For whatever it was, it happened as well as matters that had gone through, is still a year to remember, 2009. Take it as a lesson to learn and to be reflect for mistakes, grief, sadness, disappointment, fear, success, joy, love, kindness and forgiveness. Yes, what would be the best time now to forgive ourselves and others and move on into a new exciting era that will mark another first decade of 21st century.
You will expect much better things to be happened throughout the entire year, that's for sure.
You can expect more value-added from me in coming year. More exciting plan and development that will "rock" everyone into a new phenomena journey. That's what life meant to be, an exciting, phenomena, impactful, awesome and remarkable destiny.
I will share more things about me in moving forward for the next whole year, my new "home", my new most powerful seminars, my new books, my new encounter, my new experience with people and many many many more.
I shall look forward to share these with you and with the intention to have everyone being empowered and ultimately self-actualized.
To your highest needs in your life, To your highest goals in your life, To your highest wealth in your life....
I wish everyone of you a very Happy New Year to your family and friends. Remember our life is really meant to be abundance in all areas and enjoy every minute of it.
Deepest wishes from the bottom of my heart,
Desmond and all at home.
PS: I will reconstruct this site very soon in a couple more days for total revamping about my offerings. Stay tune.
Monday, January 4, 2010
Monday, August 24, 2009
How to Thrive in a Changing Business World: Part 4
How The Uncertainty Paradox Changes Businesses
By applying the three pillars of the uncertainty paradox, business owners can achieve many significant benefits:
• Enables businesses to gain greater market share while other others
stumble or fall
• Empowers businesses to adequately respond to uncertainty and
changing business conditions while overcoming inner conflicts
• Reveals proven tactics that enhance customer loyalty
• Provides business owners the clarity and focus needed to make
smarter and quicker business decisions
• Eliminates negative habits that can prevent the business from
achieving success
• Identifies the best course of action, eliminating experimentation
• Helps identify the source of problems that are occupying too much
time or wasting money
• Enhances the way the business connects with people, providing new
ideas to help improve sales and marketing efforts
• Exposes the business to new, proven ideas that can lead to new
opportunities
• Provides business owners the drive needed to follow through and
make results happen
• Establishes shortcuts that allow business owners to focus on actions
that will make a difference
• Enhances the ability to influence people.
What to Look For in An Uncertainty Paradox Expert
When seeking a company or program to help implement the uncertainty paradox for your business, consider the following important requirements:
Extraordinary track record: Seek a company that has successfully helped millions using the best strategies and tools that deliver results. This eliminates risk and ensures that the recommended course of action actually
works.
Immersion experience: Look for activities that take you beyond concepts and enable you to experience the uncertainty paradox via interactive exercises and activities with peers. Some of the best programs include a fire
walk experience that helps you see that anything is achievable.
Provides an actionable implementation strategy: The ideal solution must extend beyond philosophy and include an actionable step-by-step plan that can be quickly implemented. Ask if an ongoing accountability program is
available.
Eradicates limiting beliefs: Make sure limiting mindsets and negative patterns are identified and steps are provided to help overcome them, enabling a breakthrough to achieving the vision of the business.
Dynamic facilitator: Look for a program run by an individual who has extensive life and business experience, and has helped many others achieve results. The most qualified individuals are bestselling authors whose services are in high demand because they deliver results.
Networking: Seek a program that groups you with like-minded individuals with similar goals. This not only provides valuable business contacts but also helps ensure a quality outcome.
Goes beyond the business: The best programs also help improve energy levels, personal relationships and personal finances, ensuring your entire life is aligned for success.
Provides specialty support: Look for the option to add extra areas of specialization, such as Internet marketing, business mastery, coaching, time management and personal consultation to help fast-track the path to success
for your unique circumstance.
Money-back guarantee: Ask if the company provides a money-back guarantee.
By applying the three pillars of the uncertainty paradox, business owners can achieve many significant benefits:
• Enables businesses to gain greater market share while other others
stumble or fall
• Empowers businesses to adequately respond to uncertainty and
changing business conditions while overcoming inner conflicts
• Reveals proven tactics that enhance customer loyalty
• Provides business owners the clarity and focus needed to make
smarter and quicker business decisions
• Eliminates negative habits that can prevent the business from
achieving success
• Identifies the best course of action, eliminating experimentation
• Helps identify the source of problems that are occupying too much
time or wasting money
• Enhances the way the business connects with people, providing new
ideas to help improve sales and marketing efforts
• Exposes the business to new, proven ideas that can lead to new
opportunities
• Provides business owners the drive needed to follow through and
make results happen
• Establishes shortcuts that allow business owners to focus on actions
that will make a difference
• Enhances the ability to influence people.
What to Look For in An Uncertainty Paradox Expert
When seeking a company or program to help implement the uncertainty paradox for your business, consider the following important requirements:
Extraordinary track record: Seek a company that has successfully helped millions using the best strategies and tools that deliver results. This eliminates risk and ensures that the recommended course of action actually
works.
Immersion experience: Look for activities that take you beyond concepts and enable you to experience the uncertainty paradox via interactive exercises and activities with peers. Some of the best programs include a fire
walk experience that helps you see that anything is achievable.
Provides an actionable implementation strategy: The ideal solution must extend beyond philosophy and include an actionable step-by-step plan that can be quickly implemented. Ask if an ongoing accountability program is
available.
Eradicates limiting beliefs: Make sure limiting mindsets and negative patterns are identified and steps are provided to help overcome them, enabling a breakthrough to achieving the vision of the business.
