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    How to Monetise Your Free Blog on My Speed Business Network
    Today I want to focus on how you can get blogs to really work for you, drawing not only interest from other members, but also inspiring them to get in touch and comment, increasing the level of engagement and increasing the possibility of forming relationships that are rewarding in all sorts of ways!I know a lot of people think blogs are rubbish and I don't blame them one bit. A blog is nothing more than a silly waste of space unless the content has value to the reader.This article, adapted from a blog post on My Speed Business Network, is an example. It seeks to add value to you, the reader, by giving information that will lead to your direct benefit. It seeks to tell you how to help develop your business through using the free resources on this site. As our membership grows, you'll start to see people commenting on these little t
    own point of view, your customers’
    your teams', your suppliers' and others.

    WEAKNESSES

  • What do you not do well? How do you know?
  • What needs to be improved? In what way, by whom?
  • Are there weaknesses you don’t see but others do?
  • What does the team look for that you don’t provide?
  • What do customers look for that you don't provide?
  • Are decisions based on supposition or hard data?
  • What are your measures of success telling you?
  • Are you really prepared to find out?


  • Answer from your o

    How To Sell Yourself At Work And Get Noticed
    Should you sell yourself at work?If you want to move up the corporate ladder and get noticed, yes you should.At the end of the day, we’re all salespeople no matter what job we do and in virtually all aspects of our life. We sell ourselves to potential employers, potential customers, potential significant others and potential friends.Selling yourself simply refers to showing others what you are capable of and promoting your skills and worth to others.In a work context, selling yourself could refer to letting your peers and superiors know about your skills and the reasons why you exist in the company.If you work for a large company where it’s easy to get lost, the importance of some degree of self promotion becomes even more important if you expect to get noticed by higher ups.Do you work with people where you
    SWOT Analysis: When you and your group wish to identify your Strengths and Weaknesses, the Opportunities available and the Threats facing you.

    This is a powerful and highly successful technique that can be applied to an individual, a group, a team, a company, a plan – think about it, even a website! Again, experiment with it. If it helps you to focus your (and your team’s) efforts in the right direction, it’s worth it.

    The process is to ask and answer a number of specific questions for each of the 4 categories, documenting the answers. This process, in itself is simple enough. However, so that you are not disappointed with the outcome, take the time you need, get the answers you need, face the facts and above all, take action.

    TIP Whether working on this for yourself or with your team, always keep in mind the goal you want to achieve for each category.

    So, in this context, treat 'you' as either yourself, your team, your improvement group, your company, your business.

    The starting point of a successful SWOT analysis is to understand that there are 4 general objectives, one for each part of the analysis, the goal you wish to achieve.

    Typical Format - the most common approach and widely used format is to construct a 2 row by 2 column matrix with the following information...

    STRENGTHS in top left quadrant
    Capitalise
    on your
    strengths

    WEAKNESSES in top right quadrant
    Address
    your
    weaknesses

    OPPORTUNITIES in bottom left quadrant
    Take full
    advantage
    of the
    opportunities
    available

    THREATS in bottom right quadrant
    Deal with or
    minimise the
    impact of threats
    you face

    Although each of the above statements can be regarded as action oriented, they are, in themselves, meaningless. We can't use them to communicate exactly what our plans are going to be, why we have the plans in the first place, what resources we need and who will implement the plans.

    So, let's ask a few fundamental questions to put some meat on the skeleton...

    ---Sidebar---
    Add to or tailor the questions to suit you, your team, your organization.
    ---End Sidebar---

    STRENGTHS

  • What do you do really well?
  • In what product or service areas do you excel?
  • What is your value-added?
  • What makes you unique in the marketplace?
  • What characteristics are highly regarded?


  • Answer from your own point of view, your customers’
    your teams', your suppliers' and others.

    WEAKNESSES

  • What do you not do well? How do you know?
  • What needs to be improved? In what way, by whom?
  • Are there weaknesses you don’t see but others do?
  • What does the team look for that you don’t provide?
  • What do customers look for that you don't provide?
  • Are decisions based on supposition or hard data?
  • What are your measures of success telling you?
  • Are you really prepared to find out?


