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Name: THE AUSTRALIAN SMALL BUSINESS BLOG
Location: Melbourne, Victoria, Australia

The Australian Small Business Blog has been created by Dr Greg Chapman, MBA, to provide education & support to Small Business Owners. If you would like to contribute to this blog, please email us. If you want to comment on an article, click on the speech bubble at the end of the article. If you want to see other comments, click on the hyperlinked time of post. Send a copy of the article by clicking on the envelope. Dr Greg Chapman is also the Director of Empower Business Solutions and The Australian Business Coaching Club, which provides business coaching and advice to small business owners. He is the publisher of The Small Business Achiever Dr Greg Chapman is The Business Brain Surgeon.

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Dr. Greg Chapman is
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The 5 Pillars of Guaranteed Business Success

Tuesday, May 20, 2008

Small Business Achiever 105



Each month in the Small Business Achiever - Business Owner Brief, we reveal strategies and tactics that will enable you to massively transform your business and achieve your goals. Unlike articles you will see in business magazines that are just teasers to get you to call the author and pay them thousands of dollars for their wisdom, in the Business Owner Brief, we spell out step-by-step, what you need to do to achieve your goals. Nothing is left out.

In this next month's Achiever, learn how to:

-Use a Sales Pipeline to Double or Triple Your Sales

-Expose Cross Subsidies that Destroy Your Profit

-Conquered Google in 2 Weeks with New Keywords.

Each month not only do you receive top quality briefs on how you can achieve your business goals and hundreds of dollars of bonuses, you can also participate in Group Coaching with Dr Greg Chapman, the author of
"The Five Pillars of Guaranteed Business Success" where your personal business questions will be answered.

What value do you place on achieving your business goals if you could get a shortcut to success?

The Small Business Achiever - Business Owner Brief is your Unfair Business Advantage!

May Your Business be as You Plan It!

Dr Greg Chapman


The Australian Small Business Blog

Monday, May 12, 2008

The Forgotten Majority of Business Owners

An Occasional Editorial by Dr Greg Chapman, MBA

In Victoria’s state budget last week, the government claimed to be providing assistance to business owners. Leaving aside for the moment, the fact that they returned in taxes only a portion of the tax increase since the last ‘handout’, even this was received by a minority of businesses. That is businesses large enough to pay land and payroll tax.

What about smaller businesses, the micro-businesses representing 61% of all businesses, and employing 26% of the private sector workforce? The government, as always treats the micro-business owner (those with less that 5 employees) as though they don’t really exist – as if they are not proper businesses.

Now the state government doesn’t really take much from them, so it can’t pretend to give anything back. Short of giving micro-businesses wads of free cash- dream on, what could it do? They could reduce red tape and regulation- but that also appears to be an impossible dream.

The most important asset a micro-business owner has is his or her time. How much time do you spend stuck in traffic? Along with most other Victorians, they suffer due to the lack of investment in road infrastructure. They suffer disproportionately more than larger business owners who have a lot more support so they can focus more of their time working on the business.

The cost of delays due to traffic congestion increases every year. A 2005 study showed that congestion in Melbourne cost business $1.4 billion in that year alone, with the figure expected to double in the next decade.

For the small business owner and their staff who rely on road transport, public transport being a non-option, spending several non-productive hours a day in traffic congestion is a major cost to their business. When business owners spend time in a car, rather than providing a service to their customers or finding new customers, this is a huge loss to their business.

While public transport funding is admirable, small business owners, like all road users, see funds raised through road taxes and charges largely diverted to other government programs. Most small business owners support the user pays principle and are not looking for subsidies. They do expect, however, a higher proportion of funds raised by road users to be spent in improving infrastructure.

The current budget, like all recent budgets before, refers to ever more studies and plans but no actual commitment to invest. There are 270,000 businesses with less than 5 employees in Victoria. The rate of growth in the number of these businesses is 11% per year. Small businesses are also responsible for 70% of the employment growth. Why then are the needs of this group always ignored?

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Tuesday, May 06, 2008

Segmenting Your Market’s Mind



One very well known marketing strategy is to segment your market and provide different offers to each segment specially targeted to that segment. If you were Ticketmaster, you might send information on the new opera season to the older segment of your database, and information on touring pop groups to the under 30’s. (Of course there are people under 30 who like opera, but when you want to get the most for your advertising buck, you go where the numbers are.)

Segmenting your market by age, gender, geography, income etc is done all the time by good marketers, but what if you could segment your market by the way they think? How powerful would that be? Saab have done just that. Unfortunately, I can’t give you a link to this novel online ad which is currently showing in the Faifax media, as they rotate their ads, but I will describe it so you will recognise it.

Have you seen the spinning ballerina test? See an example here. It is a rotating image which can be used to tell if your left brain or right brain dominates your thinking. Psychologists tell us that the person who is left brained tends to be more logical, methodical and organised. The right brainers, on the other hand, tend to be driven more by instinct and emotion and are more creative. They also say if you see the lady rotate anticlockwise, you are left brained, clockwise, you are right brained.

So back to the ad, which starts off with this rotating lady. It asks you to see which way the lady rotates for you and then asks you to select the appropriate button. You then get taken to a Saab ad in which the copy is tailored to whether you are left or right brained. If you are left brained, it tells you how many horsepower the car has and how fast it will accelerate and gives you details on the dimensions. If you are right brained, it explains the experience of power and the thrill you get with the acceleration, and the luxurious feel and comfort that the car gives you.

So Saab has created an ad which has been crafted for the way you think and you select the ad that is most likely to be a selling success for you!

For the record, I have seen the lady spin both ways.

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Sunday, April 20, 2008

Small Business Achiever 104



Each month in the Small Business Achiever - Business Owner Brief, we reveal strategies and tactics that will enable you to massively transform your business and achieve your goals. Unlike articles you will see in business magazines that are just teasers to get you to call the author and pay them thousands of dollars for their wisdom, in the Business Owner Brief, we spell out step-by-step, what you need to do to achieve your goals. Nothing is left out.

In this next month's Achiever, learn how to:

-Increase Your Sales with Guarantees

-Delegate & Outsource so You can spend Your Time Working ON Your Business

-Use Follow-up eMarketing Strategies to get Your Website Visitors back to Buy from You.

Each month not only do you receive top quality briefs on how you can achieve your business goals and hundreds of dollars of bonuses, you can also participate in Group Coaching with Dr Greg Chapman, the author of
"The Five Pillars of Guaranteed Business Success" where your personal business questions will be answered.

What value do you place on achieving your business goals if you could get a shortcut to success?

The Small Business Achiever - Business Owner Brief is your Unfair Business Advantage!

May Your Business be as You Plan It!

Dr Greg Chapman


The Australian Small Business Blog

Thursday, April 17, 2008

Get Your Business Organised



Is this your business? You start your day with the best intentions- to complete an outstanding project which will improve your business. Then when you get into your office, you check your emails. Then you catch up on some paperwork and organising some orders that didn’t get sent out last night.

One of the emails is a complaint which you have to fix. Then a supplier calls to say there will be a delay in your order. Then phone starts to ring with everything from sales people to customer queries. Before you know it is lunch time, but of course you don’t stop for lunch. In the afternoon, it is more of the same- dealing with customers, following up on staff questions, and fixing problems. By the end of the day, you are exhausted. You know you have been busy, but is has been another Groundhog Day, and tomorrow you will do it all again, and if you have time, you might get onto that project.

This is a classic example of an owner working in their business. Everything they do is reactive. They can never get ahead of the game- just a hamster in a wheel going round and round, but getting nowhere. Unless you can find time to work on your business, this will be your fate.

OK, you know all that but how do you break the cycle?

The first step is to recognise that this is your situation. Diagnosis is the first step to cure! Next is to acknowledge that nothing will change unless You are prepared to change. Then you need to work out what outcome you are prepared to commit to for your business – an outcome for which you are prepared to make sacrifices in either time, money or effort – there is no such thing as a free lunch!

Subscribers to the Small Business Achiever - Business Owner Brief learned in Issue 102 the 9 steps that they should take to organise their business. Steps such as working out where they should be spending their time and strategies that will actually create time so they can work on their business.

In the Small Business Achiever - Business Owner Brief all the steps are revealed. Nothing is left out in the turnkey briefs designed for the busy business owner.

Get step-by-step advice that will improve your business every month.

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Monday, March 24, 2008

Use Your Points of Difference to Stand Out



One of the biggest problems we all have in small business is standing out. Almost everyone has competitors of some description. It could be the person down the road that promises to undercut whatever price you offer. It could be the elephant in your marketplace- for example, if you are a small telco, the elephant is Telstra.

Or your competition could be a myriad of me-too suppliers in highly competitive marketplaces all driving the prices down to the point where no-one makes any money.

So how do you stand out from all this competition? You make sure your business is different in some way to all your competition, and you make sure potential customers who value that difference, and will pay more for it, know about it. The first step in differentiating your business from everyone else’s is to answer the question:

Why Should I Buy from You?

Can you answer this question? You must have an answer. If you don’t know, you customers certainly won’t, and you will find you are just competing on price and barely surviving.

The answers to the question: “Why should I Buy from You?” are your Points of Difference (POD). This is arguably the most important marketing strategy to get under your belt. In marketing speak it is also called your Unique Selling Proposition or USP. What this means is that you are defining why your product or service is different to everyone one of your competitors. When you have your USP, you actually have no competitors, because your offer is unique.

Great in theory, but just a word of warning. This also means that your product cannot be considered universal any more, and your USP will appeal to a more narrow group of customers, or a Niche.

So what does this mean in practice? You might be the cheapest. This will, of course, attract a lot more business, which will compensate for your lower margins. However, this will not appeal to everyone. Lowest cost, usually means no frills. Jetstar is a no-frills airline, but Qantas still has lots of passengers who want the extras, and are prepared to pay for it. So Qantas and Jetstar promote themselves to different audiences.

Maybe you said your Point of Difference was the quality of your service. I am now going to say something that may shock you:

Quality of service is not a good enough reason for people to buy from you.

Everyone says they have quality service. Have you ever heard anyone say: “Buy from me, my service is lousy?” Quality is a given, a pre-requisite today. Everyone says they offer a quality service. So what’s the answer? Surely ‘quality’ counts for something?

Regular subscribers to the Small Business Achiever - Business Owner Brief will already know who their competitors are. In Issue 101 – where this full article is published, subscribers learned how to create Points of Difference for their business.

In Issue 103 of the Small Business Achiever I explain how these points of difference can be used o the fundamentals of how to increase your prices with your Points of Difference can be used in your ads and on your website.

In Issue 103 of the Small Business Achiever - Business Owner Brief find out:

The Anatomy of Ads that Sell

Creating a Structure that will Drive Your Business Growth

Designing a Website that Generates Leads for Your Business

Get step-by-step advice that will improve your business every month.

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Monday, March 10, 2008

Why You Should Increase Your Prices & Why Most Owners Won’t



Before I answer this, try answering the following question:

Why are You in Business?

People give all sorts of reasons. Often they refer to some higher purpose, such as helping people in some way or providing for some personal lifestyle needs. This is all very well and good, but all these objectives will be compromised if the one overriding purpose of any business is not met- that is to make a profit!

Why is making a profit so important? If you are not making a profit, you are just breaking even, or more likely, making a loss. (Even when owners believe they are making a profit, they often aren’t as they have not considered the sustainability of their business.)

If your business is losing money, your energies and resources for any other purpose will be drained. You can’t continue helping people if you are going out of business. Likewise, if your lifestyle business is making a loss, it won’t be a very happy lifestyle. So if your business is unprofitable, the chances are very small that you will achieve other objectives through your business.

So let’s agree that making a profit is the prime purpose of your business. What then are your options to make your business more profitable? You can:

1. Reduce your Costs
2. Increase your Sales

Pretty basic really. Lets look at the first – decreasing costs. This is a limited strategy as at some point, you will compromise your sales. Whereas, increasing your sales is a no limit strategy.
There are five strategies you can use to increase your sales. These are the Five Turnover Drivers:

• Increasing Enquiries
• Increasing Conversions to Sales
• Increasing the Average Value per Sale
• Increasing the Number of Times Someone Buys from You, and
• Increasing Your Prices

Good businesses will focus on all five turnover drivers, but the one most find hardest to implement is to increase their prices. Let’s look at why people don’t increase their prices.
When setting prices, businesses look at what their competitors are charging. If they charge too much, they know they will lose business because their competitors are cheaper. But…

Are these businesses really your competition?

Regular subscribers to the Small Business Achiever - Business Owner Brief will already know who their competitors are. (Issue 101 – Standing Out with Your Points of Difference). If the people who you are comparing yourself with are not your true competitors, why should they influence your prices?

In Issue 102 of the Small Business Achiever I explain the fundamentals of how to increase your prices so that the fear of business loss will no longer trap you in the price taker role in which most businesses languish. In fact, this strategy will transform your business!

In Issue 102 of the Small Business Achiever - Business Owner Brief find out:

The Easiest Way to Increase Your Prices

How to Start Getting Your Business Organised

Being Found on the Internet - Paid vs 'Free' Search

Get step-by-step advice that will improve your business every month.

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Monday, March 03, 2008

Who Needs a Business Plan?


Everyone in business knows you have to have a Business Plan, but very few have one. Most of those who do, haven’t updated it for years. So year after year people carry on with an out-of-date, or no business plan at all. In fact, they go on so long like this, they even convince themselves they don’t need one!

So let me ask a controversial question. Why have one at all? Aren’t they just an academic exercise? Pretty much everyone who doesn’t have a formal plan says: “I have a plan, its in my head” What’s wrong with that?

If you were going on a month long tour of Europe, would you be satisfied with a plan in your head? Or would you have a daily itinerary showing how you will be getting from place to place and where you would be staying each night. Would you create a budget to work out how you would pay for all this, and how much spending money you will need for meals and other expenses. Would you have a detailed listing of your bookings?

Only when you write all this down, might you see that you have left insufficient time to travel between stopovers, or spending too long in some places and not long enough at others. Then you would re-organise your itinerary until it was right, before you confirmed all the bookings.

Even if you do all that, you know things might still go wrong- planes delayed, connections missed, overbooking, etc. So you would put a little bit of extra money aside to cover such contingencies.

Your itinerary would also be marked for certain highlights that are must sees for you - the main reason for the trip, to make sure that you don’t return home and realise that you missed an opportunity while on tour.

In business it’s the same. The more you write down your goals and plans, the more likely it is you will identify gaps in desired outcomes and capability, and the opportunities you need to find, so that you don’t miss them when they arise.

Your Goals are Your Opportunity Finders

Due to the way our brains function, you only identify the gaps and see the opportunities when you write them down. So if you don’t write down your plans, there will be flaws that you will miss while it resides in your head, and you will miss the opportunities that will transform your business.


Now, if you are like most people, you will be saying “I know I should have a plan, but it takes so long to write out a plan, and if I hire someone to do it for me, it will also be expensive.” Several years back I wrote an article called: The Real Truth about Business Plans – What the Consultants don’t tell You! It will probably make you feel a little better, but only a little!

In summary, the article says that even when people produce a plan, they never update it or look at it again because it was such a major effort to produce it, and it was not seen as tool that they would use for their business every day.

A Business Plan in One Hour

What if you could produce a Business Plan in an hour, and it could fit on a single page? Does that sound like a plan you would be prepared to invest your time in and use? You wouldn’t even have to pay someone to do it for you. Well, that is what I am about to show you how to do now.

As for just about everything in life, the 80/20 rule applies to business as well. That is, 80% of the benefit of anything comes from 20% of the effort. The remaining 20% of value coming from an additional 80%. So if you have limited resources, it makes sense to at least to do the 20%! So now I will show you how to do that 20%. You can hire a consultant to do the other 80% if you want to later.

Find out how to create a One Hour Business Plan that fits on One Page in Issue 101 of the Small Business Achiever - The Business Owner Brief

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Monday, February 11, 2008

Your Marketing Investment


When we look at our monthly accounts in our business, we check our sales, gross profits, and then our overheads before we come to our bottom line. In our drive to increase the bottom line results we often focus on our costs, to see how we can reduce them.

We check to see if we can get our phone costs down, can we get cheaper printing, can we find low cost contractors that do what our high price ones do now? All this is good business practice, ensuring that our hard earned gross profit is not lost in overhead blow-outs.

Finally, we get to our marketing line in the overheads. This could be advertising. It could be your website, promotional products or networking organisations costs.

Marketing budgets of 5-10% of sales are not at all unusual. However, there is a temptation to treat them the same way as your other costs. If profits are being squeezed, it is often the first area to get slashed, but marketing costs are different to other costs.

The purpose of your non-marketing costs is to produce the products and deliver your services to your customers. If you can reduce these costs without affecting your sales, that is increase your productivity, you should definitely do that, and see your profits increase.

If your marketing is working, and you reduce these costs, you will, instead, reduce your sales and your profits. Marketing is an investment which should be giving you a high return. Before you start reducing your marketing spend, you need to do some analysis.

  • Look at how many customers your ads produce. What is the cost per lead, and cost per sale of your advertising?
  • Do your thank you gifts generate repeat business and referrals?
  • What business has your networking produced for you?

For each of your marketing activities, you must have a way of measuring results. You may find that some of your advertising works better than others. You have an opportunity either to improve the performance of the poorer advertising, perhaps by getting a copywriter, or dropping it and spending more where the advertising is working.

If the marketing is generating a healthy return, why would you try to save money by reducing it? If you cut successful marketing your sales loss will be larger than the cost saving. By all means, retire unsuccessful marketing that is not recovering its costs, but seek to replace it with higher return marketing.

How do you choose where to spend your marketing dollar? The answer is to test and measure everything. Only when you do that can you truly decide which of your marketing is a cost, and which is an investment.

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Sunday, February 10, 2008

What to do with the voices in your head when you speak?


When you get up to speak to promote your business, do you find that you sometimes go blank? Or do you start thinking thoughts that don’t help you, like, “Are they listening to me?” “I am boring them.” “I hate the way they are all staring at me.”