Dynamic facilitator: Look for a program run by an individual who has extensive life and business experience, and has helped many others achieve results. The most qualified individuals are bestselling authors whose services are in high demand because they deliver results.
Networking: Seek a program that groups you with like-minded individuals with similar goals. This not only provides valuable business contacts but also helps ensure a quality outcome.
Goes beyond the business: The best programs also help improve energy levels, personal relationships and personal finances, ensuring your entire life is aligned for success.
Provides specialty support: Look for the option to add extra areas of specialization, such as Internet marketing, business mastery, coaching, time management and personal consultation to help fast-track the path to success
for your unique circumstance.
Money-back guarantee: Ask if the company provides a money-back guarantee.
Friday, August 21, 2009
How to Thrive in a Changing Business World: Part 3
The New Solution: Embracing the Uncertainty Paradox
Times of rapid change create tremendous uncertainty. That uncertainty paralyzes many people and businesses, creating fear. It also destroys many companies—shredding their marketing and strategies. Here's the paradox: that what destroys the old creates opportunity for something brand new—new execution, new thinking and new strategy for those businesses that have the drive and creativity. In times of change, there's only one choice: businesses must change as well—and faster than their competitors. This involves anticipating the changing needs of customers, testing new opportunities, bringing more value to consumers and innovating. Even the smallest modifications to sales, marketing and service processes can fundamentally set a business on a corrected course to success.
Achieving mastery over uncertainty rests on three primary pillars—pillars that provide stability in uncertain times. These pillars are timeless, meaning they stand rock-solid through times of change.
Pillar 1: Extreme Focus: The Outcome Must Be Clear and Compelling
Laser-like focus is essential to thrive in uncertain times. The illusion: doing many things at once improves efficiency. The reality: more can be accomplished when complete focus is placed on a primary objective.
When a business pursues many different ends, the best result is mediocrity. When that same company aims with complete focus towards a single objective, the road is paved for supremacy. Clarity in focus means more power to drive the business. Clearly conveyed and compelling goals fuel leaders and employees to work together to reach a
common destination.
For example, consider Tiger Woods. Why is he the best player in the game of golf? His vision is not to be "one of the best players"—it's to be "the best" player in the history of golf. With his determined and laser-like focus he is
able to constantly refine his tactics, moving him towards his goals. A laser-guided missile fires towards a target that is often moving. Once it's locked onto its destination, all it cares about is hitting the mark. The
trajectory is irrelevant. Similarly, extreme focus will help businesses achieve their desired results. Aristotle hypothesized that purpose could spur action. It turned out he was right. A landmark examination of a decade's worth of goal-setting studies identified the key connections between setting goals and achieving results. When setting a company vision, here are the salient takeaways from the research:
Make it Compelling: Not only does the outcome need a laser-like focus that is important, specific and clear, more importantly it must be compelling—and it must inspire. Eighty percent of the drive behind a goal is a strong reason
to act. People don't move until they have strong motivations. With a strong enough "why," the "how" becomes evident. Ask the question, "Does this excite me?" and "Is this vision a must, instead of a should?" In order to get
the job done, everyone has to be compelled. Not only does the team need to know what the goal is, but why it is important to them—something that's different for everyone. Some will do it for pride— they are not okay with being number two. Other people know they are making a difference in the lives of customers.
Make it Measurable: A goal must be tangible—meaning it must be grasped and people must know when it's been achieved. When a goal is specific and measurable, everyone knows clearly what the end game is. Simply saying,
"Try hard," is not as attainable as, "Increase sales by 50% in 12 months.”
Reach for a Specific Reward: Reward success. Research shows that monetary rewards are one of the best incentives. Other people desire acknowledgment. Whatever the reward, make it specific. For example, "If
we achieve this goal, we're flying the entire team to Hawaii for an all expense-paid trip." When setting a new vision for the business, make sure the outcome us desirable. Just making a goal for the sake of progress is not as important as asking, "Is this what I really want for my business?" Make the focus clear and specific so employees know what they're aiming for.
Pillar 2: Seek the Best: Leverage the Best Tools and Strategies
Once a strong vision has been established and everyone on the team is willing to work hard to reach the prize, now it’s time to win the race. That happens by finding the best resources that will provide a competitive edge.
Great vision without strategy won't equal results. Businesses must seek out the best tools, strategies and mentors, along with the most accurate maps. Because the landscape has changed, the old map can no longer guide the business. Failing to access new ideas, strategies, people or tools can prevent a company from achieving its objectives. Consider Tiger Woods again. He went to his coach and said, "Show me anything I could be doing better." His coach revealed something… But it would require he fundamentally changed his swing—one that was winning many tournaments. However, because Tiger Woods' vision was so clear, he underwent the enormous task of retraining his swing. He also began lifting weights—an unusual undertaking for a pro golfer. Today few would doubt that Tiger Woods is the greatest golfer in the history of the game—and he's only in his 30s!
There are two primary ways to find the right tools and strategies: (1) personal trial and error—a painful process that can take years, or (2) modeling what's proven to work by tapping the experience of others who've
demonstrated consistent success.
The fast track is to leverage the experience of experts. Every market has a success story. Price Club was the first profitable wholesale club and took enormous risks. However, Costco saw that Price Club's model worked and
successfully applied it, taking none of the risks, yet achieving market domination. By modeling what has worked for others—regardless of industry—a business can quickly achieve results.
