* Home
* Kids and Teens
* Manufacturing
* News
* Real Estate
* Recreation
* Reference
* Regional
* Science
* Shopping
* Society
* Sports
* Travel
* World

Simply choose your Manufacturing category then Submit your Link

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Business Lesson from dot com

Thursday, September 11th, 2008

I found and read a wonderful article in a magazine entitled “Survival Lessons from the Great Dot-com Disaster”. Even though years have passed, the lessons still apply; they just might need a little tweaking to make the leap through time.

1. Become aggressive about new business acquisitions. In the movie “It’s a Wonderful Life”, there is a scene in which Jimmy Stewart, as he is leaving town on his wedding day, is forced back into the family savings and loan office because there is a great panic, and a mob of customers are trying to get their money out of the bank before it closes.

Jimmy Stewart then explains to the crowd of frightened customers, “Don’t you see, Potter (his competition) isn’t selling. He’s buying. Now if we will all calm down, we can make sense of all this.”

And so it is with business today. We need to be growing through acquisition, and not simply selling because we fear what the future holds. If you have been successful in acquisitions thus far, you will be even more successful in the long run.

Look around and see what businesses are for sale. Look around and consider other marketing avenues for your company. Can you expand your base of business within your current customer list? Can you expand geographically? Can you add new products or services?

2. Build stronger ties to your customers. In times of slow down and crisis, your customers need to hear from you more frequently. They need to know that you are there for them and that you are still in business. They need to know that you are ready, willing and able to sell, ship and deliver your products.

If you do not already use a customer management system, you need to invest in one. Visit a store today and purchase a system that will help you stay in touch with your customers.

3. Emphasize creativity and innovation. Your clients need to know that you are thinking out of the box when it comes to taking care of their needs. Additionally, your suppliers need to be innovators who present ideas to you. Finally, you need to make sure that your employees are creative thinkers as well.

You set the tone for the company. If you are unwilling or unable to think creatively, it is likely that you are stifling your staff, and your clients are not receiving one of the key intangibles that should originate from within your organization.

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In the world of business, innovation doesn’t require drastic changes. In fact, innovation can be worthwhile to a customer by simply taking an existing product or service and improving it by a mere five percent.

This step involves taking time to simply think. We tend to get so caught up in what we are doing right now that we just don’t take time to think. Being in a quiet place sometimes enhances creativity, but creativity is also enhanced by being in a venue of creativity—a museum, at the ballet, or at the symphony.

Whatever your personal choice, you need to devote time to think about creativity and innovation for your business. It is an investment each of us should make on a regular basis.

4. Increase cost-effectiveness across the board. Take the time to map the processes that define your business. Start with the most common, tracing them from start to finish. When reviewing these processes, you are likely to find extra steps and/or duplication of effort.

Take time to meet with your suppliers to see if you are getting the best deal from them. Remember that getting the best deal does not always include receiving the lowest price. When making a business decision, be certain to take into account all factors, including: time, cost, convenience, timely delivery, terms of sale and quality.

Make sure that your people are doing what they are supposed to be doing. Take a minute to determine what productivity level you expect on a daily basis. Start eliminating distractions that keep people from doing their jobs. (A good example would be too many meetings). Make sure that they have the tools they need to do the work they have been assigned.

5. Redefine what your business is. Now is the time to determine what business you are really in, by considering the long-term view. For example, railroads were once in the transportation business, but now, with the exception of Amtrak, they are in the freight business.

In the early 1980’s, United Airlines determined that they were in the travel business. They bought hotel chains (Westin), car rental companies, and the like. But that strategy needed to change, and the company is now in the air travel business. They sold off the hotels and rental car companies to focus on what they did best. (Some might argue that they still don’t do this all that well anymore but that is another article to be written).

6. Revitalize your organization’s vision. Distractions abound. Without a vision, you will never accomplish the goals set for your business. Businesses that grow and are successful have a vision.

Now is an excellent time to revisit your organization’s vision. What is your destination? Have you made progress towards it this year? How much progress will you be making in the next year? Does your vision reflect reality? Is it full of vigor, direction, and focus? Can anyone who works for you state what your vision statement is? Can you state your vision statement?

7. Make building your cash reserves a priority. The airline business is a tough industry. There is one airline, though, which is likely to grow and prosper. Because they have focused on building and maintaining strong cash reserves, Southwest Airlines is the only airline to successfully make a profit each year.

Given the slow down in the economy, every business owner needs to review all company expenses in order to determine what expenditures are essential and which ones are not. In times of an economic downturn, one must be ruthless when taking a red pen to the list of expenses that need to be reduced or eliminated.

