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Digg it UP - Will it Fly
Technology Leads To Reduction Of Nitrogen Generators' Size
As technology improved, so did the nitrogen generator systems, and recent discoveries have led to the reducing of the nitrogen generators size.These new-generation, small size nitrogen generators are very effective and reliable, and they operate automatically, with very little maintenance required.The main difference between these nitrogen generators and the normal ones is the size, these small capacity units only take up 60% of the space used by a usual nitrogen generator, saving 40%.Another difference is that these nitrogen generators do
? At this point, only look at the direct cost per item. We’ll deal with other expenses later.As technology improved, so did the nitrogen generator systems, and recent discoveries have led to the reducing of the nitrogen generators size.These new-generation, small size nitrogen generators are very effective and reliable, and they operate automatically, with very little maintenance required.The main difference between these nitrogen generators and the normal ones is the size, these small capacity units only take up 60% of the space used by a usual nitrogen generator, saving 40%.Another difference is that these nitrogen generators do
Right off the bat, you’ve lopped a significant portion off your target income. Time for your first reality check: Is the remainder enough to support your desired lifestyle? If so, great! And if not? If you find yourself in this unenviable position, then something has to give. Do you need to reduce your expectations? Can you expand your market without risking the validity of your assumptions? Can you live with the reduced income as your business grows? Is there a reasonable likelihood that your income will grow to the target level and beyond?
All of these questions and more boil down to one simple yet profound
An Inconvenient Truth — A Failure to Persuade
Learn From SuccessStealing Share is in the persuasion business, make no mistake about it. Our business category is brand development but our brand work must be, by definition, persuasive. Our goal for our clients is to create brands that grow market share by persuading customers who currently do not use or buy a given brand to revisit their purchase decision and to choose differently. We look for examples of persuasive success everywhere in the market. We can all learn from both the successes and failures of others.A movie au
This article continues my series on starting or restarting your business. By this time, you should know your business and how many prospective customers you can reasonably expect to buy from you. Now the moment of truth: Given everything you know so far plus your (hopefully conservative) assumptions, is your business concept viable? Answering this question requires some number crunching. This may not be your idea of fun but if a few hours of math avoids major problems down the road, then it’s time well spent.Learn From SuccessStealing Share is in the persuasion business, make no mistake about it. Our business category is brand development but our brand work must be, by definition, persuasive. Our goal for our clients is to create brands that grow market share by persuading customers who currently do not use or buy a given brand to revisit their purchase decision and to choose differently. We look for examples of persuasive success everywhere in the market. We can all learn from both the successes and failures of others.A movie au
Remember that your business must serve your needs, so you are the logical place to begin. How much does your ideal lifestyle cost? Think abundantly and in terms of your ideal life. I’m not saying you need expensive tastes; I am saying that your tastes and then some must be covered.
Armed with the number you’d like to bring home, you must now decide how many hours you want to devote to your business. Do you want to work in your business every day? If your business is your passion then the answer may be yes. The basic equation is simple: More personal involvement equals lower cost but lower equity, meaning that you’ll probably need to look to retirement accounts and other tools for ensuring your prosperity when you can no longer work the business. Less personal involvement equals higher cost and possibly lower profits (especially in the beginning) while buying you more time off, greater independence, and higher resale value. My default suggestion is to plan for a hybrid model that allows you to start your business as quickly and easily as possible and then put systems and processes in place to allow you to separate from its daily workings in the future. Will this work for you? Possibly. See my article “What’s Your Exit Strategy?” for more information (email me for a copy if you like).
How much can you charge for your products and/or services? Anthony’s First Law of Pricing begins by finding the low and high ends of the range your competitors charge and then placing yourself at 80% of the difference. For example, if the low end is $1,000 while the high end is $2,000, then you should be somewhere around $1,800. This is a very general rule of thumb that you must adjust based on your business’s unique benefits and your goals, but it is a good place to begin. Multiply the price for each item by the number of customers you expect to reach each month to find your target income. Got a mix of products and/or services? How much will your average transaction be and how are you arriving at that assumption?
From this figure, subtract your COGS (Cost Of Goods Sold). If you buy items for resale, how much do you pay per item? Multiply this by the number of items you sell to find your total COGS. If you manufacture items, how much do you pay for materials, tools, maintenance, etc? If you offer services, what costs are associated with providing that service? At this point, only look at the direct cost per item. We’ll deal with other expenses later.
Right off the bat, you’ve lopped a significant portion off your target income. Time for your first reality check: Is the remainder enough to support your desired lifestyle? If so, great! And if not? If you find yourself in this unenviable position, then something has to give. Do you need to reduce your expectations? Can you expand your market without risking the validity of your assumptions? Can you live with the reduced income as your business grows? Is there a reasonable likelihood that your income will grow to the target level and beyond?