Good is the enemy of great. Don't just settle for good tools and mentors— seek the best. To achieve long-term sustainable growth, it's wise to team with outstanding mentors who will coach, train and hold the business owner
accountable. To find these experts, start socializing with successful people, attend their events, take them to lunch or offer to do something for them.
Pillar 3: Massive Action: Eliminate Inner Conflicts, Unlocking and Unleashing Success
Knowing the best tools and strategies is invaluable. However, too often business owners fail to consistently take action and achieve results they are committed to—destroying the effect of the first two pillars. The invisible enemy blocking the road to success is inner conflict. For example, "You want to control everything, and yet you still want to leverage and expand your business." These limiting beliefs hold back the business, preventing progress.
The key to overcoming inner conflicts is to first become aware of them. Uncover any thoughts holding back the business from achieving its vision, unlocking and unleashing an open discussion of the issues.This is accomplishing by bringing the team together in a safe environment and brainstorming any concerns, fears and limitations. Revealing issues that create holdbacks or may be preventing them from committing all of their resources to achieving the goal. This can often be best accomplished by bringing in an outside expert who has no emotional charge to any of the challenges that would be discussed.
The secret here is to let the concerns and fears come out and identify ways to mitigate the risks and challenges. Determine if there better ways to achieve the outcome using the brain trust of the team. Together decide if the
rewards are worth the risk. The "United we stand, divided we fall" concept is real. By getting the team aligned, the laser-like focus and strategy will be executed. The result will be a team that works together to achieve massive
action.
Take some time to identify all the concerns and fears. Ask how they can be mitigated and develop an action plan to address them head on. Alternatively accept the risks, but acknowledge that the benefits far outweigh them. Come
up with a plan to review those concerns or develop a unified vision of why the rewards are worth the risks.
By bringing concerns into the open and determining how to respond to them, the final barriers to business success will be toppled. The company will be aligned to success.
If strategies fail, keep trying new ones, constantly revisiting the vision. Reexamine how to achieve success using the best tools and strategies identified in pillar two. Understanding the true goal and the driving force will
provide the fuel needed to form new habits and follow through. A significant 75 percent of businesses fail in their first years according to the U.S. Small Business Association. Don't become a statistic. When all three pillars work together, a strong platform results—one that businesses can stand on in uncertain times.
Times of rapid change create tremendous uncertainty. That uncertainty paralyzes many people and businesses, creating fear. It also destroys many companies—shredding their marketing and strategies. Here's the paradox: that what destroys the old creates opportunity for something brand new—new execution, new thinking and new strategy for those businesses that have the drive and creativity. In times of change, there's only one choice: businesses must change as well—and faster than their competitors. This involves anticipating the changing needs of customers, testing new opportunities, bringing more value to consumers and innovating. Even the smallest modifications to sales, marketing and service processes can fundamentally set a business on a corrected course to success.
Achieving mastery over uncertainty rests on three primary pillars—pillars that provide stability in uncertain times. These pillars are timeless, meaning they stand rock-solid through times of change.
Pillar 1: Extreme Focus: The Outcome Must Be Clear and Compelling
Laser-like focus is essential to thrive in uncertain times. The illusion: doing many things at once improves efficiency. The reality: more can be accomplished when complete focus is placed on a primary objective.
When a business pursues many different ends, the best result is mediocrity. When that same company aims with complete focus towards a single objective, the road is paved for supremacy. Clarity in focus means more power to drive the business. Clearly conveyed and compelling goals fuel leaders and employees to work together to reach a
common destination.
For example, consider Tiger Woods. Why is he the best player in the game of golf? His vision is not to be "one of the best players"—it's to be "the best" player in the history of golf. With his determined and laser-like focus he is
able to constantly refine his tactics, moving him towards his goals. A laser-guided missile fires towards a target that is often moving. Once it's locked onto its destination, all it cares about is hitting the mark. The
trajectory is irrelevant. Similarly, extreme focus will help businesses achieve their desired results. Aristotle hypothesized that purpose could spur action. It turned out he was right. A landmark examination of a decade's worth of goal-setting studies identified the key connections between setting goals and achieving results. When setting a company vision, here are the salient takeaways from the research:
Make it Compelling: Not only does the outcome need a laser-like focus that is important, specific and clear, more importantly it must be compelling—and it must inspire. Eighty percent of the drive behind a goal is a strong reason
to act. People don't move until they have strong motivations. With a strong enough "why," the "how" becomes evident. Ask the question, "Does this excite me?" and "Is this vision a must, instead of a should?" In order to get
the job done, everyone has to be compelled. Not only does the team need to know what the goal is, but why it is important to them—something that's different for everyone. Some will do it for pride— they are not okay with being number two. Other people know they are making a difference in the lives of customers.
Make it Measurable: A goal must be tangible—meaning it must be grasped and people must know when it's been achieved. When a goal is specific and measurable, everyone knows clearly what the end game is. Simply saying,
"Try hard," is not as attainable as, "Increase sales by 50% in 12 months.”
Reach for a Specific Reward: Reward success. Research shows that monetary rewards are one of the best incentives. Other people desire acknowledgment. Whatever the reward, make it specific. For example, "If
we achieve this goal, we're flying the entire team to Hawaii for an all expense-paid trip." When setting a new vision for the business, make sure the outcome us desirable. Just making a goal for the sake of progress is not as important as asking, "Is this what I really want for my business?" Make the focus clear and specific so employees know what they're aiming for.
Pillar 2: Seek the Best: Leverage the Best Tools and Strategies
Once a strong vision has been established and everyone on the team is willing to work hard to reach the prize, now it’s time to win the race. That happens by finding the best resources that will provide a competitive edge.
