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Casual Articles - Business Triage
Do you have a bio that really touts your talents? Do you have a bio that demonstrates how good you are at what you do? Do you have a Big Head Bio? That means exactly what you think. It is a bio that screams from the page, I am great at what I do!Recently I submitted a profile, my bio and a pitch letter in an effort to get a company to hire me as a speaker. A colleague saw the bio and said that I had a big head and was full of myself. Was I embarrassed? Actually, I was embarrassed, but not for myself, for her. The way I see it is that if I don't market myself, who will? After our debate, she reread my bio and wholeheartedly agreed. She even asked me to help her create her own personal BIG HEAD BIO. My complete bio is five pages long. I have several abbreviated versions to adapt for any occasion. I'm not suggesting tha
Arnie knew that he had a disaster on his hands. His needs (refrigerator) exceeded his resources (electricity). Arnie needed to make a simple triage decision. He ha
Closing sales no longer requires sales closing techniques. Do any of the following sound familiar?1. The attitude close 2. The alternate choice close 3. The voice inflection close 4. The fear of loss close 5. The alternate of choice closeThese are all examples of different sales closes made popular by Sales Guru Zig Ziglar in his best selling sales books in the 1980’s. Do you use any of these? If so, don’t you realize how immature you are?Zig Ziglar was a master sales professional in his time. But his techniques are outdated. We are now in a new century. The leading sales people in the 1980’s are the CEOs, presidents, executives, and decision makers that you are now trying to sell to. They have read Ziglar’s books and know and understand the sales srategies that he taught. Sales closes
But what does triage have to do with business?
If a business is doing well, absolutely nothing.
However, in a global economy where labor is cheaper for “the big boys” overseas and markets are flooded with less expensive goods, where disgruntled employees or other malcontents take out their frustration on a business directly or its customers there are few businesses that do not regularly suffer a disaster. The problem is, they don’t know how to recognize one when it comes.
The first lesson from the disaster field office are the definitions: a disaster is when your needs exceed your resources. It’s a simple mathematic equation:
Disaster = Needs > Resources
A catastrophe is when your needs exceed all ability to respond. Again, it’s a simple mathematical equation:
Catastrophe = Needs > Ability to Respond.
Resiliency is defined in many ways. One definition is even of a book on the subject, Mastery Against Adversity (Disaster Life Support Publishing, 2007). But the simplest definition is that resiliency is the opposite of disaster. It is when your resources exceed your needs, or mathematically: Resilience = Resources > Needs.
The second lesson from the disaster field office is every business must have resilience to survive its disaster.
The third lesson from the disaster field office is that there are acceptable losses. Several years ago when New York City suffered its most recent blackout Arnie, who owned a small convenience store and ice creamery faced a business triage decision. With the power out he had ten flavors of ice cream in the cabinet that would soon melt. At 5 gallons per flavor there was slightly less than 50 gallons of ice cream up front. This was a small loss, but it would be compounded by the fact that he had over 100 gallons of ice cream in the back.
Arnie knew that he had a disaster on his hands. His needs (refrigerator) exceeded his resources (electricity). Arnie needed to make a simple triage decision. He had
WHY ARE YOU WRITING THIS BROCHURE OR SALES LETTER?A great deal of money is wasted each day putting out useless sales and marketing material. Material that was written for the wrong reason or the writer forgot its purpose after he started writing it or fell in love with his own words.The single purpose of any marketing communications is to get the reader to take action. That action may be to request additional information or to phone in or send in an order. Before you write any marketing document be sure you are clearly focused on this point. As you write each sentence and each paragraph, constantly ask yourself whether what you are writing will get your prospect to act.It is easy to get sidetracked but don't fall into this trap.. Your purpose is not to tell the readers how clever you are or how great your
The first lesson from the disaster field office are the definitions: a disaster is when your needs exceed your resources. It’s a simple mathematic equation:
Disaster = Needs > Resources
A catastrophe is when your needs exceed all ability to respond. Again, it’s a simple mathematical equation:
Catastrophe = Needs > Ability to Respond.
Resiliency is defined in many ways. One definition is even of a book on the subject, Mastery Against Adversity (Disaster Life Support Publishing, 2007). But the simplest definition is that resiliency is the opposite of disaster. It is when your resources exceed your needs, or mathematically: Resilience = Resources > Needs.
The second lesson from the disaster field office is every business must have resilience to survive its disaster.
The third lesson from the disaster field office is that there are acceptable losses. Several years ago when New York City suffered its most recent blackout Arnie, who owned a small convenience store and ice creamery faced a business triage decision. With the power out he had ten flavors of ice cream in the cabinet that would soon melt. At 5 gallons per flavor there was slightly less than 50 gallons of ice cream up front. This was a small loss, but it would be compounded by the fact that he had over 100 gallons of ice cream in the back.
