Mar 30

Wealth Building Strategies Interesting Fact

Posted on March 30, 2012 by ocsadmin



I am sure your quest for Wealth Building Strategies has come to an end as you read this article. Yes, gone are those days when we have to search endlessly for Wealth Building Strategies information or other such information like tax planning,, accumulating wealth, building long term wealth or even key to building wealth. Even without articles such as this, with the Internet all you have to do is log on and use any of the search engines to find the Wealth Building Strategies information you need.

If you want to be rich you need to start by deciding to be very rich and keep working on ways to make it happen. You also have to treat people with respect and kindness and be ethical in all of your dealings.

There are tons of ways to make money on the side. I could probably list about one hundred ways to supplement your income right off the top of my head,, but you did come to this article looking forward to finding chump change,you have come to the right place.As far as I am concerned the best ways to become rich are these: Real Estate,, Stocks, or the Foreign Exchange market (FOREX).There are other ways but these are the biggest and best ways to do so.

The number of people working online has doubled in the past couple of years, and it is only going to increase. As you read through this article,flamenco shirts, think positive and take the information with an open mind.Thousands of people each day get scammed online, and then they just give up. The millionaire mindset starts right from the beginning. The people that are successful today did not give up, they took being scammed as a stepping stone for reaching REAL goals.

Don’t forget that if this article hasn’t provided you with exact Wealth Building Strategies information, you can use any of the main search engines on the Internet, to find the exact Wealth Building Strategies information you need.

Some people have great ideas for greeting cards or small gifts. OrAlternatively,More… you could be quite good at styling hair. Writing could be your passion except that you’ve never translated it to a means of earning cash. Some people are great with car engines and quick to spotting and fixing problems when they arise. Market yourself as a car maintenance person. Whatever you identified skills or talents may be, put them to work and earn quick money.

Fast Cash is not always easy. You need to not only be smart, but also be on the look out for opportunities where you can make a quick dollar.

These days,A lot of people search for ways that they can become rich. Most people think that to become rich, they must become a famous singer or actress, but this simply isn’t true. There are plenty of ways that you are about to learn on how to become rich easily.

Many people searching for Wealth Building Strategies also searched online for wealth building weekend,team manila shirt, debt solutions business opportunity, and even and building wealth.


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Mar 30

How To Attract Your Ideal Clients Instantly

Posted on March 30, 2012 by ocsadmin


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In a recent article I shared the importance of allowing your potential clients to dip their toe in the water of your business before asking them to take the plunge of a larger commitment. And then the next question I always hear is: “Yeah, but … how do I meet potential clients to begin with?”

So let’s just imagine a possible scenario … you meet someone at a networking event, you click, you really like this person – there’s synergy there, you discuss your business and hear about theirs. After the evening you follow-up and let the person know what a joy it was to meet them, they say the same, you then begin to connect regularly, you share and give very helpful information, the person joins your on-line community and begins to receive your newsletter, you send a personal invitation to a presentation or teleclass you’re giving, they pass your invite on to a good friend and colleague, the colleague really connects with what you have to share and joins the program you introduce at the end of the class … New Client,!

Now, also keep in mind that TONS of other people also received your invitation to your presentation or teleclass (because the above situation or a shortened version has taken place many times!). They really connected with what you shared and joined your program,pumas unam schedule, too!

I’ve seen this work amazingly well time and time again.

Ok,, let’s just imagine another possible scenario … a client I was recently coaching created a joint venture (JV) partnership and put together an introductory workshop in their partner’s conference room. My client snail-mailed an invitation and then made follow-up calls to every single person who received the invite. Result? She filled TWO events in a matter of days and 65% of the folks who attended became clients for the new service she was offering. Her JV partner was very happy to have supplied the conference room since she received a portion of the return. Happy-happy for all!

And just one more another possible scenario for the power of three … a very heart-centered financial planner, had recently been certified in a new program. We had her simply call past clients, meet with them to share this new service and she had more business than ever before – in just a few weeks!

