Thursday, May 1, 2008
Monday, April 28, 2008
Your Business Risk - Reduce
I'm referring to the risk of bringing another producer into your business. As a successful producer yourself you've come to a point where you're trading time for dollars. You've run out of time so you've capped your dollars, so to speak.
This is both a good and bad position to be in. You're no rookie and you know how hard it was to build this business. You know you're one of the rare few who've actually succeeded in this business in spite of all the misguided advice you were given.
You did it right. You invested in yourself and you developed a business where you attract the right kind of prospects to you, and you help them to buy from you. You've built a solid reputation among your clients and you hold a positive position in the minds of both your clients and your prospects.
Any new producer you bring in to your business will be a direct reflection on that reputation and position you've worked so hard to build for yourself and your business. You can't afford to risk tarnishing this reputation or position. When you allow the "industry" experts to train your new producer for you, you're risking damage to your reputation and positioning.
Things have changed and things have remained the same since you were a new agent yourself. The industry is still pushing the same manipulative and coercive marketing tactics that don't work. Now, however, the industry has gotten even greedier and they're pushing products with multiple hidden fees and tiered payouts. You know how to protect your clients and prospects, but will this new producer?
You're already faced with a time versus dollar crunch will you have time to invest in developing a producer that meets your standards for excellence? It's no secret, the industry as a whole is doing a poor job of properly training agents. Your new producer won't learn how to ethically market themselves and generate sales from the "industry".
You've seen it perhaps you've even been there. An agent who can't pay their bills is a desperate agent. Desperate people do and say desperate things to close a sale. Those moments of desperation can translate into a lifetime of distrust for your business.
Saturday, April 26, 2008
Start-up! How to Budget Your Business
Most people believe that to have a successful business you need to start with a large sum of money and acquire those start-up funds by taking risky business loans or mortgaging your home. That's simply not true. In fact, 25 percent of business owners needed no dollar amount to start up.
Reports show that only 27 percent of business owners have borrowed the money they needed to start their business and 36 percent of owners used their savings for their business start-up. It is always better to save the money you need up front if you are able. A total of 69 percent of new businesses were started or acquired without any need to borrow money.
So if it's that easy, why do so many businesses fail? It may be that new business owners spend more time planning a vacation than they do their new business venture. Many don't calculate into the equation how their personal financial responsibilities will be met while their new business is growing legs. They will still have rent or mortgage, electric bills, phone bills, and other household expenses. A new business just can't support home life for an estimated need of 1-2 years. This is where we fail to plan.
Starting a small business should be looked at as just that, a "small" business. The founder of Dell Computers was a college dropout. Starting small out of his garage, he managed to excel above all of the world's top computer manufacturers. One in three computers sold today is a Dell.
Sunday, April 20, 2008
Business Startup Strategy
I strongly suggest that would-be entrepreneurs do a business plan. As a result of completing the plan you will be much better prepared and know whether or not your business idea is feasible. Try the following article for a short-cut. However, I caution you on following a short-cut unless you have substantial experience or knowledge about your area. Proceed with caution without a business plan!
How is your business unique, and why will your goods or services appeal to customers? What are the primary differences between your company and your competitors? What are the driving factors to choose your business over another?




