Casual Articles - Business

Wholesale Gold Jewelry Trading Guide for Entrepreneurs
For those of you who are thinking about selling gold jewelry, it is crucial that you understand fully how to determine the price for gold jewelry. Not only this can help you to tell a good deal from a bad one, it also helps to analyze your competitors and understand the market better before you make any investment.Gold price The most important part of wholesale gold jewelry trading is to understand the breakdown of the cost of a piece of gold jewelry. Let‘s say the current good price is $500 per ounce. To calculate the cost of gold for a piece of 14 karat gold jewelry that weighs 3 gram without any stones, we first divide the price per ounce by 31.5, to get the price per gram, which is $15.87. This is the price of pure gold. To convert this to 14K gold, knowing that there are 24 karats in pure gold, we divide $15.87 by 24 and multiply the result by 14. The price per gram for 14k gold is roughl

t to outflank them in turn, you’d better have ammunition more powerful than your length of service.

5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.

6. Is your business model scalab

What Every Manager Should Know About How to Conduct Successful Meetings
Do you announce a meeting and find either no one shows up on time, they come with their own agenda, or the meeting goes on and on? If this is true in your case, then worry no more.Here are six steps to help you develop successful meetings:1. Establish a realistic and specific objective. Ask yourself, "What do I want to accomplish?" or "Why am I calling people together at this time?"Do I want:* to solve problem(s). * to inform. * to orient. * to gain feedback. * to give feedback. * to motivate. * to reward. * to buy. or * to sell.Next, decide the best mode to accomplish your objective. Decide which best suits your needs:* a conference with panel(s) of speakers?* a half-day workshop? Or a full-day seminar?* a

I'm a business coach. I've worked with hundreds of small, medium and very large business, and over the course of the past eleven years, I've asked my business coaching clients endless questions which have helped them achieve much greater levels of success than they would have otherwise. While the following may not be the only ten questions -- or even THE ten questions, they are ten questions that you must answer if you want your business to flourish. The right answers are critical to your company’s future.
1. How many un- or underserved prospective clients are in your target market?
The number of prospective clients available to you relates to two key considerations. First -- and most obvious -- as the total core revenue possible from this client base. The other is the kind of marketing tactics that will be most cost-effective. If yours is a ‘mass market,’ then advertising may almost certainly be part of the your marketing mix. By contrast, if your market is very small (I once sold software to the top-50 international banks) you can contact each and every prospect by telephone and courier.

2. How large do you envision your business?
Does your vision include being a Fortune 500 company? If so, check question 1 above. On the other hand, many of my clients would be completely satisfied generating $5MM with a staff of 50; pocketing $1mm per year and selling the company for $10mm when they are ready. How you answer this question governs the kind of markets you can enter, whether you are vertical or horizontal in nature, mass market or niched, as well as the kind of management structure your organization requires.
3. What important changes are occurring (or have recently occurred) in your market and what is their impact on your business?
The answers to this question may govern changes to your product, your product mix and your marketing campaign. Big changes generally signal big opportunities; however if you aren’t prepared for them, they can also signal the demise of your business. Dramatic increases in new housing created significant opportunities for a client who sold estimating software and brought a field-ready, cost-saving product to market just in time.
4. Who is your competition, what are their strengths, and why are you a better choice for your prospects?
It may shock you (on the other hand, it may not) how many CEOs cannot provide a compelling answer to this question. Recently, I was at a meeting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalabl
The New Conference Centre In London
While London is undoubtedly one of the areas that is first considered when hosting a large conference, the lack of a large enough venue can put off many people. This is particularly the case where the number of attendees exceeds 5,000 people at any one event. There is a dearth of venues that can accommodate that number of people in a conference situation, let alone the additional facilities that would be needed. The number of conferences with that number of people is increasing each years and a city that is unable to cater for that can become less popular as a venue for conferences. This is why the new ICC has been proposed for London.There has been a lot of debate about whether the ICC is really needed and what impact it can have for the city. The feasibility study was undertaken and the result showed that the centre would give great benefit to the city as a whole. These benefits could directly affect the
re revenue possible from this client base. The other is the kind of marketing tactics that will be most cost-effective. If yours is a ‘mass market,’ then advertising may almost certainly be part of the your marketing mix. By contrast, if your market is very small (I once sold software to the top-50 international banks) you can contact each and every prospect by telephone and courier.

