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Casual Articles - 21 Most Rapid Ways to Maximise Business Growth
Several pieces of equipment are used for die cutting. There are three basic types of cutting equipment. The first is a small swing arm ‘clicker’ press that is ideal for embroidery shops. The second is a large ‘traveling head’ press, which is used for multiple cutting and roll cutting. ‘Full head’ press is the third type, and it is used for heavy-duty jobs. Additionally, ‘up-acting’ hydraulic platen presses are available for special applications such as cutting jigsaw puzzles, circuit boards and screen-printed material. Automatic die cutting equipment is excellent for cutting large-formats such as paper, labels, coupon books and plastic membership cards.Other types of die cutting equipment includes clicker punch presses, both automatic and manual roll feed and beam presses. A trained professional is required to select the right die cutting equipment for the right job. For simultaneous scoring and die cutting, low-cost steel-rule dies are used. Hollow die cutting equipment is perfect to create small-format items such as labels that do not require scoring and embossing. For efficient running, this equipment needs expensive solid-metal dies made of high-quality steel. Modular designed die cutting equipment is the most flexible.The main features of good die cutting equipment are high speed, ease to set up and user friendliness. ATOM S530BP CNC die cutting equipment is one of the most modern and versatile instruments for the cutting of both sheets and rolls. Its maximum speed is 90 strokes per minute and can save material from 15 to 35%. This special die cutting system is planned to replace three to seven existing traveling head die cutting presses. It is an ideal solution for saving both material and time.
Music plays in background…..
So if you would open your eyes again, what I would like to do now is very quickly with the person next to you share what that vision looks like. Share what it is you want for yourself and for your business.
The second thing I would like you to do is to share the one thing that would make the biggest difference to your success. What one thing do you need to do? So, what is it you want and what’s the one main thing you need to do to achieve it. Just quickly share that with each other please.
Maybe in the networking session later we can continue sharing those thoughts.
But what I want to do now is accept that our businesses have a future based on what we want it to be, a past, based on what’s happened so far and a present. Lets just spend some time talking about that future for a moment.
It’s a
Sooner or later, the interview invitation is going to say you are required to give a presentation as part of the selection process. And like most people you may dread having to do it. You may think that you cannot speak publicly because of nervousness but all good speakers are nervous, and you can overcome those nerves.What you can do is control those nerves and make them work for you rather than against you. There are several techniques for doing this which you should be aware of:Tension should be released first in the lungs:Short, panicky breathing should be replaced by slow, deep breathing - through the nose (to prevent drying out your throat prior to speaking). This can be done quite unobtrusively as you are being introduced, or asked to start your presentation.When the introductions are over:First slow things down - stand slowly, clear a place for your notes if necessary, arrange your spectacles or otherwise control your space.Second when about to speak - drop your shoulders:This will give a feeling of relaxation and of tension dropping away. If your body feels relaxed you will quickly become relaxed.Third smile at the audience generally:Or at individuals you know or have contrived to meet prior to speaking, and stand quietly for a moment or two. If you can communicate some degree of warmth for them they are most likely to return the compliment.When you have their full attention (and only then) you can commence your presentation. Again nerves may be encountered here so:• know precisely what you are going to say in the first sentence;• Always start with good morning/afternoon/evening ladies and gentlemen and introduce your subject;• Let your audience know how long you expect to speak for;• Say whether you will take questions during your talk or at the end.Some individuals find the sound of their own (projected) voice quite disturbing initially and one should be prepared for this phenomena. It is only off-putting if unexpected.Practise at home in front of the mirror as if you were talking to your audience, using your presentation or reading something out loud just so you get your voice muscles mo
Delegates give reasons
Forced situations, to gain some improved lifestyle, to gain more financial independence those sorts of Reasons? To gain more control over your destiny and your time. Better quality of life, the link into lifestyle again. In my experience the key reasons, apart from forced situations, the key drivers are wanting financial independence, wanting control and also wanting some fulfilment that is not being achieved already through what you are already doing.