If any of these and other negative thoughts are in you head you need to get rid of them as they are spoiling your speech and probably making you forget where you are up to in your speech.
Here are some tips to minimize the voices in your head and make you more powerful:

1 Practise! The more you can practice visualizing yourself in front of the audience, the better you will be.

2 Really look at your audience. The more you look at them the more they will be interested in you, especially f you smile. You MUST look at them or you cannot tell if they are getting your message. So, tell that voice that says, ”I hate them looking at me that it needs them to look at you so you can concentrate on them.

3 Focus on what you are communicating out. If your brain allows thoughts of what the audience thinks of you to come in, you may become self conscious. You won’t be able to give it all your energy. So, turn the ego around. Speaking is not about you but what are you trying to communicate to them! Change the focus and the voices will lessen if not disappear.

4 Keep the words simple. If you include difficult to pronounce words and stumble on them, you can lose confidence and the voices in your head can start to yell. But if you make the words one or two syllables only, you will find them easier to say and the audience can take them in more easily.

5 The more you speak, the easier it becomes! Presenting and speaking is only scary if it is occasional. Nerves are normal. Even competent speakers and actors become nervous. Harness that energy positively and it will become easier the more you do it!

6 Breathe deeply. Most speakers speak too fast and run ideas into each other. If your voices in your head tell you to go fast so you can sit down quicker, you speech is likely to be difficult to understand and follow. Also taking a breath allows you to PAUSE, one of the most important aspects of speaking. Remember, only 120 words per minute.

7 Attend a public speaking course. Many people think the skills of confident communication are impossible to teach. There are many tricks to be learned and the best way to learn them is through a course.

So, go out there. Put up your hand, rehearse, look at them, smile and “fake it till you make it”. Speak often and keep it simple. Focus on them and the rest is techniques!

Over to You. What do You Think? Post Your Comments Below.

Judith Field is the director of Direct Speech and is a professional public speaking trainer.

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Monday, February 04, 2008

The Value of Knowledge


When scouring the internet for articles, what we tend to find is half answers. They say the Truth is out there, but it sure isn’t easy to find.


The power of the internet is that it is a huge resource of human knowledge, but it is very disconnected and often highly unreliable. While we may become frustrated at this, we all know it is difficult to complain to anyone, especially when we are seeking free information. While there are good resources out there, the trouble is they tend not to be tailored for your specific needs, even if you can find them.

We have a choice-

We can continue to spend time scouring the internet to find that gem that is going to transform our business, for Free!

Or

We can put our hands in our pocket to acquire information we are confident that will provide us the information we need.

While the first choice may appear lower cost, it is not if you value your time. Particularly if you can’t find the gem you were seeking. Like the people who spend their weekends with a metal detector hoping to find gold in the outback, they are depending on luck, but luck won’t help if you are in the wrong place to start looking. They could consult a geologist on the best place to look, but they would prefer to “save money” and hope for a lucky strike.

Knowledge has a value. The price you pay may be your time to find it, it could be the cost associated through the purchase of a book, a course or seminar or paying for advice from business coaches. There is still a price you pay through the school of trial and error if you “save money” by ignoring all of the previous resources. Its the cost of blind alleys and time and opportunities missed. These costs are very real.

What would it be worth to you to achieve your two year goals in one? That’s how you value knowledge.

For those who are serious, and value knowledge, there is a new resource (that is not free- but not expensive either) that will provide you many of the answers you are seeking. This resource is the Small Business Achiever where you can find, in bite sized chunks, the small business advice you are seeking. The Small Business Achiever puts the “HOW TO” into how to.

Whatever the resource you choose is, decide this year to invest in yourself and your education. Create a budget for this and put aside 5% of your turnover. This is not an expense, it is an investment which you would expect to pay dividends many times the cost.

Define your knowledge gaps and seek out advice or education to bridge them, and don’t be afraid to draw on your budget to pay for it. That is what it is there for!

May Your Business in 2008 be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Monday, January 14, 2008

One Hundred Year Old Marketing Lesson


There was a recent article about a book on Alexander Graham Bell and whether he really did invent the telephone. The debate still rages on, but there is certainly no question about who was the better marketer.

Bell’s major competitor was Elisha Gray. Why do we remember Bell and not Gray?

One reason is simply that Bell, not Gray, actually demonstrated a phone that transmitted speech. Gray was focused instead on his era's pressing communications challenge: how to send multiple messages simultaneously over the same telegraph wire. As Gray huffed to his attorney, "I should like to see Bell do that with his apparatus."

Not to denigrate Gray’s achievement, but how many people do you think would have been more interested in the 19th Century in transmitting voice, than in multiple messages over a telegraph wire? The later technology would have enabled an increase in the efficiency of Morse Code transmission a severely limiting communications technology controlled by the nerds of the day.

Bell, on the other hand was producing a technology with an appeal to the mass market. It was easy to understand, and its benefits were very clear, given the obvious consumer problems with Morse Code.

The technological winner was always going to be the one that end consumer would find easiest to use. The expense of the initial telephones was of course high, but tumbled in price once a tipping point in uptake was achieved.

This lesson from a hundred years ago is still relevant today. When creating a new product or service, there are often different ways it can be presented to your marketplace. There is a huge difference between what you and the other nerds ‘know’ that your market needs, and what it actually wants. Once you have given them what they want, you can sell them what they need.

Bell produced a technology that the market wanted. Once utilisation picked up, there was a need for Gray’s multiplexing technology- to fit more conversations down the one wire, an economic driver, but at the same time there was also consumer demand for private lines rather than the line sharing of the original telephones. Again, consumer driven technology.

Solutions driven by consumer demand will always be easier to market than those of expert perceived consumer need requiring consumer education, usually something at which experts are very poor.

When introducing to market something that is new, an appeal to want rather than need is always going to be more successful.

May Your Business in 2008 be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems. He is also the author of The Five Pillars of Guaranteed Business Success.


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Wednesday, December 19, 2007

The Year in Review


As the year draws to a close, it is an opportune time to have a look at the scorecard for your business. You know, the one you prepared at the beginning of this year with your 2007 goals? Did you have a scorecard with goals? How did you go?

If you did not have goals, the chances are, your results were much the same as last year and your business is pretty much where it was in 2006 and next year is looking like more of the same. This tends to be the result when you don’t set goals.

Maybe you did set goals. Did you have a plan to achieve the goals? If the answer to that question was no, the chances are you made some, but not all of your goals. The very fact that you wrote out your goals will have made a difference, because goals create a focus. However you also need a plan. That is, the steps you would take to achieve your goals. What strategies you would use, and the tactics you would employ to turn your goals into reality.

So, you had the goals, and a plan but still did not get the results you wanted? Did you actually carry out the plan? Did you track your performance against your plan? When you regularly refer back to your plan, you are far more likely to achieve your goals as this forces you to step back from the coalface and work on your business. When performance was less than expected, did you adjust the plan? While persistence is a virtue in business, the same cannot be said for hitting your head against a brick wall. Perhaps there was an easier way? Did you seek advice when things were not working? While there is a cost to getting advice, even if it is just your time, the cost of trial and error is many times higher, and very demotivating.

If you did not achieve what you wanted to achieve in 2007, when look back on the year, and the goals, the plans, the actions, the tracking and the revisions is there something you didn’t do that would have made a difference? If you want 2008 to be different you must do something different.

The definition of insanity is to do the same thing over and over again, and expect something different to happen. Make 2008 different. Find out how in:

The Five Pillars of Guaranteed Business Success

May Your Business in 2008 be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.


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Friday, December 07, 2007

The King is Dead....


So you woke up last week and found that what was arguably the most business friendly government in living memory was gone. You may even have thought the sky was going to fall in. It might, or it might not. It almost doesn’t matter, if you know what you must do.

Yes all boats float on a rising tide, but the boats that move to deeper waters will avoid running aground if the tide turns. Whenever there is a change of government, some of the rules always change. Some for the better, and some for the worse. However, as long as they are the same rules for everyone, even a change for the worse can be an advantage.

In any business environment, each business must continually fight to attain and keep its position in its marketplace. You need to continually justify your value to your customers, and that they should continue to use your products and services rather than those of your competitors.

You should continually look at your offer, your prices and your costs. If there is a change of government, how will the changes they have proposed impact on your business? Will it affect your costs or your productivity? What can you do to reduce the impact on your business? If you can put in place a plan to be ready for these impacts, which might mean you change the way you operate, when the changes finally become evident, and the tide is turning, you will be safe in deeper water whilst most of your competitors spend all their time waiting for someone to bail them out when they hit the exposed rocks. You will have turned a potential negative into a competitive advantage.

The business environment is changing all the time. It could be due to technology, the drought, interest rates or a hundred other things ranging from global to local. While government policy changes are important, they are just one of many changes. A good business manager will be constantly surveying their environment for both the threats and opportunities. Funnily enough, the threats are also often the opportunities.

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.


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Thursday, November 29, 2007

Small's not so beautiful


AUSTRALIAN small business, in many respects, is recognised as the backbone of the economy. According to government statistics, there are more than 1.88 million small businesses, employing 3.6 million people. Their combined capitalised worth is $4.3 trillion -- more than four times that of the Australian Securities Exchange.

Yet the statistics mask the reality that most small businesses are very small, with many being home-based, and most of these micro-businesses never manage move to the next level, if they survive beyond the first few years.

"Running a business is a challenge: it's an emotional, financial and mental merry-go-round and it has become even harder with red tape, tax and professional standards being so much more complex," says Tony Steven, chief executive of the Council of Small Business of Australia. "However, the basics remain the same."

Getting back to the basics of business is one of the key themes explored by business coach Dr Greg Chapman, in a book he has just released, The Five Pillars of Guaranteed Business Success.

Chapman, who is also a Telstra Business Awards judge, says a high percentage of businesses stay small because their owners lack the vision, passion and skills to take them ahead. "What happens to most small businesses is nothing. They just stay small," he says. "Up to 98 per cent of small businesses are effectively 'micro-stayers', trapped inside a microbubble with little prospect of escaping, because they don't know how to grow."

Chapman says there are basically five reasons why micro-businesses don't move to the next level, with a lack of vision by the owner as to where the business is going to be in the future being top of the list.

"Without any direction, you really don't have any strategy, and strategy is the lever that lifts you from where you are today to where you want to be in the future," he says.

A second key reason is a lack of passion in their business, with many owners not having the commitment to take their business to a higher level. "You need the right vision to give you the passion, the commitment to stay the course and overcome the obstacles that do appear," Chapman says.

He says another reason why businesses stay small is that they don't plan, and therefore don't have the confidence to take the risks they need to take to achieve better results.

"It's not enough to have a vision and a passion; you actually need a plan to take you there. It's the roadmap; without a plan, all you really have is a dream, and we know how often they come true."

Chapman says the fourth reason why businesses stay small is that business owners don't value their time and are often working in their business rather than on their business, by performing tasks that can be delegated or outsourced.

Lastly, Chapman says business owners who fail to invest in education are also greatly limiting their growth potential. "When you value your time, you will also understand the value of knowledge," he says. "If an owner is not willing to invest in their own education and sees that as a cost instead, they have just resigned themselves to the school of hard knocks."

If business owners don't address these key factors, Chapman says, "they will be unable to grow beyond a certain level. The owner becomes frustrated and ultimately resigned to being a micro-stayer."

He says owners need to be open and honest that they are caught in a trap. "It's as if you've got a medical problem; you've got to diagnose the problem before you can do anything about it. Business owners have to be committed to really addressing their problems and doing something about it".

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Tuesday, November 20, 2007

Anyone Can Do It


How often have you seen the advertising for a great new opportunity:

For $99.95 (plus gst) I will show you how you can be a Millionaire.

Then they say:

It is so easy, Anyone can Do It. All you have to do is follow my simple system.

Then you put your money down, and you find out the system revolves around you putting ads in newspapers just like the one you read, and selling a ten page manual for $99.95 describing this strategy to others more gullible than yourself.

OR

The system is so vague and general that you cannot implement the information unless you buy the “Tell You Everything” $995 Pak and the $9990 “All My Secrets Exposed” seminar etc.

OR

The information is so technical and requires knowledge most people don’t have and is too hard for most people to implement.

OR

It requires you to do things you have never done before, such as cold calling, and which you will not persist with and will give up on before you gain any skill.

If anyone can do it, and it is such a great deal, why isn’t everyone doing it? It might be technically true that “Anyone can Do It”, but it is also true that Most People Won’t!

Where the occasional opportunity arises that indeed “anyone can do it”, for example some home business jobs you can buy, another issue arises. If anyone can do it with this system, everyone will be doing it the same way. So, why should they buy from you?

If you are making something that anyone can and is producing, you are producing a commodity. Typically, commodities have low margins.

To charge a premium for your products and services, you need a Unique Selling Proposition. Now the guy selling you the opportunity might have a Unique Selling Proposition in order to get you to buy, but do you really believe it is possible to BUY a Unique Selling Proposition? Especially if the opportunity seller is selling them as if there were no tomorrow?

Beware of those promising instant success. Invariably success is attained through discipline, perseverance and the taking of measured risks. If it wasn’t for these three factors, I am sure Anyone could Do It!

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Friday, November 09, 2007

First Impressions always Count


Does your branding link your business cards to your letterhead, to your displays and packaging, to your banners and to your Website?

Does each component of the brand come together to give a consistent message no matter what the situation?

If the customer does not connect the dots then how long does it take to loose someone if the branding is not giving the right message?

Consider the message below and then consider the speed with which potential customers make up their minds to connect to or leave your brand in any medium. Studies show Internet users make up their minds about the quality of a website in the blink of an eye. Researchers found that the brain makes decisions in just a 20th of a second of viewing a webpage. They were surprised, as they believed it would take at least 10 times longer to form an opinion. The study, published in the journal Behaviour and Information Technology, also suggests that first impressions have a lasting impact.

Speedy conclusions
The Canadian researchers showed volunteers glimpses of websites, lasting for only 50 milliseconds. The volunteers then had to rate the websites in terms of their aesthetic appeal. The researchers found that the speedily formed conclusions closely tallied with opinions of the websites had been made after much longer periods of examination. Gitte Lindgaard, lead researcher, of Carleton University in Ottawa, Canada, said, "My colleagues believed it would be impossible to really see anything in less than 500 milliseconds, Judgments were being formed almost as quickly as the eye can take in information".

Lasting impressions
The researchers also believe that quickly formed first impressions last because of what is known to psychologists as the "halo effect". If people believe a website looks good, then this positive quality will spread to other areas, such as the website's content. Since people like to be right, they will continue to use the website that made a good first impression. This will further confirm that their initial decision was a good one. Gitte Lindgaard warned "unless the first impression is favourable, visitors will be out of your site before they even know that you might be offering more than your competitors".
Richard Gill is the director of The Banner Lady.

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Tuesday, November 06, 2007

Selling a Business









The real test of business success is to see the value others place on your business. That is, how much they are prepared to pay you to own it. However, few owners see the return on their money and time spent building their business when they try to sell it.

Someone buying a business has similar considerations to someone buying a home. If the home is new or well maintained, and little expenditure is necessary to make it they way they want before moving in, the buyer will pay more. If the house is run down, and requires substantial renovation, they will insist on paying much less. Taking the analogy further, if buying a vacant block, they will have to also budget for the house to be built.

When buying a business, the comparison is between taking over a going concern, building up a run down business or starting a new business from scratch. Buyers will consider the saving in time and effort through buying a going concern that provides predictable incomes and operates smoothly when compared with one that has been managed poorly, or the effort of creating a new business.

Unfortunately, most businesses are totally dependent on their owners. When they aren’t there, nothing happens or sales drop. When a buyer looks at such a business, they will value it on its physical assets and its existing customer base. The value of the customer base may be heavily discounted if it is believed that the customers have a strong personal connection with the owner. Little or no value will be placed on the future growth potential of the business as the owner has basically done nothing to tap it. Why should a buyer pay for value that the current owner has missed. The buyer must put in the effort to unlock that potential and take all the risk if they are to be a success. They will also discount the value where it is possible key staff may leave soon after the existing owner. If there are no systems, all they are really buying is a customer list of dubious value, plus a few used assets.

Compare how a buyer values a well managed business. Along with the assets and the existing customer value, the buyer will see a marketing system which has allowed the existing owner to grow their business. They may see year on year growth in sales and profit. They will see systems in all areas of the business so if staff leave, they can bring in new staff and train them to run the business in the same way. The buyer in this case may pay 3 or 4 or even more times the annual profit of the business in addition to its other assets. (Highly successful listed companies sell for 20 times their annual earnings or more).

The difference between these two scenarios is business systems that ensure that the business runs smoothly, that there is a marketing strategy that provides predictable sales growth and systems that manage the people within the business. These systems make the success of the business independent of ownership. Whenever risk is reduced, price can be increased. The time to put in these systems is not when you are trying to sell the business. You can’t fatten a pig on market day, as one politician is regularly quoted as saying. These systems should be put in place now. They are part of your Exit Strategy.

The best time to prepare your exit strategy is when you start your business, but it is never too late.

Find out more about these strategies at:


This book, which has a forward from Tony Steven, the CEO of COSBOA, the peak small business organisation in Australia, comes with a $100 of business tools, and provides an easy to understand, step-by-step approach on how to improve your business, starting with your goals, right through to systems and sales.



Please visit Five Pillars for more information on “The Five Pillars of Guaranteed Business Success”

May Your Business be as You Plan It!


Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.





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Sunday, October 28, 2007

Golden Rules of Websites - Rule 6 in a series

By Ron Stark


Picture yourself wanting to enter a supermarket, only to discover there's a guard standing there who won't let you go in unless you are driving a particular make and model of car. In disgust, you go to another shop, only to find that they won't let you in unless you're wearing a particular brand of shoes. The next one you visit insists that you first watch a video that consists of little more than five minutes of their logo in various poses. Would you upgrade your car, change your wardrobe, or find a shop that will accept your business regardless?

Why is it then that so many businesses make it difficult to visit their website for the most important thing you're likely to want - to get information?

We've all experienced it, of course. Those sites that insist that you go no further unless you upgrade to the latest version of Flash. Those sites that inexplicably appear to hang your computer. Those pages that take an eternity to download because some massive image or movie. Those menu buttons that take two or three clicks before they respond.

If you're like me (and many others), you are more likely to simply abandon the site in question and go to one that has no impediment to you doing business with them.

To put the question of technology into perspective, over the last four weeks visitors to just one of my websites were using 16 different versions of Flash, 19 different screen resolutions, 8 different operating systems, 21 different browsers and browser versions.