In conclusion, make sure you take a look at these lessons either in the quiet of the early morning or the still of the evening, and see how many you can put to use to better your business. I suspect that you will be able to incorporate most of them into your business.

All About our Business

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Business Marketing

Tuesday, August 26th, 2008

Marketing seems to be a difficult concept for many owners.

It is part art and part science. The Valley Economic Development Center in Van Nuys, California offers a program called the Entrepreneurial Training Program (ETP) to help business owners improve their business. Over twelve weeks, the participants cover strategic planning, competitive advantage, sales, finance, human resources, operations, leadership, and marketing.

If you asked the individuals that participate in the ETP why they are there, they will tell you that they need help marketing.

Yet, the two workshops on marketing (competitive advantage and marketing) are the workshops most often missed. It has nothing to do with the date, the time, or the location of the workshop.

It has everything to do with the subject matter.

The owners I speak with who are not happy with their business condition have told me in effect, “I already know that marketing stuff.”

My standard response is “If that is the case, why is your business in such lousy shape? Why are you here?”

This article can serve as either a refresher course, a wake up call, or validation for what you are already doing regarding marketing your business.

People

Marketing, like most disciplines, requires getting and going along with people. Make no mistake; every single person in an organization is in marketing. From the receptionist to the custodian, impressions are formed when someone representing the organization does something either well or not so well.

The bottom line: make sure that your people understand they are marketing the business. This occurs every single minute, every single day.

Problems

If your business does not solve problems, you are going to go out of business. People have needs, wants, desires, urges, and impulses that they want filled. That translates to you being a problem solver. The more problems you solve, the higher the need.

The bottom line: make sure that the problems your business solves are at the top of as many lists as possible. Your business will grow as a result.

Product

Your products and services have to solve problems and satisfy needs. What quality level will you offer? Is it your name or someone else’s? Will you guarantee what you deliver?

The bottom line: make sure your products solve problems and build equity (name recognition) in your business.

Positioning

How do you wish to appear and be perceived by your customers and your competitors? Are you a leader, or follower? Are you high priced, low priced or somewhere in between?

People equate pricing and quality with positioning. Think first class on an airliner. Now think economy. Which better fits your organization? Does each product also have that same positioning?

The bottom line: Position yourself before your competition positions you.

Promotion

This is how to get the word out about the business. What works well for your target market? Chances are, you are a follower, so see what the leaders are doing so that you can avoid the mistakes of wasting precious resources.

Testimonials are among the strongest of tools. Scientific research (“9 out of 10 doctors recommend…”) is a good selling weapon. Whatever claims you state, be sure that you can back them up.

The bottom line: Spend resources wisely when promoting your business. Money can disappear very quickly with no results to show for it.

Prospecting

If there is one part of selling that people hate, it is prospecting. The sales cycle begins by prospecting. Without taking this step, repeatedly, your business will die.

Prospecting brings new customers into the business as well as new money (Yes!). You should take the time to learn how to do it, and do it well.

The bottom line: If you fail to fill the gas tank, the engine will stop running. Prospecting equals putting gas into the tank for your business.

Place

This refers to how you will distribute your products and services to your customers. Will you do it directly, through wholesalers, through retailers, or use the Internet? How many locations will you have? What images will those trucks, delivery people, stores, bags display? If you are selling in more than one area, or in different channels of distribution, who will manage each channel?

The bottom line: Start out in one channel and do it exceedingly well before you move to another channel. Do not lose sight of the objectives of each channel, because cannibalization of sales can happen very quickly.

Price

I am a bit leery of telling people how they should price their products, because they know their industry better than I. But regardless of how you position your products, price every item so that it is profitable. If customers can “cherry pick,” (and they will) you will lose!

The bottom line: if you charge more than a competitor, have at least ten easy to understand reasons for doing so. People are usually suspicious of low prices.

Process

Marketing is a process, yet most people do not recognize it as such. The process is in effect from the time you start marketing, using whatever means you need to acquire customers.

To improve your marketing, you need to know what your process is, and how long it takes from the time you start the process, to the time money ends up in your bank account. That way you will not be discouraged when your efforts do not show immediate results.

Your business model should be set up so that you don’t just sell the customer once and never have a transaction again. Set up your business so you secure repeat business from the same customer.

The bottom line: learn the marketing process for your organization; create if it does not already exist.

Priority

No successful businessperson I have ever met got that way by putting marketing on the back burner. Marketing is, and should be, your highest priority. If you are in a slump or riding high, the only way to get what you want is to market.

The bottom line: Spend at least 40% of your time marketing and it will only be a matter of time before the results kick in.

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