Fresh Starts

As 2007 is now here, millions of people worldwide, looked at the calender and made new commitments to be, do, and behave better than last year. Just like they did a year ago. We do not need to wait until a date on a calender to make a fresh start.

Do It Now.

Failed already?

Do it again. Start Fresh. There are days that seem to go terribly wrong. Stop. Start Fresh.

I have friends and co-workers who have lost their fathers to death in the past 30 days. Take the time to grieve. As someone who became an “orphan” 5 years ago after the unexpected death of my Mom, I can understand. (3 years before that, my Dad suffered a death from cancer). It is a weird feeling being a 47 year old “orphan”, but time gives perspective.

What does this have to do with Fresh Starts? Well for some reason, You and I are still here on this planet. So it is up to us to keep making Fresh Starts, until our time has truly expired. Until that time, you can always start, restart, and restart again.

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More Wisdom From Chuck

A couple of years ago, we had a Director of Sales that introduced me and others in our company to Roy Williams, who not so humbly refers to himself as the Wizard of Ads. He has written several books that will expand your thinking and hopefully actions and he also has a number of Wizard of Ads Partners. One that has caught my attention due to his simular thinking is Chuck McKay. Subscribe to his blog and learn too. Here’s his latest that came in my e-mail:

Here’s a strategy that can make your business thrive, or can kill it.

Please enjoy…


Location, Location, and the UVP.


Does your business have a Unique Value Proposition (U.S.P.)? The strategy I’m about to share requires one.

DO NOT attempt this if you can’t articulate a very compelling reason for people to conduct business with you, rather than with than a competitor.

You’ve, no doubt, heard that there are three critical considerations in real estate. They are, in order, location, location, and location. There are also several philosophies involving the selection of that location, especially as it applies to choosing one for your business.

One school of thought is to go where there are no competitors. Another is to go where all of the competitors are.

I suggest that the difference may come down to your U.V.P.

I’m visiting a major southern city in the U.S. My client is considering a location for his new retail store. We’ve looked at, and considered, several.

One is particularly attractive to us. It’s at the intersection of two streets which are primary arteries for the community. Within a block of this intersection are four other businesses which are my client’s direct competitors.

If we can negotiate an acceptable lease, we’ll be the fifth competitor.

Several advantages to this location become obvious, once you think about them.

1. This intersection has become known to the public as the part of town where one goes to conduct business with someone in my client’s industry. If a shopper doesn’t know exactly what she wants, it’s easier to get her to go where she more choices.

You’ll note that most large cities have a “restaurant row,” or a several car dealers in a two or three block area. They all tend to do better than the lone restaurant or car dealer on some other thoroughfare.

2. This location eliminates fourteen of the eighteen direct competitors from the minds of shoppers passing by. As a potential customer drives through this intersection, and notes that four competitors exist at this one place, she’s not as likely to actively be thinking of the fifth on the South side of town, the sixth on the North side, or the seventh near the courthouse.

Where it counts, in the mind of the shopper, it’s easier to compete with only four other businesses at this location, than it is to compete with eighteen others scattered across the city. (As they say, out of site, out of mind).

3. It’s much easier to get people to walk across the street to comparison shop than it is to get them to come see you at a place they’ve never been, when you are new and they have no relationship with your company.

4. One of the primary purposes of advertising is to help people remember who you are and why they should seek you out. Won’t you have to spend substantially less to do so when thousands of potential customers drive by your store, and it’s signage, daily?

Enough traffic already passes through this intersection that four direct competitors have been able to run successful businesses with minimal advertising.

Despite these major advantages, there is a strong danger to this strategy. It invites direct comparison of your business to multiple established competitors. If you can’t hold up under such scrutiny, this decision could effectively kill your business.

If you have a strong U.V.P. choosing such a location can be a powerful strategy. Without one, you’re all too often at the mercy of the competitor who does.

You do have an easily articulated, customer-focused U.V.P. don’t you?


Chuck McKay is available as a guest speaker or seminar presenter.
For further information call Wizard of Ads® Headquarters:
(800) 425-4769.

Lot’s of new collective wisdom tonight

Sales Tip from the RAB Training Academy: Small Things Can Mean A Lot

By John Potter, VP/Director, Radio Training Academy

My son, a senior in high school, and I made a college visit to the University of Colorado. The campus is beautiful, but he initially showed little emotion for the University one way or the other.

But as we stood on the sidewalk looking at a campus map, a young lady passing by paused briefly. With a big smile, she asked if she could help us find anything. That small gesture sparked a positive emotion that now has my son seriously considering the school.