Those statistics alone guarantee that were I to build a website using just the latest technology, a significant proportion of my visitors would be unable to view it the way I intended; many would be unable to see it at all, or would be so irritated that they'd go to my competitors instead.

Only web developers and programmers get excited by "the latest technology" for websites. Nobody else cares, least of all your customers.

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Monday, October 15, 2007

Where to Start?









When looking at your business, is it like looking at one of those houses that real estate agents love to call: “a renovator’s delight”? You know, it is basically sound structurally, but the paint is peeling, cracks are showing and the garden is a mess. It does not need a huge amount of effort, just a bit of love and attention, some elbow grease and a bit of know-how. Or is it like a sapling with shoots growing everywhere but with no clear growth direction and shallow roots?

Whatever your business looks like, when seeking to renovate or prune it into shape, the question is where to start? Should it be on your marketing or your systems, or perhaps your website or sales? The correct answer is to re-look at your goals so that every effort you make is taking your business in the direction you want it to go. Otherwise you will waste considerable time and money with unfocused strategies- scarce resources in small business. This is the difference between a light bulb and a laser beam which can cut through steel.

A systematic approach to renovating or pruning your business into shape is provided in the NEW book:

This book, which has a forward from Tony Steven, the CEO of COSBOA, the peak small business organisation in Australia, comes with a $100 of business tools, and provides an easy to understand, step-by-step approach on how to improve your business, starting with your goals, right through to systems and sales.

When you truly understand where your business is going, the job of defining a marketing strategy and putting in place systems becomes much simpler. Without this understanding, every day is a battle for survival, a hand to mouth existence. With it, every strategy you implement is about creating an unassailable position for your business in the marketplace.

Please visit Five Pillars for more information on “The Five Pillars of Guaranteed Business Success”

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.




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Monday, September 24, 2007

Why Most Businesses will Stay Small










This is the Preface from “The Five Pillars of Guaranteed Business Success” by Dr Greg Chapman, to be released shortly.

While many business advisers seem to preach doom and gloom for small business survival, based on my research they do not have to be so pessimistic. While there is a high attrition rate in the first few years of a business’ life, most do survive this period. A far bigger issue for most small business is not that they fail, but that they stay small. They stay micro-businesses, or Micro-Stayers.

Being a Micro-Stayer leads to its own problems. Disenchantment, and frustration are just the start, but there is another course. There is a small group of businesses that are emerging from the Micro-Stayer cave. This book is about what these Emerging Businesses have discovered, and the steps that any Micro-Stayer can take to join them.

In the Five Pillars of Guaranteed Business Success, you will learn why most businesses stay small, and the steps you must take to avoid the Micro-Stayer fate. You will learn how to utilise each of the Five Pillars in your business to enable you to increase your profits, to make it run without you, and to turn it into a saleable asset.

There is, however, one step between the business know-how contained within this book, and success. So The Five Pillars of Guaranteed Business Success also reveals what stops most business owners applying this knowledge, and how you can overcome this major obstacle.

The steps contained within this book have already been successfully applied by many small business owners, and I would love to hear how this book has helped you.

May Your Business be as You Planned It

Building a successful business is more complex than ever in the 21st century, the five pillars: planning, marketing, systems, motivation and discipline are built on the foundation stones outlined in this book.

Greg Chapman gives you the business owner a real insight into each of these areas and begins the realisation that you should not be your business, but rather you should let go and enable your business to grow without you.

Leadership is more than management and using his advice your business can serve you, assist you to live a better and less stressful lifestyle, after all you are the one who has taken the risks, put in the hard work and created your dream, you deserve it.

TONY STEVEN- CEO Council of Small Business of Australia

Please visit Five Pillars for more information on “The Five Pillars of Guaranteed Business Success”

May Your Business be as You Plan It!



Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.



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Saturday, September 08, 2007

What it Takes To Succeed in Business









This is an edited extract from “The Five Pillars of Guaranteed Business Success” by Dr Greg Chapman, to be released shortly.


Before we look at the Five Pillars of Business Success, we will take a look at what causes business failure. And it is always one or more of the following:

· No clear business objectives established
· An unachievable or inadequate profit objective
· No sales and marketing systems
· The business is run tactically (that is day-to-day)
· No staff training programs

But by implementing the Four Pillars of Business Know-How, these five reasons for failure can be eliminated. Does that guarantee success? If you implement these Four Pillars, and you are absolutely determined to succeed- the Fifth Pillar, I can guarantee you will! To succeed, you need a certain amount of knowledge, but you don’t have to be a genius. You can hire them. In fact, they are not that expensive. You also need total commitment to your vision. When the two are put together, you will be unstoppable.

In order to succeed in business, you must first understand what makes successful businesses work. Successful businesses don’t just happen by accident. It is all very deliberate. And they all share these features:

· They have a laser-like sales and profit focus
· They use systems throughout their business
· They sell products and services that people actually want

While this sounds quite soulless, ask yourself:

Why am I in business?

Whether you are a baker, builder or broker, if the answer is not:

“To make a profit”

what you own is not a business, it is a charity.

Now there is absolutely nothing at all wrong with charities, but they have different objectives to businesses. You may also strongly feel that you are in business for some higher moral purpose- to raise funds for a charity, for example. But unless your business makes a profit, you are reducing your ability to contribute to that cause while you are trying to keep your business afloat.

The next question to ask yourself is:

What Business am I in?

Your answer should be:

“The Selling Business”

Nothing happens in business until a sale is made.

Your profit will depend on four things:

· Your available market (potential customers)
· Your ability to create selling opportunities from that market
· Your marketing & sales skills
· Your ability to make profitable sales

For most businesses, there is no lack of market opportunity, but there is a lack of strategy, plan and systems.

The old saying:

Work Smarter, Not Harder

means developing skills in each of these areas which will ultimately enable you to achieve more with less effort. Like the difference between a learner swimmer thrashing around in the water, and the Olympic swimmer who seems to glide effortlessly to the finishing line leaving barely a ripple in the water. The beginner wastes all his energy in making waves. The Olympic swimmer puts all her energy into moving forward.

In an ideal world you would attack all Five Pillars together, but owners usually don’t have the time (or patience) to do that. So if you can only do one at a time, understanding which area you should tackle first is essential.


Please Contact Dr Greg Chapman at www.GregChapman.biz for more information on “The Five Pillars of Guaranteed Business Success”

May Your Business be as You Plan It!


Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.


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Sunday, August 26, 2007

Five Reasons Businesses Stay Small







This is an edited extract from “The Five Pillars of Guaranteed Business Success” by Dr Greg Chapman, to be released shortly.

The biggest risk for most businesses, if they survive the first year, is not whether they will fail. Most won’t. The biggest risk is that they will stay small. Whether by design or not. Recent ABS data show that 98% of micro-businesses stay that way. That is, they are Micro-Stayers.

There are a number of reasons that businesses may stay in the Micro-Stayer group. It could be a lifestyle choice. Work-Life balance is becoming more and more important to many people. It may be because they don’t have the knowledge to take their business to the next level, and become frustrated Micro-Stayers. Or they may have progressed from frustrated to resigned Micro-Stayers and have adjusted lifestyle and ambition in recognition of this.

Businesses that involuntarily stay small, the Micro-Stayers, do so for five key reasons.

1. No Vision for their business. Without a vision, it is not possible to create a plan. The business becomes directionless. Without a vision it is impossible to work out which opportunities to say yes to, and just as importantly, which ones to avoid. Owners without a vision find decision making difficult. They are fashion followers. They expend a lot of time and money trying different things then dropping them when they don’t get immediate results.

Without a vision, you cannot have a strategy. Strategy is the lever that lifts you to the next level. A strategy focuses your efforts and resources to where you will get maximum value. A Laser Beam rather than a Light Bulb. Strategy gives you the biggest Bang for your Buck. This is particularly important when you don’t have too many bucks.

2. No Passion or Commitment. Passion comes from the right vision, and creates the Commitment that will drive you to achieving your goals. If you are passionate about your business, you will be prepared to make the sacrifices in time, money and effort to achieve your goals.

Passion infects others. Your staff, your suppliers, your customers. If you have no passion for your business, why would anyone else around you? And when others believe as you do, you can turn mountains into molehills.

Commitment will drive you to persevere. Any plan will have flaws. But without commitment, you can be diverted by even the smallest obstacles to achieving your goals.

3. No Goals or Plan. On its own, vision is not enough. Your vision may be that you will be best in town, and to be the dominant player, but if you don’t set goals and plan, your vision will remain a dream, and we all know how often they come true! As you create your goals and plan, you will start identifying opportunities. Many people believe that they don’t get the opportunity, but if you don’t know what an opportunity looks like, it will pass you by.

If you continue to miss opportunities as they are presented, the chances are that your business will not grow.

Plans also create a belief in your success. If you have no plan, how can you realistically believe you can be a success? What creates belief is a great plan backed up by knowledge. If you have both of these, why wouldn’t you have the confidence that you would be successful?

4. Owners not Valuing their Time. You only have 24 hours in the day, and how you spend those hours will dictate whether you will be able to achieve your goals. It is not possible to work on your business when you are spending all your time working in it. If you are spending a lot of time doing tasks that you could pay others to do, you will never be able to grow.

But owners don’t pay others to do work because they don’t have the vision of how their business will be and the belief that their business will be a success. If you know your business will be successful, employing others to undertake work for you is just part of your plan.

5. Lack of Business Knowledge. This may be obvious, but it does not mean you have to be an expert at everything. But the fundamental business knowledge such as the concepts in this book, will enable you to seek out advice and support in those areas in which you are not expert.
When you value your time, you will also understand the value of knowledge. After all, the right kind of knowledge can greatly increase the speed at which you reach your goals. If you achieved your 2 year goals in one year, how much would that be worth to you? How much would you be prepared to invest to attain such knowledge?

Even so, people are concerned about the price of knowledge. But you can get knowledge in many ways. From buying a book. Can’t afford a book? Go to the library! Courses are fairly low cost. Individual advice is, of course, more expensive, but it is much more specific to your business and is likely to produce faster results.

If an owner is not willing to invest in their own education, and sees that as a cost instead, they have just resigned themselves to the school of hard knocks which usually extracts a far higher cost than any of the previously mentioned ways of gaining knowledge. Lack of knowledge creates a ceiling for your business.

If business owners don’t address ALL of these key factors, they are unable to grow beyond a certain level, and the owner becomes frustrated, and ultimately resigned to being a Micro-Stayer. Successfully implementing the Five Pillars will ensure that you will address all of these reasons businesses stay small.

Please Contact Dr Greg Chapman at www.GregChapman.biz for more information on “The Five Pillars of Guaranteed Business Success”

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Sunday, August 12, 2007

The Fifth Pillar








Most readers of this blog will already be aware of the

Four Pillars of Guaranteed Business Success

The first version of this, as my longest and most loyal subscribers know, was only 10 pages. It was, to be honest, a piece of marketing hype. Then I created a new version of this book which was a 10,000 word marketing brochure, although it contained some real content, unlike the first version. Many subscribers have complimented me on the quality of the information of this eBook, which if you have not received your own copy, can be downloaded FREE from the link above.

Some have told me they have taken the eBook as a blueprint for their business. Maybe I provided too much information to these successful people, as they never actually engaged me as their coach, relying only on the information in the eBook. However, I am always very happy to share what I know. My philosophy has always been the more you give, the more your receive.

While the feedback from this eBook has been extremely positive, I have been dissatisfied to the extent, that while the information was very highly valued, it did not result in action by owners to improve their businesses as often as I would have liked. So this year, I decided to move from the virtual world with a physical book that describes in some detail, the action Business Owners need to take. This book is called:

The Five Pillars of Guaranteed Business Success.

One extra Pillar! The Fifth Pillar is the missing piece in the puzzle. The piece that makes the difference between thinking about success, and being successful. The book is several times the length of the original and provides a step-by-step plan for Business Success. It is due to be published in September.

To find out more about the book, you can either watch out for further information on this blog or contact me directly.

May Your Business be as You Plan It!

Dr Greg Chapman

Over to You. What do You Think? Post Your Comments Below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Wednesday, August 08, 2007

Take Your brand and Network It



A brand is not a logo, but it shows the way.

Is not a product, but it addresses a customer need.

Is not an identity, but it contributes credibility and a sense of quality.

OK, What is a brand? It's the way it makes the customer feel. It's the gut feeling, the emotion created, the buzz you have when you own the feeling, all created by the product, service or organization.

Consider in your own life what gives you this feeling and can you create a way to have others feel the same way. When you achieve this people say you have a personal presence and charisma.

So in your business and business life what will allow you to develop a presence and charisma, can you create an emotion that people feel when they do business with you. When you achieve this you have a brand or you are the brand.

We have understood this from the beginning and has joined a multitude of networking organisations and attended other like-events to create The Banner Lady brand. We recommend the following Organisations where you can learn and practice the skills of creating and developing a brand.

Business Network International (BNI)
FBI Institute
Networx
Network Central
Wealthnet Entrepreneurs Program
Business Mums
Nationwide Networking
Australian Business Women's Network
Club 3004
International Women's Federation of Commence and Industry
Speed Networking
Paragon Club
n-Liven
Family Business Australia
BarterCard
Westend Business Association

You can use these types of events to drive the brand in the direction which is most beneficial to the business, taking your brand to a new level of awareness and using your brand to its advantage. The brand is not what you say it is, but what the customer says it is!

More Reading: The Brand Gap by Marty Neumeier is an exceptional book on branding.

Over to You. What do You Think? Post Your Comments Below.

Richard Gill is the director of The Banner Lady.

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Monday, July 30, 2007

FAQ How to Get Insanely Rich on the Internet

by Linda Cox

Welcome to the Total Idiot's Guide to Internet Success!

Let's begin:

Q: How long will it take me to get insanely rich?
A: Depends on you. Probably two weeks. Some people take as long as a month.

Q: Does it take hard work or long hours to get insanely rich?
A: No. This is the internet.

Q: Can just anybody get insanely rich?
A: Yes. This is the internet.

Q: How do I proceed?
A: As you're surfing around the net you'll see banners and links that say things like "Make Fourteen Million Dollars in Ninety Days, Click Here to See How!" Simply click the link to get started.

Q: It won't really take ninety days though, will it?
A: Of course not. They just say that so you'll be pleasantly surprised and so it doesn't sound like hype.

Q: Okay, I've found one that says "Retire to Your Own Caribbean Isle in One Month!" Is that good?
A: Perfect.

Q: What does MLM mean?
A: Nobody really knows. Morons Lose Money has been snidely suggested by the little-brains.

Q: I signed up and now I sell low phone rates. They say it's the easiest thing to sell because everyone uses a phone. And since it's MLM, by the time my third level is operating I'll be making $345,915.45 per week.
A: Conservatively.

Q: They say the first step is to get my mother into the program. Why is my sponsor happy that Mom has Alzheimers?
A: Your sponsor is a shrewd business person. People with any sort of memory disorder make the best targ... uh, clients. You can switch your mother's long distance carrier for her, and then start calling the other members of her support group.

Q: That sounds a little fishy.
A: The ends justify the means. You are offering people substantial savings on long distance. It's for their own good.

Q: How else can I get new business?
A: Spam. Spam. Spam.

Q: I thought spam was bad.
A: No, spam is good. Anyone who says it's bad is just jealous because their brains are too small.

Q: But won't I lose my web host and ISP?
A: In the get-rich-quick business, it's important to cultivate a zen-like non-attachment to service providers.

Q: What else can I do to promote my new business?
A: Here's a list of suggestions:
-- Sign up with a free website provider and fill your site with zany colors and flashy banners.
-- Join every free banner exchange.
-- Get your own free-for-all links page.
-- Join every opt-in email list with the word Money, Rich or Lackwit in the title.
-- Buy software that submits your site URL to the 15,000 most important search engines.
-- Buy software that submits your ad to the 50,000 most-read free classified sites.
-- Buy software that submits your link to the 100,000 most popular free-for-all link pages.
-- Hire a bulk emailer.
-- Sponsor a golf tournament.

Q: Okay, I've done all that and I'm still not rich. I haven't even driven my hitcounter to its knees yet. What am I doing wrong?
A: It's possible that you're not very bright. Consult one of your friends who has retired on their internet earnings.

Q: What if I don't have any friends who have retired on their internet earnings?
A: Then contact someone on the internet who has retired on their internet earnings.

Q: What if I've never heard of anyone retiring from their internet earnings?
A: Well, then maybe you can be the first.

Over to You. What do You Think? Post Your Comments Below.

Linda Cox (J.A.M.G.) was actually a real-world corporate marketer for many years before going on the net without a net. Now she's Just Another Marketing Guru. (Link unavailable.)

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Sunday, July 15, 2007

Godzilla (ACCC) vs Google










The Australian Competition and Consumer Commission has decided to take on Google. This should be fun. The ACCC has recently been taking on (and losing) a lot of high profile cases. It has now taken on Google. But first the facts.

An advertiser on Google used keywords of a competitors to show their ads in Google Adwords. This is quite common. But then what they did was to use these keywords as the headline of their ad. I would regard this as unethical. The businesses involved were two car companies, Kloster Ford and Charlestown Toyota. The company using their keyword phrases (the actual business names) was Trading Post, a competing business. What Trading Post did that was unethical, was to have in the headline of their ad, the names of their competitors’ businesses. So that people may have clicked on these ads thinking they were going to Kloster or Charlestown websites, only to be taken to Trading Post. (More here.)

Trading Post settled with these businesses, but it didn’t stop there. The ACCC then decided to go after Google for allowing these ads to appear in the first place, and also for not making sufficiently
clear the difference between advertising and organic search links.

As an advertiser on Google, I do have some strong opinions on all these matters.

Firstly, I believe that the Trading Post use of the business names of its competitors in the headlines of its ads was deceptive conduct. This was passing themselves off as their competitor which is not only unethical, it is also illegal. However, I am unsure whether this was deliberate. One of the little known features of Google Adwords is the ability to insert the chosen keywords into the ad headline automatically. So you may have a hundred keywords, and rather than writing out a hundred ads, one for each keyword phrase in a headline, you can do it once. So Trading Post may have identified this as a keyword phrase they wanted, and it automatically was added to the headline. I would regard this as careless, or even negligent, but maybe not deliberate. But, of course this is wide open to debate.