Great vision without strategy won't equal results. Businesses must seek out the best tools, strategies and mentors, along with the most accurate maps. Because the landscape has changed, the old map can no longer guide the business. Failing to access new ideas, strategies, people or tools can prevent a company from achieving its objectives. Consider Tiger Woods again. He went to his coach and said, "Show me anything I could be doing better." His coach revealed something… But it would require he fundamentally changed his swing—one that was winning many tournaments. However, because Tiger Woods' vision was so clear, he underwent the enormous task of retraining his swing. He also began lifting weights—an unusual undertaking for a pro golfer. Today few would doubt that Tiger Woods is the greatest golfer in the history of the game—and he's only in his 30s!
There are two primary ways to find the right tools and strategies: (1) personal trial and error—a painful process that can take years, or (2) modeling what's proven to work by tapping the experience of others who've
demonstrated consistent success.
The fast track is to leverage the experience of experts. Every market has a success story. Price Club was the first profitable wholesale club and took enormous risks. However, Costco saw that Price Club's model worked and
successfully applied it, taking none of the risks, yet achieving market domination. By modeling what has worked for others—regardless of industry—a business can quickly achieve results.
Good is the enemy of great. Don't just settle for good tools and mentors— seek the best. To achieve long-term sustainable growth, it's wise to team with outstanding mentors who will coach, train and hold the business owner
accountable. To find these experts, start socializing with successful people, attend their events, take them to lunch or offer to do something for them.
Pillar 3: Massive Action: Eliminate Inner Conflicts, Unlocking and Unleashing Success
Knowing the best tools and strategies is invaluable. However, too often business owners fail to consistently take action and achieve results they are committed to—destroying the effect of the first two pillars. The invisible enemy blocking the road to success is inner conflict. For example, "You want to control everything, and yet you still want to leverage and expand your business." These limiting beliefs hold back the business, preventing progress.
The key to overcoming inner conflicts is to first become aware of them. Uncover any thoughts holding back the business from achieving its vision, unlocking and unleashing an open discussion of the issues.This is accomplishing by bringing the team together in a safe environment and brainstorming any concerns, fears and limitations. Revealing issues that create holdbacks or may be preventing them from committing all of their resources to achieving the goal. This can often be best accomplished by bringing in an outside expert who has no emotional charge to any of the challenges that would be discussed.
The secret here is to let the concerns and fears come out and identify ways to mitigate the risks and challenges. Determine if there better ways to achieve the outcome using the brain trust of the team. Together decide if the
rewards are worth the risk. The "United we stand, divided we fall" concept is real. By getting the team aligned, the laser-like focus and strategy will be executed. The result will be a team that works together to achieve massive
action.
Take some time to identify all the concerns and fears. Ask how they can be mitigated and develop an action plan to address them head on. Alternatively accept the risks, but acknowledge that the benefits far outweigh them. Come
up with a plan to review those concerns or develop a unified vision of why the rewards are worth the risks.
By bringing concerns into the open and determining how to respond to them, the final barriers to business success will be toppled. The company will be aligned to success.
If strategies fail, keep trying new ones, constantly revisiting the vision. Reexamine how to achieve success using the best tools and strategies identified in pillar two. Understanding the true goal and the driving force will
provide the fuel needed to form new habits and follow through. A significant 75 percent of businesses fail in their first years according to the U.S. Small Business Association. Don't become a statistic. When all three pillars work together, a strong platform results—one that businesses can stand on in uncertain times.
Tuesday, August 18, 2009
How to Thrive in a Changing Business World: Part 2
Challenges Deterring Business Success
Before the advent of the Internet, finding customers was straightforward. Sales and marketing processes were highly predictable. With repeatable advertising, companies could typically deliver consistent results. Customers
remained loyal because a select few businesses held the answers, products and solutions people needed. Then the Internet came along. Like a wrecking ball, the web began crushing predictable business models. All of a sudden, consumers had unbridled access to information—and a large pool of new shopping sources. Sales and marketing processes fundamentally shifted as people gravitated to the Internet for bargains. As a result, many business owners were forced to rethink nearly everything they took for granted when they started their businesses. Today the only certainty is uncertainty. The perceptions that customers aren't spending, marketing isn't working and there seems to be no time to do anything about it seems to be rampant.
The "We Can't Afford That" Syndrome
People have more choices than ever before, creating a shift in power. In real estate terms, it's a buyers market for everything. So why aren't shoppers spending? According to a new study of 30,000 consumers, 90 percent are
sacrificing spending and nearly half are tapping fewer discretionary dollars. An uncertain future has prevented many consumers from purchasing or investing in nonessential goods."We may not at a conscious level be able to explain why we're cutting back. We're just doing it. You will just do it by intuition. And if you start to save
money by intuition, you will never ever question it again," said Martin Lindstrom, author of Buyology: Truth and Lies About Why We Buy. When businesses do attract new customers, it's a lot harder to keep them.
The web has enabled consumers to shop the entire planet for the best deal. This means businesses must work harder to keep their customers. Studies show that consumers have a low tolerance for bad service. After an
average of about three negative experiences, customers will abandon retailers, an IBM study found.8 Often subjective issues related to service or support will break the loyalty chain between a consumer and a business.
"Shoppers are calling the shots," said Fred Balboni, global retail industry leader at IBM. "Those [businesses] that can strengthen relationships with new and existing customers will differentiate and dominate as the economy
recovers."