Also in my experience, order to achieve those passions and visions of what you want to achieve for the future – that better lifestyle, that more control – then you and your business need to be working for you rather than you working for it. What I want to do in this session is focus on understanding all the dimensions within a business both from an external perspective as well as an internal perspective. Most business owners just get caught up with the internal matters, getting the production of the business working, getting customer acquisition working and getting the actual business done, the technical work.
However, not so much time is spent focussing on the other core elements. So, what I would like to do is to share with you a number of principles that will enable you to separate these different dimensions and understand them more clearly. It will give you ways, I’m sure; of helping you to create new customers but also maximising the return that you are getting from your existing customer base.
In addition to that, I am a passionate believer in systematisation within a business and I’ll explain what I mean by that, and finally there are important people issues (that we have already discovered today) that impacts dramatically on the effectiveness of your business.
There are certain elements that the business experts have identified as survival requirements for business. There are two key factors – Firstly the business needs to produce results for customers. Throughout this I am referring to everyone as customers but you may refer to them depending on whether you provide a product service or treatments, clients or patients. But I am referring to everybody as customers.
The key is that word ‘result’. An analogy here, if you were to go and buy a pot of paint, the result is not just buying the pot of paint and happily going home with it and storing it in a cupboard that is not the result. The result is obtained once you actually apply the paint, put it on the walls and you then see the benefit. So that’s what I mean by achieving results.
In my view, once you have actually demonstrated to the market place that you can achieve results for customers, then in theory at least (and it should be in practise), your business should be sustainable because you’ve demonstrated that you are able to add value to the market place.
Secondly you also need to make a profit if the business is to survive. Of course, all the other issues that we have looked at today, hygiene factors such as, requirements for legislation, compliance, and integrity within the business, all those things apply as well of course. Making a profit and producing results for customers are the key survival factors. If they are the survival factors, what are the success factors to contrast this?
Again, I suggest that there are two key factors. One is how you promote your business, the marketing of it. The other is how you find unique solutions to people’s problems, innovation. As we go through, what I want to do is provide some tips, suggestions and ideas that can be used in those two areas to really grow your business.
What I would like to do now before we go on further, is just identify three other key elements. Then there is an exercise I’d like you to do. I see a business as a living organism it’s a bit like a representation of the living world, in a smaller form.
What typically happens is that most business owner’s focus on today, they focus on the problems and solutions of today and are entwined in the business. In order to complete the circle and understand the full dynamics of a business and to make it work like a Formula 1 car rather than an old model T Ford, it is important to realise that, just like life and just like the world, there is also a past and there is also a future which are all equally as important as the present.
So a quick exercise now. What I would like you to do is to close your eyes and open your mind and just think about some of those reasons you mentioned earlier about wanting to get into business, but actually put yourself in the picture of what your life will be like in 2-5 years time on the assumption that you will achieve the business success that you want.
So, how are you feeling? What people are around you, what size of organisation do you have? How fulfilled do you feel? How financially independent are you? Imagine all of the wonderful things that you are driving towards. What I want you to do is just momentarily, put yourself into that picture and imagine that situation. So if you would like to close your eyes just for a moment and open your mind and put yourself where you really want to be.
Music plays in background…..
So if you would open your eyes again, what I would like to do now is very quickly with the person next to you share what that vision looks like. Share what it is you want for yourself and for your business.
The second thing I would like you to do is to share the one thing that would make the biggest difference to your success. What one thing do you need to do? So, what is it you want and what’s the one main thing you need to do to achieve it. Just quickly share that with each other please.
Maybe in the networking session later we can continue sharing those thoughts.
But what I want to do now is accept that our businesses have a future based on what we want it to be, a past, based on what’s happened so far and a present. Lets just spend some time talking about that future for a moment.