All of these questions and more boil down to one simple yet profound
I Want A Raise!
Observe a plant placed inside a box with a small hole in it. The plant will elongate outside the box through the hole so that its leaves will reach the sunlight. Why? It's because of its needs of the sunlight to grow and bear fruit when the time comes. It is only natural for a plant to bear fruit.Look at you, isn't it that you want a raise -- you want to be promoted? Would you like some thought? Listen to me…Are you good at your work? If not then you have to strive to know more so that you can outgrow your work. It is only when you outgrow the re
ensive tastes; I am saying that your tastes and then some must be covered.Observe a plant placed inside a box with a small hole in it. The plant will elongate outside the box through the hole so that its leaves will reach the sunlight. Why? It's because of its needs of the sunlight to grow and bear fruit when the time comes. It is only natural for a plant to bear fruit.Look at you, isn't it that you want a raise -- you want to be promoted? Would you like some thought? Listen to me…Are you good at your work? If not then you have to strive to know more so that you can outgrow your work. It is only when you outgrow the re
Armed with the number you’d like to bring home, you must now decide how many hours you want to devote to your business. Do you want to work in your business every day? If your business is your passion then the answer may be yes. The basic equation is simple: More personal involvement equals lower cost but lower equity, meaning that you’ll probably need to look to retirement accounts and other tools for ensuring your prosperity when you can no longer work the business. Less personal involvement equals higher cost and possibly lower profits (especially in the beginning) while buying you more time off, greater independence, and higher resale value. My default suggestion is to plan for a hybrid model that allows you to start your business as quickly and easily as possible and then put systems and processes in place to allow you to separate from its daily workings in the future. Will this work for you? Possibly. See my article “What’s Your Exit Strategy?” for more information (email me for a copy if you like).
How much can you charge for your products and/or services? Anthony’s First Law of Pricing begins by finding the low and high ends of the range your competitors charge and then placing yourself at 80% of the difference. For example, if the low end is $1,000 while the high end is $2,000, then you should be somewhere around $1,800. This is a very general rule of thumb that you must adjust based on your business’s unique benefits and your goals, but it is a good place to begin. Multiply the price for each item by the number of customers you expect to reach each month to find your target income. Got a mix of products and/or services? How much will your average transaction be and how are you arriving at that assumption?
From this figure, subtract your COGS (Cost Of Goods Sold). If you buy items for resale, how much do you pay per item? Multiply this by the number of items you sell to find your total COGS. If you manufacture items, how much do you pay for materials, tools, maintenance, etc? If you offer services, what costs are associated with providing that service? At this point, only look at the direct cost per item. We’ll deal with other expenses later.
Right off the bat, you’ve lopped a significant portion off your target income. Time for your first reality check: Is the remainder enough to support your desired lifestyle? If so, great! And if not? If you find yourself in this unenviable position, then something has to give. Do you need to reduce your expectations? Can you expand your market without risking the validity of your assumptions? Can you live with the reduced income as your business grows? Is there a reasonable likelihood that your income will grow to the target level and beyond?
All of these questions and more boil down to one simple yet profound
Loss Adjuster Jobs – Could you Work in Insurance?
A loss adjustor evaluates damage done to people or property when an accident occurs that is being claimed on insurance. If a motor vehicle is involved in a collision, the loss adjuster would go and see the vehicle to determine the amount of damage done to the car and report the information back to the insurance company. The reputation of the insurance company with its clients lays a lot with the loss adjusters doing their jobs because it is their information which will determine the restitutions made to the client for their insured property or person.Th
lue. My default suggestion is to plan for a hybrid model that allows you to start your business as quickly and easily as possible and then put systems and processes in place to allow you to separate from its daily workings in the future. Will this work for you? Possibly. See my article “What’s Your Exit Strategy?” for more information (email me for a copy if you like).A loss adjustor evaluates damage done to people or property when an accident occurs that is being claimed on insurance. If a motor vehicle is involved in a collision, the loss adjuster would go and see the vehicle to determine the amount of damage done to the car and report the information back to the insurance company. The reputation of the insurance company with its clients lays a lot with the loss adjusters doing their jobs because it is their information which will determine the restitutions made to the client for their insured property or person.Th
How much can you charge for your products and/or services? Anthony’s First Law of Pricing begins by finding the low and high ends of the range your competitors charge and then placing yourself at 80% of the difference. For example, if the low end is $1,000 while the high end is $2,000, then you should be somewhere around $1,800. This is a very general rule of thumb that you must adjust based on your business’s unique benefits and your goals, but it is a good place to begin. Multiply the price for each item by the number of customers you expect to reach each month to find your target income. Got a mix of products and/or services? How much will your average transaction be and how are you arriving at that assumption?