The mistake I see so many entrepreneurs make is they invite a potential client up to the place where the entrepreneur is sharing high-quality information with the prospect, usually with an eZine or newsletter, and then they wait. And wait. And wait. For a potential client to call. And when the prospect doesn’t call … frustration. Determination that “THIS” doesn’t work. Well, great if a potential client does call, but just because someone joins your community doesn’t mean that they WILL. You must connect with them, communicate with them, call them to action and do this consistently. This will have you serving high-paying clients much faster.

You can do this – even without the internet.

For example, you could develop a list of potential clients through folks you meet at networking events, mail a newsletter twice a month, send a postcard once a month inviting people to your own introductory events,football new kits, follow-up with those who attended and turn them into clients.

Your Call To Action – Are you stopping your marketing before you get to the “Call to Action” step? Joyfully build this step into all your marketing and I guarantee you will attract more clients, more easily.


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Mar 29

Favoritism in the Workplace–How to Avoid Even the Perception of It

Posted on March 29, 2012 by ocsadmin



I’m going to address a topic that isn’t often discussed formally by top management within a business, certainly not out in the open. It’s a major topic in HR circles, I’m sure. It’s also a major topic, in hushed tones, around the water cooler and during lunch among friends. But regardless of how little formal attention it gets, this is an important issue that exists in nearly every workplace, large and small. While it’s not something that gets addressed in management meetings or SEC filings, I’d venture to guess that it can have as much affect on a company as most “high profile” management topics.

THE PROBLEM

The issue that I’ m referring to is Workplace Favoritism. If you’ve ever worked in an organization larger than two people, I suspect that you’ve seen it. Favoritism is part of human nature. No two people interact similarly to any other two, so it’s impossible for all workplace relationships to be “equal”. It’s only natural to gravitate to people that you share common interests with, and with whom you have an easy rapport. And of course, there’s nothing wrong with any of this, on the surface. The problems surface when one of three distinct things ocurr:

1. When a good rapport and shared interests lead to a PERCEPTION that an employee is getting favored treatment from a manager

2. When a manager ACTUALLY PROVIDES unfair preferential treatment for one employee at the expense of others

3. Nepotism, the granddaddy of workplace favoritism

So you might be thinking, hey, this is pretty subjective stuff. There are many people in the workplace who are extremely sensitive, and are looking around every corner for perceived slights and injustices. Women can be suspicious that they’re being shut out of participation in the best projects, or advancement, because of the “Old Boys Club”–oftentimes with good reason, unfortunately. There are also many under-performers who look at other’s relationships, in an attempt to convince themselves that it’s something other than their own shortcomings that is preventing them from getting ahead.

WHAT DEFINES FAVORITISM?

I don’t believe that you can, or should, treat everyone the same. I’m not an advocate of communism. People who perform well should be rewarded. And a single management style doesn’t work equally well with all employees. Some people need more attention to fulfill their potential, while others excel with less attention and more autonomy. And speaking strictly about nepotism, just because an employee is related to someone in a position of power, doesn’t insure they are lazy or incompetent.

So when does smart, individualized management of employees cross the line into unfair favoritism?

It crosses the line when an employee receives extra benefits that are perceived to result from a “special relationship” rather than from excelling in job performance.

The actions in question can be pretty subtle, and the employees who feel slighted might be very good at hiding their true feelings. So it’s also very easy for a manager to think there’s no real problem, and often be totally oblivious to perceptions of favoritism.

But it is extremely important for management to be hyper-sensitive to this issue. While this is a universal business issue, I feel it is particularly important to high technology enterprises. High Tech companies,, particularly startups, are built to move very fast. A big aspect of that speed advantage is often the company cultures, which tend to be open and collaborative. To ignore this issue in a High Tech business is to invite a loss of productivity, or in extreme circumstances, an actual destruction of the company culture that you’ve worked hard to create. Resentment can build quickly when favoritism is suspected. Resentment quickly becomes bitterness, and bitterness leads to all sorts of behavior which creates problems for companies. Plummeting productivity, divisions between the perceived “haves” and “have-nots”, absenteeism and attrition. All of this has the potential to slow down or even stop a fast-moving, but embryonic, High Tech business very quickly.

