Sustainability – The New Greening ($)

Today’s business environment is7a5f748c-7b3c-46f4-b737-09d8df982d21 dynamic to say the least.  It can create challenges and opportunities!  Where do we look for opportunities and how do we position ourselves to maximize our growth potential and overcome those challenges that keep us from achieving high-quality sustainable business growth?

The 2015 strategies that CEOs are looking at:

  • How to create a culture of innovation by promoting entrepreneurship and risk taking
  • How to engage in strategic alliances with customers and other business partners
  • How to find, engage and incentivize key talent
  • How to apply new methods, products and services
  • How to develop innovative skills in all employees

One definition of Sustainability is that it is a business approach that creates long-term shareholder value by embracing opportunities and managing risks derived from economic, environmental, and social developments.

NEW FRONTIER

Some think of it as “greening” an organization. While that is part of the definition, when done properly it is much bigger and cuts a wider path. According to an article published by HBR

“Our research shows that sustainability is a mother lode of organizational and technological innovations that yield both bottom-line and top-line returns. … In fact, because those are the goals of corporate innovation, we find that smart companies now treat sustainability as innovation’s new frontier.”

Initially it was thought that sustainability would increase the cost of doing business. As with the quality movement this has been proven to be false. As a matter of fact, improving quality and becoming sustainable will actually reduce costs, improve profits, and help the environment.

Sustainability from an organizational perspective also includes an increase in productivity and/or reduction of consumed resources without compromising product or service quality, competitiveness, or profitability.

BENEFITS

Enhanced outcomes of sustainability strategies can include: a stronger brand, greater pricing power, greater operational efficiencies, more efficient use of resources, supply chain optimization, enhanced ability to enter new markets, enhanced ability to attract, retain, and motivate employees, increased customer loyalty,  reduced environmental impact, and improved innovation.

Sustainability has the greatest chance of success when a proven implementation model is used. “You cannot implement these kinds of programs bottom-up; it’s impossible. It’s always top down … Always. Because it’s such a cultural change, you cannot do it organically.”

IMPLEMENTATION

Often improvements go across departmental lines and this requires top management’s involvement. In our experience when sustainability is strategically based, management driven, employee supported, and stakeholder/customer focused, it’s a winner. However, without management’s focus, a change of this magnitude simply becomes relegated to another “program-of-the-month.” When that happens, its power is lost and the employees become disillusioned with their management.

We have a proven implementation model that works quickly and would very much appreciate the opportunity to discuss it with you to determine how you can begin reaping the extraordinary benefits of sustainability as a business strategy. Most of all it will enhance your competitive advantage!

For a free demonstration, give me a call. You have nothing to lose and perhaps a great deal to gain.

Customer Relations – What do they REALLY value?

64a89d0e-3cfe-4f9d-9c77-dd217fddc515In our MUST-DO Strategies post we highlighted that to meet today’s challenges for high quality sustainable growth CEOs are focusing their strategies on Human Capital, Customer Relations and Operational Excellence. Let’s look at Customer Relations – What do they REALLY value?

Creating a strong culture around customers is one of the critical drivers in meeting the multiple challenges facing industry today.  What do we believe customers really want/need:  Price or Value?  If you believe that the only thing they cherish is the price then don’t read anything further.  If you believe that they are looking for value than read on!

The tendency of our traditional sales and business development efforts is to push services and benefits to our customers.  Try changing the game.  Ask customers what they really value and what their expectations for value are.  You may be surprised that the answers.  If you asked this question of your management you might get different responses but in the end customers want to know if you are the type of company that can trust to get the job done!  They’re always looking for the A-Team at the lowest price! Give them more of what they really value!

The strategies that CEOs are looking to related to Customer Relationships focuses on the following areas:

  • Relationships – Leadership should personally engage with key customers and clients to establish the foundation of trust, value, accessibility and commitment.
  • Quality – Customers are looking for quality in the products and services.  Consider what quality is costing you and your clients.  What would you look for if you were in their shoes?
  • Culture – If you look internally and develop a more outward looking customer centric culture in your organization what would you expect the customer’s response to be?
  • Speed – Time is money!   The current market has created a need for speed and reduced waste!  The quicker you can deliver a quality product, the higher value for your client and a more competitive advantage for your success.
  • Differentiation – Use competitive intelligence to identify your differentiators inline with what the customer really want, need and value. This will help you create your market leverage and success.