From this figure, subtract your COGS (Cost Of Goods Sold). If you buy items for resale, how much do you pay per item? Multiply this by the number of items you sell to find your total COGS. If you manufacture items, how much do you pay for materials, tools, maintenance, etc? If you offer services, what costs are associated with providing that service? At this point, only look at the direct cost per item. We’ll deal with other expenses later.
Right off the bat, you’ve lopped a significant portion off your target income. Time for your first reality check: Is the remainder enough to support your desired lifestyle? If so, great! And if not? If you find yourself in this unenviable position, then something has to give. Do you need to reduce your expectations? Can you expand your market without risking the validity of your assumptions? Can you live with the reduced income as your business grows? Is there a reasonable likelihood that your income will grow to the target level and beyond?
All of these questions and more boil down to one simple yet profound
What is My Calling?
“What is my calling?” Do any of us really have complete clarity about our life calling? Even those of us with the knowingness we must teach, write or sing may often ask, “What direction am I to go, now?” How do we answer these soulful questions?Richard Bolles, author of “What Color is My Parachute?” and the granddaddy of the employment industry says, when people are asked what they would like to do they often respond with “I don’t know.” Bolles maintains this is because people interpret the question to be “What am I going to do with the rest of my life?
al rule of thumb that you must adjust based on your business’s unique benefits and your goals, but it is a good place to begin. Multiply the price for each item by the number of customers you expect to reach each month to find your target income. Got a mix of products and/or services? How much will your average transaction be and how are you arriving at that assumption?“What is my calling?” Do any of us really have complete clarity about our life calling? Even those of us with the knowingness we must teach, write or sing may often ask, “What direction am I to go, now?” How do we answer these soulful questions?Richard Bolles, author of “What Color is My Parachute?” and the granddaddy of the employment industry says, when people are asked what they would like to do they often respond with “I don’t know.” Bolles maintains this is because people interpret the question to be “What am I going to do with the rest of my life?
From this figure, subtract your COGS (Cost Of Goods Sold). If you buy items for resale, how much do you pay per item? Multiply this by the number of items you sell to find your total COGS. If you manufacture items, how much do you pay for materials, tools, maintenance, etc? If you offer services, what costs are associated with providing that service? At this point, only look at the direct cost per item. We’ll deal with other expenses later.
Right off the bat, you’ve lopped a significant portion off your target income. Time for your first reality check: Is the remainder enough to support your desired lifestyle? If so, great! And if not? If you find yourself in this unenviable position, then something has to give. Do you need to reduce your expectations? Can you expand your market without risking the validity of your assumptions? Can you live with the reduced income as your business grows? Is there a reasonable likelihood that your income will grow to the target level and beyond?
All of these questions and more boil down to one simple yet profound
Selling Chocolate Bars As a Fund Raising Activity
When the club is unable to get the necessary funds from the school in order to go on a camping trip, the group has to learn to improvise. An effective way of doing this will be to sell something very appealing to people of all ages such as cookies or candy.No one in the group may be able to make this. It is a good thing that candy manufacturers can make a deal by offering this at discounted prices as long as the members are able to order a huge quantity. Another way to get a good supply of candy will be by negotiating with some candy storeowners or even
? At this point, only look at the direct cost per item. We’ll deal with other expenses later.When the club is unable to get the necessary funds from the school in order to go on a camping trip, the group has to learn to improvise. An effective way of doing this will be to sell something very appealing to people of all ages such as cookies or candy.No one in the group may be able to make this. It is a good thing that candy manufacturers can make a deal by offering this at discounted prices as long as the members are able to order a huge quantity. Another way to get a good supply of candy will be by negotiating with some candy storeowners or even
Right off the bat, you’ve lopped a significant portion off your target income. Time for your first reality check: Is the remainder enough to support your desired lifestyle? If so, great! And if not? If you find yourself in this unenviable position, then something has to give. Do you need to reduce your expectations? Can you expand your market without risking the validity of your assumptions? Can you live with the reduced income as your business grows? Is there a reasonable likelihood that your income will grow to the target level and beyond?
All of these questions and more boil down to one simple yet profound question: Is your business model viable? If so, congratulations! If not, did you overlook anything or is there anything else you can do to make it viable? If so, do it, and then crunch the numbers again. In this case, be very careful if you arrive at a different result to make sure that you have corrected some error and/or modified some key part of your business model. In other words, be totally honest with yourself. If you think discovering that your idea won’t fly is tough, imagine taking off only to crash and burn. As my flight instructor says, “It’s better to be on the ground wishing you were flying than flying wishing you were on the ground.” I’ve been there. He’s right.
We’re not done yet! Next week, we’ll continue looking at your expenses. Will your idea survive? Stay tuned…
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