PERCEPTION, NOT REALITY

I want to emphasize that it’s the PERCEPTION of favoritism that does the damage. If there is actual favoritism, you can argue that management is just getting what they deserve. But I’ve seen proud managers who think that since they’re not actually doing anything wrong, that should be enough–people will recognize it. They may also feel that they are too busy worrying about “real” business problems that are critical to the business in the near term, to be concerned with such “soft”issues. They’ll let HR worry about such things. Or since they’re not actually guilty, they believe that they just don’t need to defend themselves further. Lastly, they might think that since they’re the “all powerful” boss, they can do what they want, and no one will challenge their decisions.

In nearly all cases, no matter the justification,, the companies of managers who ignore perceptions of favoritism will suffer as a result of the oversight.

This is a pretty confusing topic, with a lot of room for misperception on both the management and employee sides. But it’s extremely important for management to directly address the issue head-on. So what’s a manager to do to avoid the PERCEPTION of favoritism, which as discussed above,milan online shopping, can be just as damaging as actual favoritism?

COMMON SENSE APPROACH

I propose that it’s not hard to take a common sense approach to favoritism. Here are the rules I suggest management try to live by:

1.Do everything within your power to insure that advancement, perks and compensation are based strictly upon objective performance measures

2.Strive to treat everyone fairly, if not necessarily the same

3.Put yourself in your employee’s shoes–think back to before you were a manager,, and evaluate whether you might feel a particular action feels like favoritism

4.Create an environment where any employee feels comfortable discussing a perceived injustice with management–this enables managers to nip misconceptions in the bud

5.Practice an open door policy–this also contributes to a culture of trust, which can sooth ruffled feathers before hurt feelings can fester and turn a situation far more sour

6.Manage potential perceptions of favoritism proactively–it’s much easier to prevent the perception up front,atletico madrid football shirts, than it is to “put out the fire” once it’s raging

7.If at all possible, avoid family relationships within the workplace. If this isn’t possible, apply the highest performance standard possible to the relative in the junior position


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Mar 29

What To Do If You Have Been Fired

Posted on March 29, 2012 by ocsadmin



With the economic downturn,, layoffs are inevitable. Here is some advice should you get that unfortunate pink slip.

Writing your resume and going out on interviews is stressful enough, but the process becomes even more difficult if you’ve been fired in the past. Employers like to see candidates with pristine job histories, but we all know that in the real world,football kit, this isn’t always possible. Maybe you were unfairly terminated due to race or gender issues, or perhaps you butted heads with what you considered to be an incompetent boss. Whatever the reason for your firing, you’re going to have to decide how you’ll portray the incident to future employers.

Practice what you’ll say

Job firings are never pleasant experiences – no matter how long ago it happened, you may still find yourself feeling angry, frustrated or anxious about the situation. However,spurs hoodie, if you let these feelings stew without properly addressing them, you’re likely to be blindsided by their return at the worst-possible moments – such as when you’re sitting down to interview for a new position. To prevent this from happening, talk about the firing with a close friend or family member until you feel more comfortable discussing the issues. Try to find some sort of understanding for your bosses actions, then practice how you’ll discuss the issue when it comes up in future interviews.

Don’t dwell on it

If you’ve been fired in the past, it’s bound to come up at some point in the employment process, whether on an application that asks for your reason for leaving or later on in the interview. The most important thing you can do post-firing is to move on and not dwell on the issue. Even if you feel you were completely wronged in the situation, no hiring manager wants to be caught in the middle of a ten-minute long rant on how your former boss was a total jerk. Instead of being understanding, they may wonder whether or not they’ll wind up having similar issues with you.

Instead, try to explain the reason for the firing as calmly and as succinctly as possible. This could be something as simple as, “My former boss and I disagreed over the best course of action for the company and decided it was best to part ways.” Try to leave your judgments out of it – you’ll come off as far more mature if you’re able to demonstrate empathy for your boss’s position and that you’ve learned and grown from the experience.

Talk to your former employer

If the bridge between you and your former boss hasn’t been completely burned, it might be worth it to try and contact your previous employer to see if you can come to some sort of common ground over your firing. In some cases, your former boss may be willing to concede that, although there were differences in your opinions, your work was good and your job performance acceptable. If things go well, they may even consent to being contacted by potential employers, eliminating a big black mark from your application.

