Casual Articles - Business

IT Marketing: Find the Decision Makers
The best way to grow beyond your customer base is to do some more IT marketing by getting out there in the community and meeting other people that are the decision makers. The key thing is to find the people that are most likely to be your decision makers. In this article, you'll learn how to connect with decision makers for your IT marketing efforts.For example, if you're targeting the small business owner and manager, you're going to meet a lot of branch managers from banks, but they're probably not going to be the right decision maker for you. You may meet a lot of executive directors from non-profit organizations, but they don't have a lot of money to

tiation finishes abruptly with an "I don't care - do what you want" from either party when the realisation dawns that one party can't "win".

When a moderate degree of concern for both dimensions of negotiating behaviour is expressed, "Compromise" behaviour is produced. This pattern is characterised by compromise, meeting the other party's half-way, looking for trade-offs, splitting the difference, and other half-way measures. Conflict reduction is valued over synergistic problem solving. Find an acceptable agreement is the objective of this negotiator's style.

Sometimes this style is mistakenly described as "win"-"win". From a purely personal point of view, in what I might label, "serious negotiations", accommo

How Can You Overcome Your Competition
Are you in a business of having competitors? Competition has reached a new height with the invention of internet. When supply is more than demand, how can you overcome it? How do you ensure your customers continue to buy from you? You will find out a simple and practical way to outdo your competitors.The product or service you offer must be unique, better or even outstanding in some way if you are selling it in sufficient quantities to be successful. It cannot be a "me too" product. It has to have special strengths or qualities that make it different from any of the other products or services that compete with it or that can be used as a substitute for it.

I read earlier this year that the Palestinian Prime Minister had received support from militants to give up their weapons in exchange for government jobs. On face value it struck me as a stark example of the difference between a person's interest and position. The position of the "militants" is well publicised, their interests however, appear to be more personal. Job security providing an income to support their families is closer to their interest.

In negotiations, we often concentrate on positions rather than interests and we get a negotiation result which does not extract the greatest possible value out of the negotiation and may damage relationships.

In "Getting to Yes: Negotiating Agreement Without Giving In", a classic text about negotiating, Roger Fisher and William Ury, explain: "Your position is something you have decided upon. Your interests are what caused you to so decide." In most negotiations, defining differences in terms of positions means that at least one party will "lose" the negotiation. When a difference is defined in terms of the parties' underlying interests it is often possible to find a solution which satisfies both parties' interests.

In a negotiation, the two parties usually have two concerns. One is about the substance of the negotiation and one is about the nature of the relationship between the negotiating parties.

When a high degree of concern is expressed for the substance of the negotiation and a low degree of concern is expressed for the relationship of the parties, a "Defeat" behaviour pattern is produced. This pattern is characterised by win-lose competition, pressure, intimidation, adversarial relationships and the negotiator attempting to get as much as possible for him/her. Defeat the other party at any cost becomes the negotiator's goal

Interestingly, research shows that males favour the "Defeat" approach more than females. A testosterone induced negotiating style perhaps?

When the focus is building a compatible relationship in the hope that the negotiation will be successful, an "Accommodate behaviour pattern is produced. This pattern is characterised by efforts to promote harmony, avoidance of substantive differences, yielding to pressure to preserve the relationship and placing interpersonal relationships above the fairness of the outcome.

When a low degree of concern for both the substance of the negotiation and the relationship with the other parties is expressed, a "Withdraw" behaviour pattern is produced. This pattern is characterised by feelings of powerlessness, indifference to the outcome, resignation, surrender and taking whatever the other party is willing to concede. Withdraw and remove oneself becomes the behaviour of the negotiator.

Withdraw is a negotiating style at times seen in negotiations between parents and teenage children flexing their wings of independence. The negotiation finishes abruptly with an "I don't care - do what you want" from either party when the realisation dawns that one party can't "win".

Sometimes this style is mistakenly described as "win"-"win". From a purely personal point of view, in what I might label, "serious negotiations", accommo

What Is Unemployment
In economics, unemployment refers to the condition and extent of joblessness within an economy, and is measured in terms of the unemployment rate, which is the number of unemployed workers divided by the total civilian labor force. Hence, unemployment is the condition of not having a job, often referred to as being "out of work", or unemployedThe terms unemployment and unemployed are sometimes used to refer to other inputs to production that are not being fully used, for example, unemployed capital goods.The history of unemployment is the history of industrialization. It was not considered an issue in rural areas, despite the "disguised unemployment

In", a classic text about negotiating, Roger Fisher and William Ury, explain: "Your position is something you have decided upon. Your interests are what caused you to so decide." In most negotiations, defining differences in terms of positions means that at least one party will "lose" the negotiation. When a difference is defined in terms of the parties' underlying interests it is often possible to find a solution which satisfies both parties' interests.