The second issue is the use of others keywords, so your ad appears alongside your competitors. Now, as long as you are not passing yourself off as your competitor, I don’t see this as such an issue. It is like parking a car with your signage on it in front of your competitor’s store in a public parking space. They may not like it, but it is not illegal. As long as the signage says nothing defamatory, this is ok. I may not do it myself, but in the commercial cut and thrust, it is ok.

If you type in well known brands of cars such as BMW, you will see ads for other car businesses. But unless they are trading in BMW’s you won’t actually see the name BMW in the ad. What Trading Post did, was to use their competitor’s name in their headline- a step too far.

Putiing aside the morality of this, I also question the value of this type of advertising. If I type in “Kloster Ford” and I click on a headline saying “Kloster Ford”, it is pretty clear I am looking for their website (as opposed to just Ford Dealers). So if I get diverted to Trading Post, I am probably going to be annoyed. Not a good first impression for your website visitors to have! The marketing value of being on the same page, but without the name “Kloster Ford” in the ad is more debatable. Since in adwords, you only pay if someone clicks on your ad, if you have a compelling call to action, there is little downside. Unless the ACCC decides to get involved!

While the issues with Trading Post are fairly straight forward, the question of taking on Google is less clear. They are being held to account because they allowed this type of advertising in the first place. The only way that Google could stop this kind of advertising is with human screening of the millions of ads on their website. And even then, they would not stop the really determined. We have also seen similar issues with people unethically putting ads in eBay. It is my belief, that there should be an easily accessible complaints process to Google where someone feels they have been hardly done by, with Google sanctions: like ejection from their search engine- for the worst offenders. This is probably the best penalty you can think of. It would be like being barred from the Yellow Pages.

If the ACCC is successful, and I am sure this would be appealed if they were, you would have the situation of a small market trying to dictate to Google. May they then introduce special pricing to Australia, or maybe just decide just to make their search engine unavailable here.

The other ACCC complaint is that there is insufficient differentiation between organic and paid listings. I believe they are clearly marked, and the statistics are that organic listings are three times more likely to be clicked on than the ads. So I think that is a clear sign that most users can differentiate between the two as well.

Another point is that you can optimise your website (or I could anyway) so that you are on the front page in organic search. So is there really any difference in the end? It is all advertising.

This case is being watched worldwide as it has major implication for the search engine industry.

Over to You. What do You Think? Post Your Comments Below.


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Saturday, June 30, 2007

Is Yours an Emerging Business?




There is a bubble growing in Australian Small Business. Are you part of it?

The ABS defines Small Business as those with less than 20 employees. These businesses provide over 40% of the jobs in the country. It also reports that the average annual growth in active, employing businesses over the last 3 years as 9%. Which is an incredible statistic. But this hides an even more astonishing statistic. That fuelling this growth are, what is somewhat dismissively referred to as, micro businesses. That is businesses with less than 5 employees. This sector has had an average growth of 11% over the same period and makes up an amazing 61% of all businesses.

What is happening here? A bubble is forming in the under 5 employee range. While there were exits and transfers to larger categories, this sector is growing faster than any other. Most micro businesses seem to be trapped within the bubble. With only a few emerging. Actually, the numbers look like this:

New Micro Businesses each Year: 17%
Annual Micro Business Failure Rate: 5%
Net Annual Micro-Business Growth Rate: 11%
Micro Businesses Emerging from the Bubble: 2%

(Note: These numbers are approximate and contain rounding errors)

So within the group defined as micro-business, there is another group that I refer to as Emerging Businesses. These businesses differentiate themselves from all the other micro businesses as the movers. The action takers. The Emerging Businesses are leaving their fellow micro businesses behind. I call those, the Micro-stayers.

The Micro-stayers can be defined as those who remain as micro-businesses, don’t fail, but don’t emerge from the micro-group. This may be as a result of a number of factors. It maybe lifestyle choice. Work-Life balance is becoming more and more important to many people. It maybe because they don’t have the knowledge to take their business to the next level, and become frustrated Micro-stayers. Or they may have progressed from frustrated to resigned Micro-stayers and have adjusted lifestyle and ambition in recognition of this.

The Emerging Businesses, on the other hand, retain their ambition, and where they have found they are lacking in skill or knowledge, have sought out advice. No-one knows it all, and everyone at some point requires help. This may be in the form of education through a course or reading, or it may be with a mentor or a professional advisor or coach. The choice here is a matter of personal style, and how quickly the owners want to achieve their ambitions. But as you see from the statistics, very few people know this and do it!

To become an Emerging Business just requires a determination to do so. The alternative is to become a Micro-stayer within the micro-bubble.

Where will you be when the bubble bursts?

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is Australia's Leading Advisor on Emerging Businesses and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Monday, June 18, 2007

The First Marketer I Ever Met






I don’t remember his name, but I remember what he wore.

As a young engineer, a few years out of university, I was the stereotypical technician. I thought everyone who was not technical was a bean counter. That the technicians created the real value.

And then I saw my first Marketer.

I had been forced, along with a number of my colleagues to attend some management training. Almost dragged from my computer. These were the days when only engineers had computers (or terminals linked to a super computer).

There were other speakers at the conference, but I only remember the marketer. He wore a dark purple suit (these were the early eighties). He had a cream shirt with a purple tie, and even purple shoes. When he sat down in, as it happened, a matching purple upholstered chair, we could see his purple socks.

He was the Marketing Director of ACI Industries, supplying among other things, domestic insulation batts. These were basically a commodity item. Whoever you bought them from, they all had insulation ratings. Rated by the CSIRO. For domestic use. And once they were in, you never saw them again. Not a very exciting consumer product to market.

He was quietly spoken and gradually told his tail. About the state of the market when he had started. About a business that was going nowhere. It was a case of trench warefare amongst the main competitors, where, like in the first world war in France, territory gains were measured in feet and inches. In the insulation game, it a percentage point of market share gain here, and losses somewhere else. No side had any technical edge. It was a war of attrition. It was only a question of who had the greatest stamina for losses, and would leave the battlefield first.

Now the Marketing guy had gone over to the US to see what the marketers over there were doing to market insulation batts. And at one time, he even visited a manufacturing plant. And while he was there, he saw every so often, instead of a standard yellow batt on the production line, a pink one. He asked the supervisor, about the pink batts. And he told him, these batts were seconds that had not passed the quality inspection, and were died pink so that the packagers would know to discard them.

When he returned to Australia he asked the ACI Operations Manager to dye all the batts pink, and created a marketing campaign that implied that the pink batts were superior to the yellow ones (but in such a way that could not be challenged- since technically, all batts rated the same performed the same).

But the pink batts became a brand. Not only did ACI’s sales greatly increase, but even when customers called ACI’s competitors, they asked for pink batts. To which they replied: “No Sir/Madam, our batts are yellow and perform just as well as the pink ones.” They knew they were in trouble, and started their own advertising campaigns.

But it was too little too late. And yellow was such a boring colour- even if you didn’t see them when they were installed.

ACI became the market leader. They had taken a commodity product where the competition was basically price driven. They had created a brand, and a point of difference. There was also a fun element to the campaign. (Pink is more fun than Yellow. And who do you think this colour difference influenced most?)

After all these years, they are still at it (although they have changed the name).

And there it was. Someone had created value for a business, not through technical innovation, but by marketing innovation. My transition from the technical world started shortly thereafter.

As for the Mareketer- I never saw him again.


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.







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Monday, June 04, 2007

Sales Intelligence: The Forgotten Intelligence




Charles Handy in his tremendous book on change in the work place “The Hungry Spirit” (Hutchison Random House ISBN 0 09 180 1680) talks about the various types of intelligence we as humans have developed.

In fact as we have become more educated and sophisticated the specific number of these intelligences has increased. Handy suggests there will be other intelligences identified.

Handy states we are all born with basic intelligences such as:-

Factual Intelligence.............The facility of knowledge remembrance and recall we are traditionally schooled in

Analytic Intelligence............The ability to be able to reason & conceptualise

Numeric Intelligence............Being at ease with numbers of all sorts

A combination of these three will get us through most tests. But there are other intelligences we have developed that can help us in specialist ways. Handy identified the following intelligences:

Linguistic...............The facility to make our self understood
Spatial....................The capacity to see patterns and trends
Athletic...................The capacity to be physically superior
Intuitive..................An aptitude to sense & see what is not obvious
Emotional...............The capacity to be persistent, zealous, self aware, in control and self motivated
Technical................The ability to understand physical data
Practical..................The capacity to operate with common sense
Interpersonal..........The ability to get things done with and through others
Musical....................A skill that involves rhythm, sound and form

But is there another skill that the world has forgotten, taken for granted or just chosen to ignore?

All these skills mentioned above alone will not make much commercial impact unless we add the value of the neglected intelligence.


What of the binding glue of Sales Intelligence in the world? This is indeed a rare ability to bring buyer and seller, protagonist and antagonist and negotiator and purchaser together?

This unique skill is most evident in the sale of intangibles (insurance), concepts (wealth creation), ideas (aged care) and ideologies

So often in our society academics, bureaucrats, legislators and consumerists fail to understand that there is a real demand for Sales Intelligence.


So often people don’t want to face reality and purchase the product that solves their problem. Case in point: Insurance. Yet our capitalist economy depends on it to keep the wheels of industry, commerce and society rolling.

Sales Intelligence is absolutely essential to the success of our corporate, business and personal life. Yet, scant regard is given to this skill by those who wish to frame our consumerist laws and social mores today.

Sales Intelligence draws it strength and resilience from across all the intelligences. Yet people who are illiterate, blindly ignorant, stubborn, deaf and dumb, devoid of analytically skills and numerically challenged can be make tremendous sales people. Perhaps that irks the intellectuals?

So what are some of the components of this Sales Intelligence?

Compassion.....................Solving problems
A competitive spirit........Enthusiastically wanting to achieve
Empathy..........................Single minded focus to see as others do
Goals definition..............Rewards for effort
Emotional strength.........Record keeping
Self analysis.....................Skills practice
Call persistence...............Profitable productivity
Self belief.........................A sense of humour
Resilience........................Persistence
Diagnostic analysis.........Sharing

One of the remarkable things about Sales Intelligence is that you never stop learning. There are always new challenges and there is always a constant and universal demand for the skill.

Yet many of our educationalists retire to the hallowed halls of academia and never create anything new. Do they practise any of the above skills?

Yet sales people must respond to the market and succeed no matter what the state of the economy, the budgetary condition of their prospects or the expectations of their principals.

Academics and management are aware of the explicit need for sales intelligence. But why do they allot so little of their budget for real sales training?

There have been those who have been uprooted from their normal life, moved to foreign countries, been displaced, retrenched, made redundant or generally been spurned by the nice side of life who, as a last resort have turned to their native Sales Intelligence to finally succeed above all the odds. Why is this so?

This attribute not only serves those who are successful, but it is a final last resort for many of those with nowhere else to go. They are able to achieve phenomenal results, simply because they must!

So if you live by your wits, intuition and native cunning through sales be very, very proud of it. Sadly in our well-ordered society today many commentators get fed, not for supporting those that create the wealth and opportunities that Sales Intelligence delivers but for putting obstacles and negative attitudes in their way.

Sales Intelligence allows the persistent, the perseverant and the economically desperate to succeed against all sorts of odds.

So next time you read about or hear some commentator sermonize about the way you are remunerated, the size of your pay check or how you are rewarded, remember this.

You are rewarded for the courage to ask people for the order every day, despite the negatives, the procrastination, the armchair critics and the sidelines experts.

You have the belief to continue on. Your reward is convincing and helping people do for themselves that which they know is morally, socially and economically correct, even when they are reluctant to act.

I wonder if your critics would have the intestinal fortitude to do what you every day to not just survive, but thrive!


Jim Prigg. ADVICE: Publications and Training at www.financialservicessalesacademy.com.au


The Australian Small Business Blog

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Friday, May 25, 2007

The Six Degrees of Separation Myth

WHAT DO SANTA CLAUS, the Easter Bunny, and six degrees of separation have in common? The answer is - people all around the world believe in them. But, since I don't wish to do an expose on Santa Claus or the Easter Bunny, I'm going to leave those icons alone. I want to talk about the six degrees of separation idea. This is the widely held belief that we are all connected to each other through, at most, six intermediary connections or people.

I'm sorry to be'the bearer of bad tidings, but it's just not true. In fact, it is a widespread urban legend. I know, I know - you're thinking, "What? That can't be! It's common knowledge that we are all separated by six connections to anyone in the world." Well, I hate to burst your bubble, but the idea that we are all connected through six degrees of separation is rooted in myth.

The legend originally stems from several 'small world experiments' conducted by Stanley Milgram in the 1960s and '70s. These experiments involved sending folders or letters from a group of people in one part of the country to a specific person (whom they did not know) in another part of the country. The people were told to get the material to someone who might know someone who would know the individual to whom the material was to be delivered to. This process formed a chain of connections linking the people together.

It was, in fact, found that the letters or folders, which eventually arrived in the right person's hands, took, on average, between five and six connections or degrees. This part is true; however, if you look closer, you will discover the problems that exist within the blanket statement that 'we are all connected by six degrees.'

First off, though the average number of links for people who got the material through to the final contact was five or six connections, the majority of the connections that were made ranged from two to ten (the average was five to six), This means that roughly half took more than six and roughly half less than six. Well, you say, that's the average and I would agree that there's nothing wrong with addressing this concept by the average, but there's one small problem. The overwhelming majority of people in all of Milgram's studies never got the material to the intended recipient at all!

In Milgram's most successful study, "217 chains were started and 64 were completed - a success rate of only 29per cent." That's right - a success rate of less than one third of the participants! So, what this means is that 29 per cent of the people in Milgram's most successful study were separated on average by six degrees from the final contact person. However, that means that 71 per cent were not connected at all!

But wait, I'm afraid it gets worse. This was Milgram's most successful study. In another of his studies, only five per cent of the participants completed the chain, which means that 95 per cent of thepeople in the study never made the link to the person they were supposed to connect to at all - ever!

So, why would I, someone who has devoted most of his professional career to business networking, be telling everyone about the Achilles heel of this iconic concept upon which a lot of networking pros hang their hats?

Well, there are two reasons. First of all, I believe this myth creates complacency. The thought that everyone is absolutely connected to everyone else on the planet by six degrees gives some people a falsesense of expectation and thus lulls them into a sense that the connection is bound to happen sooner or later, no matter what they do.

Secondly, and most importantly, the studies' findings indicate clearly that some people are better connected than others. I believe that's important because it means that this is a skill that can be acquired. With reading, training, and coaching, people can develop their networking skills, increase their connections, and become part of the roughly 29 per cent of people that are, in fact, separated from the rest of the world by only six degrees.

The good news in all of this is that it is possible to be part of the 29 per centthrough education, practice, and training. We can be connected to anyone through the power and potential of networking. In fact, by understanding that, we can setourselves aside from our competition by knowing that being able to make successful connections is not an entitlement. Instead, it is a skill that only some actually develop.

As for the 71 per cent of people who are not connected and yet still believe in the six degrees of separation concept keep the faith. You'll always have Santa Claus.

This article was written by Dr Ivan Misner, the Founder of BNI. (No link available.)

The Australian Small Business Blog

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Sunday, May 20, 2007

Diary of a New Business 10 - The Workflow Process





No business can survive without processes and procedures. But when starting a new business, detailed processes can often wait and evolve as the business grows. The initial way of doing things is rapidly replaced with a better way of doing things. So spending a lot of time on systems before you launch can result in unnecessary delays in your launch. Afterall, when you start, you are generally not that busy, so many of your systems can grow with your business.

That is not to say that you can’t start without any systems. You must have some idea on how you are going to provide your services. The fundamentals must be in place. But if you intend to automate things, quite detailed planning is necessary.

With a manual process, you don’t have to think about every contingency. If something only happens rarely, you can take the view that you will address the process for that when the time arises. But if you intend to automate your systems, the logic of what happens next has to be considered so that the automation can handle it.

As the Australian Business Coaching Club was to be largely automated, the steps for each visitor to the website had to be considered one-by-one. The visitor decides to optin- but fills in the form incorrectly. If there is not an error checking process, I could lose a lead. Here are some other questions that I asked:

· What are the steps a visitor must take to a sale?
· What are the automated follow-ups?
· What alternatives should be given and managed?
· What payment options?
· How to manage a failed credit card?
· How to welcome people to the Club?
· What happens at each stage of their membership?
· What is the induction process?
· How is their membership managed?
· Are there loyalty and referral programs?
· How do they work and how are they managed?
· What happens when they resign?
· What happens after they resign?

And we haven’t even begun to talk about the coaching process! How much automation should be given to each aspect of the business?

A map was created from the first contact through to the final goodbye. Even where automation was undertaken, emails had to be prewritten, which would be triggered by the process. Web pages needed to be created where there were to be links from the emails. And reporting had to be in place to monitor the whole process.

While a large number of procedures were automated, some manual processing was maintained where the programming was considered to be very complex and saving little time or where it was believed that the process would evolve.

Before you launch your business, map out the fundamental processes that must be there the day the doors open.


Next- Getting it all done.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.





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Tuesday, May 15, 2007

Speaking: it’s all in the mind

Most people who are afraid of public speaking talk about the way they feel they are being judged by the audience. They complain,

“They are all looking at me.”
Or they say,

“I go blank when I have to speak in front of people.”


Here are some thoughts about those thoughts. They are just that: THOUGHTS. And they are running you. If you want to be able to speak and not go blank, the most important thing you can do is talk to your mind. It has to give you permission to be out there in front of people.

And you do want them looking at you! How bad is it when you talk and they are not looking at you! Of course you need to speak clearly and slowly and to vary your voice and to look relaxed. All these things can be taught. However, until you tell your VOICE IN YOUR HEAD to go away and let you concentrate on what you are communicating to them, you won’t feel comfortable to get up.

Other tips like structure and humour and pauses and gestures, can all be taught as well. So, next time you have to speak, let your mind focus on what you are saying and your passion for the topic and you will be over half way there.