  • Answer from your ow

    Standards – Ruling Our Lives
    When you have bought a new TV you expect the plug to fit the socket. When you buy a video disk you expect it to fit your recorder. When you buy a new tire, you would like it to fit the wheel. When you write a document you want it to open on another computer with a different word processor.Yet:A video game fits only the device it is made for: Xbox, PSP, Play Station, PC and Nintendo. They are all different. Exchanging software and hardware between them is limited or even made (deliberately) impossible.But, on the other hand:XML is a new standard that has been developed to facilitate the exchange of information through the internet. Before the internet, companies also did exchange information but by means of a much more closed and exclusive Electronic Data Interface (EDI) format. Web services are also going into the direct
    come, take the time you need, get the answers you need, face the facts and above all, take action.

    TIP Whether working on this for yourself or with your team, always keep in mind the goal you want to achieve for each category.

    So, in this context, treat 'you' as either yourself, your team, your improvement group, your company, your business.

    The starting point of a successful SWOT analysis is to understand that there are 4 general objectives, one for each part of the analysis, the goal you wish to achieve.

    Typical Format - the most common approach and widely used format is to construct a 2 row by 2 column matrix with the following information...

    STRENGTHS in top left quadrant
    Capitalise
    on your
    strengths

    WEAKNESSES in top right quadrant
    Address
    your
    weaknesses

    OPPORTUNITIES in bottom left quadrant
    Take full
    advantage
    of the
    opportunities
    available

    THREATS in bottom right quadrant
    Deal with or
    minimise the
    impact of threats
    you face

    Although each of the above statements can be regarded as action oriented, they are, in themselves, meaningless. We can't use them to communicate exactly what our plans are going to be, why we have the plans in the first place, what resources we need and who will implement the plans.

    So, let's ask a few fundamental questions to put some meat on the skeleton...

    ---Sidebar---
    Add to or tailor the questions to suit you, your team, your organization.
    ---End Sidebar---

    STRENGTHS

  • What do you do really well?
  • In what product or service areas do you excel?
  • What is your value-added?
  • What makes you unique in the marketplace?
  • What characteristics are highly regarded?


  • Answer from your own point of view, your customers’
    your teams', your suppliers' and others.

    WEAKNESSES

  • What do you not do well? How do you know?
  • What needs to be improved? In what way, by whom?
  • Are there weaknesses you don’t see but others do?
  • What does the team look for that you don’t provide?
  • What do customers look for that you don't provide?
  • Are decisions based on supposition or hard data?
  • What are your measures of success telling you?
  • Are you really prepared to find out?


  • Answer from your o

    Low Cost Business Opportunities - You Can Find Them And Become Successful
    You may think it impossible to find an entrepreneur business opportunity if you do not have substantial funds to invest. A lot of businesses that are just starting out do require large financial investments, but there are also plenty of low cost business opportunities available with high income potential. How do you go about finding an affordable entrepreneur business opportunity? You’ll need to dedicate the time needed to research the wide variety of low cost business opportunities out there.One of the best ways to find and research low cost business opportunities is on the Internet. Make a list of all the available opportunities out there to choose from, and then decide which entrepreneur business opportunity will best meet your particular needs. Don’t count anything out in the beginning, but instead be very thorough in your research o
    rix with the following information...

    STRENGTHS in top left quadrant
    Capitalise
    on your
    strengths

    WEAKNESSES in top right quadrant
    Address
    your
    weaknesses

    OPPORTUNITIES in bottom left quadrant
    Take full
    advantage
    of the
    opportunities
    available

    THREATS in bottom right quadrant
    Deal with or
    minimise the
    impact of threats
    you face

    Although each of the above statements can be regarded as action oriented, they are, in themselves, meaningless. We can't use them to communicate exactly what our plans are going to be, why we have the plans in the first place, what resources we need and who will implement the plans.

    So, let's ask a few fundamental questions to put some meat on the skeleton...

    ---Sidebar---
    Add to or tailor the questions to suit you, your team, your organization.
    ---End Sidebar---

    STRENGTHS

  • What do you do really well?
  • In what product or service areas do you excel?
  • What is your value-added?
  • What makes you unique in the marketplace?
  • What characteristics are highly regarded?


  • Answer from your own point of view, your customers’
    your teams', your suppliers' and others.

    WEAKNESSES

  • What do you not do well? How do you know?
  • What needs to be improved? In what way, by whom?
  • Are there weaknesses you don’t see but others do?
  • What does the team look for that you don’t provide?
  • What do customers look for that you don't provide?
  • Are decisions based on supposition or hard data?
  • What are your measures of success telling you?
  • Are you really prepared to find out?


