Skip The Basics Carbon Copy Pro Enhances Business Automation

Carbon Copy was designed by Alan Moore, Jay Kubassek and Aaron Parkinson in 2004. Carbon Copy is an elite program that teaches network marketers how to build successful home businesses. According to leading marketing researchers, over 60% of network marketers fail within the first two years of their operations.

CCpro’s foundation is based Wealth Masters International (WMI) financial products to enhance financial management to help network marketers learn how to make, manage, and multiply their income effectively.

Jay Kubassek’s plan was to help network marketers establish numerous income opportunities to keep money in their pockets while building their business. The whole objective of CCpro is to encourage marketers to channel their energies in different directions to ensure success.

This is called the funded proposal.Another important aspect of the system is removing the stigma of promoting one’s business. Forget about the business- focus on promoting your skills, experience, and capabilities with customers. The initial discovery of this technique helps network marketers position themselves as leaders in the industry.

A well-rounded background and training program is available as well:

* Lead generation system
* Business Management and Marketing training
* Personal Development
* Effective sales page for great sales opportunities
* Automated income from a proven sales system

In the beginning, network marketers are given the opportunity of a lifetime. Carbon Copy Pro removes the hard work from owning a home-based business; its functions are controlled by the Elite Millionnaire Mastermind Group. Your responsibilities are to provide the leads and the system makes the sale.

What more could you ask in acquiring a home based business online?

The educational resources, excellent support, and high-converting sales page makes the Carbon Copy Pro the only system that can ensure success. You receive training in every aspect of the business including marketing, coaching, and setup. Marketers get the best of the best in learning through webinars, forums, business coaching, and more.

The initial investment of $400 gets everything rolling for your online business. Your investment helps you gain access to the most successful marketing family available as well as resources to improve your overall business experience. If you want to leave the sales to professionals, you can do so. You have to put forth an effort in establishing yourself in the industry; the beauty of using Carbon Copy Pro is that it will not take you very long to stand above the rest.

Risk Management The Three Lines Of Defence

The three lines of defence principle is a long and well established concept that has been deployed in a variety of industries and situations.
In the insurance industry the three lines have consisted of the following:
The business  the day-day running of the operation and the front-office
Risk and compliance  the continual monitoring of the business
Audit  the periodic checking of risk and compliance.

In part this approach is the solid foundation upon which firms can protect themselves against a range of potential risks, both internal and external, and to a degree it is an approach that is forced upon them through regulators insistence on external audits as well as on an embedded risk management capability.

As reliable and well proven as the three lines of defence concept is throughout the insurance industry, it is in need of an update. In todays market there is a far greater number of risks and regulations and an ever-increasing level of complexity in business. Simply being sure that every major risk is in hand is a difficult task.

It is not so much the concept of the three lines of defence that needs to be overhauled but the way that these three lines communicate with each other and the relationship between them.

The complexity of todays market affects the risk and compliance function more than any other. In the majority of organisations management of the various different forms of risk  operational risk, compliance risk, legal risk, IT risk  are all carried out by different teams, creating a pattern of risk silos. This situation leads to a number of negative consequences. The first of these concerns efficiency.

These risk silos each gather their information by asking the business to provide various information relating to their daily tasks and any potential risks associated with them. Because of the silo structure, the business will find itself being asked for this same information on a multiple of occasions. This not only leads to inefficiency due to the duplication of effort, it can also lead to frustration from front office staff and subsequent disinclination to engage with risk management.

Such is this level of frustration that, according to one insurer which recently appointed a new chief executive, when the new head asked his staff what single change would make their life easier he was told to do something about the endless questionnaires and check sheets that they have to fill out to satisfy risk managers and compliance officers.

While frustration among staff is never a positive development, any companys risk management programme depends on getting buy-in from the staff so anything that threatens the success of this programme has to be addressed.