Judith Field is Literacy Coordinator for the state of Victoria (secondary) and teaches public speaking to individuals, groups and organizations. www.directspeech.com.au

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Friday, May 04, 2007

Golden Rules of Websites - Rule 5 in a series

By Ron Stark


Imagine you have a restaurant and you need a new chef. Will you employ an electrician because you have an electric stove, or will you employ somebody who knows about food and what makes your customers come back for more? Websites are a bit like that, too. They're no more about computers than a phone call is about electronics or holiday flight overseas is about aeronautical engineering.

If you concentrate on your business needs, your website design almost happens by itself. Concentrate on your customer needs, and your website will work for your business. Concentrate on website development, and your business and your customers take a back seat - which is not where they're supposed to be!

So how do you identify the website provider you need to avoid? That's one who talks about site architecture, layout, computers, server space, hosting, download limits and so on. It's the one who talks about the technology they'll use to build the site. In other words, avoid the developer who talks about all those things that have nothing to do with your business needs or your customers' needs.

Also avoid the developer who tries to get you to sign off on a final design before they start - that simply sets the scene to charge you for design changes. The reality is that you often recognise better ways of laying out a website, and breaking up content, while you're building it. That's the very nature of the beast. You need the freedom to allow your website to seamlessly and freely evolve during construction - and, of course, afterwards .

So how do you select the right website provider? That's the one that learns about your business, your customers, your market and your objectives. It's the one who asks how your business will evolve and grow, so that your website can easily accommodate those changes. It's the one that also understands marketing and how visitors to your website think and behave.




Golden Rule 5
Just because somebody understands computers and can also build websites, that is a poor reason to engage them to build your website.


This is the fifth article in a series that exposes the many, yet frequently overlooked fundamental business principles that successful websites should follow. The author Ron Stark is the founder of Snapsite, who make the effort to first understand your business.

The Australian Small Business Blog


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Monday, April 30, 2007

Wanna-be's vs Entrepreneurs

Twelve differences between those who dream and those who act:

1-Wanna-be's obsess about ideas. Entrepreneurs obsess about implementation.

2-Wanna-be's want more web traffic. Entrepreneurs focus on sales conversion.

3-Wanna-be's focus on positive thinking. Entrepreneurs plan for multiple contingencies.

4-Wanna-be's want to get on TV and get "famous." Entrepreneurs build their list.

5-Wanna-be's seek a perfect plan. Entrepreneurs execute and adjust the plan later.

6-Wanna-be's wait for their lucky break. Entrepreneurs engineer four, five, six plans and execute them in tandem, wagering that at least one plan will get traction.

7-Wanna-be's fear looking stupid in front of their friends. Entrepreneurs willingly risk making fools of themselves, knowing that long-term success is a good trade for short-term loss of dignity.

8-Wanna-be's shield their precious ideas from harsh reality, postponing the verdict of success or failure until 'someday.' Entrepreneurs expose their ideas to cold reality as soon as reasonably possible.

9-Wanna-be's put off practicing basketball until they've got Air Jordan’s. Entrepreneurs practice barefoot behind the garage.

10-Wanna-be's believe what they're told, believe their own assumptions. Entrepreneurs do original research and determine what paths have been already trod.

11-Wanna-be's believe they can do anything. Entrepreneurs do what they're gifted for and delegate the rest.

12-Wanna-be's think about the world in terms of COULD and SHOULD. Entrepreneurs think in terms of IS and CAN BE.

How do you score?

This article was written by Perry Marshall- apart from last question. No link available.

The Australian Small Business Blog

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Monday, April 23, 2007

The Two Key Differences Between a Business & a Job



Many people work for themselves. They could be professionals, trades, consultants or a contractor providing a service. They could be one person organisations, or have 3 or 4 staff. But are these organisations really a business?

There are two key criteria to determine whether they own a business or a job.

1. Can their Business Survive without them?

Take the solo consultant as an extreme case. They are paid by the hour to perform work for others. Often they work for just a small group of clients. At times they can be very busy. But what happens when they are sick? Or when they want to take time off? The income stops.

Or the business could have half a dozen staff. But when the owner is away, sales fall off, or dry up completely. The business is still dependent on the owner.

In both cases, the owner owns a job. Not a business. No-one would pay anything for this business. The clients the owner has would be his personal clients, and probably would leave when the owner leaves.

When the company continues to make money even when the owner is away, and operates as if they were still there, then it becomes a valuable asset.

To make your business survive without you, it is necessary to bring systems into the business so that you can give away anything that is not Brain Surgery to someone else. You have to learn to leverage yourself.

2. Who does the Marketing?

I have heard owners say to me: “We provide a really good service, and I am not interested in the marketing. I just want to find someone to do the marketing for us, and we will provide the service.” That is, they are seeking to outsource marketing.

If someone else is doing the marketing for you, they could equally direct the business they generate to someone else. And those you work for are not your clients, they belong to the people who found them for you. You are effectively just a subcontractor. The marketer takes their cut, and you get the rest.

If you join a franchise that provides all the leads to you, when you leave, they keep the customer. This is not a business, it is a job. Someone will replace you when you go.

And if you rely on 1 or 2 sources of work for your business, you are depending on a relationship that may not survive a personnel change in the customer organisation. Like a job that has finished.

The second big difference between a job and a business, is the marketing. It is the marketing that creates the business. If someone else does the marketing, they have the business and you are working for them. In a job.

So take charge of your marketing, don’t leave it to chance, or worse, give it to someone else to do. It is part of your Brain Surgery. Which is why some businesses are purely Marketers outsourcing their whole service delivery. And who do you think makes the money?

So leverage yourself as much as possible, but never give away your marketing.


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.



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Monday, April 09, 2007

Diary of a New Business- 9. The Implementation Plan



Up to this point there had been considerable thought about the concept of the new business and selecting who I was going to get involved to develop it. The plan up to now had been focused around these issues, with the detail of how it was to be done still only described at high level. The implementation of the business strategy was little more than a series of milestones.

In order to make the business happen, I started to list out all the key tasks that had to be completed prior to launch. Against each task, I listed a person responsible for delivering on the task, and its completion date.

For many of the external tasks, the specification was still incomplete. This was more work for me! Part of the process was understanding the dependencies of the tasks. While it was obvious in many cases that the horse goes before the cart, in many others, particularly when I was co-ordinating the inputs of 2-3 others, this became more complex. In some of the more technical areas, I placed the responsibility on experts to do the co-ordination, but I still wanted to retain overall control of the project.

Co-ordinating the marketing strategy and the technical elements of the website was the biggest challenge. A certain look and feel was essential, but there were costs associated with what was required.

While the business requirements of the website had been well defined, there were technical details that needed further specification. Often what seemed like a simple request, required a large amount of coding, or had major implications on maintenance. So some hard decisions had to be made on the level of automation and functionality, while still keeping the original vision in place.

The equation was- more automation- higher upfront cost, less automation- more maintenance and higher running costs. Add into this mix, a high investment in automation at the beginning of a new business where the processes had yet to be tested might incur later costs as these processes were re-written in light of operational experience. It would always be possible to automate manual tasks later if they became burdensome. The economic benefit would be obvious at the time. But it was still clear that there would be a need for a significant amount of automation to make the business easier to run.

Part of the original vision was that the service being offered was to be priced at a low enough level as to create a new market, but it was not to be subsidised by my existing business. Therefore running costs had to be kept low.

There were also some pleasant surprises as well. Often, what I thought might be technically difficult was quite straight forward due to the technical platform used by my web designer.

All through this detailed specification process, the original definition and clarity of vision was absolutely crucial. It was always clear to me what compromises I could make and which ones were non-negotiable. If I had not completed that work initially, the business would have become badly flawed – held together by digital band aids and elastic bands- and looking like that to my potential clients.

Before you plan your business, a clear vision of what the business will look like is absolutely critical.

Once the key specifications had been completed, there remained an additional specification step- tp fully specify the business processes- which required the defining the offline and online interfaces.


The next article in Diary of a Business will be: Detailing Workflow Processes


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.



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Sunday, March 25, 2007

A Business You Can Sell



We are told often enough as small business owners, that we must have an Exit Strategy. In fact, it is good practice that you have an exit strategy when you plan your business at start-up stage. But to have an exit strategy, you must have a business that is a Saleable Asset. What does that look like?

These are the key features that a business should have in order for someone to want to buy it. (And conversely, if you are buying a business, this is what you should look for.)

Firstly, does it make a profit? This might seem to be an obvious question, but just because it has a positive cashflow, does not mean that it is making money. Does it give an acceptable return on your investment in time, money and effort, after your wages? If not, don’t expect to receive payment for that from a buyer.

Secondly, would it still make money if you were not there? If the answer is no, what you own is not a business, it is a job with overheads. Unless you can demonstrate to someone else that you can be making money when you are not there, you will be asking a buyer to buy your job. How successful do you think you will be? You need a business model that will enable you to produce an income that does not rely solely on your own efforts

Thirdly, can you give a buyer an Operations Manual that if they follow, that they could expect to achieve the results you achieve, albeit with some training? This is what franchisors are selling. An operations system that dramatically reduces the risks for the franchisee when they follow it.

Fourthly, where are the customers going to come from? You might have a good number of customers today, but what guarantee is there that they will stay when you go? And, even if they do stay, they won’t stay forever. How will they be replaced, and how would the new owner grow the business? If you can’t answer these questions, this will have a very significant impact on the price you will receive. If you can show a marketing plan that the new owner can follow, show examples of past campaigns and their results, and the customer service strategies you use to keep people coming back, the new owner is likely to pay a premium for the potential for this business.

And lastly, how is the business controlled? Could you appoint a manager, and go away, and be sure that the business will continue to be a success in your absence? If you can do this, your business can be replicated, and this will increase its value by many times. This is achieved through a reporting system that lets you know what is happening in all the key areas of your business, even if you are not there.

Successful franchises have each of these elements in place and can charge 3-4 times the annual profit (after the owners’ wages). More sophisticated companies (I am referring to listed companies) regularly charge 15 times earnings and more. But businesses without these elements are often lucky just to get back stock and physical asset value- often highly depreciated, that is a fire sale valuation, with no value from the business at all. But, when you put all these elements in place, you will have a Saleable Asset which will reward you for your invested time, effort and money.

If you would like to post a comment on this article, please click on the Comments link below. Note that the best comment on any article in this blog during March, will receive a Free mp3 Player.


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.



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Friday, March 16, 2007

Developing your Brand's Strategy- Lesson 7

The Meaning of Colours and Your Business

The meaning of colours varies depending on one's culture, race, gender, and even age. So, it is not just the selection of colours in general but also which colours to use with your target customers. For instance, white is often associated with weddings in Western Culture and evokes the feeling of innocence, freshness, purity and new life. In Eastern cultures, white signifies death. An exporter of white wedding gowns to China would go broke in no time.

Colours can be combined to signify meaning to a culture. In the western world, green and red are associated with Christmas, while browns and yellows Autumn.

Several large brand name companies are associated with their corporate colours. IBM- Big Blue signifies stability and conservatism. United Parcel Service (UPS) - Brown symbolizes longevity and reliability. A colour can be connected to products like Beer Wine Spirits in the bold orange, evoking the feeling of vibrancy.

Consider the meaning of the following colours for your business marketing, branding, websites and documents. (Western culture):

White: Pure, Clean, Innocence, youthful. It is a neutral colour that can imply purity in fashion and sterilization in the medical profession. (Monash University, White Lady Funerals)

Black: Power, Elegant, Secretive. The colour black can target your high-end market or be used in youth marketing to add mystery to your image. (De WALT power tools)

Red: Passion, Excitement, Danger. Red is the colour of attention, causing the blood pressure and heart rate to rise. Inject excitement into your brand. (Yahoo.com, 3M, St George Bank, Ferrari, Red Nose Day, Virgin Brands)

Orange:Vibrant, Energy, Playful. Add some fun to your organisation if you want to create a playful environment for your customers. (Telstra, Wizard Home loans, Beer Wine Spirits )

Yellow: Happy, Warm, Alert. Yellow can be an attractor for your business with a relaxed feeling. (McDonalds, Dick Smith, Kodak)

Green: Natural, Healthy, Plentiful, Organic, Going Green. To create a calming effect or growth image choose green. Go green go. (Melbourne Water, Blackmores, BP, Woolworths- the Fresh Food People, Caltex)

Purple: Royalty, Wise, Celebration. Maybe add some purple tones to your look for your premium service business. (Aussie Home Loans)

Blue: Loyal, Peaceful, Trustworthy. Blue is the most popular and neutral colour on a global scale. A safe choice for a business building customer loyalty. (IBM, Vic Government, Sensis, GE Money, Intel, Seek)

Consider how these colours are used in your organisation’s marketing materials from logos and brochures to business cards and uniforms. Are your colours projecting the personality and image you want? If not, it may be time for a colour makeover.

Colours have meaning. A white flag means surrender, however, if you have never seen a war the colour is insignificant. It all depends on the experiences of the customer and observer. Consider matching your colours with your customers to best choose the winning colour for your business.

Richard Gill is the director of The Banner Lady

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Monday, March 12, 2007

Diary of a New Business- 8. The Technology



When people develop a business they can get tied up in the technology. This is can be very dangerous as it takes the focus from running the business. But the technology was important in this online business, as it was essential to minimise any human intervention which would, of course have increased the costs.

The technology strategy, therefore, was to define in detail, what was needed to make the business work, and then get someone else to design it for me. I did not need to be the expert. I did not want to be the expert! I wanted a technology partner. Someone who was prepared to understand my business, and to give advice on the direction that the technology should evolve.

The technology I am referring to is, of course, web technology. And there were to be two major parts of the technology to consider. The front end was the eMarketing. This included design of an opt-in page, utilisation of autoresponders, email marketing, delivery of audio and video and an eCommerce package.

The other part of the technology was the service delivery in the members area. This required the ability to manage membership, provide individual content, and to deliver media materials according to various levels of privilege.

While what was required was not a first for the internet, putting the two halves together would create some significant technical challenges. And it would not always be possible to achieve the vision without a lot of expensive coding, which would make later change difficult.

This is where finding the right technology partner was important. Someone who shared the vision, and was willing to problem solve to meet the fundamental business needs, whilst delivering a cost effective solution.

My objective in seeking a partner was to establish a long term relationship. So it was essential that the successful technology partner was able to show that not only were they capable of delivering the technology and providing the advice, that they would also be able also to provide business connections to support the business in other areas. In return, for such a technology partner, I knew I would be able to provide them with similar support.

So to find the right partner, I approached a number of web designers with a detailed brief of my needs. One came back and said, they would be happy to build my website, but they were not interested in a technology partnership. So they were dropped from the list straight away. The others were interviewed in some depth before a partner was chosen.

The website was built by www.Snapsite.com.au.

The technology that was developed for this website, was just to be Phase 1. The plan was, once the website was launched, and the membership had reached critical mass, phase 2 for the website would be developed.

There is a risk in trying to make phase one perfect. This results in large delays in launch, huge cost blow-outs, and you may end up spending a lot of time on features that no-one really wants.

It is more important in getting it going than getting it perfect. If perfection was the secret of business success, we would still be waiting for Microsoft to launch Windows 1.0.

Make sure your business strategy drives the technology, and not visa versa.

The next article in Diary of a Business will be: The Implementation Plan

If you would like to post a comment on this article, please click on the Comments link below. Note that the best comment on any article in this blog during March, will receive a Free mp3 Player.


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.



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Friday, March 02, 2007

The Seven Deadly Sins of Business



While running a successful business is not easy, there are rules that you can follow that will almost certainly increase your success. And there are also sins that will guarantee your failure. Here are the Seven Deadly Sins of Business.

1. Inexplicitness

If you are not explicit in what you want to achieve for your business, you are highly unlikely to be successful. Setting out clear goals for your business allows you to develop strategies to achieve your goals and to create plans which will ultimately drive your business to success. Without goals, strategies and plans, you are just depending on luck- and how has that worked for you so far?

2. Apathy

Running a business is a major personal commitment- 24/7. And if you are apathetic about your business, it means that you will be unable to make the commitment that you need for success. Commitment requires passion. You are the closest person to your business, and if you are not passionate about it, why would your employees or customers be? If you aren’t passionate about what you are doing, find something that you are passionate about and do that instead.

3. Pride

Pride in your business is a good thing, but being so proud that you don’t ask for advice or help will seriously limit your ability to grow. No-one knows it all. Successful business owners surround themselves with smart people.

4. Inactivity

If you are waiting for others to recognise your brilliance, you may be waiting a long time. Business is generated through taking action. And the best idea in the world just remains an idea until someone takes action on it. There is no return from inactivity.

5. Non-perseverance

Giving up at the first hurdle will never result in success. Businesses seldom get it right the first time. Thomas Edison tried 10,000 different filaments before he invented the light bulb. Perseverance is essential for success.

6. Guessing

If you do not measure the response of each action and tactic of your business, from marketing to service delivery, you are just guessing about what is working and what is not. This means that you will be making bad decisions on what you should stop doing, what you try, and what you should change to improve. And while you are guessing, your competitors are improving through measuring their activities, and leaving you behind.

7. Disorganisation

If you do not organise your business, your costs will rise, your productivity will decline, and you will lose customers as your service will be inconsistent and unreliable. Systems ensure that your services are provided consistently following your best practice, no matter who is providing your service. They eliminate the cost of non-compliance, and ultimately create a saleable asset of your business. Without systems, your business will always depend on you being there and you will forever be reacting to events and fighting fires. Such a business has no long term future.

Of course there are other lesser sins that will effect your business, but if you avoid these seven, your chances of success will be greatly enhanced.

If you would like to post a comment on this article, please click on the Comments link below.


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.



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Thursday, February 22, 2007

4 Ways to build your profile and support your local community group of choice


A new opportunity has drifted in with the surge of online marketing. This opportunity is for businesses to easily support their local community groups and become part of a bigger picture taking on a philanthropic role.

Change in consumer behaviour and brand loyalty over the previous few years has rapidly increased with the rise of generation y, who are in nature more consciously aware of their environment and social impact.

This change in behaviour has seen the increase in loyalty towards companies and businesses that take on social and environmental challenges such as climate change, charities and support for local sporting organisations.

We are literally now seeing a generation that is looking to be part of a story and feel like they can impact the bigger picture by the way they run their daily lives.

