A client asked me this week, “What are the top five things you would recommend we do differently to really improve our business?” Not that this year was bad¸ but they knew they were capable of so much more.
Business Management Blog
Outsiders have little appreciation for how difficult it is to profitably grow your business. The more time you spend in the office bringing in the next project or managing the staff, the further removed you are from wearing a tool belt in the field. This results in a gap in oversight and a greater challenge to… Read more »
Similarly published in Business in Vancouver: Marketing Best Practices BIV – Oct 19, 2010 Over three consecutive days last week, I was Bill Murray in Groundhog Day. I met with a different client each day and observed each one of them try to ignore the same marketing best practices in their strategic planning sessions. The… Read more »
Is it possible to change the behavior of Pete the Promiser? You know Pete. He’s the guy that tells you he’ll get the job done by a certain deadline but never does. He doesn’t warn you that he’s going to be late. He doesn’t even realize he didn’t do it until you ask him for it. And when you do, he’s got an excuse. If you point out the excuse is a lame one, he’ll either get angry at you (the best defense is a good offence) or he’ll take full responsibility “Yes, my bad. I’m so sorry.” Then he’ll turn around and do the same darn thing next week.
“Prospect Theory” was first published in 1979 by Kahneman and Tversky, and though many would think it was about finding new business, it is instead, a theory that looks at how people make choices between alternatives. The purpose of this article is to explore how people make choices and how you can apply this knowledge in your pursuit of persuading people, whether they are your clients, your staff or your manager.
Recently, at a fundraising luncheon for the Minerva Foundation, I was seated next to a woman who sold regalia. “Do you know what that is?” she asked. “Yes, of course,” the words jumping from my mouth before I had the chance to think. It sounded familiar. “What is it then?” she asked. “It has something to do with the flags ships fly that represent letters.” I smiled confidently until she clipped me with a terse, “No.”
What triggers a small business owner to surrender control of their company, either by transferring leadership or ownership or both? Overwhelmingly, the circumstances surrounding succession in a business are predicated by one of two external factors.
You’ve got an excellent targeted list of companies, and with some, you have the decision makers’ names. You have the perfect solution for them. If only they knew you existed.
Congratulations! You weathered the economic storm of 2009 and kept your corporate ship afloat. As the saying goes, a high tide floats all boats – it’s when the water levels go down the skipper is really tested. Last year was the lowest tide in decades. Year end typically saw businesses holding on to the company’s remaining cash, running break-even budgets, feeling hesitant over how much they had already lost and fearful of losing more.