Why "Old Marketing" Is Dead
The marketing of eras past was simple. Place an ad in the newspaper, send a direct mail piece, attend a trade show and repeat. Marketing results were predictable. To grow the business, owners simply invested more in
marketing. Today, however, many of these "rules" are null and void."Now people don't care about products. But that's what most advertising is—product messages. People do care about themselves and care deeply about solving problems. Marketers need to stop the egotistical approach of talking up products and instead provide valuable information that people want to consume," said David Meerman Scott, author of The New Rules of Marketing and PR.
Today people get their news and mail online. The old method of broadcasting a generic message to the masses has been replaced with laser-focused marketing efforts. For example, finding people in Alaska looking to travel to beach towns has never been easier with online marketing. However, this effective marketing road is frequented by many competitors, creating an ultra-noisy marketing landscape where small businesses struggle to stand out.
Add that many consumers ignore much of what they see online. For example, people only read about 18 percent of what's on a web page, spending only 4.4 seconds for every hundred words, found a comprehensive Nielsen study.
One thing people like to do is socialize, and this represents a new marketing opportunity for businesses. In 2008, 41 percent of U.S. web users frequented social media sites at least monthly and 93.9 percent of U.S.
adults will rely on social media sites like Facebook by 2013, found an eMarketer report. "Consumers may say the primary reason they use social networks is to connect and communicate with friends, but the stream of
status updates and posts contains myriad nuggets of information about the products they use, the media they consume and what they plan to buy," stated the report.For small businesses, connecting with customers at the relational level will be a key way to stand out in a competitive marketplace.
Finding Time to Change
Keeping the company operational is clearly a full-time task for most business owners. The overwhelming variety of daily tasks often takes executives down paths they don't enjoy. Activities like accounting and managing people
are often time sinks that can prevent business owners from innovating. The motivations that led to the birth of the business are often forgotten. The risks of trying new ideas might seem to outweigh the perceived benefits.
Often business owners are stuck in a pit of uncertainty. Businesses do spend time and resources updating their systems and equipment. But what about a thinking update? With the right ideas, is it possible to alter the
course of the business?
Before the advent of the Internet, finding customers was straightforward. Sales and marketing processes were highly predictable. With repeatable advertising, companies could typically deliver consistent results. Customers
remained loyal because a select few businesses held the answers, products and solutions people needed. Then the Internet came along. Like a wrecking ball, the web began crushing predictable business models. All of a sudden, consumers had unbridled access to information—and a large pool of new shopping sources. Sales and marketing processes fundamentally shifted as people gravitated to the Internet for bargains. As a result, many business owners were forced to rethink nearly everything they took for granted when they started their businesses. Today the only certainty is uncertainty. The perceptions that customers aren't spending, marketing isn't working and there seems to be no time to do anything about it seems to be rampant.
The "We Can't Afford That" Syndrome
People have more choices than ever before, creating a shift in power. In real estate terms, it's a buyers market for everything. So why aren't shoppers spending? According to a new study of 30,000 consumers, 90 percent are
sacrificing spending and nearly half are tapping fewer discretionary dollars. An uncertain future has prevented many consumers from purchasing or investing in nonessential goods."We may not at a conscious level be able to explain why we're cutting back. We're just doing it. You will just do it by intuition. And if you start to save
money by intuition, you will never ever question it again," said Martin Lindstrom, author of Buyology: Truth and Lies About Why We Buy. When businesses do attract new customers, it's a lot harder to keep them.
The web has enabled consumers to shop the entire planet for the best deal. This means businesses must work harder to keep their customers. Studies show that consumers have a low tolerance for bad service. After an
average of about three negative experiences, customers will abandon retailers, an IBM study found.8 Often subjective issues related to service or support will break the loyalty chain between a consumer and a business.
"Shoppers are calling the shots," said Fred Balboni, global retail industry leader at IBM. "Those [businesses] that can strengthen relationships with new and existing customers will differentiate and dominate as the economy
recovers."
Why "Old Marketing" Is Dead
The marketing of eras past was simple. Place an ad in the newspaper, send a direct mail piece, attend a trade show and repeat. Marketing results were predictable. To grow the business, owners simply invested more in
marketing. Today, however, many of these "rules" are null and void."Now people don't care about products. But that's what most advertising is—product messages. People do care about themselves and care deeply about solving problems. Marketers need to stop the egotistical approach of talking up products and instead provide valuable information that people want to consume," said David Meerman Scott, author of The New Rules of Marketing and PR.
Today people get their news and mail online. The old method of broadcasting a generic message to the masses has been replaced with laser-focused marketing efforts. For example, finding people in Alaska looking to travel to beach towns has never been easier with online marketing. However, this effective marketing road is frequented by many competitors, creating an ultra-noisy marketing landscape where small businesses struggle to stand out.
Add that many consumers ignore much of what they see online. For example, people only read about 18 percent of what's on a web page, spending only 4.4 seconds for every hundred words, found a comprehensive Nielsen study.
One thing people like to do is socialize, and this represents a new marketing opportunity for businesses. In 2008, 41 percent of U.S. web users frequented social media sites at least monthly and 93.9 percent of U.S.
adults will rely on social media sites like Facebook by 2013, found an eMarketer report. "Consumers may say the primary reason they use social networks is to connect and communicate with friends, but the stream of
status updates and posts contains myriad nuggets of information about the products they use, the media they consume and what they plan to buy," stated the report.For small businesses, connecting with customers at the relational level will be a key way to stand out in a competitive marketplace.