Perhaps more importantly there is also an inconsistency due to the different ways this same information will be interpreted by different risk teams. This disparate relationship between risk teams can also lead to a lack of recognition over potential correlations between various risks. For example, the recent sub-prime crisis that has affected so many banks may have been avoided if there had been more co-ordination and communication between the credit department and those selling mortgages to people with bad credit.
Similarly the 6.4 billion loss at Socit Gnrale was the result of several risk oversights, combining a lack of controls on individual traders as well as a failure to implement various checks on the trading systems themselves. There was also a negligence of market risk factors with risk management not highlighting a number of transactions having no clear purpose or economic value.

Major risk events rarely result from one risk and most commonly involve a number of potential exposures all combining. Consequently insurers need to be more joined up in their risk management and more consistent in the way that risk is reported across the organisation.

For those individuals charged with the responsibility for enterprise-wide risk management, their task is made harder by the inconsistent formats that they receive their risk information. For example, interest rate risk may be reported as a single Value at Risk number, whereas regulatory compliance or operational risk may be expressed through a traffic light format. How is a chief risk officer, or indeed a CEO, expected to rank such disparately expressed exposures?

What organisations are now looking to do is to gather all of the various risk information in a consistent format for their chief risk officers to work from. So having a common framework for this process is crucial.
There are various initiatives in the insurance industry  ICAS, Solvency II and, often, the Basel Accord  all of which have contributed to the growth of risk and compliance teams. The chief requirement for all of these regulations is capital adequacy, meaning that insurers have to set aside a calculated reserve of capital to cover a number of potential risk scenarios.

However, regulators will say that they are not simply looking for firms to fulfil their most basic regulatory requirement and to set aside a defined sum of money to cover a list of risk scenarios. Instead they are looking for firms to concentrate on the methodology used to arrive at these numbers, and on ensuring that the risk management process is thoroughly embedded throughout the organisation and scenario analyses bring together risk information from all of the various risk silos.

Scenario analysis is one approach that firms are using to meet their regulatory requirements but effective scenario analysis is very much based on the ability to collate and correlate risk information from all over the organisation.

For the internal audit teams, their primary concern is to be more effective and to ensure that they are not simply repeating the work of the risk and compliance teams and are adding value by rigorously testing this work. Such a task requires access to this information and, ideally, to be using the same common framework as the risk and compliance teams so that information can be seen in the correct context.

We are seeing much greater independence and objectivity in the internal audit role, says Simon Rogerson, head of internal audit at Zurich Financial. In an increasing number of organisations the internal audit function is no longer confined to existing within a corner the finance department and has more direct communication with senior management.

The Role of Technology:
According to Rogerson, the use of technology to facilitate the evolution of the three lines of defence is a new development in the insurance industry. Because it has been hard to clarify the different lines of defence and their relationships, it has been difficult to build a business case for a new system and to build the necessary workflow around these different roles.
The situation is exacerbated by the presence of separate legacy systems in the business, risk and audit departments. Everyone is aware of the weaknesses in their own systems but this knowledge does not always translate across the three lines of defence. This leaves most insurers with two choices. The first is to go back to the start and design a new all-encompassing system from scratch. The second choice is a system that supports common processes and reporting while allowing each function to continue using specialist solutions that suit their own needs.

I think the successful firms will be those that recognise there are different functionalities in these different spaces but they are all able to communicate with each other in a common language and through common systems, says Rogerson. Observations can be shared and specific risk issues can then be discussed through an email exchange and summary reports can be automatically sent out to managers.

For internal auditors a lot of their work is manually-based, says Rogerson. But technology would enable us to do these things quicker and more accurately. The system would also enable us to make certain risk issues generic so that where a risk is identified in one office or department we can then alert all the relevant risk managers in other departments and offices to see if this risk has been recognised and if there are processes in place to manage this risk. By automating this identification of risk, it enables insurers to take a smarter, more efficient and more global approach to the internal audit function.