It’s ab
For many people the subject of recruiting is the deathblow to their network marketing dreams.Does it have to be this way? Why do so many people join multi-level marketing organizations, only to dropout in disgust within the month? There is no denying this fact: Recruiting can be tough.The toughest thing about recruiting is not approaching people and discussing the opportunity-- your enthusiasm for the business will see you through any hesitancy in this area. And lack of interest and outright refusal on the part of your prospects to recruit can demoralize you.But the most devastating thing to network marketing careers is disappointment and discouragement. Disappointment and discouragement can eat through your excitement for this business like rust through the hull of an aircraft carrier--and that’s what sinks the bulk of us. Not rust, discouragement.How do you keep from becoming discouraged? It’s easy for people to say, “keep your chin up,” or “keep trying, a positive attitude will see you through.” But verbal encouragement can only get you so far.Recruiting should be approached in a particular frame of mind, and that is: “Not everybody will be interested, but somewhere out there are six people I can lead to joining my organization. All I have to do is find them.”The art of finding those six people brings to mind the oyster parable. In the Persian Gulf pearl divers drop forty to sixty feet, without scuba equipment, to reach the oyster beds. During the day, they may dive numerous times, retrieving hundreds of oysters. Later, on the decks of their dhow, they will open the oyster shells in search of pearls. Sadly, less than one out of a hundred of the oysters contain a pearl. Yet, the pearl diving industry has thrived for thousands of years.Your business is the same as the pearl diver’s. Your prospect pool is the oyster bed you must search through to find the pearl. Don’t despair, this is the real world, and it is not going to change to suit your individual needs. Adapt to it. Accept the fact that not every person you meet will be excited about the opportunity, nor will they willingly submit to being trained or taught to think differently.As Aristophanes wis
However, not so much time is spent focussing on the other core elements. So, what I would like to do is to share with you a number of principles that will enable you to separate these different dimensions and understand them more clearly. It will give you ways, I’m sure; of helping you to create new customers but also maximising the return that you are getting from your existing customer base.
In addition to that, I am a passionate believer in systematisation within a business and I’ll explain what I mean by that, and finally there are important people issues (that we have already discovered today) that impacts dramatically on the effectiveness of your business.
There are certain elements that the business experts have identified as survival requirements for business. There are two key factors – Firstly the business needs to produce results for customers. Throughout this I am referring to everyone as customers but you may refer to them depending on whether you provide a product service or treatments, clients or patients. But I am referring to everybody as customers.
The key is that word ‘result’. An analogy here, if you were to go and buy a pot of paint, the result is not just buying the pot of paint and happily going home with it and storing it in a cupboard that is not the result. The result is obtained once you actually apply the paint, put it on the walls and you then see the benefit. So that’s what I mean by achieving results.
In my view, once you have actually demonstrated to the market place that you can achieve results for customers, then in theory at least (and it should be in practise), your business should be sustainable because you’ve demonstrated that you are able to add value to the market place.
Secondly you also need to make a profit if the business is to survive. Of course, all the other issues that we have looked at today, hygiene factors such as, requirements for legislation, compliance, and integrity within the business, all those things apply as well of course. Making a profit and producing results for customers are the key survival factors. If they are the survival factors, what are the success factors to contrast this?
Again, I suggest that there are two key factors. One is how you promote your business, the marketing of it. The other is how you find unique solutions to people’s problems, innovation. As we go through, what I want to do is provide some tips, suggestions and ideas that can be used in those two areas to really grow your business.
What I would like to do now before we go on further, is just identify three other key elements. Then there is an exercise I’d like you to do. I see a business as a living organism it’s a bit like a representation of the living world, in a smaller form.
What typically happens is that most business owner’s focus on today, they focus on the problems and solutions of today and are entwined in the business. In order to complete the circle and understand the full dynamics of a business and to make it work like a Formula 1 car rather than an old model T Ford, it is important to realise that, just like life and just like the world, there is also a past and there is also a future which are all equally as important as the present.
So a quick exercise now. What I would like you to do is to close your eyes and open your mind and just think about some of those reasons you mentioned earlier about wanting to get into business, but actually put yourself in the picture of what your life will be like in 2-5 years time on the assumption that you will achieve the business success that you want.
So, how are you feeling? What people are around you, what size of organisation do you have? How fulfilled do you feel? How financially independent are you? Imagine all of the wonderful things that you are driving towards. What I want you to do is just momentarily, put yourself into that picture and imagine that situation. So if you would like to close your eyes just for a moment and open your mind and put yourself where you really want to be.
Music plays in background…..
So if you would open your eyes again, what I would like to do now is very quickly with the person next to you share what that vision looks like. Share what it is you want for yourself and for your business.