Finding Time to Change
Keeping the company operational is clearly a full-time task for most business owners. The overwhelming variety of daily tasks often takes executives down paths they don't enjoy. Activities like accounting and managing people
are often time sinks that can prevent business owners from innovating. The motivations that led to the birth of the business are often forgotten. The risks of trying new ideas might seem to outweigh the perceived benefits.
Often business owners are stuck in a pit of uncertainty. Businesses do spend time and resources updating their systems and equipment. But what about a thinking update? With the right ideas, is it possible to alter the
course of the business?
Monday, August 17, 2009
How to Thrive in a Changing Business World: Part 1
Today's small business owner faces monumental challenges. The economic meltdown, global competition and customers' reluctance to spend have woven together to create the perception of an impenetrable barrier to success. Underpinning these challenges is evolving technology that's changing the way consumers and businesses make decisions.
Many business owners feel they've been forced into intense white water rapids—without a guide or familiar signposts. Simply keeping afloat is the goal of many. Finding new customers is also much harder. Shrinking attention spans, more choices and excessive marketing noise have most people tuning out. Add that consumers can effortlessly jump to competitors, and business owners face major obstacles. What can be done to course correct the business? Is there a fast track to business success, even in these tumultuous times? Despite the challenges, businesses are thriving in this complex environment by implementing the uncertainty paradox—a business model that applies a series of proven steps, concepts and tools to help companies succeed in
uncertain times. This white paper will reveal how uncertainty offers opportunity to those who embrace the paradox.
Major Trends Impacting Businesses
In times of constant change, trust becomes the new currency of business. Who do customers trust? Unfortunately, most don't trust companies. A global study on consumer trust found that people trust friends over businesses. Nearly half of the study participants trust suggestions from friends, while only 27 percent believe what's on a company's website and a mere 18 percent trust what's in the company brochure.
Consumer trust has plummeted over the last two decades. In 1993, slightly more than half of consumers trusted major brands, according to The Brand Bubble. However, by 2008 consumer trust shrunk to only 25 percent."Consumers increasingly sift brands that genuinely deliver superior value from those that are simply going through the motions of branding— advertising, logos and so on—but are in fact little more than commodities,"stated the Los Angeles Times. The recent global economic collapse has likely pushed consumer trust to new lows.
The lack of trust can stop people from making logical decisions. For example, one in three Internet users in the United Kingdom do not shop online due to a lack of trust. Despite the discounts available via the web, a significant number of consumers stick with their trusted offline relationships.
In an interesting twist, 92 percent of consumers are more confident about the information they view online than comments from salespeople in retail outlets, found a LinkShare study. "The new online consumer is independent and less likely to trust recommendations of a salesperson or be swayed by the emotional appeal of a TV ad," says Jeffrey Grau, eMarketer senior analyst.Clearly the business world has changed, creating many challenges for small business owners.
Many business owners feel they've been forced into intense white water rapids—without a guide or familiar signposts. Simply keeping afloat is the goal of many. Finding new customers is also much harder. Shrinking attention spans, more choices and excessive marketing noise have most people tuning out. Add that consumers can effortlessly jump to competitors, and business owners face major obstacles. What can be done to course correct the business? Is there a fast track to business success, even in these tumultuous times? Despite the challenges, businesses are thriving in this complex environment by implementing the uncertainty paradox—a business model that applies a series of proven steps, concepts and tools to help companies succeed in
uncertain times. This white paper will reveal how uncertainty offers opportunity to those who embrace the paradox.
Major Trends Impacting Businesses
In times of constant change, trust becomes the new currency of business. Who do customers trust? Unfortunately, most don't trust companies. A global study on consumer trust found that people trust friends over businesses. Nearly half of the study participants trust suggestions from friends, while only 27 percent believe what's on a company's website and a mere 18 percent trust what's in the company brochure.
Consumer trust has plummeted over the last two decades. In 1993, slightly more than half of consumers trusted major brands, according to The Brand Bubble. However, by 2008 consumer trust shrunk to only 25 percent."Consumers increasingly sift brands that genuinely deliver superior value from those that are simply going through the motions of branding— advertising, logos and so on—but are in fact little more than commodities,"stated the Los Angeles Times. The recent global economic collapse has likely pushed consumer trust to new lows.
The lack of trust can stop people from making logical decisions. For example, one in three Internet users in the United Kingdom do not shop online due to a lack of trust. Despite the discounts available via the web, a significant number of consumers stick with their trusted offline relationships.
In an interesting twist, 92 percent of consumers are more confident about the information they view online than comments from salespeople in retail outlets, found a LinkShare study. "The new online consumer is independent and less likely to trust recommendations of a salesperson or be swayed by the emotional appeal of a TV ad," says Jeffrey Grau, eMarketer senior analyst.Clearly the business world has changed, creating many challenges for small business owners.
Wednesday, June 17, 2009
Economy 101 Malaysia: Common Sense
The head of one of the think tanks in Malaysia recently said that Malaysian financial journalists should not be faulted for failing to warn against the global financial tsunami.
What utter rubbish! Fine, they may be forgiven for burying their heads in the sand in 2007. But, they did not even get it right in the first quarter of 2008. In the last quarter of 2008, they were still singing praises about the Malaysian economy and that 2009 would register a robust growth.
Maybe the head of this think tank was making excuses for himself and deflecting any criticisms to that of financial journalists. How pathetic can one get?
And now, the Governor of Bank Negara has lately conceded that she underestimated the severity of the impact of the global financial tsunami on Malaysia.