For risk managers it is about simplifying the process. They have a limited set of resources and want to make as much use of them as possible. In order to achieve this, it often means involving the business in carrying out much of the risk process  controlled risk assessments through recording any losses or the breaches where these losses occur. By conscripting the services of their business colleagues, risk managers are able to concentrate on the value-added side of their work and their role.

There are also some wider benefits to the organisation from such a system and the principle behind it. The more that front-office staff is exposed to the mechanics of the risk management process, rather than being repeatedly petitioned for the same information from multiple parties, the more they are aware of its importance and their role in it.

Decades ago, total quality management was a fashionable concept in many organisations. The frailty of this concept was that in having a dedicated management team in this area, the rest of the business could assume that quality was no longer their problem but someone elses. This same misconception could be applied to risk and compliance, unless the business is kept well-informed of the risk management process and their own role within this process. Therefore it is important to make everyone realise that risk is their problem too.

Relationship Marketing 101 for Authors

There is such a sense of relief and excitement when you see the finished results after publishing your first book because you have DONE IT… your book has been released to the world and you are now officially a published author!

But then at some point it finally begins to dawn on you that getting your book into the hands of readers is going to involve the one thing that most writers truly dread… self promotion. Ugh!

Enter Relationship Marketing

There is no way around the fact that if you want to get your book into the hands of enough readers to make a difference to you (financially and emotionally), you’re going to have to be the driving force behind marketing your book.

The good news is there is a decidedly non-sleazy form of self promotion and it’s called relationship marketing. The term relationship marketing was coined by Leonard Barry and simply means a form of marketing which goes beyond advertising and sales to emphasize customer relations, retention and satisfaction.

Basically it involves becoming a resource and building trust with your target audience, not just so they will buy this book, but so they will buy the next and the next. And if all goes well, if you do this relationship marketing thing right, your customers will pass the trust they have in you and your product (book) on to the people within their sphere of influence.

The problem is that there is a lot of misconception about the right way to do relationship marketing, and far too many bad examples around for unsuspecting newbie authors to emulate.

How to Fail at Relationship Marketing in 5 Easy Steps

Not bothering to establish your book’s position in the marketplace or create a branding strategy that clearly tells readers why they should buy your book rather than all the others.
Not taking the time to identify and understand your target audience well enough to know their concerns or how to talk to them.
Not understanding or being able to communicate how readers will benefit from your book. If you can’t tell them, how are they supposed to know?
Assuming relationship marketing is about becoming pals or revealing personal information to prove you are “authentic.”
Rewarding a reader for joining your list and trusting you with their email address by treating them to message after message about buying your book.

Relationship Marketing Done the Right Way

Okay so maybe that last one was a little harsh, but sadly all too common. So the obvious question then is, what is the RIGHT way to do relationship marketing? The easy answer is by writing a really great book and doing the opposite of the above points to market it, but there’s more to it than that.

Take the time to create a marketing plan that includes establishing your book’s place in the market, the benefits for your readers, keywords and phrases that you’ll use consistently to brand and communicate what is unique about your book.
Follow the 80/20 rule. This simply means that 80% of the time you focus on activities that establish you as a resource in your field and build relationships, and 20% of the time promoting the benefits of your book.
Understand that relationship marketing is not about getting all warm and fuzzy with people you hope to sell your book to. While it does happen at times that you become friends you’re your influencers or ardent fans, never forget the ultimate purpose of relationship marketing is getting your book into the hands of people who will benefit from reading it – either as entertainment, information or education.Your readers want to trust you provide a good product (book) and service, not date you.
Finally, get over any aversion you may have about the notion of selling. Selling is not a bad thing, we all sell. When you talk your daughter into piano lessons for her own good, you’ve just sold her. When your wife talks you into going to the opera instead of a football game for date night, she’s sold you. (Big time!)

Unless you wrote your book for your own gratification and amusement, you will need to embrace the reality that getting your book into the hands of readers involves building relationships and marketing your book – it’s how you go about it that makes all the difference. That’s where mastering relationship marketing the right way can help you succeed.