Obviously, this won’t work in all situations. If you’re still too angry or unwilling to concede your own role in the firing,, there’s no point in calling up your old employer – you’ll just re-open wounds that are better left alone to heal. If you aren’t able to talk about the situation without getting upset and invoking cuss words that would make a sailor blush,, it’s best to just move on and write the job off as a loss. If this is the case, try to accept that no one’s perfect and do your best to move on with your life.


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Mar 29

Measuring The Effectiveness And Success Of A Call Handling Service Business

Posted on March 29, 2012 by ocsadmin


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The trend in outsourcing a firms’ non-core or IT functions has become a more viable and widely accepted strategy for corporate growth these days. The need to justify outsourcing is not that hard these days anymore, because a manager or senior executive only has to justify that work done internally can be done better by an outside entity, through outsourcing. The growth of the call handling service sector, more commonly known as the call center industry, has become a major catalyst for transforming many businesses, allowing these firms set their sights more on their core functions.

For starters, what exactly is a call center? Well,cheapest football shirts, it could be one, or any of these examples: A telemarketing firm, a customer support center, and internal or external help desk, a travel or airline reservations firm, an online catalog retailer, an e-commerce transactions firm, a credit or collection agency, a fund -raising or opinion research company. According to call handling service experts, a call center generally is defined as a physical location where calls are either initiated, or received, in large volumes, for sales, marketing, customer service,, technical support, outbound surveys, and other specialized business activities. According to a recent study made by the Direct Marketing Association, the total sales generated for example, by outbound telemarketing services in 1997, amounted to a whopping US $289 billion. Call centers today have evolved to become more sophisticated and multi-functioning organizations, providing vital services that are integral to the success of the companies or organizations they serve. These have grown to become more integrated and wide-reaching than simply being referred to as an institution that does business by phone.

Technology experts note that today’s call center environments are usually set up as a large office, with specially-designed workstations that have a telephone headset that is connected to a main telecoms switch, a personal computer, a large server to handle the influx of calls, and a team of supervisors or managers who will ensure the quality of work done by the call center agents. The facility may either be a stand-alone center, or could be linked to other centers located in other areas as well. It is also equipped with an extensive data network,, which will make use of mainframes, microcomputers and local area network (LAN) technology.

According to call center professionals, a customer’s perception of a company or organization can be considerably based on the quality of interaction they experience with a call center. Experts indicate that call centers may often times,, serve as the only major interaction point that a customer has with the company. The level or quality of interaction a customer experiences here, will most likely give him or her either a positive or negative opinion about the organization or company. It therefore helps, that customers have a good perception of the company they patronize or support, if only to retain them as loyal clients. According to recent US customer satisfaction surveys, it is estimated that around 84% of respondents want a proactive level of communication with their preferred company or organization, and 76% wish to hear as well about other products and services. In addition, an estimated 82% of respondents say they would buy a product or avail a service because of a “great” call center experience, and an estimated 44% stopped doing business with a firm because of a “poor” call center experience. These figures show a lot about how important it is for customers to feel satisfied during their initial call center experience. A call center outsource provider should also know that 68% of callers are generally frustrated by long hold times, and 62% are exasperated by having to repeat information which was previously provided, especially during the same call.

As the famous adage goes, “it costs more money and time to find a new customer than to keep the ones you already have.” The bottom line is that, companies who are able to provide truly exceptional and good-quality customer service are in a much better position to retain the loyalty of their customers, and continue to see their profits grow.


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Mar 29

Tenders And How they Can Add To Your Business

Posted on March 29, 2012 by ocsadmin


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Purchasers all over the world are looking to involve themselves in online tenders to get the best of contracts for their jobs. Large scale standalone businesses are slowly diminishing in number so you can use a public tender to look for the right job opportunities and apply for the contract. Many dedicated online portals have been created to make it fast to find tenders. If you are confused about which portal you should follow,manchester united scarf, you can easily make a smart and profitable decision by using some common factors that are a requirement for such sites. If a site meets most of your needs, it can become the leading portal for new and exciting business opportunities.