2. How large do you envision your business?
Does your vision include being a Fortune 500 company? If so, check question 1 above. On the other hand, many of my clients would be completely satisfied generating $5MM with a staff of 50; pocketing $1mm per year and selling the company for $10mm when they are ready. How you answer this question governs the kind of markets you can enter, whether you are vertical or horizontal in nature, mass market or niched, as well as the kind of management structure your organization requires.
3. What important changes are occurring (or have recently occurred) in your market and what is their impact on your business?
The answers to this question may govern changes to your product, your product mix and your marketing campaign. Big changes generally signal big opportunities; however if you aren’t prepared for them, they can also signal the demise of your business. Dramatic increases in new housing created significant opportunities for a client who sold estimating software and brought a field-ready, cost-saving product to market just in time.
4. Who is your competition, what are their strengths, and why are you a better choice for your prospects?
It may shock you (on the other hand, it may not) how many CEOs cannot provide a compelling answer to this question. Recently, I was at a meeting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalab
Over 40? Is Your Work Full of Purpose?
How do you define your work?Do you look to your work to define meaning and joy or just to collect a paycheck? Each carries a different result. Those who seek meaning and joy in their work tend to choose carefully what they do; they know what they do helps determine who they are. For others who work just for the money, there is little expectation of meaning or joy—just as long as the paycheck rolls in.Career vs. vocational passionIn my work, I am often asked, “What is the difference between Career and Vocational Passion?” Jobs are just an exchange of services for money. Careers are the same but with a better title.Sadly, for many people, jobs=careers=retirement=death.Can you avoid death?Probably not, but you can get more enjoyment and happiness out of each and every day before you get there. Vocational passion means having a life’s work that you can do for your whole li
s question governs the kind of markets you can enter, whether you are vertical or horizontal in nature, mass market or niched, as well as the kind of management structure your organization requires.
3. What important changes are occurring (or have recently occurred) in your market and what is their impact on your business?
The answers to this question may govern changes to your product, your product mix and your marketing campaign. Big changes generally signal big opportunities; however if you aren’t prepared for them, they can also signal the demise of your business. Dramatic increases in new housing created significant opportunities for a client who sold estimating software and brought a field-ready, cost-saving product to market just in time.
4. Who is your competition, what are their strengths, and why are you a better choice for your prospects?
It may shock you (on the other hand, it may not) how many CEOs cannot provide a compelling answer to this question. Recently, I was at a meeting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalab
Limit Your Company's Liability - Start a Vehicle Accident Prevention Program
Motor vehicle crashes cost US employers over $60 billion annually in medical costs, legal expenditure, property damage, and lost productivity. While costs by state and Industry vary, on-the-job crash injuries (fatal and non-fatal) amount to about 6.5 percent of all crash injuries. As a result, the cost of workers’ compensation, Social Security benefits, health and disability insurance continues to rise. An investment in a comprehensive motor vehicle accident prevention program can be a winning approach to reducing these expenses and an effective tool for helping limit your company's liability exposure.Consider the Savings According to the National Highway Traffic Safety Administration’s report entitled “The Economic Burden of Traffic Crashes on Employers” (request a free copy of the 35-page report on the author's web site), the average crash costs an employer $16,500. An employee that has an on
ing product to market just in time.
4. Who is your competition, what are their strengths, and why are you a better choice for your prospects?
It may shock you (on the other hand, it may not) how many CEOs cannot provide a compelling answer to this question. Recently, I was at a meeting for Microsoft Business Solutions Partners, and spoke to a number of the VARs who came to improve their marketing programs. When I asked about their competitive advantage, three separate resellers answered telling me how long they had been in business, and how well they understood their customers. Yeah? Well, so what. If you don’t want to get blindsided by your competitors, you need to understand their capabilities. And if you want to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalab
Top Ten Business Franchises for Car Enthusiasts
The following franchises are some of the industry's best franchises for car enthusiasts. They are not ranked in any particular order and all serve different aspects of the automotive market. If you are interested in a franchise that deals with cars or the automotive industry then read the following list and you will be well on your way to finding the best franchise for you.#1 Maaco Collision Repair and Auto Painting FranchiseCar enthusiasts love the Maaco Collision Repair and Auto Painting franchise even though they don't have to be experts to run this business. The Maaco system really takes care of everything. With this franchise you will not worry about being out in the market with no support. There is technical expertise available, market development, and even hands on training. Assistance is offered for real estate purchases and financing, and even crew training and recruitment aren't left for y
t to outflank them in turn, you’d better have ammunition more powerful than your length of service.
5. How important is "service" to your clients, and how do you plan to deliver it?
Some markets high service, some do not. What about yours? If you are playing in a market where customers expect to get their hands held, you need to be geared up for it. A client of mine in educational ERP software implemented a big (and effective) sales push, only to have their Help Desk swamped with new customer service requests. Ultimately we fixed this with a new support policies, a knowledge base, an active user forum, plus effective staff training -- but it almost sank the company.
6. Is your business model scalable? In other words, could you grow your business by x%, without your expenses growing by the same ratio?
If not, you can never be more profitable -- in percentage terms - than you currently are. You may sell more, and earn more in absolute terms, but for each dollar you sell, you will make the same, or likely less, money. This means that an acquirer will not pay a financial premium for your business, because adding money to your business won’t make it more profitable.
7. What are they 3-5 critical factors for your business’ success? How would you rate your company in each factor, from 1-10, with 10 being the best?
Where do the profits in your business come from? What are the areas where you beat the pants off your competitors? Why do clients seek you out? These are the critical areas of success -- and you’d better be damned good at them. Rate yourself on each, and create an improvement program wherever you are lower than an 8. I’ve done this exercise with many of my clients, and it has probably created more value than any other.
8. What portion of your business operations have documented, repeatable, scalable systems? Are there systems which cover the critical success areas?
This is the solution to the problem raised in question 6. It is also your ticket to a well-earned vacation. Ask yourself, if you left for four weeks without voice mail or e-mail, would your business be better than you found it, about the same, or a smoldering ruin? You may think that not all areas of a software company lend themselves to systemization, but all the important ones do. Sales? Marketing? Product development? Customer service? Consulting? All systemizable.
9. How good are your finances?
Your financial picture and your market share, analyzed in the context of a growing or shrinking market determines the future of your company. If you’ve got lots of surplus cash you can whether anything. You can create completely new products if you have to. Next best thing is strong cash flow out of which you can pay for development, buy a competitor, or expand revenues with new technology. (One of my clients recently reinvigorated their business by buying a non-competitive player selling products to their legal clients.) But if your bank account is poor and your cash-flow weak, you are in a tough place -- particularly if your market is shrinking. My Grand Strategy Model would tell you to sell your company for whatever you can get, and invest the proceeds in a healthier market sector.
10. Is your market growing or shrinking and what is your current market share?
This is the other key to the Grand Strategy. If you dominate your market is there enough room to grow? And if not, who can you steal business from? If your market is expanding there may be years of growth left, but if it is stable or shrinking, the forecast may not be so good. This is where cash

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