The second thing I would like you to do is to share the one thing that would make the biggest difference to your success. What one thing do you need to do? So, what is it you want and what’s the one main thing you need to do to achieve it. Just quickly share that with each other please.
Maybe in the networking session later we can continue sharing those thoughts.
But what I want to do now is accept that our businesses have a future based on what we want it to be, a past, based on what’s happened so far and a present. Lets just spend some time talking about that future for a moment.
It’s a
In the Truck Wash Industry we see many makers of truck wash equipment and personally I think many of these units are over priced and often under perform. In other words they do not get the whole truck clean you see? And whereas many manufacturers of truck wash equipment have good synergy and distributors around the country, I am not sure I trust their units to clean trucks.Some manufacturers of truck wash equipment and their sales teams act real professional and all and say the right buzz words. But I personally think they are full of it sometimes or I should say I think they blow too much smoke in their sales pitches. You see often their product is Okay, but needs refining and does not completely clean the truck. A Bus maybe, but a truck only 90% or so, you have to finish it up with brushes and that means labor.I have found only a couple companies that manufacture truck wash equipment that actually know their stuff and the rest? Well, they do not listen to the market place and think they are know-it-alls, which in its self is okay, but they in my opinion do not know the reality of the truck wash game. We are in business to clean trucks, not piss on them, call it good and then try to collect from the companies. Some day robotics will rule the industry of truck washing but for now, human labor is needed. Consider all this in 2006.
In my view, once you have actually demonstrated to the market place that you can achieve results for customers, then in theory at least (and it should be in practise), your business should be sustainable because you’ve demonstrated that you are able to add value to the market place.
Secondly you also need to make a profit if the business is to survive. Of course, all the other issues that we have looked at today, hygiene factors such as, requirements for legislation, compliance, and integrity within the business, all those things apply as well of course. Making a profit and producing results for customers are the key survival factors. If they are the survival factors, what are the success factors to contrast this?
Again, I suggest that there are two key factors. One is how you promote your business, the marketing of it. The other is how you find unique solutions to people’s problems, innovation. As we go through, what I want to do is provide some tips, suggestions and ideas that can be used in those two areas to really grow your business.
What I would like to do now before we go on further, is just identify three other key elements. Then there is an exercise I’d like you to do. I see a business as a living organism it’s a bit like a representation of the living world, in a smaller form.
What typically happens is that most business owner’s focus on today, they focus on the problems and solutions of today and are entwined in the business. In order to complete the circle and understand the full dynamics of a business and to make it work like a Formula 1 car rather than an old model T Ford, it is important to realise that, just like life and just like the world, there is also a past and there is also a future which are all equally as important as the present.
So a quick exercise now. What I would like you to do is to close your eyes and open your mind and just think about some of those reasons you mentioned earlier about wanting to get into business, but actually put yourself in the picture of what your life will be like in 2-5 years time on the assumption that you will achieve the business success that you want.
So, how are you feeling? What people are around you, what size of organisation do you have? How fulfilled do you feel? How financially independent are you? Imagine all of the wonderful things that you are driving towards. What I want you to do is just momentarily, put yourself into that picture and imagine that situation. So if you would like to close your eyes just for a moment and open your mind and put yourself where you really want to be.
Music plays in background…..
So if you would open your eyes again, what I would like to do now is very quickly with the person next to you share what that vision looks like. Share what it is you want for yourself and for your business.
The second thing I would like you to do is to share the one thing that would make the biggest difference to your success. What one thing do you need to do? So, what is it you want and what’s the one main thing you need to do to achieve it. Just quickly share that with each other please.
Maybe in the networking session later we can continue sharing those thoughts.
But what I want to do now is accept that our businesses have a future based on what we want it to be, a past, based on what’s happened so far and a present. Lets just spend some time talking about that future for a moment.