Some fantastic and recent examples include Safeway donating all profits from one day of trading to go to farmers in drought stricken areas, Channel 7’s Sunrise show educating on how to reduce the impact of climate change and Westpac signing an agreement to no longer fund projects that harm the environment. The list is endless.

So what can medium sized businesses do for local community groups when they may not necessarily have the funding to make a big lump sum donation?

Utilise your existing online resources to assist in creating awareness for a particular charity or cause. The benefits in this are numerous. Number one there is ease of implementation but secondly and more importantly you are exposing your customers and prospects to the bigger picture that is in alignment with your own customer’s values and beliefs.

Here are 4 simple strategies that you can employ to generate awareness for your local organisation or cause through on and offline.

1. Create an “awareness page” on your website
An awareness page is a short but sweet informational page that tells your web visitors and customers about the organisation you support and how to offer assistance if they so desire to do so i.e. donations and volunteering.

2. Add information to your invoicing
Every invoice that is delivered to your clientele represents an opportunity for you to further promote other products and services as well as feature a local community group of your choice.

3. Section in your regular email campaign
With easy to use email systems allowing business owners to regularly send out monthly or even weekly newsletters there is great scope for a reoccurring section in the newsletter to be dedicated to a local community group of choice.

4. Brochures/information resources at events/in store
Whether you own a shop front or run events for your clients there is always a special place for brochures or information resources to be placed on behalf of a local community group.

How do you choose which group to support?

This needs to be a very careful decision that is brainstormed within your business. Political issues such as David Hicks are typically a no go zone as the general community including your customer base may be split in their opinion on the matter.

Aim for a community group or cause that is within alignment with your business goals but more importantly your customer’s goals and values. Are you a sporting goods store? Can you support the local football team? Do you sell cosmetics? Can you support only cosmetic ranges that do not test on animals? Do you run a health food store? Can you support research into cancer?

By utilising your online resources you can give something that you may not have been able to give before to the local or larger community. And that is awareness. Awareness of a local organisation or cause in which people will be more pro actively engaged in.

The Melbourne Council Boroondara are currently hosting business and community networking events that are encouraging mutually beneficial relationships between the two parties.

If you would like to register to take part click here now for more information and dates…

Ben Angel is the director of Nationwide Networking

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Monday, February 12, 2007

Diary of a New Business- 7. Generating Leads



In the last article I discussed the nature of the Website content that would be required for my new online business, which is now located at http://www.australianbusinesscoachingclub.com.au/. But it doesn’t matter how good the content is, unless people visit the website. There had to be a lead generation strategy.

The first port of call for lead generation was the subscriber list for the existing Empower Business Solutions business. This database was getting quite large. This list was predominantly composed of small business owners, include a significant number who were probably too small to be Empower Business Solutions clients.

Newsletters were already being sent to Empower Business Solutions subscribers regularly. So the plan was to start marketing to this database 1-2 months before the launch. I was not concerned if the added marketing caused the unsubscribe rate to increase, as this would cleanse from the list those who were unqualified to be Australian Business Coaching Club clients.

While the existing database would provide a good starting point, it would be inadequate for continued growth of the new business. Pay-per-Click advertising would also be used to boost traffic to the new website, particularly while waiting on the effect of search engine optimisation to increase organic prominence in the search engines. This included both onsite and offsite website optimisation strategies.

A particularly critical lead generation strategy was the formation of joint ventures with colleagues in my network for the purposes of cross promotion. This enabled me to expand my reach by many times my own database range.

My public speaking, previously designed for generating leads for Empower Business Solutions was refocused to Australian Business Coaching Club lead generation. There were also a number of other publicity strategies used. An interesting experiment was a trial viral campaign with a free business tool giveaway at http://www.mission.australianbusinesscoachingclub.com.au/. Please enjoy the tool and pass it on!

But wherever they came from, they were all offered the opportunity to download my Free eBook “The Four Pillars of Guaranteed Business Success” which has been downloaded by thousands.

Ultimately, the goal for all my strategies was to build my list for the new business. As most people who sign up at the website don’t become clients immediately, it is essential to have a way to stay in touch with them until they are ready to buy. The conversion to sales was then by a combination of website copy and email marketing.

Note that the lead generation strategy was not dependent on a single tactic, and I was prepared to experiment. And in every case, I had a way of monitoring the success of each strategy.

What lead generation strategies are you using for your business?

The next article in The Diary of a New Business will be: The Technology


If you would like to post a comment on this article, please click on the Comments link below.


Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.



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Friday, February 09, 2007

Golden Rules of Websites - Rule 4 in a series

By Ron Stark

Many small businesses that want a website make a fundamental error - they somehow view the website as a website, and assess its look, content, layout and so on from the viewpoint of it being just a website. Frequently this happens under the well-intentioned but misguided advice of a website developer.
The only way, in my view, is to begin by describing your business from the perspective of your clients' needs, and the website will automatically follow. In other words, your website is a simple by-product of understanding the following three core aspects of your business:

  • One, what business you're in. For example Mercedes Benz are not in the business of selling cars, they're in the business of selling prestige. Everything you say and do has to reinforce your basic message, as with all the other forms of marketing that you use.
  • Two, who are your target market. This implies geographic, industry and personal demographics as well as understanding their needs. For example are you offering cost savings to the financial director, lifestyle to the newly-retired couple or the prospect of winning to the amateur athlete?
  • Three, what are you trying to achieve by having a website. There MUST be an objective beyond simply that of having a website because you think you should. Some possible objectives: branding, delivering services, directly selling products, supplying information, education, triggering enquiries, reducing cost of sales, establishing reputation.

Then, and only then, can you start to think about the website, which is but one of many vehicles for delivering on those three things. Guess what? The technology of the website doesn't figure in any way, shape or form, unless it inhibits your ability to deliver on your objectives - any more than the reader of your brochure cares about the brand of printer that was used to produce it, who supplied the paper, or what type of delivery van brought them to your office.
As I said in my book, clients don't care if your website is slow, ugly, difficult to use, thin on information, poorly written and dated. They'll simply click off your website, never to come back. They will, however, have the permanent impression that your business is slow, unprofessional, ugly and difficult to deal with - as well as staffed by a bunch of antiquated and out of touch has-beens.
Remember that ALL visitors will click off your website. What matters are how soon, with what intention and with what impression.



Golden Rule 4
It's not necessary to know anything about IT, computers or programming to have a website. However it's crucial that you fully understand your business, your market and have clear objectives.


This is the fourth article in a series that exposes the many, yet frequently overlooked fundamental business principles that successful websites should follow. The author Ron Stark is the founder of Snapsite, who make the effort to first understand your business.

The Australian Small Business Blog


Tuesday, February 06, 2007

Public Speaking using Visual Aids


How many times has a presentation been ruined for you by a Power Point presentation that is too small to read, too busy to read or too full of distractions for you to focus on the speaker?
Here are some tips to make visual aids work for you rather than distract or mesmerize your audience.

1 Keep visual aids, including Power Point to a minimum. Ideally about one every three minutes is good. They should be simple, clear and colourful and RELEVANT to the point you are making. The best slides are charts and pictures that make the words easier to understand. Remember, some of the greatest speeches in the world were delivered without visual aids!

2 Visuals need to be seen by everyone. This means that they need to be large enough and you must not block anyone yourself. Be careful about handing things around while you talk. It can be done, but if you are showing photos or a magazine, participants will become distracted and they may not listen to you!

3 You should only talk about a point while the visual aid is up. Once you have used the visual aid, put it down or get it off the screen. This is best done by using a blank slide, if you are using Power Point. You can press the B button on the lap top or you can build blank slides into the computer show.

4 If you want to hold up a picture or some object, it may be better to use a volunteer or assistant rather than hold and talk at the same time. When you hold the picture or prop, you cannot make gestures. Also, once you have shown it, again, put it down and go on talking. When you do show a picture, move it very slowly around the room. If you are too quick, some of the audience will not see it and become distracted even annoyed!

5 Don’t turn your back to talk about a visual aid. It may be on a white board, or screen, but you don’t need to look at it! The audience does. Your job is to keep looking at them. That way you can judge how long they need to see it and what their reaction is.

6 Finally, remember, you are the focus. Some people hide behind visual aids or use far too many. They are an aid, not the talk. Accept that it is you and you message that are important so work on your own presentation skils!

7 Don’t forget to make sure the equipmet for the aid is up and working. It’s no use turning up with a Power Point presentation if there is no data screen or no overhead projector with a working light.

Judith Field is the director of Direct Speech which provide help with your public speaking confidence and skills.

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Wednesday, January 31, 2007

How an Uninterruptible Power Supply can save you money and downtime


This month we had some pretty wild weather in Melbourne including bushfires and extreme temperatures. It caused problems with the electricity supply including blackouts and power surges. On one of these day days we received a phone call from one of clients who was unlucky enough to be affected by a power failure. We knew it was bad news when he mentioned that 2 of his 5 computers were not booting up after the power came back on. It turned out that whilst there had been no power surge, the power failure had damaged a hard drive in one computer and a motherboard and power supply in another.

Our client was lucky that no critical data was lost (they hadn't backed up for 7 days) but the business still suffered from downtime, 24 hours in the case of one computer and a repair bill of $800. I have no idea how much it cost business in terms of lost revenue and productivity. Probably thousands.

Frustratingly this could have been avoided had he invested in a single piece of equipment called a UPS or Uninterruptible Power Supply. It is a device that provides continuous, reliable power to your computer. It plugs into your outlets and you then plug your computer, monitor, and other components into. Via a battery (similar to your car battery) it ensures that the computer will stay on even if there is a power outage. It is very easy to install and setup. Generally the longer the battery uptime the more expensive the UPS.

For small business and home computers I recommend just going with an entry level UPS which will provide about 15 minutes power to an average computer and set you back about $150. The great thing about a UPS is that you can set it to turn the computer off once the power has been off for a set time. I usually set this at 5 minutes on entry level ones. The other great thing about a UPS is it will protect your computer from power surges as well.

So I hear you ask, which computers should have a UPS. Basically any computer which is critical to your computer network such as servers but what about your workstation or that computer you use to receive faxes. Often power failures occur when you least expect them and as our client experienced, they often damage the hard drive. This results in loss of data on that drive and reinstallation of all your software. A major pain for anyone to go through and an exercise you need when you are already stressed about data loss and downtime. I personally think that all computers used daily should have a UPS. Systems such as these are obviously fairly important machines otherwise they wouldn't be used daily. The potential savings on repair bills, lost time and lost productivity definitely outweigh the cost of an entry level UPS.

I must admit that until recently I didn't have a UPS on each computer in our office. I figured that our server had one so we were covered. After a particularly bad week with a faulty safety switch in which we lost power 3 times, two of our test machines had dead hard drives. Whilst we didn't lose any data, we did have downtown as a result of this. Suffice to say I now have one for each computer. It's not something I want to worry about or go through again and I advise you to do the same.

Damien Battersby is director of PC Diagnostics, a IT support company specialising in ensuring small business have reliable and productive computer networks as well as being prepared should an IT disaster strike.

The Australian Small Business Blog

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Saturday, January 27, 2007

At What Price?





When marketing a product or service, businesses find it difficult to set their prices. Too high, and no-one will buy, too low, everyone will buy, but you will go broke. So how do you set your prices?

The basic principle of pricing is that you should set your prices as high as the market will allow. But what does that mean? (You may not decide to do this for other marketing reasons such as trying to buy customers, or offering an introductory price to encourage people to try a new product or service. But this should be a conscious strategic decision.)

When setting their prices, the single biggest mistake that businesses make is not to understand the value they offer compared with their competitors. So you must understand why your product is better than everyone else’s.

Is it stronger? Does it last longer? Is it better designed? Does it look better? If it is a service, what are the superior results you provide? What is the value of such differences to the buyer?

If it is a commodity, then what else are you offering? For example, you can get a $2 chocolate snack bar at the service station as you are filling your car. You know you could probably get the exact same bar for 25% less at the supermarket, but you will have to make a special stop, and then you will have to wait in a queue. Its just not worth the 50 cents you will save. You are prepared to pay 50 cents for the convenience of buying the bar now. But if the bar was $5, would you buy it? Well you might if you knew that this service station was the only retail store for 200 miles!

Economists call this decision making “the cost of shoe leather” which is the amount of effort you are prepared to make to find a saving on your purchase.

When you understand the value of what you provide compared with your competitors, and that includes substitutes for your product or service, you can then better set your prices.

So if you product lasts twice as long, could you charge twice as much? Well consider the inconvenience factor of the replacement. If the item was socks, the inconvenience factor might be quite low. But if it was a special valve inside a jet engine, the replacement cost of which was many times the value of the valve, you could probably charge considerably more for the valve than twice the cost of a valve that lasts half as long, particularly if you guaranteed its lifetime.

So the value of the product has little to do with the cost of production or service. It is the value of the product to the buyer. But it is not enough for you to know the value of the product or service to the buyer. The buyer has to know as well. But it is surprising how often that a buyer really doesn’t understand the full value of what they may be buying.

If the buyer does not understand the value of what they are buying, they won’t pay what it is worth. If they don’t know there is not another retail store for 200 miles, they are unlikely to pay $5 for that snack bar. And the jet engine manufacturer may not understand the maintenance cost implications of a lower quality valve to the end user.

When you know what your product is truly worth, and you have educated the buyer of its value, you will be able to set prices that reflect that value.

If you don’t understand your value, you will forever be just another commodity seller competing on price.

If you would like to post a comment on this article, please click on the Comments link below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Friday, January 19, 2007

Diary of a New Business- 6. Getting the Marketing Right





As in any new business, the marketing was critical. It doesn’t matter how good your product or service is, if no one knows about it, you have no business. The idea of if you build it, they will come, is just the stuff of movies. Especially on the internet.

For the Australian Business Coaching Club, being an online business, eMarketing was critical. But not enough on its own. However, I also had an advantage- the pre-existing marketing infrastructure of Empower Business Solutions, the parent of the Australian Business Coaching Club.

But, before anything else I had to understand my target market.

Empower Business Solutions target market was for small businesses with a profit of greater than $100,000 but with fewer than 50 employees. The market for the new Australian Business Coaching Club would be for businesses smaller than the target market for Empower Business Solutions. And I was aware that many people on my Empower Business Solutions mailing list were already in that category. These were people ideally suited for the new business, but not ready for my existing business.

The Australian Business Coaching Club was not designed for start-ups, although they would benefit. It was designed for the micro-businesses. The solopreneur, and one-man bands. Businesses that had already started, had some history, but were struggling on what they should do for their next phase of growth. They were also unable to afford private coaching. I was already attracting many of these leads to my existing website, just due to its prominence in the search engine listings. But this business would need its own, far more focused campaigns.

Step two was to develop a website more in keeping with making an online sale to my target market. On the Empower Business Solutions website, the marketing process was to establish sufficient online credibility and a call to action that would ultimately result in an offline contact, and an offline sale. For the Australian Business Coaching Club website, the whole sales process was to be online.

When you compare the two websites, you can see a totally different marketing philosophy. On the new website, you can see, firstly, it is targeted specifically for the micro-business owner. This site would not appeal to my ideal Empower Business Solutions client. Secondly, the website copy is far more sales focused. It also has more web technology driving the website- a far higher level of automation, as is essential for a lower cost service- but more on that in another posting.

Getting the website right was critical for the business. As it was going to succeed or fail due to its web presence, I devoted a very significant amount of resources to its development. As well as the marketing technology, what is also not visible to the visitor, is the service delivery- the members area- again, watch out for a future posting for more on that.

So the critical success factor for this website was its ability to make online sales.

The copy was important, as was the follow-up strategy, as most people would not make a decision to buy from an initial visit to the site. So the website was designed so that contact could be maintained after the initial visit until they were either ready to join, or unsubscribed.

But this was still not enough. I had to have a strategy to generate traffic leads for the website.

If you are building a website have you worked out your eMarketing Strategy?

The next article in The Diary of a New Business will be: Generating Leads.

If you would like to post a comment on this article, please click on the Comments link below.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Monday, January 08, 2007

What Will You Decide When It Really Matters?


When it comes to business, it isn't always easy, in fact it can be outright hard, excrutiating and hmmmm, maybe just a tad stressful at times.

But do you have what it takes to keep going no matter what and remain focused on your final outcome? I personally was given one of the greatest challenges of my life only a year ago.

My father, aged 52 was confirmed of having a 4cm brain tumour. Within a month of discovering this news, he had had an operation and was given three months to live. He passed away four weeks later.

Not only my role model and a successful businessman, I was just not prepared to lose my father yet. Being 24 years old, I was still expecting a lot more guidance from a man that has always been like a rock in my life.

Never having had a loved one pass away before, the pain and trauma this caused was great and the challenge was upon me to get a fledgling business on its feet (http://www.nationwidenetworking.com.au/) and see it go fourth into it's second year with strength and direction.

Now heading into the third year, I can safely say that I made it through the past year relatively unscathed.

So how exactly does someone who is facing possibly the greatest challenge in their life keep a business going and in fact growing against the odds?

Support! Support! Support!

Never underestimate the assistance of family, friends and business colleagues when it comes to taking your business to the next level.

Don't sit in silence, if you're stuck, you're stuck!

It's time to bring in outside help, I certainly did and I know that if I didn't I would have spiralled out of control sinking in my own silence.

This support may simply come in the form of a coffee with another business owner to share your challenges and discuss possible ways forward.

Your business colleagues are your friends and we all at one time or another must rely on each other to shine the light on our dark moments and highlight the path forward.

It is this path forward that represents the greatest opportunity for personal growth.

Now I hear business owners all the time whinging that they don't have the cashflow, don't have enough clients or aren't meeting the right people.

Stop putting your energy into whinning about your short comings and start directing your energy where it matters, the way forward! The past is in the past, look back and smile and recognise the lessons you've gained along the way but don't repeat what's already happened by bringing the past into the present moment.

You see, I had a choice when my father passed away and it was as clear as it is day. I either sit around mope and become depressed or I focus on getting the most out my of life. When the choice is that black and white it suddenly becomes simple, focus on what you want.

I've had bad days, hell I've even had bad months but I always ensured I kept pushing myself forward even when I was ready to give up.