  • Answer from your o

    Medical Billing - EA0 Record Fields 20 Through 31
    The EA0 record is very long and takes a while to get through it all. In this installment of our series on medical billing and the EA0 record for electronic claims submission, we're going to pick up our review of this record with field number 20.EA0 field 20, positions 80 - 94, is the referring physician number. Every registered physician in the United States has a number for each state and each agency that they bill to. This field contains their number registered with the payer that the claim is being billed to.EA0 field 21, positions 95 - 109, is the referring physician UPIN number. This is where things can really get confusing. A UPIN number is a number assigned to every physician in the United States who bills Medicare. This is only used for Medicare billing and not to be confused with the number in field 20, unless they happe
    s are going to be, why we have the plans in the first place, what resources we need and who will implement the plans.

    So, let's ask a few fundamental questions to put some meat on the skeleton...

    ---Sidebar---
    Add to or tailor the questions to suit you, your team, your organization.
    ---End Sidebar---

    STRENGTHS

  • What do you do really well?
  • In what product or service areas do you excel?
  • What is your value-added?
  • What makes you unique in the marketplace?
  • What characteristics are highly regarded?


  • Answer from your own point of view, your customers’
    your teams', your suppliers' and others.

    WEAKNESSES

  • What do you not do well? How do you know?
  • What needs to be improved? In what way, by whom?
  • Are there weaknesses you don’t see but others do?
  • What does the team look for that you don’t provide?
  • What do customers look for that you don't provide?
  • Are decisions based on supposition or hard data?
  • What are your measures of success telling you?
  • Are you really prepared to find out?


  • Answer from your o

    Marketing 101
    Marketing is based on the importance of customers to a business and has two important principles:1.All company policies and activities should be directed toward satisfying customer needs.2.Profitable sales volume is more important than maximum sales volume.To best use these principles, a small business should:* Determine the needs of their customers through market research.* Analyze their competitive advantages to develop a market strategy.* Select specific markets to serve by target marketing* Determine how to satisfy customer needs by identifying a market mix.Market Research:Successful marketing requires timely and relevant market information. An inexpensive research program, based on questionnaires given to current or prospective customers, can often uncover dissatisfaction or possib
    own point of view, your customers’
    your teams', your suppliers' and others.

    WEAKNESSES

  • What do you not do well? How do you know?
  • What needs to be improved? In what way, by whom?
  • Are there weaknesses you don’t see but others do?
  • What does the team look for that you don’t provide?
  • What do customers look for that you don't provide?
  • Are decisions based on supposition or hard data?
  • What are your measures of success telling you?
  • Are you really prepared to find out?


  • Answer from your own point of view, your customers’ and
    others. Face the Truth

    OPPORTUNITIES

  • What opportunities would help you become more successful?
  • Where would you find them?
  • What external changes, events can you take advantage of?


  • technology, demographics, legislation, education

    Use PDCA (see footnotes) to identify those that will give you
    the greatest return

    THREATS

  • What financial problems do you have?
  • Are there internal/external changes that threaten you?
  • What do you know about your competitors?
  • Are they successful? Why?, How?
  • What obstacles impede your progress?
  • Which obstacles can be dealt with or overcome?


  • Use PDCA (see footnotes) to prioritize

    O.K., we have done the data gathering, the surveys, the questioning, the 'soul searching'. Redraw the matrix when questioning round is complete replacing the questions asked in each quadrant with a summary of the answers.

    Easy for me to say I know but...

    As long as you have been factual
    As long as you have been honest especially with yourself
    As long as you are ready and prepared to accept the answers
    As long as you are prepared to TAKE ACTION

    You have the foundation here to take a snapshot of where you are today, what's working for and against you, and the basis for a series of action plans to get you to where you want to be tomorrow.

    Regardless of which quadrant you may be studying, the key
    question to ask yourself is...

    "What will give us the biggest return"

    Many of us are familiar with the "Pareto Principle", perhaps more familiar with the term "80-20 Rule"

    Pareto Principle

    Why the 80-20 rule? Approximately 80% of trouble comes from 20%
    of the problems. Also, quite often, 80% of the results we
    seek, will come from 20% of our efforts - as long as we are
    focused and prioritize.

    Although "Pareto" is named after the economist Vilfredo Pareto,
    it was Dr. Joseph M. Duran who applied the thinking to
    management best practices.

    Dr. Juran advises us to concentrate on the "vital few" sources
    of problems (and in this context, the actions which will
    give us the greatest return) and not be distracted by those
    of lesser impact or importance.

    To conclude, be as creative as you can be in your problem solving

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