Arnie knew that he had a disaster on his hands. His needs (refrigerator) exceeded his resources (electricity). Arnie needed to make a simple triage decision. He ha
There are very few careers in today's working environment which can safely be thought of as being 'permanent'. Shifts in world trade, competition from Third World countries, the decline of manufacturing and traditional industries in the UK, and the rise of the service sector have already made an impact on the range of careers and jobs available. The unknown quantities of the engineering East European economics and the effects of closer integration within the EU will impact further in the future. Other factors are also playing their part: the rapid expansion of technology into almost every workplace; the increased emphasis on value for money, demands for greater productivity, and the need for a more flexible, multi-skilled workforce.Changing direction can be like taking a leap into the dark: perilous and often frighteni
Disaster = Needs > Resources
A catastrophe is when your needs exceed all ability to respond. Again, it’s a simple mathematical equation:
Catastrophe = Needs > Ability to Respond.
Resiliency is defined in many ways. One definition is even of a book on the subject, Mastery Against Adversity (Disaster Life Support Publishing, 2007). But the simplest definition is that resiliency is the opposite of disaster. It is when your resources exceed your needs, or mathematically: Resilience = Resources > Needs.
The second lesson from the disaster field office is every business must have resilience to survive its disaster.
The third lesson from the disaster field office is that there are acceptable losses. Several years ago when New York City suffered its most recent blackout Arnie, who owned a small convenience store and ice creamery faced a business triage decision. With the power out he had ten flavors of ice cream in the cabinet that would soon melt. At 5 gallons per flavor there was slightly less than 50 gallons of ice cream up front. This was a small loss, but it would be compounded by the fact that he had over 100 gallons of ice cream in the back.
Arnie knew that he had a disaster on his hands. His needs (refrigerator) exceeded his resources (electricity). Arnie needed to make a simple triage decision. He ha
There is, understandably, a never-ending push in the health care industry to improve quality, performance, and the overall patient experience. To continually evolve and improve, hospitals and larger medical facilities utilize a wide array of tools in performing self assessments and benchmarking – one of which is the patient satisfaction survey. Smaller practices, consisting of even just one or two providers, can benefit by following the lead of the major organizations as there is a wealth of information to be learned by listening to your patients.Regardless of the size of your practice, offering patients the opportunity to anonymously voice their concerns is an excellent way to obtain candid, honest feedback on your practice. Satisfaction surveys will help you: Identify areas for improvement,
The second lesson from the disaster field office is every business must have resilience to survive its disaster.
The third lesson from the disaster field office is that there are acceptable losses. Several years ago when New York City suffered its most recent blackout Arnie, who owned a small convenience store and ice creamery faced a business triage decision. With the power out he had ten flavors of ice cream in the cabinet that would soon melt. At 5 gallons per flavor there was slightly less than 50 gallons of ice cream up front. This was a small loss, but it would be compounded by the fact that he had over 100 gallons of ice cream in the back.
Arnie knew that he had a disaster on his hands. His needs (refrigerator) exceeded his resources (electricity). Arnie needed to make a simple triage decision. He ha
How would you like to see your Service Department? As a necessary but problematic resource drain or as a resource that provides a positive and healthy ROI? We think most executives would prefer the second option. In this article, we make the case that a centrally positioned service department can act as a catalyst across many other functions to improve the efficiency of your company’s product development lifecycle, while improving your profit margin as your product moves into the marketplace.By following these six steps, we show you how you can turn your service function into a more profitable resource that achieves your corporate objectives. Although the steps can be implemented individually or as resources allow, best results can be realized when the steps are implemented simultaneously.(1) Involve Service ear
Arnie knew that he had a disaster on his hands. His needs (refrigerator) exceeded his resources (electricity). Arnie needed to make a simple triage decision. He had to decide where he could focus his efforts and his remaining resources so that his business would in fact reopen when the power came back on. He also needed to plan for as short a recover as possible. It takes a lot of effort to get rid of over 100 gallons of ice cream and a lot of dumpster space. The clean-up would be horrendous and if the disaster lingered too long his store would be filled with stench of sour milk and rotting ice cream.
Arnie ran a neighborhood store and his customers had already been in to purchase what he had on hand. With an old cigar box he had given up his computerized register and was going business “the old fashioned way”. But what to do with the ice cream?
Arnie doesn’t know if he was the first store owner to think of it, but in the sweltering heat Arnie struck upon an idea, give it away. After all, what would he be losing? The product would be ruined before refrigeration could be returned. So he simply gave away the ice cream. A small handmade sign in the window soon drew people in off the street. “Free Ice Cream.
In no time he had a line. He was giving away the ice cream, but what to hold it in? Ice cream cones! The cones were actually cheaper than Styrofoam cups, and Styrofoam have an unlimited shelf life. Would the ice cream cones go bad during the blackout? No, but you can’t give people ice cream in their hand, and the small loss in the cost of ice cream cones was less than the larger loss than the cost of Styrofoam cups.
To Arnie’s amazement, many people tried to pay him for the ice cream. Wanting to get rid of it as quickly as possible, before it all went bad and he had to carry it out back where it would create a horrendous stench, he simply refused. To his greater amazement people began to buy other items in the store, items that in all likelihood he would
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