Reasons To Hire A Small Business Marketing Consultant

Many business owners operate under the false assumption that marketing consultants are only affordable for larger companies. In truth, there are many benefits to hiring a small business marketing consultant, as outlined below.
What Marketing Consultants Do
First, here’s a look at just what a small business marketing consultant does for organizations:
Overall business evaluation. It’s hard for new business owners to evaluate their young organizations. A small business marketing consultant can pull from years of business experience to assess the weaknesses and strengths of a fledgling business.
Strategic planning. Business consultants must have:
1. A strong educational record in business.
2. Extensive experience as a business leader.
3. Exceptional understanding of how business trends work.
These features allow consultants to provide suggestions on how a business can succeed. After learning about an organization and identifying major opportunities and obstacles, a small business marketing consultant should be able to create a strategic plan to lead the firm to success.
Marketing design. Chances are your small business marketing consultant can write excellent ad copy to draw in new customers. Beyond designing small business marketing strategies, consultants can construct complete marketing campaigns. From graphic design to copywriting and editing, a small business consultant can wear many different hats while helping your business succeed.
Project and process management. The consulting lifestyle appeals to many leaders in the business world. Indeed, most small business consultants are top business performers who have decided to shift to a different way of life. This means small business consultants usually have project management and process design skills, which they can employ to improve your business’s performance.
How Small Businesses Benefit
Now that we’ve reviewed just what a small business marketing consultant does, let’s explore the benefits of hiring such consultants:
A fresh perspective. Contracting with a consultant as one of your small business marketing strategies will bring you an unbiased, fresh perspective. Internal conflicts and ongoing office politics can limit one’s vision. Outside consultants are free of preconceived ideas about your business, so they can provide a fresh perspective.
High-quality help. As mentioned earlier, most business consultants have transitioned to consultancy from a star-studded business career. In other words, you’ll likely receive top-shelf advice from your consultant – and for less than the cost of a single employee.
Peace of mind. Partnering with a small business marketing consultant can help you feel calm and confident about the future of your business. With peace of mind, you can better focus on your organization’s core offerings and drawing in new business.
Cost and time efficiency. You get great bang for your buck when you hire a small business marketing consultant. Since most marketing strategy planning consultants charge hourly rates, you avoid paying employee-related taxes by hiring them. Moreover, consultants are experienced, versatile professionals capable of handling everything from social media to long-term strategic planning. Rather than bringing in a new crew of writers, marketers, project managers and designers, you can pay a trusted advisor on an as-needed basis. Hiring a small business marketing consultant maximizes cost-efficiency.
Clearly, there are multiple benefits to partnering with a small business marketing consultant. From creating comprehensive small business marketing strategies to performing overall business check-ups, marketing consultants can help your company shine.

Proven Approaches To Power Relationship Marketing

It should be a no-brainer for any business to realize that good customer relations and treatment can take a business a long way. Even though all business owners would admit that relationship marketing is important, the apparent fact is that most businesses fail miserably at it. If you aren’t able to keep your customers satisfied then it can get really difficult to grow your business and take to a new level. Today we want to share a few relationship marketing tips that have been proven to work well by other businesses.

You’ll want to begin by looking at your database for your customers, and hopefully you have a solid system in place for that information. No worries if you’re a small business with few customers, or you haven’t been keeping records because you can always start. Now, depending on what kind of business you deal with, the information you have about your customers will differ. The type of information stored is usually related to dates and products or services they bought. If you know their birthday, for example, then you can use that when their birthday comes around. So always remember that it’s a person’s emotions that are most important with buying. If you touch them in a positive and emotional-based way, then that will help them to keep you in mind when it comes to purchases. You’ll be able to cultivate positive emotions and feelings on the part of your customers toward your business. You need to provide additional value and surpass your customers’ expectations. The more you over-deliver to your existing clients, the better returns you will get because they would want to be associated with you. Offer them the appropriate solutions to their issues in a timely fashion and help them as much as you can. You will be able to gain their trust this way which will help your business expand.