In a negotiation, the two parties usually have two concerns. One is about the substance of the negotiation and one is about the nature of the relationship between the negotiating parties.

Interestingly, research shows that males favour the "Defeat" approach more than females. A testosterone induced negotiating style perhaps?

Sometimes this style is mistakenly described as "win"-"win". From a purely personal point of view, in what I might label, "serious negotiations", accommo

Stop Managing and Start Leading
Ask any group of managers if they view themselves as an elite within their organization and you can be sure they will deny it. You'll hear comments such as: "I have an open-door policy" and "I take pride in always being accessible and approachable." And in most cases, these managers will really believe what they are saying. What they don't realize, however, are the many invisible barriers — the "glass doors" — they put in place.Leaders remove these barriers and that is part of what separates them from managers.Management perks and privileges — such as parking spaces or special offices — create separations. Similarly, employees find it hard to get a

iation and a low degree of concern is expressed for the relationship of the parties, a "Defeat" behaviour pattern is produced. This pattern is characterised by win-lose competition, pressure, intimidation, adversarial relationships and the negotiator attempting to get as much as possible for him/her. Defeat the other party at any cost becomes the negotiator's goal

Interestingly, research shows that males favour the "Defeat" approach more than females. A testosterone induced negotiating style perhaps?

Sometimes this style is mistakenly described as "win"-"win". From a purely personal point of view, in what I might label, "serious negotiations", accommo

MANAGING CRISIS; when you're too good at it
When you are acclaimed for excellence during times of crisis you may not feel so good in a non-crisis environment. You may not shine so bright, perform so well, be quite so acclaimed. If crisis is how you satisfy your personal need to be needed, to feel accomplished, to be respected, to be heard, to be noticed, blah blah blah, then you will naturally seek out, create, attract, be drawn into situations that will allow you to meet this need. Your environments and relationships will be filled to the brim with one crisis after another. Perhaps there’s a better way to get your need met. Perhaps there’s a way to feel needed and still exist in peaceful, co

avoidance of substantive differences, yielding to pressure to preserve the relationship and placing interpersonal relationships above the fairness of the outcome.

Sometimes this style is mistakenly described as "win"-"win". From a purely personal point of view, in what I might label, "serious negotiations", accommo

How to Maximize Your Potential as a Traveling Nurse
It never fails to surprise me how many nurses express their frustration with the world of travel employment. Most often, they wonder why they aren’t finding the assignments they want and deserve; they wonder why placements can take so long; and they wonder why their agencies aren’t doing more to help.It’s understandable nurses feel like this. Finding the right opportunity can be a timely, stressful, or ultimately unfulfilling process, especially if their placement agency isn’t putting in a lot of time on their behalf. However, what many nurses fail to realize is that to be successful as a travel nurse, there’s some work that should be done on their part,

tiation finishes abruptly with an "I don't care - do what you want" from either party when the realisation dawns that one party can't "win".

Sometimes this style is mistakenly described as "win"-"win". From a purely personal point of view, in what I might label, "serious negotiations", accommodate is the least fulfilling negotiating style.

When a high degree of concern for both the substance of the negotiation and the relationship with the other parties is expressed, a "Collaborative" behaviour pattern is produced. This pattern is characterised by searching for common interests with the other party, problem solving behaviour and recognizing that both parties must get their needs satisfied for the outcome to be entirely successful. Collaborative behaviour and synergistic solutions are the result. Working to build a win-win outcome is the main goal of the negotiator.

When negotiating parties concentrate on interests, a collaborative style is a likely result. When negotiating parties concentrate on positions, it becomes almost impossible to have a collaborative style.

In the late eighties and early nineties, when procurement was becoming seen as an opportunity to reduce costs in the automotive industry, the concentration was on positions. The auto manufacturers demanded a reduction in supplier costs of at least ten percent. Suppliers offered less and eventually an agreement was hammered out. The result was a reduction in costs, but with variable quality and some suppliers not surviving.

In the late nineties, procurement tactics transformed to an understanding of interests. The common interests were in mutual viability. Favoured supplier status was bestowed on those suppliers willing to work together to reduce costs of the entire supply chain from design to delivery. The result has been cheaper cars, more reliable quality and more viable manufacturers.

Negotiations need not be about win-lose or even win-win. They can be about just simply "WIN"

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The United States Postal Service or USPS has listened to its customers and realized the need for more convenience in postage. Giving people the option to print postage in their own home has led to a booming market for online postage companies.

Is your advertising copy getting the results you want? If not, look at your current marketing to see if you're making one of the major copywriting mistakes: Selling features instead of benefits. Tell...

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