It's important to recognise that you are a student of life, you're not always going to get it right, you're not always going to get an A+ in business but what you will get out of it at the end of the day is the satisfaction that you gave it all you could when it really mattered.

Are you in the position now where it really matters?

Now it's time for you to make your decision in black and white, you either go forward whinging about your current situation or you pick yourself up out of the gutter and go forward moulding your life to how you want it just as if it were clay in your hands.

The choice is yours!

What will you decide when it really matters?

Ben Angel is the Director & Founder of Nationwide Networking.

The Australian Small Business Blog

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Monday, December 18, 2006

Diary of a New Business- 5. The Critical Success Factors





In the last chapter we reality checked the business model I wanted to use. This was an online, one to many coaching model. But for it to work, I needed to identify the critical success factors, the areas that required special attention, whether I had the skill in them or not. Particularly if I didn’t have the skill!

The first factor I identified, was that this business would live or die on Marketing, particularly eMarketing. The concept was that most clients would be drawn to the business through online marketing.

But there are two fundamental steps in eMarketing. The first is traffic generation. The second step was the conversion of traffic to sales. Now with my existing business, this was done with a particular style of website which would result in a call to action, with the clients requesting a consultation.

But in the new business, I could not afford to give away consultations, as the investment for clients had been drastically reduced. The major difference between the businesses, was that while for private coaching, the sale was made offline, for the new business, the sale had to be made online. This was a major difference in the business models and would require a totally different approach.

If you visit both http://www.empowersolutions.com.au/ and http://www.australianbusinesscoachingclub.com.au/ you will see a totally different marketing approach.

But I did not want to rely on online marketing alone. It was also important to establish offline marketing as well to promote the business through other channels. This ultimately created opportunities I had not even conceived of at this stage.

The next step was to recognise that the level of sophistication of the technology for the online coaching site was an order of magnitude greater than the private coaching site. While there are many bells and whistles on the Empower site, it was basically a lead generator site. Once people became clients, they did not need to reference the site again. The new website was also to be a service delivery vehicle, requiring a certain level of automation to reduce the costs.

But even the marketing component of the new site required greater sophistication, as it had to manage and convert a higher volume of traffic in order to generate the level of sales to give a return on the investment in time and money.

So technology was also a critical success factor.

If I was successful in attracting clients only to lose them in a month or two, the business would not be a success. Therefore, the retention strategy was also a critical success factor. This came in two components, ongoing marketing strategies, and the quality of the service content.

And finally, as the costs were to be slashed, the business processes had to be as efficient as possible and I needed to be able to leverage my time. There had to be the right mixture of personal attention, and seamless support.

There were, of course, many other components to be considered, but these were the Critical Success Factors. The ones, that if I did not get right, would result in business failure. So I had to develop a plan to address each of these, before I could get started.

What are the Critical Success Factors for Your Business? Do you have a plan to address them?

If you want to ask questions or make a comment on Critical Success factors, please post a comment below.

The next article in this Diary of a New Business will be: Getting the Marketing Right.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Thursday, December 14, 2006

Public Speaking Myths Debunked


There are some myths about public speaking that need debunking. Here are some of the and the truths:

One myth is that speaking in public is innate. In other words, some people can do it; others can’t.

The truth is that almost anyone can become an excellent public speaker if they know what to do and how to do it. Research has shown that it is 80% skill and 20% “gift of the gab”. The natural leaders and extroverts are given many more opportunities to speak up. They often volunteer to “say a few words”. Hence, they get more practice and become more confident and competent. The reluctant speaker can be taught how to learn tricks and methods. The 5Ps (prior practice prevents poor performance) helps as does many other tips.

A second myth is that you do not need to look at your audience. You can look above them or just scan the room in a vague sort of way.

The truth is that you must look at your audience. How else can you tell that they are responding to you? And this is the way to connect with them, which is exactly what a good speech does! When you are showing visual aids, you must still look at your audience and not the slide or power point. (You can quickly scan the monitor to make sure which slide is up) otherwise you may not know how long to leave a visual up there.

A third myth is related to the second one: imagine your audience naked!

What an off putting idea! Seriously, would you really like to strip middle aged men and women naked as you talk? You would probably burst out laughing! Besides, it will take your mind off what you are saying. Keeping your mind on what you are saying, stops you going blank and focuses you on your topic, which is what you should be thinking about 100% of the time!

Another myth is that it is okay to read a speech.

No, it is not! You can have the whole thing written out if you need to. However, you are better off with dot point notes and clear sequence ready. You need to learn the first bit off by heart and especially the last bit. Use “ready, aim fire” to say your speech. That means you look down when you need to, to see what is next. Look up (aim) and then “fire” the words at a particular person or people.

The last one that is also wrong is that a speech is like an essay.

No, it’s not! A speech has some common elements: Introduction, body, conclusion. Metaphors work well in both and language is important. However, in an essay, you need

Judith Field is the director of Direct Speech.

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Monday, December 11, 2006

Branding Lesson 6 – How to Package your Brand : Are You Reflecting the Right Image?

Branding is your identity in the marketplace, is yours saying what it should? Your organisation image is all about the appearance of your packaging. What is your organisation image saying to the marketplace?

It's important to realize that packaging always either has a negative or positive influence on the purchaser. A negative impression can detour a potential customer, just as a positive reaction can influence a customer to buy. A time to pay special attention to your packaging is when you are in the launch of a "new" brand. If you've already built a strong brand that others recognize often people may not pay as close attention to the packaging.

How can you package your brand so that it is an integral part of your business and represents a strong identity? Keep in mind that I am not speaking of packaging has only a box that contains a product, but as a vehicle that reflects your organisation's brand and image.

Packaging can be judged and represented by the following common business tools:

  • business cards and stationery
  • Banners and digital printing
  • website
  • answering system
  • email address

What image are you putting across with these business tools that you use everyday? What are they saying about your organisation? Take a few moments and lets look at each one of these.

What are your business cards and stationery saying? Are they saying we are strong, we are confident, and we can succeed in helping you? Or does it reflect an image that says we are flimsy, our dynamics are minimal, and we will try but we cannot guarantee continuity?

What does your web site say about your organisation? Does it reflect professionalism, clarity, and show them that you respect and care about them? Or does your web site confuse viewers, project an untrustworthy image of your organisation and ultimately drive potential customers away?

What does your answering system and call return policy say about your organisation? Does it say we are here to help, eager for you business and will do what it takes? Or is it putting across the message that you are too busy to cater to new clientele, don't care about their needs, or wish they would just go away?

What does your email address say about your organisation? Does it suggest your role in the organisation, is it easy to remember, and does it something about you and your business? Or does it project a meaningless or generic emptiness? If you are using the email address luckyphil@hotmail.com for your business dealings................it's time to change!!!!!

As you can see all these things speak volumes about your image and they either strengthen or weaken your brand. Your image is all in the packaging. Would potential clients take a second look or is your message getting lost? If you thought these things were not worth the investment or didn't matter, you were wrong. Clients and customers will make assessments of your organisation based on these things and while not always conscious, that customer appraisal says much about your business, your attitude and your priorities.

Australia Top ten Brands (As determined by Interbrand) $ Billions (2005)

1. Telstra $9.3
2. Commonwealth Bank $4
3. Westpac $3.6
4. ANZ $2.9
5. Woolworths $2.5
6. National Australia Bank $2.4
7. Billabong $1.1
8. St George $ 1.0
9. Macquarie Bank $0.83
10. Qantas $0.82

What number are you? What is your brand value??

"The greatest good you can do for another is not just to share your riches but to reveal to him his own." - Benjamin Disraeli, - British Prime Minister

Richard Gill is the Director of The Banner Lady.

The Australian Small Business Blog

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Friday, December 01, 2006

How to deal with nerves in public speaking


As business owners we are often have to speak publically to Promote our Business. But when most people get up to speak, they are scared, even the ones who don’t appear to be nervous. Fear of public speaking is the number one fear in the United States! 97% of the population would rather be dead than speak. So, here are some tips to really shift the nerves.

Firstly, do plenty of practice. Remember the 5 Ps: Prior Practice Prevents Poor Performance. You do not need to practice in front of a mirror. However, you do need to see yourself up in front of the actual or imagined audience.

You should précis your points down to point form and have them on a small piece of paper. If you do need to have the whole thing written out, place it on the lectern and only look at it when you need to IN SILENCE.

Practice the voice changes and the gestures as well, in your head, if not in fact.

When you do speak on the real occasion, go to the toilet before you speak and drink a glass of water to keep the voice lubricated. Focus on what you are saying the whole time. As soon as you become “self conscious” you will start to be distracted and then you could become nervous, wondering what they are thinking of you. All your energy needs to be on what you are communicating out, not what you imagine they are thinking about you!
(I know that’s easier said than done.)

If you really believe what you are saying and speak with a mix of logic and emotion, connecting with the audience, even cracking an occasional joke, they will love it.

Lastly, breathe deeply to calm your nerves. It allows your voice to come up and you will have more pauses when you give yourself permission to breathe deeply. (Don’t over do the deep breathing or you could hyperventilate)

So, remember, nerves are normal. Harness them. Connect with your audience and practice, frequently.

Judith Field is the director of Direct Speech and provides education and training in public speaking.

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Friday, November 24, 2006

Diary of a New Business- 4. The Reality Check





After considering a number of business models, I had come to a conclusion that an online group coaching model was going to meet all my objectives while utilising my competitive advantages. But would it work? Would it make money? Could I work less?

So it was time to do a Reality Check before I started to invest the considerable time and financial resources that I knew it would take to create the new business. To do this I needed to create a financial model to see if the new business could make money.

The first step was to consider the costs of the new business. These included, the cost of the website- which was not going to be cheap, the cost of operations and the cost of my time. To value my time, I looked at the opportunity cost of not continuing my existing business. In other words, I needed to be able to make more than I was making in my existing business. I also needed to make estimates on the time it would take to manage the business and provide the service. I also needed to consider the types of products I would offer.

The next step was to consider how much I should charge for the service. I started to consider what alternatives there were in the marketplace, but as what I was proposing was novel, it was not possible to make direct comparisons. But I was able to establish a working range.

With this information, I was able to determine how many clients I would need and how much I would need to charge to make the business viable. While I could handle many more clients with this business model, there was some incremental time cost to each new client. After experimenting with time, cost and income, I was able to establish some pricing points with numbers that were easily manageable, and prices that fit within my target range.

But there was one step left in the reality check. Was the number of clients achievable given the marketing allowance that I had made for the business? Fortunately, I had a reasonable handle on possible numbers based on my marketing experience with my existing business.

The new business was going to be Australia wide while my existing business was only actively marketed in Melbourne. And I already had a measure of those who wanted my services but were unable to afford private coaching. So it was possible for me to estimate for a given marketing effort, the number of clients that it would be possible to attract.

Note, all this was done before detailed planning of the business and the development of anything beyond a very basic marketing strategy which was little more than an extension of my existing strategy. But this was a screening exercise, a reality check. Up to this point, the resource expenditure was mainly my time. Daydreaming, and daydreaming inspired research. My financial exposure was very small.

Have you done a Reality Check for your new business, or new business strategy?

The next article in this Diary of a New Business will be: The Critical Success Factors.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

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Thursday, November 16, 2006

Design your business before you plan it - Part 1.

By Ron Stark


Designing your business for success comes long before you even think of having a business plan, or even understanding what a business plan is. So how can you define a successful business?

The best answer I can come up with is this: A successful business is one that delivers on your expectations and meets your needs.

That in turn means it is necessary to understand your own view of success first, if you're to have any hope of starting a successful business. After all, one person's motivation may be to start a corporate empire, another's to supplement their retirement income, and some, because they've just been retrenched and need a job. In each case it's not the business itself that defines success, but the founder's wants, needs and expectations.

You as an individual


Many people fall into the trap of starting a business for its glamour, its perceived profits or because it's a well-known franchise, and fail because they've overlooked the most important thing of all - your new business depends on your individual skills, experience and personality.

Some of the things you need to carefully examine are:

  • Be honest with yourself about why you want to start a business. There are no right or wrong reasons, providing the business you want to start fits your motivation for doing so.

  • Research what a particular business demands by way of skills - don't guess. If possible talk to others in similar businesses.

  • Match your skills and experience to the requirements of the business. Be brutally honest with yourself - if you don't have the necessary skills, be prepared to employ somebody, outsource the work or get training. Once your business is running, you will be the key employee in your business, and you don't want to employ the wrong person!

  • Explore the impact of your new business on your lifestyle. For example, if you have a young family, starting a business that needs to be open 14 hours a day, your lifestyle and family are likely to suffer.

  • Consider the chores and tasks that you love - and absolutely hate. The thrill of a new business quickly disappears if you are always compelled to do those things you hate or are not good at.



Exploring one's self is usually very difficult, especially when reality risks getting in the way of your dream. If this is you, then it is best that you speak to an expert who is trained to ask the right questions. Your success may well depend on it.

The next article will look at you as an investor in your own business.

Ron Stark is the founder of Business Kits, a company specialising in helping new businesses before and during their crucial design and startup stage.

The Australian Small Business Blog

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Monday, November 13, 2006

We vs I; The importance of grammar and getting it right.


I learnt the hard way. I thought it was what businesses wanted. Clients would ask to sound ‘big’, even though some clients were actually sole traders. As a writer, it’s my purpose to put words on paper; to research the product, business or service that a client wants to showcase. It’s my role to ensure the appropriate language which truly represents their style is featured throughout. Easy, huh? That’s what I thought.

I found that clients wanted to sound like corporations; they wanted words on brochures, websites, pamphlets, and letters which made them portray an image of professionalism and tone, something which made them sound like a CEO of a national bank. Trouble is, they weren’t – they were running small businesses with fewer than 5 people and less than $750,000 in annual turnover. An IT client of mine - with fewer than 3 employees, wanted to ‘sound big’. The client was situated slap-bang in the heart of community life, near a busy road with plenty of run-on traffic. He could offer something which the bigger firms couldn’t: personal service. The client was adamant of the words he wanted and the approach he deemed suitable.

He gave me a document which contained IT babble and techo jargon, something about a flux capacitor, IP provision service, and an accredited service of integrated network solutions. I had no idea what to write. Yet I had my brief. Work needed to be done and a client had to be satisfied.

I researched and wrote away until the early hours. Pleased with my work, I slept on it and awoke fresh and raring to go. I open the word document which contained my words. And guess what? I hated it. It contained the following:

· Frameworks, going forward, leveraging, solution and integration.

Do these words mean anything to you? Chances are they don’t mean much to anyone outside of the IT industry. Corporate rubbish morphed into small business. Worse, it contained too many nouns (“direct return on investment and maximum business efficiency with our integrated IT solutions”). I learnt that business professionals, especially those running a smaller venture, don’t have to pretend. Words are you. The words you use should sum up everything about you.

Too many people get caught up in sounding like someone else. Business people are afraid to write how they speak. They use big words and long sentences. For example, I was presented with the following:

“We are preparing a vigorous review of our financial structure and budgetary constraints and have identified the Research and Development department as a major contributor of growth and innovation for this company which remains vehemently geared towards technology driven solutions.”

Try saying that over a wine with friends. The sentence meant, “We are reviewing our finances.”

I learnt that people should be open, lively, friendly, and convincing. Businesses come to me because of this very reason.

Stuart Evans is a professional copywriter, PR practitioner and freelance journalist and is the director of Vibe Communications.

The Australian Small Business Blog

Wednesday, November 08, 2006

The Diary of a New Business- 3. The Business Model





When you are considering a new business, it is essential to identify your business model. You may be selling widgets, but how are you doing that. Will you sell through your own retail store. Will you be a distributor who sells to retailers? Will you use network marketing? Will you sell online?

Each of these models has its own pros and cons. And this is where your original motivator (see previous article) comes in to assist you in determining which model is best for you.

In my case, my motivation was to actually make more money by working less. Therefore a business model based on selling more coaching hours even at higher prices was not going to satisfy my objective. This business model would always be totally dependent on myself, and would require more and more of my time, spent either in delivering my coaching services, or undertaking marketing which would justify continual price increases. Looking five years from now, that was not what I wanted. I needed a business that I could eventually separate from myself, potentially franchise, and create a passive income. Private coaching was never going to achieve that objective.

So what other models are there? I have been approached by a number of new coaches who wanted me either to hire them, or licence them. In both cases, there was the issue of quality control. I offer a premium service based on my experience and qualifications. This is very hard to replicate with others. If I brought in employees or licensees, I would have to set up a quality assurance process, and a lot of other systems that would create even more work for me. And I had seen a number of coaching franchises fail. It was not that I believed that a good franchise model couldn’t be created, as there are several that appear to be successful, but there will always be that tension between maximising franchise sales and maintaining coach quality.

A model that utilises other coaches to leverage my time, would take even more of my time, and I would also be competing in a territory with some very established competitors, without any particular competitive advantages. When I combined these factors with a mismatch with my motivation, it was clear that this was not the business model for me.

Creating and selling coaching products was another business model I considered. Again, there are a lot of products available in the marketplace and I would need to differentiate my brand. If successful, this would be a great way of providing a passive income. Now I did not reject this model, but I felt it was not viable for me, on its own. It would be something I would want to do, but longer term leveraging off my other activities. I saw this as complimentary to my main business model, not its primary focus.

The other obvious model was a one-to-many coaching model, so that I was selling the same hours many times. This was much more in line with my motivation. But how would I deliver such a service? There are coaches who have regular group coaching sessions at their offices or in a hired room. And while that could have worked for me, and I would be happy to do that, there was another factor to be considered. This time, one where I had a distinct competitive advantage.

A growing percentage of my existing business was coming from the internet. In fact, in most of my keywords I was on the front page of google. eMarketing was a very strong competitive advantage for me. So the logical choice for me was to provide an online coaching resource where clients would get the benefit of my knowledge with a much reduced component of my personal time.

With an online coaching model, I would be able to leverage my time, and also create a business which could over time, run without me. Now this was a business model that was aligned with both my motivation and my competitive advantages.

Does your business model align with your motivation, your competitive advantages and your long term objectives?

The next article in this Diary of a New Business will be: The Reality Check.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

Sunday, November 05, 2006

Business Insurance – Protect Your Assets


So, you’ve developed the idea, the marketing plan, identified your customer base and raised the capital that will enable you to realize your dream….. running your own business.