Relationship marketing should always matter no matter what stage your business is in, however you can lay a lot of strong foundation if you do it right from the very start. There’s nothing wrong or no drawback when you engage another person in communications. You can always engage in positive relationship marketing at any point, and it’s something that should be done with everyone in your customer base. So it doesn’t matter at what stage you’re at with your business, relationship marketing is the kind of strategy that you can implement even if you’ve never done it before.

It is interesting to note that there’s a non-marketing aspect to relationship marketing. You can think of it in terms of simple human nature and relationships much like you do with a friend. You should always work hard to maintain excellent relations with your existing customers.

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Our Relationship With Money

Money. Each of us has a different relationship with it. We view it differently, use it differently and think about it differently. How we experience money affects our relationships with out partners, families, and friends; and it drives our choices for our careers, environments and activities. Money plays a role in our present and future – often stemming from the beliefs we have that are rooted in the past.

What is your current relationship with money?

What we don’t realize is that it is not about having money or not having it that affects our lives, it is about how the money or lack of it makes us feel, what we believe about it and how we act with it. Whether we feel abundance or scarcity often has nothing to do with our bank accounts. There are many with very little money who have great feelings of abundance in their lives (wealth and abundance has to do with more than just money), and there are also those with great monetary wealth who feel much scarcity in their lives. The word -enough- is often associated with both states. We feel abundant when we have more than -enough- of whatever it is we wanting and scarcity when we have -not enough-. Many of my clients come to me feeling some level of scarcity around money. They say they things like -if only I had enough money, then I would-.- The funny thing is, usually when I ask them to define (quantify) -enough- they are not able to do it. If we don’t know what -enough- is, how do we know whether we have it or not?

What role does money play in your current lifestyle? What role do you want it to play in the lifestyle you want to have?

Recently my husband and I talked about this very topic. We were away for the weekend, floating peacefully on a beautiful lake and we were talking about how much we are grateful for in our lives (the scenery helped). The conversation then turned to what we most want to add to our lives (things, experiences). At the end of that talk, we realized that much of what we want we could have right now, that the cost was not very much at all, yet we hold back in reaching for it. How often does that happen to you – you think that what you want is beyond your reach when really it is far closer than you believe. All you have to do is go for it.

What is it you truly want right now? How close is it? Of course, some of the things we want do cost more money than we currently have or want to spend, but what if there was still a way to have it, for far less money? One way to achieve this is to think about the essence of what you really want or are seeking. For example, if you want to travel the world, perhaps it is experiencing new cultures or tastes or scenery you are seeking; if you want a beach house, maybe it is the care free lifestyle, solitude or playfulness you are really craving. The essence is the why behind what you want. Values can also play an important part in figuring this out. Knowing what matters most to you helps you decide where and how to spend the money you have. For example, if you value learning and growth – you may spend on classes, books, degree programs, certification, coaching; if you value security – you may spend on insurance, a safe car, alarm systems; if you value health – you may spend on acupuncture, nutrition counseling, health clubs and whole foods. My example – I value beauty and creativity therefore I spend on art supplies and an occasional art class and weekends at the beach. I also love shopping so I frequent thrift stores – it connects me with my love of treasure hunting and gives me the ability to say -yes- to everything I want since the price point is low – it’s also great for the environment to reuse – and I’m donating to a good cause at the same time.

What is your WHY – the essence behind what you want in your life?

Another important factor in your future relationship with money is gaining control of it. That includes knowing where it is and how it is working for you – being aware and empowered is a critical abundance-building step. When I met Lori Williams of Wachovia Securities, I had a mishmash of investments that were so confusing I often -ignored- it. Getting everything organized and in one place, with a person whose knowledge I trusted was incredibly freeing. Lori helped me see the big picture of what -enough- means to me and my husband at this time in our lives. This was especially helpful as I had just started my coaching and speaking business and my husband was embarking on a full time music career – making our income unpredictable. This was a big step out of our comfort zones. Working with Lori gives us piece of mind. In her we have someone with the skills and knowledge we lack supporting us in maintaining the lifestyle we want to live.