Put it bluntly, such journalists are employed to sell good news so as to lure greedy and stupid investors to gamble in the stock market after the big boys and insiders have made their moves and are waiting to cash out.
Gamblers are driven by herd instincts. They care not about fundamentals. That is why I never hesitated to call them suckers. And they are suckers through and through.Every country has been following the FED in stimulating the economy and pumping vast amounts of monies into the economy. These experts called it “quantitative easing” instead of the simple term, creating money out of thin air – printing money electronically.
For a technical explanation, I reproduce here an extract from Wikipedia:
The term quantitative easing describes an extreme form of monetary policy used to stimulate an economy where interest rates are either at, or close to, zero. Normally, a central bank stimulates the economy indirectly by lowering interest rates but when it cannot lower them any further it can attempt to seed the financial system with new money through quantitative easing.
In practical terms, the central bank purchases financial assets, including treasuries and corporate bonds, from financial institutions (such as banks) using money it has created ex nihilo (out of nothing). This process is called open market operations. The creation of this new money is supposed to seed the increase in the overall money supply through deposit multiplication by encouraging lending by these institutions and reducing the cost of borrowing, thereby stimulating the economy. However, there is a risk that banks will still refuse to lend despite the increase in their deposits, and in a worst case scenario, possibly lead to hyperinflation.
Quantitative easing is sometimes described as 'printing money', although the central bank actually creates it electronically by increasing the credit in its own bank account.
Examples of economies where this policy has been used include Japan during the early 2000s, and the US and UK during the global financial crisis of 2008–2009.
But seriously, how many Joe Six-packs reading the above extract can fully appreciate the implications and consequences of such policies of central banks the world over?
In my previous articles and in my book, The Shadow Money-Lenders I have given detail explanations, but I still receive e-mails requesting for further explanations.
In this article, I am adopting a different approach. I want you to think about certain issues and problems and see whether applying common sense will assist you in arriving at the logical conclusions.
Here we go:
Economic Stimulus
1. Right now, at this moment in time, is your government stimulating for growth or merely stimulating for consumption?
2. If it is the latter, does it make sense? The so-called experts say that “credit is the lifeblood of the economy”.
3. “Credit” to the banker means “loans” to you. “Loans” to the borrowers means “debts”. So why do you want to be in debt, just so as to consume?
4. You have a fixed income. Most people do. You are already committed to several debts – car loans, housing loans, financing for your children’s education. You have also your usual household expenses. So why do you want to borrow to consume on things or products that you do not really need or are necessary in your present state of finances?
5. Who gains by this excessive consumption?
6. Which is more critical, production or consumption?
7. Which, in the final analysis, ensures stability in the economy, employment and efficient allocation of resources and investments?
8. When exports are down and the economy has contracted, what are the implications?
Should we tighten our belts or consume and consume?
9. When exports are down, national revenue is down. Likewise, when your income is down, what do you normally do?
10. Which sectors of the economy will be stimulated and has the most benefit to the economy when we continue consuming, spending and borrowing?
Check out from the retail outlets, hypermarkets etc. and ascertain where are the majority of products produced? If they are mainly imported items, who benefits?
Too Big To Fail or Too Big To Sustain
11. When a bank through mismanagement fails, why should we use tax-payers monies to bail them out? Why are banks being treated differently?
12. If deposits are guaranteed by the government, why can’t the bank be liquidated, the old management sacked so that new investors and management can come in and revive the bank? After all, bank licenses are in great demand and few are granted. The new investors will re-capitalise the bank and revive it. Why the need for tax-payers’ monies to re-capitalise the bank?
13. When was the last time you heard a banker sent to jail for CBT? Corrupt bankers plunder in the billions and destroy economies. They get away time after time. Snatch thief is sent to prison and even whipped for stealing a few hundred ringgit.
14. Government linked companies use tax-payers monies to operate as opposed to private companies. In the case of the latter, when they fail, the investors bear the loss. Should we have tighter regulations and laws governing the management of government-linked companies over and above the laws governing private companies?
15. CEOs and board members are invariably political appointments. Should we allow this practice to continue?
Should the government inflate the stock market?
16. You have a bubble when you inflate, as in a balloon. When an asset is inflated, the price is artificially high. Thus, if a share price is inflated to RM10 when its actual value is RM1, why would anyone take the risk of buying such a share when sooner or later it will collapse?
17. Does it make sense for a government to use tax-payers’ monies to prop up the stock market when its values are artificially inflated?
18. Is this not misallocation of scarce resources?
19. Markets go up, markets go down and gamblers indulge in such activities with their eyes wide-open. So why should any government use tax-payers’ monies to sustain a market so as to prevent gamblers from suffering losses?
20. When a bubble has burst, what is the use of trying to reflate a burst bubble? In any event, physically can anyone reflate a burst balloon? When an asset’s actual value is RM1, does it make sense to maintain post-crisis, the artificial value of RM10 prior to the bursting of the bubble?
I want you to evaluate the RM67 billion stimulus in the light of the above questions. Then ask yourself whether the policies make sense.
Finally, ask the RM67 billion question.
How did we fund this stimulus?
Where is the source for these funds?
What utter rubbish! Fine, they may be forgiven for burying their heads in the sand in 2007. But, they did not even get it right in the first quarter of 2008. In the last quarter of 2008, they were still singing praises about the Malaysian economy and that 2009 would register a robust growth.
Maybe the head of this think tank was making excuses for himself and deflecting any criticisms to that of financial journalists. How pathetic can one get?