The first thing that you should look for in a site is the overall collection of tender documents in their database. Any public tenders site that has a large number of contractual documents should be your first choice. Such sites allow you to expand your business opportunities and apply for various alternative bids in case one negotiation does not work out. A good site will have a mix of opportunities including public sectors so you do not have to keep looking at separate places to get an overview. All you need to do is to register on the site and watch the opportunities start coming in.

The second most important factor is the ability to search and browse through different contract documents in an organized,, non-clustered fashion. A good site would have a simple interface and search mechanism where you can either browse through a tender using the different listed categories or search for it using specific keywords. This is extremely helpful as you can save a lot of precious time looking at all the entries and simply find a match that is closest to you in terms of job tenders. Sites like these are streamlined and extremely business friendly for both parties.

A good criterion that should be followed and exhaustively maintained by all sites is the filter performance while searching for public tenders in the database. Any site that houses a lot of documents should allow you to filter your searches by country or industry. This way,, you can skip through the unnecessary entries and focus only on the important ones. Another good feature is the removal of old documents so you do not end up submitting a bid for an already expired contract. Regular trimming of the database can also prevent server overloads and frequent crashes of the site.

The final step in determining a proper site for your needs is for it to proactively announce new tenders to you,, without your needing to search. The leading online portals dedicated to the service will allow you to These automatic daily alerts via your email mean you do not have to keep checking the sites on a regular basis. All these features can greatly enhance prospects for new contracts and allow sites dealing with tenders to serve as an extremely effective platform between both parties of negotiation.


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Mar 29

Start-up to Exit Strategy, Companies Follow a Predictable Development Path

Posted on March 29, 2012 by ocsadmin



No matter which stage of development your client’s company is in – there are issues requiring your services. You can help them see around the corner ahead – because you know what’s coming. You may be the voice of reason. You may be the outsider they are looking for – no hidden agenda, no ax to grind, no previous advice to protect.

Or are your services no different than your competitors?

Really, why should people do business with you and not one of them? You’ve got to have a very good answer for that, or you are on your way out of business.

In an earlier piece I discussed the importance of finding and owning your niche, your target audience around which you create your unique selling proposition.

That description was based on the principles of psychographic marketing, a strategy of focusing on what your audience has in common, learning everything you can about that commonality, and positioning your solutions around issues that effect each of them.

In another article I described how “Doing It Right” can play an important learning/teaching role, making you feel more at home calling on and selling your services to business owners. I know it works, I published it based on almost three decades of real-life experience.

Here is another way to choose your ideal client type, based on where they are on the curve from start-up to sale or exit strategy.

In the previous article I suggested a ‘vertical’ psychographic process, every prospect being in the same industry for example, an industry you already know something about or have existing credibility in.

Here is another way to look at your target market, one that may help you further identify where you want to work, where your specific knowledge, skill, and abilities will have the greatest impact.

How about working with start-ups?

When businesses are just getting going, everything that each of them does they are doing for the first time. There will always be mistakes when creating business strategies, but at this stage the mistakes can cause the business to fail before it even has a chance.

Perhaps your specialized knowledge, that unique perspective you bring to the equation, is especially suited to helping these entrepreneurs. I know a business coach who has conclusively demonstrated to me his clients and me, that without him, they would fail failed and lost everything.

What have you learned or experienced to date that gives you special insights when working with people at this fragile stage?

Perhaps yours can be the voice of experience, the voice of reason – while their excitement runs from high to low from one minute to the next.

There are three principles for new business failures. How can you help?

One is a lack of experience, can you help them with this? Do you have a coachable point of view worth paying for?

Another is a lack of money, they run out of money before their revenues exceed their expenses. Again, can you help them figure out what’s important to use their limited resources on? Can you help them set priorities,boca junior 2011, make decisions strategically so they will have a fighting chance to get over the hump?

And finally, the business was a bad idea. You know, “It seemed like a good idea at the time.” Can you be a voice of reason? Your interactions might help them redirect their energies and resources into a more productive venture.

How about working with businesses that have escaped the failure of most entrepreneurs?

This business is a survivor that has beaten the odds, moving from the weekly panic that the payroll will bounce – to one that is looking for more employees, more equipment, and perhaps a more professional management structure.