What support do you have in your relationship with money?

It is now time to think about your future. You get to decide the role you would like money to play in achieving your life goals. It is also you who chooses how you will spend your money and what you will save it for. In order to spend in the areas you value, you can look at your overall money picture in several ways: by focusing on where you are spending now in areas you don’t highly value, how much you are spending in areas you do value, and uncovering the essence of what you want to shift how/where spending now. This is also a great time to find support, in a financial planner or a life coach (or both) so you can create and life your -best life- – it may be within your reach right now and you don’t even know it.

Network Marketing 7 Common Mistakes To Avoid When Building A Successful Home Based Business

If the network marketing business is so good then why 90 percent of the people see the opportunity but fail in it? The business idea of building a large organization is so simple yet not easy to accomplish.

In this article, we look at the 7 common mistakes to avoid when building a successful home based business.

1) I must find the Super Salesman / I must become the Super Salesman.
Many of us view the MLM business as a numbers game but a successful network marketing business builder looks at both quantity and quality of people. There is no doubt that sponsoring is the foundation of building a large organization. However, as concerned as we are about the numbers in our team, we would rather be sponsoring five teachers than five salesmen.

You see, we are not dismissing the fact that salesmen can be a great asset to your team. Sure, the salesman will automatically do very well in selling the high quality products your company offers. They are able to put together their own presentation and sell effectively to people around them.

However, we do not want to tell our people how to sell, we want to teach our people how to sponsor and teach to build a large organization. Likewise, if you are a sales person yourself or you have people who are sales oriented in your network marketing team, teach them how to sponsor and teach to build a sustainable organization.

It can be difficult because if for example, you tell your super salesman that you need to sponsor people to make the larger amounts of income, what will they do? They will go out there and sponsor 3 to 4 people a week. This is great isn’t it? However, you may then notice that people are dropping out as fast as they join your team. This is because you are not working with them effectively. Sooner or later, your super salesman will be discouraged by the high leaving rate and leave the organization as well.

In order to avoid this, our organization has to be built on the strong foundation by TEACHING OTHERS to sponsor and teaching them to teach others to do the same.

2) I need to sponsor the whole world to be successful.
The Super Salesman can sponsor 100 people in a short period of time but most (or sometimes all) of them will drop out of the business. Now, which do you feel you could do more quickly — sponsor 100 people yourself? Or sponsor 5 people who are serious and teach them how to teach their 5 to do the same?

The network marketing business concept works on the idea of LEVERAGE. There is absolutely no need to sponsor the whole world to be successful. Concentrate on working with five in your team and teach them also to work with their five and so on.

3) I only need to bring in one other person.
Most people think that you have duplicated yourself once you brought one other person into your organization. This is NOT true. The concept of true duplication only comes about when you have built your organization THREE LEVELS DEEP.

Take the example you sponsor ‘A’. If you leave and because you did not teach ‘A’ and he does not know what to do, that’s the end it. On the contrary, if you DO teach ‘A’ to sponsor ‘B’, ‘A’ will know what to do even if you go away from the organization. However, if ‘A’ does not know how to teach ‘B’ to sponsor, then again the structure will collapse and that’s the end of it too.

Therefore, in a team, it is imperative to teach ‘A’ how to teach ‘B’ how to sponsor ‘C’. Now, you are THREE DEEP and have successfully duplicated yourself. And the same goes for ‘A’, he or she has to build three levels deep as well to keep your team sustainable.