Sometimes small gestures that show we care about clients or prospects are enough to trigger a positive emotion that will lead to a sale.

Here’s Harvey…

Are you working on you?

By Harvey Mackay

Another year is upon us, and it’s the most popular time of year to think about starting a diet. But I’d like to propose a different type of diet – a steady diet of learning.

I’m a big believer in lifelong learning. You don’t go to school once for a lifetime; you are in school all of your life.

There is a famous story about Oliver Wendell Holmes, one of America’s most distinguished Supreme Court Justices. Holmes was in the hospital, when he was over age 90, and President Theodore Roosevelt came to visit him. As the President was ushered into the hospital room, there was Justice Holmes reading a book of Greek grammar.

President Roosevelt asked, “Why are you reading about Greek grammar, Mr. Holmes?”

And Holmes replied, “To improve my mind, Mr. President.” Ninety… and still trying to learn something new!

Why not make continuing education a new priority?

Increasingly the wet-behind-the-ears freshmen are sharing their campuses with the not so young folk who want – and need – to further their educations too.

Peter Drucker, the late, great management guru, wrote in the Harvard Business Review: “It is a safe prediction that in the next 50 years, schools and universities will change more and more drastically than they have since they assumed their present form more than 300 years ago when they reorganized themselves around the printed book.

“What will force these changes is, in part, new technology; …in part, the demands of a knowledge-based society in which organized learning must become a lifelong process…”

Individuals need to take stock and realize that they’re in school for their entire lives. Companies need to create a corporate culture that strives for continuous improvement. Human beings are not like a package of Jell-O. You can’t add water and achieve a reformed human being.

When you talk about lifelong learning, someone who comes to mind is Charles Lindbergh, the famous aviation pioneer who was the first person to successfully fly solo over the Atlantic Ocean to Europe from the United States.

Early in his life, he taught himself to be a superb mechanic working with motorcycles. Then he became a gifted stunt and test pilot. He pretty much designed and masterminded construction of “The Spirit of St. Louis,” the plane he flew over the Atlantic.

After his history-making flight, he devoted himself to helping move aviation from an adventurous sport to common practicality. In a “welcome home” tour, he landed at precisely 2 p.m. at 81 airports scattered across the 48 states that made up the continental United States.

This was to demonstrate to skeptics that aviation could provide a safe and reliable means of transportation. Then he and his wife scouted out new airline routes around the world.

Later, in conjunction with a Nobel prize-winning French scientist, he designed and built the first perfusion pump, which opened the way to heart by-pass surgery. He was an avid conservationist and environmentalist and he wrote a total of seven books.

We live in a sad time when you consider the following statistics, which I found recently:

Only 14% of adults with a grade school education read literature in 2002.

  • 51% of the American population never reads a book over 400 pages after they complete their formal education.
  • 73% of all books in libraries are never checked out.
  • The average American watches 32 hours of TV every week.
  • The average American reads only eight hours (books, newspapers, magazines, Yellow Pages, etc.) every week.
  • The average American annually spends ten times more on what he puts on his head than what puts into his head. Consider the following:
  • If you read just one book per month for 12 straight months, you will be in the top 25 percentile of all intellectuals in the world!
  • If you read five books on one subject, you are one of the world’s foremost leading authorities on that subject!
  • If you read just 15 minutes a day – every day, for one year – you can complete 20 books!

As Benjamin Franklin said, “The doors of wisdom are never shut.”

Mackay’s Moral: Life is like riding a bicycle. You don’t fall off unless you stop pedaling.

Miss a column? The last three weeks of Harvey’s columns are always archived online.

More information and learning tools can be found online at harveymackay.com.

How To Slow Down To Pick Up The Pace

OK, Here's something from one of my favorites:

How To Slow Down To Pick Up The Pace


Huh - you're probably thinking. That doesn't make sense.

Well maybe it does.

The year 2006 has just ended.

And 2007 is off to a fast start.

But - did you take a breather? Did you reflect on what sales
strategies
worked and what didn't work for you last year?

Did you prepare a written flight (sales) plan for your trip through
2007?

Is your plan so clear and concise that you can visualize it? You can
see how much you'll earn in 2007. You can picture yourself winning
specific and BIG accounts. You can see yourself winning sales rep of
the year in your company.

You can see you and your family going on the most fabulous vacation
ever.

If you can't see it because you didn't invest time to imagine it -
don't
think it's gonna happen. Your chances are better at winning Lotto!