This business must build on what’s working, focusing on what’s important to their continued growth.

Even though they are successful. seventy-five percent of them will fail to outlive their founder. The average life span of this successful company is 23 years.

Why is that? Maybe they lost their focus, their identity, or their vision. Maybe things were going so well they quit doing them.

Is this a coachable opportunity for you? You bet. They have already demonstrated that they have a viable economic proposition. They did not already go broke like eighty or ninety percent of the other start ups.

If they recognize that you can be part of their turnaround, in your manner, in your attitude, and in your focus on them, they will pay your price. After all, their very life (business and personal) depends on the business and hopefully on you too.

Maybe you can focus of companies that have hit a “flat spot” in their developmental process.

It happens to all successful companies after the making money equation has been figured out, the founders of the business are making more money that they ever thought possible, and they have not yet started thinking about what is going to happen to the company when they are ready to step down.

The people begin to be effected by a sort of malaise, stagnation brought on by no urgent battles to fight.

The business proposition is working just fine thank you very much, often in spite of them. They’re making money, living the good life – but there is a lot of dissatisfaction often under the surface. There’s no joy in the process.

This is where most coaching takes place in business today. Can you see yourself as part of their solution?

Issues such as conflict resolution, executive burnout, lack of motivation, intergenerational conflict, sibling rivalry to name a few.

Opportunities in team building, strategic communications,, employee motivation, strategic planning,, and on and on.

Maybe you specialize in only one of the above. A place where your specialized knowledge has a maximum value to a group of business owners.

There’s no limit to what you can achieve working with companies in the doldrums!

The Final Frontier! Maybe this is where you will find your niche.

According to a recent Wall Street Journal article, the next ten years will see the largest transition of wealth and management in history.

The gigantic boom that began after WWII in the US and gradually around the world over the last fifty years, those business owners who were successful, outlasted their competition, and got past the “flat-spot” in productivity are now passing the torch to those who follow them.

Is this where you belong? Working with the most wealthy among us.

These successful businesses have only three options available to them. What role can you play in the process?

They can be sold,, perhaps to strangers, to investors, or to their competitors wishing to consolidate their position in the industry.

To achieve any of these possibilities successfully requires insights and knowledge not likely to be found internally. Perhaps this is an area of special experience for you?

A second option is that the business can be sold at auction at a drastic discount compared to its value as a going concern.

If this is determined to be the only option, special knowledge, strategies, and techniques may help the business owner make the most of this often very negative situation. Can you add value in this process?

Or the company can continue on in the life of a family member or other insider. This is the preferred option by the vast majority of business owners.

Succession planning in expectation of this option works best when developed over time.

Gauging the commitment of the successor generation, the owners not ready for retirement yet, but are ready to share the management load, or perhaps no one wants to run the place in the next generation. How can you help them uncover what’s important to each of them?

Each business determined to continue beyond the retirement of the founder offer those of you who specialize with them, virtually unlimited opportunities for coaching, training,celtic official football, and mentoring.

And those opportunities are not just for business and executive coaches.

Coaches specializing in pre and post retirement coaching, management, conflict resolution, career coaching, and life coaches will find a fertile field among these wealthy business owners.

I know a life coach who helps high school students whose families own large companies.

Her role is to help them surface their real desires, interests, and aptitudes – so they can move beyond high school toward a productive role in the family business or not.

Her presentations to trade association groups present both sides of the stories, with not a dry eye in the place at the end.

She has all the business she can do working with business owners in a single industry, as well as world of satisfaction helping people see their futures in a positive and exciting light.

My objective here is to help you see your potential prospects from an angle you may not have considered before.

I hope you are making notes and brainstorming with your associates and friends.

I hope you will read all of the articles in this series. I guarantee you that you will be able to come up with a very tight, specific, and accurate description or your ideal client and a very targeted strategy for getting your benefits in front of them.


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Mar 29

3 Simple Steps to Insure Your Clients Pay You

Posted on March 29, 2012 by ocsadmin



You’ve done the marketing, you’ve filled your funnel and the phone starts ringing – you’ve got a new client! Now what?