Marketing Strategy Planning How To Pinpoint Strategic Priorities

No matter what industry you are in, it is vital that your small business sets strategic priorities. Any small business consultant will tell you that organizations tend to fall into two extreme categories: Either they set no goals, or they set far too many.
The first group is too scattered to see reliable business growth; they have no direction, no long-term vision, and no real marketing strategy planning. The second group sets too many unrealistic goals and is repeatedly disappointed when they can’t hit their targets. As Verne Harnish points out in his book Mastering the Rockefeller Habits, “The organization with too many priorities has no priorities.”
Fortunately, there is a middle path: setting a realistic number of quantifiable goals to be achieved throughout the business year. Use the tips below to set strategic priorities for your small business. Consultant firms can provide additional strategic insights beyond the tips we’ve provided below.
Power of Five
Any small business marketing consultant can confirm that five is the magic number for setting priorities. If you set five priorities for your business, you will likely be able to achieve your goals without feeling overwhelmed or under-challenged. The first step for setting your organization’s top five priorities is to think about your long-term goals and how they flow within your company’s quarterly rhythm.
There are countless approaches for discovering long-term goals; Harnish, for example, recommends creating a one-page strategic plan that includes core beliefs, a main company purpose, 3- to 5-year targets and annual goals needed to meet those targets. Understanding the basic principles, you can play around with the format of your overall vision until it works for your organization. The point is that it’s essential to dedicate time to understanding your company’s main reasons for existing and using this background information to set strategic priorities moving forward.
Measurability and Scalability
When you construct your list of five priorities, make certain that each goal is quantifiable and obtainable by the end of the year. For example, “sell more” is too vague. This goal is completely open to interpretation – one person might say you’ve reached your priority if you sell a single dollar more than you did last year, even if your costs are higher. Another employee might argue that “more” should mean a significant boost in sales.
Set specific goals, which you can easily determine whether or not you’ve them. Here are a couple of examples of precise, quantifiable priorities:
-Launch our website.
-Complete a competitive analysis.
-Earn $400,000 in revenue.
Don’t fence yourself in too strictly. For instance, if all five of your priorities are aimed at one huge problem in the business, that’s fine. Let’s say your client base is dwindling – it’s completely appropriate for all of your priorities to be based around marketing strategy planning. The main thing is to choose five priorities that are measurable and attainable. Will your company be able to scale up if all five goals become reality? Make sure you’re prepared to actually launch into the future you imagine.
Timing is Essential
Avoid making assumptions about how quickly you’ll be able to achieve your priorities. Spread them out over the year, quarter or whatever timeline you’ve chosen. Remember that you and your employees will need to accomplish these special items in addition to your typical workload.
Regularly Review Strategic Priorities
The frequency with which you revisit your goals depends on your growth rate. For instance, a small business marketing consultant would recommend reviewing old goals and setting new goals on a quarterly basis if you are in a fast growth pattern. Harnish defines “fast growth” as 20-50 percent per year.) At minimum, your strategic goals should be reviewed annually.
Once your list of top five strategic priorities is solid, be sure to share it with everyone in your organization. Indeed, it may be helpful to have every employee create his or her own set of five priorities that can help the overall company meet its goals. Harnish refers to this approach as “alignment;” in a sense, it’s bringing integration to an entire firm by ensuring that everyone has their eyes on the same prize.
A small business consultant can be a priceless asset to your business as you set your priorities. A small business marketing consultant, for instance, can assess whether your target goals are attainable and provide recommendations on how each department or company can help boost your sales figures. Finally, when it comes to long-term marketing strategy planning, a small business consultant can provide an unbiased, outside analysis of how your firm is performing and what steps you can take to reach your business goals.

Knowledge Management Strategy Beyond Change Management

Knowledge Management (KM) is a relatively young concept, having been introduced less than 30 years ago. For many business management practitioners, KM is evolving into a proven strategy for their organizational success. But there are still many leaders out there that are struggling to understand the power of KM.

In order to clarify this ongoing struggle, it’s important to define what KM means in today’s business setting. An extremely important question is: What is Knowledge Management and how can it help my organization?