You can't do this on the fly - you need to slow down, maybe for a day,
to get the ball rolling.

Look, action follows thought. Stop and think about this statement.
Action follows thought.

If you agree with me on that point, well you should spend some time
thinking about where you want to be at the end of 2007 - personally
and professionally.

It's this simple! Think it. Plan it. Then do it.

If you can imagine it - you can achieve it.

Slow down to think it and plan it.

Then you can stomp on the gas pedal to get it done.

It's okay for you to desire to become the person you're capable of
becoming. Why settle for so little when you can have so much?

I read this in the current issue of Food and Wine Magazine:

"No matter how well-established they are, great chefs never stop
searching for new ways to improve their cooking."

Likewise I believe, sales superstars, never stop searching for ways
to improve their selling skills. Naturally - I count them as my best
customers. They keep buying my information products searching for
new ideas. Obviously they keep coming back because they have learned
it's wise to be with the Mise.

Go take a look over your shoulder.

Did you achieve everything you wanted to achieve last year?

Did you strike the perfect balance between mind, body, and spirit -
which
is spelled out with incredible clarity in "The Science Of Getting
Rich?"

There's only one person holding you back from extraordinary success
and wealth.

So, what's it going to be in 2007? More of the same or radical
thinking?

I prefer some radical thinking and I hope you do too.

Slow down to think it and plan it and then pick up the pace.


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Words Of Wisdom

With age I have become more patient.
Eleanor Roosevelt

Good fortune is not known until it is lost.
Cervantes

Everything in excess is opposed to nature.
Hippocrates


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Let's go sell something . . .



Jim Meisenheimer
(800) 266-1268



PS - In case you're wondering if I can recommend a dynamo resource
to help you get the best jump-start on the New year - yes I can.

What you need to have the best year ever in sales is Jim Meisenheimer's
Ultimate No-Brainer Selling Skills Manuals Volumes I & II. And because
I
strongly believe that every sales representative and entrepreneur on
the planet needs to read "The Science Of Getting Rich," I'm going to
include a FREE eBook version with the first 77 orders plus an
additional
3 bonuses.

All it takes is 15 minutes a day to latch onto the motivating and sales
training ideas in the 416 pages you'll get with this combo package.

Don't put off until tomorrow what you can and should be doing today.

Here's you link. If it's not clickable please do a cut and paste:

http://www.meisenheimer.com/products/2manuals.htm










Published by Jim Meisenheimer
13506 Blythefield Terrace
Lakewood Ranch, FL 34202

(800) 266-1268

E-mail: jim@meisenheimer.com

Website: http://www.meisenheimer.com


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Marketing: An Expense or an Investment?

This one is from the RAB:

Daily Sales Tip: Marketing: An Expense or an Investment?

Every operating business has its share of fixed operating costs (personnel wages, rent, utilities, insurance, etc.) — expenses that do not fluctuate with sales levels. Each also incurs variable operating costs (cost of goods sold, commissions, etc.) that increase or decrease accordingly in direct relation to sales volume.

Most companies are limited by their line-item expense category called “advertising.” It is often set as a percentage of sales and is often based on historical numbers. The problem with this formula is that it can lead to a self-fulfilling deteriorating spiral.

Acting on this theory, an automotive dealer whose sales start declining may slash the dealership advertising budget. As a result, future sales numbers drop further, as the message continually gets diluted, and the downward spiral in sales will continue with each successive advertising budget cut.

Adopting a more growth-oriented philosophy, companies should instead consider allocating a percentage of their anticipated (future) sales to marketing and advertising. Japanese business leaders have traditionally viewed marketing and advertising as an investment rather than an expense. Unfortunately for American companies, Wall Street expectations and short-term profit goals often drive short-term (and short-sighted) decision making, which can lead to the decreasing marketing budgets.

Local companies need to understand the need to invest in their future by marketing. Oftentimes, start-up businesses invest thousands of dollars on their location, their inventory and their operating expenses, leaving few dollars to promote the fact that they are even open for business.

Bo Randall, an agency friend of mine, used an analogy to explain the benefits of advertising to his client, a large automotive group. He drew a parallel between advertising and putting your foot on the gas pedal when driving. It takes a lot of gas to get the car moving forward but less gas to keep the momentum once it is established. If you take your foot off the gas, the car will continue to move forward but the momentum will decrease until the car eventually comes to a stop.

Most business owners will understand this analogy. The first goal, however, is to convince them of the need to get in the car and put their foot on the gas.

Source: Sales author/consultant Michael Guld (The Guld Resource Group, 2006)