It’s a
Most employees consider healthcare coverage the most important of all employee benefits. At the same time, it is an attractive benefit for many employers too. By pooling risk, business houses can buy health coverage much more cheaply than individuals. Tax benefits also ensure that healthcare is a very cost-effective way to compensate employees.There are three popular health benefit programs for employees: traditional, HMO, and PPO. Some employers will offer just one or two of the three. Other business houses, especially ones with a diverse group of employees, will opt for all three.Traditional health insurance offers flexibility to employees. They can visit any doctor or hospital they want and receive coverage for any treatment covered under the policy.Its major problem, however, is cost. Premiums for traditional insurance are generally higher than for other kinds of plans. It is also costly for employees, because most plans require costly deductibles and co-insurance with each visit.An HMO, or health maintenance organization, forms a network of doctors and hospitals, and employers pay a set fee per employee enrolled in the plan. HMOs cover visits by members only to doctors and hospitals that are part of the network.A PPO, or preferred provider organization, is a group of physicians and hospitals that provide health care at a reduced cost to PPO members. As it imposes no restrictions like HMOs, PPOs have become very popular in recent years. Visits to doctors and hospitals outside the network are, however, not fully covered and require higher payments from the patient.Before choosing health insurance, you must find a good broker who has a state license to sell and service contracts of multiple health plans or insurers. They are mostly self-employed or work for an independent agency. They can typically offer products from five to 15 insurers. The broker of your choice must be experienced in dealing with firms of similar size and in the same industry as your own.
What I would like to do now before we go on further, is just identify three other key elements. Then there is an exercise I’d like you to do. I see a business as a living organism it’s a bit like a representation of the living world, in a smaller form.
What typically happens is that most business owner’s focus on today, they focus on the problems and solutions of today and are entwined in the business. In order to complete the circle and understand the full dynamics of a business and to make it work like a Formula 1 car rather than an old model T Ford, it is important to realise that, just like life and just like the world, there is also a past and there is also a future which are all equally as important as the present.
So a quick exercise now. What I would like you to do is to close your eyes and open your mind and just think about some of those reasons you mentioned earlier about wanting to get into business, but actually put yourself in the picture of what your life will be like in 2-5 years time on the assumption that you will achieve the business success that you want.
So, how are you feeling? What people are around you, what size of organisation do you have? How fulfilled do you feel? How financially independent are you? Imagine all of the wonderful things that you are driving towards. What I want you to do is just momentarily, put yourself into that picture and imagine that situation. So if you would like to close your eyes just for a moment and open your mind and put yourself where you really want to be.
Music plays in background…..
So if you would open your eyes again, what I would like to do now is very quickly with the person next to you share what that vision looks like. Share what it is you want for yourself and for your business.
The second thing I would like you to do is to share the one thing that would make the biggest difference to your success. What one thing do you need to do? So, what is it you want and what’s the one main thing you need to do to achieve it. Just quickly share that with each other please.
Maybe in the networking session later we can continue sharing those thoughts.
But what I want to do now is accept that our businesses have a future based on what we want it to be, a past, based on what’s happened so far and a present. Lets just spend some time talking about that future for a moment.
It’s a
The mental dimension of performance has been receiving a lot of attention recently – for all the wrong reasons. Statistics Canada recently reported that stress-related absences cost employers $3.5-billion annually, and that health costs for employees reporting high levels of stress are 50% above average . In another study, the Business And Economic Roundtable on Mental Health called depression at work “the unheralded business crisis in Canada”, and noted that “workplace stress is a factor in the onset of mental illness” . Given that mental health issues comprise 75% of short-term and 79% of long-term disability claims , the cost of neglecting employees’ mental well-being is staggeringly high.Clearly, the mental well-being of employees directly impacts the bottom line. And herein lies the opportunity.Focusing on the development of employees’ mental fitness skills is an untapped lever for growing the bottom line that is completely within the control of the organization. And, it represents a tremendous opportunity that extends beyond reducing the negative impact of stress – an opportunity to improve performance under pressure, increase employee engagement, and create an environment of trust that fosters productivity.Improved Performance Under PressureThe skills of mental fitness originate in the field of Sport Psychology – a discipline dedicated to studying excellence under intense pressure. As the physical aspects of sport, such as training regimens and nutrition, have become more standardized at the elite level, who wins and loses is increasingly determined by the mental fitness of the athlete. The situation in business is extremely similar. As the talent pool becomes increasingly skilled and better educated, the true competitive advantage comes from having people who can access their skills and knowledge when it matters most – when the pressure is on.While it was once thought that mental fitness was something innate within an individual, our work with elite level sport has shown us that it can be taught, learned, practiced and mastered. It is a set of skills just like any other and is an essential complement to the technical skills an
Music plays in background…..