There are many definitions for knowledge management, including Wikipedia’s that states KM comprises of a range of practices used in an organization to identify, create, represent, distribute and enable adoption of insights and experiences. I’m partial to a definition I found in a thesis paper written by Dr. Michael Kull that simply defines KM as a business model for which companies can move from an industrial age of running a business into the information age. I don’t know which one of Dr Kull’s interviewees stated this definition, but for me, it sums up my feelings on how KM is changing the way businesses ought to be run today and into the future.

KM is a relatively new model and has only been around since the mid 1980s. There have been may pioneers who have written and spoken about KM, and Peter Drucker,a business management expert and author, has been on of the most influential and prolific thinkers about the KM movement.

The pioneers describe KM as having three phases from its inception. The approximate phase dates reflect the first phase occurring from 1985 to 1994. This phase was centered on collaboration and information sharing. The second phase, from 1994 to 2002, centered on information management and software advancements. The third phase, from 2002 to the present, centers knowledge innovation and the management of intellectual capital and intellectual assets as the primary business strategy.

Phase three will continue to impact how leaders conduct business processes such as customer management, marketing management, information management and performance management. For example, with the advancement of Web 2.0 technologies, workers are able to communicate and share in multiple formats like the popular social media sites or in company blogs, wikis or private web portals known as intranets.

The KM movement is shifting from the old school process of team meetings and water cooler discussions to the online world of instant messaging, emails, twitter (a micro blogging platform), Facebook and online virtual meetings. It is a larger model than just implementing change management initiatives seen during the total quality movement and six sigma days.

As workers and business processes continue to evolve with these technology enablers,leaders are being challenged to re-tool how they lead knowledge workers. The old management process of building organization charts in a hierarchy fashion is being enveloped by empowered workers who don’t want to be controlled, but rather allowed to be innovative and creative to build customer value. The 20th century business leadership curriculum is in conflict with how 21st century workers expect to be lead. KM is at the heart of this leadership evolution being witnessed today. KM as a management strategy is definitely gaining traction and is here to stay.

Importance Of It In Business

These days IT is crucial to the majority of businesses. Almost all companies use IT to some extent, making it important for employees to have proficient knowledge in the area. It is not longer just IT jobs where staff need a good knowledge of IT. Almost all office based jobs are now almost entirely based around computers and IT.

Having good IT skills gives you a major advantage over those who do not. Even if a role is not an IT job per se, IT knowledge may give you an advantage over other candidates and help you once you are employed. Employees are expected to know the basics of IT in most jobs and there is an assumption that you are able to perform basic computer related tasks. Email is often the main mode of communication, while employees are also expected to be able to write documents and use spreadsheets. In most cases the Internet is the main research method, so being confident using Google, for example, can be a must.

Most admin tasks in any business are now performed through the use of IT and for the large part the traditional numerous filing cabinets are gone. Accounting is usually done with spreadsheets, so accounting staff also need knowledge of IT. Even those working in shops and restaurant will use IT is certain ways, such as the tills. Anyone working in management in any job will need to be able to use computers to either a small or large extend, depending on the nature of their particular job.

With IT playing such an important role in business today, good IT training, either in education or once in employment, can make an important difference. IT is there to make life easier, but if you do not have the necessary confidence it can turn into a nightmare. Staff need to understand the processes they are using, and this requires sufficient training.

IT can be complex, especially in businesses that use it to a large degree, and as with all technologies there will be things that go wrong. Therefore support staff who can solve any issues are useful. Some companies will have a person, or even a whole team of people, whose sole job it is to run and maintain the IT systems and networks. IT is there to help, not hider, but if things are not managed properly it can cause a whole host of problems. The IT department and processes need to be managed for IT to have the best possible impact on a business. Things need to be in place so the business can make the most of the advantages IT offers.

Some will use some kind of IT methodology to keep their IT management on track. The most widely used methodology is ITIL, which stands for Information Technology Infrastructure Library. ITIL is a set of concept and policies for managing the IT within a business. Essentially it is the IT best practice.

Andrew Marshall