And now, the Governor of Bank Negara has lately conceded that she underestimated the severity of the impact of the global financial tsunami on Malaysia.
Put it bluntly, such journalists are employed to sell good news so as to lure greedy and stupid investors to gamble in the stock market after the big boys and insiders have made their moves and are waiting to cash out.
Gamblers are driven by herd instincts. They care not about fundamentals. That is why I never hesitated to call them suckers. And they are suckers through and through.Every country has been following the FED in stimulating the economy and pumping vast amounts of monies into the economy. These experts called it “quantitative easing” instead of the simple term, creating money out of thin air – printing money electronically.
For a technical explanation, I reproduce here an extract from Wikipedia:
The term quantitative easing describes an extreme form of monetary policy used to stimulate an economy where interest rates are either at, or close to, zero. Normally, a central bank stimulates the economy indirectly by lowering interest rates but when it cannot lower them any further it can attempt to seed the financial system with new money through quantitative easing.
In practical terms, the central bank purchases financial assets, including treasuries and corporate bonds, from financial institutions (such as banks) using money it has created ex nihilo (out of nothing). This process is called open market operations. The creation of this new money is supposed to seed the increase in the overall money supply through deposit multiplication by encouraging lending by these institutions and reducing the cost of borrowing, thereby stimulating the economy. However, there is a risk that banks will still refuse to lend despite the increase in their deposits, and in a worst case scenario, possibly lead to hyperinflation.
Quantitative easing is sometimes described as 'printing money', although the central bank actually creates it electronically by increasing the credit in its own bank account.
Examples of economies where this policy has been used include Japan during the early 2000s, and the US and UK during the global financial crisis of 2008–2009.
But seriously, how many Joe Six-packs reading the above extract can fully appreciate the implications and consequences of such policies of central banks the world over?
In my previous articles and in my book, The Shadow Money-Lenders I have given detail explanations, but I still receive e-mails requesting for further explanations.
In this article, I am adopting a different approach. I want you to think about certain issues and problems and see whether applying common sense will assist you in arriving at the logical conclusions.
Here we go:
Economic Stimulus
1. Right now, at this moment in time, is your government stimulating for growth or merely stimulating for consumption?
2. If it is the latter, does it make sense? The so-called experts say that “credit is the lifeblood of the economy”.
3. “Credit” to the banker means “loans” to you. “Loans” to the borrowers means “debts”. So why do you want to be in debt, just so as to consume?
4. You have a fixed income. Most people do. You are already committed to several debts – car loans, housing loans, financing for your children’s education. You have also your usual household expenses. So why do you want to borrow to consume on things or products that you do not really need or are necessary in your present state of finances?
5. Who gains by this excessive consumption?
6. Which is more critical, production or consumption?
7. Which, in the final analysis, ensures stability in the economy, employment and efficient allocation of resources and investments?
8. When exports are down and the economy has contracted, what are the implications?
Should we tighten our belts or consume and consume?
9. When exports are down, national revenue is down. Likewise, when your income is down, what do you normally do?
10. Which sectors of the economy will be stimulated and has the most benefit to the economy when we continue consuming, spending and borrowing?
Check out from the retail outlets, hypermarkets etc. and ascertain where are the majority of products produced? If they are mainly imported items, who benefits?
Too Big To Fail or Too Big To Sustain
11. When a bank through mismanagement fails, why should we use tax-payers monies to bail them out? Why are banks being treated differently?
12. If deposits are guaranteed by the government, why can’t the bank be liquidated, the old management sacked so that new investors and management can come in and revive the bank? After all, bank licenses are in great demand and few are granted. The new investors will re-capitalise the bank and revive it. Why the need for tax-payers’ monies to re-capitalise the bank?
13. When was the last time you heard a banker sent to jail for CBT? Corrupt bankers plunder in the billions and destroy economies. They get away time after time. Snatch thief is sent to prison and even whipped for stealing a few hundred ringgit.
14. Government linked companies use tax-payers monies to operate as opposed to private companies. In the case of the latter, when they fail, the investors bear the loss. Should we have tighter regulations and laws governing the management of government-linked companies over and above the laws governing private companies?
15. CEOs and board members are invariably political appointments. Should we allow this practice to continue?
Should the government inflate the stock market?
16. You have a bubble when you inflate, as in a balloon. When an asset is inflated, the price is artificially high. Thus, if a share price is inflated to RM10 when its actual value is RM1, why would anyone take the risk of buying such a share when sooner or later it will collapse?
17. Does it make sense for a government to use tax-payers’ monies to prop up the stock market when its values are artificially inflated?
18. Is this not misallocation of scarce resources?
19. Markets go up, markets go down and gamblers indulge in such activities with their eyes wide-open. So why should any government use tax-payers’ monies to sustain a market so as to prevent gamblers from suffering losses?
20. When a bubble has burst, what is the use of trying to reflate a burst bubble? In any event, physically can anyone reflate a burst balloon? When an asset’s actual value is RM1, does it make sense to maintain post-crisis, the artificial value of RM10 prior to the bursting of the bubble?
I want you to evaluate the RM67 billion stimulus in the light of the above questions. Then ask yourself whether the policies make sense.
Finally, ask the RM67 billion question.
How did we fund this stimulus?
Where is the source for these funds?
Friday, April 10, 2009
Something Inspiring
Here is an extraordinary example of 2 mans who chooses to view their “problems” as gifts, and a resource to show the world that there are no limitations to what we can do.
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