One very important aspect of risk management is insurance. Protecting one’s assets from unforeseen events such as fire, theft, storms and other losses, is one of the most important considerations any business owners faces.

After 26 years in the insurance business, I still get those calls from anxious clients who left their risk management strategies to the last minute.

Each business enterprise has its own unique set of risk exposures depending on their scope of activities, products manufactured, imported and sold to customers, geographic location and the list goes on.

Just how an organization protects itself from unforeseen events is a specialized area and an insurance broker is there to assist you identify your risk exposures and minimize loss, through a tailored insurance program.

In this article, I would like to briefly explain a number of products available to you, the business owner.

Business Insurance

Generally provides a tailored package of individual covers including, fire, business interruption, burglary and theft, loss of money, glass breakage, machinery breakdown, accidental damage and general / products liability.

A brief explanation is provided and should be used as a guide only. For complete details of the terms and conditions of this type of insurance contract, refer to the various policy wording available upon request.

Fire and Extraneous Perils

Covers you against loss to your assets resulting from fire, storm, lightning, riots and civil commotion where offered, flood. Many insurers provide benefits in addition to the above.

Business interruption

Losses resulting from the above examples can have a significant impact upon your capacity to trade. This may result in a reduction of revenue derived from selling your goods and or services. A large number of businesses do not have adequate protection in this area.

Burglary and theft

Break, enter and theft is a serious cause of many losses. With these illegal activities on the increase, this cover is most important for the discerning business proprietor.

Money

Provides cover for loss of money and other negotiable instruments against loss from theft or holdup for example. Cover money in transit, at private residence, on the business premises during business hours, outside business hours, in safe or strong room.

Plate Glass

Damage to fixed plate glass both internal and external

General and Products Liability

Provides cover against damage to third party property or damage and or injury to third party persons, resulting from the insured’s negligence. Damage or injury resulting from the use of products may also be covered.

This provides a generalized overview of business insurance. It is important that you seek the professional advice from a qualified insurance broker who can identify your risk exposures and then tailor a product that suits your requirements.

Koert Slik is the National Development Manager of NAS Insurance Brokers.

The Australian Small Business Blog

Thursday, November 02, 2006

Golden Rules of Websites - Rule 3 in a series

By Ron Stark


Your sales rep is busy making 20 or 30 sales calls each day. He's working long hours, meeting customers after hours as well at weekends. He's handing out brochures to everybody he meets. He's telling prospects about a fantastic offer that you've got going. His social life is just as frantic - at every opportunity he's networking, handing out business cards and telling everyboody how good your business is. He's even leaving flyers in letter boxes in his neighbourhood. He epitomises enthusiasm and commitment.

But for some reason he rarely gets new customers or makes new sales.

As a responsible business owner you want to find out why. To your dismay you discover that the brochures he's handing out describe products that were replaced two years previously. That special offer expired six months ago. The business cards he's using have got the wrong phone number - it was disconnected a year ago. And you changed your service provider to save some money and the email address on your business cards and flyers is out of date so that emails bounce with the "Unknown Address" error.

You call him into the office, only to discover that he looks like a refugee from the '90s.

It's an intolerable situation, right? Let me guess - you fire him. Or maybe you tell him to improve his appearance, issue him with the proper sales collateral and give him new business cards. Assuming, of course, that you're still in business. Or perhaps you're thinking "That's just plain stupid - it would never happen in my business."

Why, then, do so many businesses let their website do exactly the same things? It's working 24 hours a day, with obsolete information and an "email us" link that goes to the wrong address. It has an outdated design with blinking text and brash colours. The "Contact Details have the wrong phone number, and the "Coming Soon" link should read "Long Gone".

If this applies to you, fire your website by getting rid of it, or urgently bring it into line with your business. While you still are in business.



Golden Rule 3

If you don't accept the discipline of maintaining your website, you're probably better off without one.



This is the third article in a series that exposes the many, yet frequently overlooked fundamental business principles that successful websites should follow. The author Ron Stark is the founder of Snapsite, who take the trouble to understand your business.

The Australian Small Business Blog

Monday, October 30, 2006

The Diary of a New Business- 2. My Motivation





As a business coach, my mantra to my clients is that you must make your business to be able to run without you in order for you to have something to sell. In fact, the slogan for Empower Business Solutions is:

Multiplying Your Profits & Making Your Business Run without You.

I have helped a number of businesses do just that. But I always felt guilty when saying this, because my business was still totally dependent on me! How can I preach one thing but do another. But it was more than that. I desired my own business to run without me. I did not start up a business just to end up as a bitter and twisted sole trader. I always had a plan to make my business less dependent on myself. To create an asset that would give me a good income. One which would allow me to work less, not more.

The first step was to have an assistant. The actual step of finding someone who I could trust and depend on, was for me fairly strait forward. I now work with a lady whom I have known for a number of years and have grown to admire for her organisational skills. But the biggest step was making the commitment to bring someone into my business, to see behind the veil, warts and all!

But I did it, and have not regretted it for an instant. My struggle now is on a daily basis to take more off my plate and to transfer it to hers. But every time I sit in front of a client, I am constantly reminding myself I have to do more.

However, even if I was able to reduce my work to pure Brain Surgery, there was a limit to my growth. When I deliver my service, I spend my time directly with my clients. I spend hours per month with each of my clients. And there are only so many hours in the day I can sell. So I needed a way to change my business model.

The obvious ways are firstly to increase my prices, which I was able to do as I was getting a large amount of enquires from people who wanted my services. But at some point, there is price resistance, and you need to spend more effort on marketing. This is when you hit your marketing sweet spot. (Watch out for a future article on that.) You can also look at ways of reducing the hours you spend on each client, but in the end, this is just increasing your effective hourly rate and can compromise your service.

Both of these options were basically just a continuation of the same business model at higher rates. And it was not going to allow me to achieve my objective of making more money by working less. So my search began for different business models that would help me achieve that goal.

When you create a new business, you must have in your mind some motivator, which might at first be very vague. My motivator was to create a business that could run without me. But that motivator allows you to find a direction for your business and a reason to follow it. Once you have identified your direction your motivation will compel you to achieve your objective.

What is your primary motivator?

The next article in this Diary of a New Business will be: The Business Model.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

Saturday, October 28, 2006

The Diary of a New Business- 1. Introduction





Recently I launched a new business, the Australian Business Coaching Club. This is not my first business, but is certainly the most ambitious. Today I have decided to provide on this blog, the steps I took, and why I took them and to share some of the learnings that I have had from the experience. Over the coming months, I will provide some of the insights, the highs and the lows, of putting this business together and the outcomes of the business.

As an experienced business person, I spent a lot of time, thinking and planning this new business. And particularly as a business coach, I was very aware of each step I was making, and that others around me were also interested in what I was doing and how I was doing it. But I knew even though I was experienced, not everything was going to go to plan. It would be harder than I imagined, and take longer. But as I was expecting that, my mindset was always to continue.

While my idea for this business started to crystallise at the beginning of this year, there was a period before then when I was searching for a new way of doing business, a new business model. And in the next blog I will talk about the motivation for my change.

But why am I doing this? In part it is because when I write, I find things become much clearer in my mind. And I very much enjoy writing. And from the feedback I have had, others enjoy what I write as well. But at the beginning of this year, I had made a commitment to creating this blog, which was a major commitment in time for me. But I decided I would take a different approach from many other bloggers, and invite others to contribute.

The original motivation for the blog, if you haven’t figured it out already, was for marketing, not vanity purposes! And it has worked pretty well. But I wanted to take it into a new phase. I will still invite others to contribute to this blog, but I also want to make it a little more personal. I will still post great articles by the experts that are currently contributing, as I have had some great feedback on these articles, but by creating this diary, I will be offering something that will not be available anywhere else. I will also be encouraging the authors to provide a little more of themselves, and anecdotes from their business.

My intention is by creating this more personal focus by myself and my authors, it will give far more insight to those who are following this blog than just a “how to” guide you might get anywhere.

There is one further motivation I have. I want to make a public commitment for next year, as I did last year. Last year, I publicly committed (pre-blog) to creating a business coaching club, although at the time, the concept was rather hazy, but a public commitment is a marvellous motivation to action. (When you stand up in public and say you are going to do something, and then don’t, there is a loss of standing amongst those to whom you made the commitment.)

This is my commitment for 2007, stated publicly. I will publish a book. There, I have said it. So whenever I meet my friends and colleagues in the coming months, they will be asking, how’s the book going?

Its not my only commitment for 2007. I have some fantastic plans for the Australian Business Coaching Club which I will reveal at a later date as well as a number of other projects which will not require a public announcement to provide motivation! I guess the idea of the book has been in my mind really from the time I launched my first business a few years back, but I was not really ready for it at the time. But 2007 will be the time.

Over my years as a Business Coach, I have created a large body of writings, including some earlier articles on this blog. This diary will also provide further raw material for this book. Obviously this will be a way for me to leverage my knowledge which was just not possible until I had sufficient materials prepared to produce my first Opus. This will not be the first time I have been published- my articles are everywhere! But it will be my first book.

Please let me know what you think about my ideas, and thank you to everyone who has supported me, and in the context of this space, those who have supported The Australian Small Business Blog.

In the next article in this Diary of a New Business will be: My Motivation.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

Tuesday, October 17, 2006

Being Ready





I am all in favour of planning. In fact if you don’t plan your business, you are just relying on luck. And we all know how a strategy based on luck tends to work out. So planning is great. But you can overplan.

When you are preparing a new direction for your business, you will do some market research. Undertake some cost analysis. Prepare in detail new procedures. Which is, of course, very good. But at some point, you hit up against the law of diminishing returns. That last piece of optimisation and spit and polish can take as long as the rest of the planning put together. And for what benefit?

When you prepare a new strategy, you may try and plan for every eventuality. But there are some things that are just unknowable, and have to be based on an educated guess. As long as these factors are not showstoppers, you should not stop the show waiting for confirmation where none may be possible.

When you commence the launch, you will find from your first contact with the marketplace, that your customers are often not too interested in the details that you sweated over, and their interest is on other areas you thought were not so significant. You need to get this information quickly. And in many cases, this information will only be available post launch. So create a process where you obtain as much information from your customers as soon as you launch, or even have a pre-launch or pilot, then and have a plan to dot i’s and cross t’s very quickly thereafter.

When you delay a launch because you are not ready, there is a cost. The longer the delay, the higher the cost. So each day or week you delay, ask the question: will my customers value the improvements I am making? Can the incomplete pieces be an upgrade, a premium version, or a phase 2. And if you delay to long, the opportunity may disappear altogether.

Many delay and delay a launch because they feel that they are not ready. They are not sure they are making the right decision, and often look around to see what others are doing. But if what you are doing is new, this may be of little value. At some point, once you have covered all the bases you can cover, and have addressed the showstoppers, you just have to take the plunge.

Whenever you do something new, there will always be a risk. But if you have done your homework, being first can have huge rewards. Its not just about making the right decision. Its about taking a decision and doing everything you can to make it right.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

Friday, October 06, 2006

Branding Lesson 5 -- Discover and Overcome Your Brand Barriers

by Richard Gill

When creating your brand strategy for a product or service it is important to perform a careful analysis to determine principal barriers that you may come in contact with. These barriers are also known as market conditions that can keep your product or service from achieving success.
For example they could include the following:

  • Competition
  • Timing
  • Financing
  • Product Location
  • Demand or Lack of Demand

In order to be prepared to face these obstacles or barriers it is important to spend time doing a careful analysis of your product or service. This analysis will assist you not only in the development of your brand, but also in the positioning of your product or service.
A careful analysis will assist you in answering the following questions:

  • Do you have a niche market?
  • What problem does your product or service solve?
  • How should you determine the price of your product or service?
  • Who are your potential customers and where can you find them?
  • Who are your biggest competitors? What can you do better than them?
  • How should you advertise?
  • Where will you find your target market?
  • Will you use new media or traditional media?

Now that you have your questions where do you start your market analysis? Starting your research is actually easier than you think, but it will take time. You will need to dedicate hours to this research in order for it to be useful and effective.

Let's start by visiting some very popular Internet websites that you can use for your market research:Is there a great demand for your product or service? Find out by using Yahoo Search Marketing(http://searchmarketing.yahoo.com.au/en_AU/bridge.php?mkt=au).

By typing in key terms you can see how often your product or service is searched on the Internet.

Keep informed of competitors, current market conditions and trends in your vertical market by subscribing to trade publications, news alerts, and electronic newsletters. There are several directories available, but you can get started with those listed below:

Who makes up your target market? What are their statistics and economic position? Where are they located? You can find this information by viewing industry surveys and research documents. Get started using the following resources:

Use the resources and questions above to analyze your market and discover any brand barriers you may come up against. I have no doubt that you will find at least one or more barriers. When you've located that barrier develop a plan to overcome it and move it out of your way so that you can move forward towards success in marketing your business.

Conduct Your Informal Market Analysis

The following questions will help you assess your market analysis. Make your study as complete as possible. Use the Internet to conduct research. You can also read news stories, business news, magazines, and others that are related to your target market. This will help you to narrow down your target by interest, demographic, and common trends. So now ……

  • Who is your target audience?
  • Where is your target audience located?
  • What do they think about your current brand?
  • What would you like them to think about your brand?
  • How will you attract them to your products or services?
  • Who else is competing for their loyalty and devotion?
  • Are you targeting business or consumer sectors?

Write Your Target Market Description

Using the questions above write a target market description. Be as specific as you like. The more specific the better. NOW draft a statement on the type of relationship you would like to have with your clients.

"Only those who will risk going too far can possibly find out how far one can go."
- T. S. Eliot

Richard Gill is the director of The Banner Lady- Creating Simply Beautiful Banners

The Australian Small Business Blog

Saturday, September 30, 2006

Are You Reluctant to Speak?


Business owners often find the best ways of marketing themselves, is to talk to groups of people.

You will be less nervous and look and sound more confident if you:

  • Firstly, practice the 5ps: Prior practice prevents poor performance.

  • Have your points on a small card and only look at it IN SILENCE. Then look up and fire the point at people.

  • See yourself up in front of the audience.

  • Look at their eyes. It’s not as scary as you may think. And how else are you going to judge if they are listening and looking, unless you look at them.

  • Stand tall and put your head up. Leave your hands at your sides and only let them come up to gesture naturally.

  • Project your voice form your diaphragm and from the front of your mouth.

  • Vary your voice as much as possible.

  • Smile, unless the topic is very serious.

  • Finish with a strong message.

  • Sum up all points briefly at the end (they will have forgotten most of them!)

  • Don’t walk off till you have finished.

  • LASTLY, LOOK AS IF YOU ARE ENJOYING YOURSELF UP THERE.

Judith Field is the director of Direct Speech and provides advice on Public Speaking.

The Australian Small Business Blog

Monday, September 18, 2006

Finding Your Way through the Maze





As business owners we are constantly bombarded with “opportunities”. Everyone is promising something that is going to transform our business. But, by the time we have evaluated at all the opportunities, we seem to be back where we started from. And we have spent all that time and energy going around in circles in a maze.

In fact, for many owners, it is just like a maze. But here is a tip to help you get out of the maze. Can you remember when you were a kid, and you were given mazes to solve. Some were pretty easy. You could solve them without putting pen to paper. But others were so complex, that it didn’t matter where you started, or which turn you took, you always found yourself in a dead end.

And if you got really frustrated, just before you gave up, you tried starting at the end of the maze, and worked backwards. And in most cases, you were able to find your way to the beginning. The reason why this worked is that mazes are designed to stop you reaching the goal, and so offer you lots of promising opportunities or paths that lead nowhere. But when you start from the goal, you skip the dead ends.

Now as kids, we were discouraged from doing this because it was cheating. Like looking up the answer in the back of the book. But in business, as long as it is legal and ethical, its ok. So this is why it’s so important to start at your goal and work backwards to today. When you do that, all of a sudden, you recognise that most of the opportunities are actually dead ends.

When you have a long term goal, you can better see what you should be doing today to achieve your goals. And just as importantly, you can see what you should not be doing.

So, create a vision of what you want your business to look like in the future. Then put some detail on the vision. Ask yourself some questions like:

· What products and services will I be providing?
· Who will I be providing them to?
· How will I provide these services?
· What are the numerical targets behind these answers?
· When will I achieve them?

When you have answered these questions, you have described the end-point in the maze, and so now, you are over half the way to finding your way out.

Dr Greg Chapman is the Director of Empower Business Solutions and The Australian Business Coaching Club and is a Business Coach and provides Coaching and Consulting advice to Australian Small Business Owners in Marketing & Business Strategies Planning & Systems.

Friday, September 15, 2006

Golden Rules of Websites - Rule 2 in a series

By Ron Stark


A fire can hospitalise you or cook your food. Water can sustain you or drown you. A motor car can get you to where you want to go or run over you. Your website can help your business or damage it.

Probably the most commonly overlooked aspect of having a website is its capacity to damage your business. To a visitor it's a window into your business. It tells your potential clients, in a few seconds, the type of business you appear to be - not always what you really are. It's all about initial impressions.

If left unattended, your website goes through three distinct phases. First, when initially built it's an accurate reflection of your business. Second, when your business has moved ahead and your procducts and services have changed but your website hasn't. This is the stage at which your website doesn't help at all, but it doesn't damage your business either.

The third stage is when your content is obviously out of date, products are obsolete, the telephone number is no longer working, links are broken and the email no longer works. The message about your business is then loud and clear - that you've gone out of business.

The key thing to remember is that just because you've forgotten your website and it's long out of date, it still lurks on the Internet, still visible to your potential clients, relentlessly working against your business.


Golden Rule 2


A website has equal capacity to enhance or damage your business. Which one is up to you.



There are other issues, however, unrelated to whether content is up to date, but nonetheless damaging to your business. I will touch on these in a subsequent article, but here are a few:

  • An opening Flash page may gratify your designer, but to your visitor it's an obstacle.
  • Complicated navigation may satisfy a website programmer's ego, but to your visitor it's irritating and makes your business appear messy to deal with.
  • An amateur design may save you some money, but to your visitor it makes your business look unprofessional.


This is the second article in a series that exposes the many, yet frequently overlooked basic business rules that successful websites should follow. The author Ron Stark is the founder of Snaps