Whether you are a consultant, coach, virtual assistant or other type of service provider, it’s important to insure you start off your client relationship properly.

You don’t want to let the exhilaration of signing a new (or your first) client get in the way of sound business practice. There are three ways I recommend you protect yourself when dealing with clients.

1. Have a contract or client agreement.

You should have some form of contract or client agreement which states, at a minimum, your work hours,manchester united kit away, your hourly fee (if you charge by the hour), payment terms, a statement regarding confidentiality, your status as an independent contractor, an “out” clause (e.g., either party may terminate the agreement with 14 days notice) and any other data that you feel pertinent (such as an arbitration clause).

If you choose to have a contract or client agreement,, it is in your best interest to insure that your client signs and returns it before any work is performed – remember to send your client a signed copy back.

2. Create Client Service Plans.

If you’re not sure how many hours a client will require each month, you may want to consider creating “Client Service Plans” which allows clients to know they have purchased a certain amount of your time for any given month.

For example, if you are a coach, you could charge $X/month for three 30-minute calls and email support. Or $Y/month for three 45-minute calls and email support.

If you are a virtual assistant,, you could charge $X per hour for clients who commit to using 40 hours/month and $Y per hour for clients who commit to using 20 hours/month. Each set of hours/pricing would be a separate plan – Platinum, Gold and Silver, for example,, where Platinum clients commit to the most hours and Silver clients the least.

Don’t be afraid to tailor your plans to your specific business and your clients. It’s important that they know you can be flexible while still maintaining your internal standards.

3. Require a deposit or get paid in advance.

It makes good business sense to require a deposit before you start work for new clients. The deposit doesn’t need to be prohibitive,personalized uniforms, but just enough to guarantee that you are paid at least something for your work if the client decides to try and stiff you.

Most coaches I know are paid in advance of the month. For example, clients pay at the end of November for December’s coaching. Many virtual assistants require a percentage deposit at the beginning of each month and credit it on the invoice.

The above strategies are not mutually exclusive. I use all three to a certain degree in my business along with a “Client Intake Form” that I’ve created. This allows me to learn something about the client before we’ve had our first session.

I include all of this information in my Client Welcome Kit along with a one-page informational sheet indicating how I best work. This allows us each to determine if our work styles mesh – thus creating a win/win situation for both.

In the end, it’s about creating expectations and insuring that both parties are happy with the arrangement.


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Mar 28

How to Assess the Competitiveness of Rack Cards

Posted on March 28, 2012 by ocsadmin



Rack card assessment is an important thing to do when you plan on printing rack cards for marketing in an extended period of time. This assessment phase helps you continually improve your designs for rack cards so that each batch becomes very competitive against rivals and highly effective to readers.

Let me teach you how to assess your rack cards properly. Below is a five step plan to assess the competitiveness of your color rack cards as well to gauge its impact upon readers.

1. Testing and Feedback Acquisition – First up, you should test out your rack cards and get real feedback from real readers about them. There is no substituting real opinions when it comes to rack card assessment.

So you should try and acquire feedback from them by actually setting up some rack card testing sessions. You can try to get some sample audiences and do a focus group discussion about the design and impact of your flyers. Also you can just try to simply get friends, family and some colleagues together and have them judge and analyze your color rack cards. This gives you a more public assessment of your custom rack cards,, helping you determine the real strengths and weaknesses of your design.

2. Color Scheme Comparison – Secondly, you should do a color scheme comparison. Colors are the ones that “flag” rack cards for attention. You should try to get all your other rival rack cards (or representations of them) and compare their color schemes with yours. If your color scheme blends well among those other rack cards, then your design fails. However, if your chosen colors are distinctly visible when compared to rivals then you have a good chance of succeeding with that kind of theme.

3. Design Comparison – Thirdly, you should compare the design or layout in general of your rack cards against those others. If your custom rack card follows the same kind of rack card template, then your design is no good. Effective rack cards will typically follow a more different layout so that they become more memorable in reader’s eyes. So make sure you check if you are following the same template or not. It is best actually to develop your own original and innovative layout all the time for the best and most memorable impact ton readers.

