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Business Career Advice: Stop Feeling Guilty About Time Off!
Are you sitting at your desk dreamily imagining yourself on a South Seas vacation? Or maybe a rollicking holiday with the family? Or maybe you’d prefer to stay home and watch some DVDs.Wanting to take some time off shouldn’t make you feel guilty. In fact, in her new book, “Time Off for Good Behavior,” Mary Lou Quinlan writes that seven out of 10 people fantasiz

eed?

• Will you overcharge me?

2. How can you overcome each of those risks? Will you accept penalties for non-delivery or late delivery? Offer a free trial period? Or a money-back guarantee? How about a fixed-price quotation?

Do 'Dream Jobs' Really Exist?
More than four out of ten thirtysomething professionals want to change careers, but feel trapped and don’t believe that they will, a new study shows.More thirtysomethings than ever before are feeling disillusioned with their careers and openly acknowledge that they’d like to move into something more rewarding and fulfilling. They admit to a number of factor

New business is tough. Prospective customers perceive that doing business with you for the first time is a risk. You know it’s not (I hope!), but they don’t. Even if they speak to your satisfied customers, it doesn’t remove the risk completely. “How do I know it’ll work for me?” they say.

To remove that barrier, you must adopt some or all of the risk yourself. What do I mean by that? Well, as an example, a 30-day free trial would be more of a risk to the supplier, rather than the customer. You need to work out how many customers would cancel after the 30 days, versus how many more people you would sign up by removing the risk.

Here’s my approach to working out the numbers on this:

1. What risks does your prospective customer perceive in doing business with you? Here are some common ones:

• Will you deliver what you promised me?
• Will I get a return on my investment?
• Will you complete the job?
• Will you complete the job on time?
• Will you deliver the quality of products and services you agreed?
• Will you overcharge me?

2. How can you overcome each of those risks? Will you accept penalties for non-delivery or late delivery? Offer a free trial period? Or a money-back guarantee? How about a fixed-price quotation? Y

Taking The Helm: A Dinghy Sailor's View Of Business Startup
IntroductionSailing involves passion! You have to be impelled to do it. It is not even like riding a bicycle, which may be fun but will also enable you to get from A to B. Dinghy sailing is not a practical pursuit. You will only do it if you really love it. Just like starting a business.Dinghy sailing may not immediately seem to have lessons for star

for me?” they say.

Here’s my approach to working out the numbers on this:

1. What risks does your prospective customer perceive in doing business with you? Here are some common ones:

• Will you deliver what you promised me?
• Will I get a return on my investment?
• Will you complete the job?
• Will you complete the job on time?
• Will you deliver the quality of products and services you agreed?
• Will you overcharge me?

2. How can you overcome each of those risks? Will you accept penalties for non-delivery or late delivery? Offer a free trial period? Or a money-back guarantee? How about a fixed-price quotation?

Be the Best You Can Be Management Style
What makes a good manager? If you are presently a manager you probably ask yourself this question frequently. If not and you are being considered for the position, take heed to some skills that are needed to be the best you can be.Why would someone who is presently a manager think or worry about what it takes to be a good manager? In all positions of life, whet

would cancel after the 30 days, versus how many more people you would sign up by removing the risk.

Here’s my approach to working out the numbers on this:

1. What risks does your prospective customer perceive in doing business with you? Here are some common ones:

• Will you deliver what you promised me?
• Will I get a return on my investment?
• Will you complete the job?
• Will you complete the job on time?
• Will you deliver the quality of products and services you agreed?
• Will you overcharge me?

2. How can you overcome each of those risks? Will you accept penalties for non-delivery or late delivery? Offer a free trial period? Or a money-back guarantee? How about a fixed-price quotation?

Testimonials And Your Unique Selling Point
There are some basic elements that go into testimonials that help you boost sales. All testimonials certainly are not created equal-- yours should all reinforce your unique selling point, serve a specific purpose, and ultimately build trust in your brand. When you use these ideas correctly, there is literally no limit to how much they can improve your business over the

• Will you deliver what you promised me?
• Will I get a return on my investment?
• Will you complete the job?
• Will you complete the job on time?
• Will you deliver the quality of products and services you agreed?
• Will you overcharge me?

2. How can you overcome each of those risks? Will you accept penalties for non-delivery or late delivery? Offer a free trial period? Or a money-back guarantee? How about a fixed-price quotation?

Customer Service: The Lost Art
Let me begin by breaking down a recent experience I have had which highlights many of the fundamental breakdowns in service that I have noticed.Recently, I decided to stop by a local donut shop for a cup of coffee. This donut shop is part of a large national chain with locations all over the country. In fact, this particular chain is largely responsible for my caf

eed?

• Will you overcharge me?

2. How can you overcome each of those risks? Will you accept penalties for non-delivery or late delivery? Offer a free trial period? Or a money-back guarantee? How about a fixed-price quotation? You may need to build some contingency into your price to compensate for the extra risk you’re taking on. Typically in a business-to-business quotation the contingency can be around 20-30%.

3. Make a simple cost-justification for your new strategy, to further convince yourself it’s worth doing:

a) How much extra business do you think you would gain by removing the risk (based on past experience of lost sales or people who “did nothing”)? Make it a percentage, say 10%.
b) How many of these new customers would you lose because you didn’t perform as you’d promised? Hopefully this is only a small number.
c) Even if you hadn’t given them a specific up-front guarantee, you would still have lost them if you screwed up seriously. Say 10% again, because you may get some time wasters who would ask for a refund anyway.
d) Annual profit from new business = total annual sales ? percentage increase ? average value ? gross margin (for example 3,600 ? 10% ? $100 ? 25% = $9,000)
e) Annual loss from “returns” = new sales ? return rate ? cost per re

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Mr. Reed, for want of a better name – always made sure that doors were kept closed, windows locked, and everything as organized as could be. He also had a morbid fear of being locked in the cold-room unable to get out; I suppose he’d watched The Shining a few times too many. So the door had no lock or automatic closing mechanism, just a stiff, heavy chrome latch with handles inside and out.

Generation Y is in the workforce and making waves. Many supervisors and managers are already pulling their hair out trying to figure Yers out. To be effective (and to remain sane) every manager and supervisor must be able to wrap their mind around how Generation Y thinks, what they expect, and what they need. How can managers more effectively manage and motivate Yers? Right here Myra Golden offers hardhitting answers to the top 7 questions about managing Generation Y.

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