So if you would open your eyes again, what I would like to do now is very quickly with the person next to you share what that vision looks like. Share what it is you want for yourself and for your business.
The second thing I would like you to do is to share the one thing that would make the biggest difference to your success. What one thing do you need to do? So, what is it you want and what’s the one main thing you need to do to achieve it. Just quickly share that with each other please.
Maybe in the networking session later we can continue sharing those thoughts.
But what I want to do now is accept that our businesses have a future based on what we want it to be, a past, based on what’s happened so far and a present. Lets just spend some time talking about that future for a moment.
It’s about thinking big isn’t it? It’s about opening the mind, removing some of the barriers. It’s about cans… they say that success comes in cans and not cannots. And it’s about putting specifics around our goals. So it’s all very well having a vision of what you want to achieve, but you also need to document past results. By having laser-like focus on our desires and the activities we put in on a daily basis we are able to move progressively towards our goals. You need to ensure that all of your goals are congruent with those outcomes that you want.
It’s about having SMART objectives. I am sure many of you would have heard that mnemonic before. That is Specific, Measurable, Achievable, Reasonable and Timed objectives - SMART objectives that are documented. If you are going to do one thing about getting nearer to what you really want from your business, I would recommend that is the best place to start. Document what you want. Don’t worry about how you are going to get there, that comes next, that’s another step.
We then need to focus on what’s happened up until now with our business or in our previous life if we are just starting out in business. We need to have management systems in place to monitor and track our business performance element by element.
This applies not just to the processes within the business; it applies to the people that are operating your business as well, your staff and other workers.
It is only by understanding the past and having records of the past that we can manage the refinement process to make the future more of what we want and to make it happen more quickly. Without a recording process in place we never know what we are moving towards and what we need to change. So that gives us guidance.
Another key experience that I have had is that some of the best businesses are extremely systematic. The obvious example that everyone always quotes is McDonalds. But it is very true. They’ve got 50,000 branches worldwide and whilst you might not believe that they produce the highest quality in cuisine, one of the things that make them successful is their systemisation, allowing them to achieve consistent results for customers.
When customers go along to McDonalds they know what to expect and that’s really the key to their success. I try to avoid fast food, but I have find myself using them because of that known expectation. I went off some time ago to the Bahamas and we were hungry and wanted something to eat.
There were many exotic restaurants around and in the distance we saw the familiar M sign and we headed there. Why? Because we knew what to expect, we were in a foreign place and unusual circumstances. Later on we investigated and explored all the local culture, but to begin with it was nice to find something where we knew what to expect. The pricing was very similar (in a different currency, but very similar), chips were still cold, but we managed to fill our tummies at least!
So the systemisation process is measuring all the operations within the business and documenting them. That makes the business much more systems reliant rather than people reliant. That’s not to say that people aren’t important they are, people are crucial to a business operation. People need to be recognised and valued, I’m all for that. Having said that, people work better and are more empowered if they have clear boundaries in which to operate and work from - a system. Making them accountable for that system is also a way of refining the process. Not a blaming culture, but a learning culture.
And just one quick example here, for this workshop today (this is a very simplified version), it seemed to me, and Jean may agree with me, it involved a lot more activity than just those listed here, but in a simplistic nature, systemisation is about listing in a logical order, the activities that need to take place.
Making people accountable for them, maybe even signing them off if they need to, and having them time bound as well is all important. So it’s a combination of those factors that makes the system work. It can be applied to any process. It doesn’t have to be IT based, it can just be written down on a list.
I’m very much a believer in having regular lists, linked to priorities. Again, because having laser like focus on your goals is also making sure you are putting in those activities at the right time, in the right way to actually make those goals come to fruition. So it is about having daily tasks that are priorities, its about having weekly tasks that are priorities, its about having monthly tasks that are priorities and ensuring that they are done at the appropriate time.
It’s also about recording how much of your time or the time within your business as a whole (this includes all of your employees where appropriate), what time is being spent doing what function? This is having understanding of what the business is actually doing and why, and then using that inf
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