4. Content Assessment – Next,australian t shirt printing, you should do a content assessment. The best color rack cards typically have content that are powerfully geared towards their target readers. This means that they are composed purposefully with themes, issues and concerns that those target readers like or even worry about.

This gives a deeper connection between the rack card and the reader, making the marketing process a lot faster and better for the campaign. So try to see if your own rack card’s content is good enough to make that deep connection to those target readers. If they don’t have that trait,, then you might want to recompose your content for the better.

5. Quality Assessment – Finally,valencia merch, we have the quality assessment. Color rack cards are of course judged (like most other prints) by their material quality. The better and smoother the paper materials the better of course. Also, glossy coatings and glossy inks are a big plus for full color rack cards since they are the most impressive and expensive looking.

Your own color rack cards must be up to par with that kind of quality, and in most cases,, you should spend as much money as you can in quality rack card printing. Otherwise, your rack cards will look cheap of course and won’t be able to compete as much with other rack cards.

So those are the things you need to determine to assess your color rack cards’ competitiveness and impact. How does your own color rack cards fare? Use the guide above to find out.


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Mar 28

Business Analysis Intersects With Project Management

Posted on March 28, 2012 by ocsadmin



Business Analyst skills are important to have on the project team,, and not a bad thing for a Project Manager to have! In either case, the business analysis function is one that needs to be managed with care and the wisdom of experience. This entails putting the business analysis function into perspective.

Consider the roles that business analysts typically play: requirements management, systems analysis, business analysis, requirements analysis, or consulting. One key concept within the framework of a project is that the business analysis process does not just happen once. It is not just executing on a task in the Work Breakdown Schedule. It is a task that takes continuous monitoring, and it starts at a high level near the beginning of the project.

Here are some key timeframes within the project lifecycle where business analysis comes to the forefront:

1. Enterprise Analysis and Making a Business Case – Each project must fit into the plans of the organization as a whole. In depth familiarity with that plan, and understanding where the subject project fits into that is a key step in building the business case. The business case must align with the strategic objectives of the organization.

2. Requirements Planning – Developing requirements is a challenge in part because of the time dimension. Requirements planning needs to describe a phased approach that forecasts and schedules how the requirements will unfold. It thus should have,man u kit, as an output, a schedule for various time-based requirements gathering and documenting tasks.

3. Requirements Management – Managing requirements as they evolve is an important task. In some organizations there is a formal Configuration Management function. There are many Configuration Management business applications out there for requirements. It is important to understand the degree of complexity, the expected level of change or evolution over the course of the project,, and the risks involved related to requirements change developments.

4. Eliciting Requirements – Drawing requirements out of various stakeholders is as much an art as a science. The science part provides a framework, usually in the form of ways the structure questions, common pitfalls, and how to document. However, it is an art to develop rapport with varying stakeholders and probe deeply to uncover the core needs.

5. Requirements Analysis and Models – The documentation of requirements is important to assuring that everyone is “on the same page”. Often this requires developing sophisticated architectures, drawings, mathematical models, and prototypes that consolidate requirements input and reflect back to stakeholders the proposed solution. This provides further subject matter for conversations around the continuously unfolding requirements.

6. Communicating and Implementing Requirements – With a given set of requirements, the business analysis function must assure stakeholder buy-in,novelty t shirts, but also must ensure that those who will implement the requirements are equally “plugged in”. One challenge is to ensure that the stakeholders are in clear and in agreement with what will be implemented,, and the implementers are clear on what they need to do. Due to the detailed and often technical nature of the work, work packages at the implementation level are well removed from the stakeholder, so the business analyst servers to bridge that gap and “broker” that relationship.

The Project Management and Business Analysis functions do overlap, but are distinctly different. The Project Manager is concerned with the totality of the project, and is concerned mostly with ensuring progress against schedule, risk management and mitigation, and delivering of the product of the project on time, within budget, and to specified quality standards. The Business Analyst focusses on defining the product of the project and ensures it meets the targeted business needs. This job is a project lifecycle function and does not end until the stakeholders verify that the product meets their requirements. A combination of Project Management and Business Aanalysis skills is quite valuable, and only benefits the project, program, organization, and professionals in their careers.


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