YES, clients are pushing for cost reductions in today’s marketplace. However, if he believes that he’s getting a great deal and meeting his expectations, he’ll pay for it!  Raising the focus on delivering better value requires innovative solutions throughout your entire business system in order to reach your full potential. It will also reduce waste and risk while increasing your margin potential, growth and shareholder value.

NOW, ask yourself and your teams these questions: What are we selling?  What are our customer’s problems?  How can we solve these problems in a unique or better fashion?  Do we understand their expectations? Have we a differentiated offering?  Are we asking the RIGHT questions and ARE we listening?  Do we have a culture fit and relationship?

Ask us how we can help Empower your potential to Excel and Perform!

Results Assurance

“If we improved any single process in our business by just 1%, or even 0.1%, but we did that every single day – what do you think the effects would be in a month? In a year? In five years?”

Are you looking to assure more successes with sales, profit, satisfied customers and employees, promotions, bonus or more? Do you know the formula for success and have you mastered the art of achieving success? We all know what we want to do and maybe what we should do, however, do we have the behaviors and the know-how and support needed to achieve real success?

There are four key components to being highly successful. Those are:

  • The Want To!
  • The What To!
  • The How To!
  • The Where To!

If you have ever played organized sports you know what it’s like to have a coach encourage you and help you understand the rules, strategy, plays and the behaviors necessary to be successful in that sport.

Business is the same. Be it building teams, managing people, successful sales, career advancement, project management, profitable operations and projects and more we all need a valid success formula and the support to achieve our goals and objectives. It’s a team sport!  If it was all so easy, then why aren’t you already getting the results and rewards you deserve?

The solution is simple; we can give you a proven process today that you and your teams can use to achieve phenomenal long term results, FAST. The ROI starts on day one!

As some of our clients put it:  “It helped me get organized and focused not only on my work but also on what I want to achieve!”,”It helped our team to discuss shared issues and find solutions to common problems.”, “Our sales could double using this formula!”, “The gains we are realizing are priceless!”

There is no charge for the first consultation.  You have nothing to lose and perhaps a great deal to gain – more profits, advancements, improved retention of mission critical resources, more sales, satisfied customers, reduced risk, behavioral based change, goal driven management teams with results and more! You could say that we are in the Results Assurance Business!

If you’re interested in learning how this success formula can help you get more from what you already have, then give me a call today at 713-249-9569.  I guarantee it will be life changing for you and your business results!

Dedicated to your success!

Your Results Assurance – Executive Coach

Growth

Growth is vital to prosperity. Every person, every company, and every national economy must grow. Are you working for a company that is growing? Is it growing profitably and with no decline in velocity? What happens when the growth rate is low or even negative?

If the company as a whole or your business unit lags behind competitors, your personal progress will suffer. If the company’s sales are flat for five or six years, people will not have the opportunity to be promoted and move forward. Top managers will begin to cut costs, cut the number of employees, cut layers. They’ll start reining in R&D and advertising, good people will leave, and eventually the company will go into a death spiral. People will suffer.

In today’s world, no growth means lagging behind in a world that grows every day. If you don’t grow, competitors will eventually overtake you. Westinghouse, for example, used to be compared with GE. It lost its way, didn’t focus on growth and productivity, and no longer exists. Then there was Digital Equipment Corporation, not long ago the world’s second-largest computer company. It stuck with making mid-sized computers when the world was going to PCs. While upstart PC makers like Dell and Compaq grew, Digital Equipment did not. It lost its independence when Compaq acquired it.

Growth has a psychological dimension. Growth energizes a business. A company that is expanding attracts talented people with fresh ideas. It stretches them and creates new opportunities. People like to hear customers say they’re the best and that more business will be coming their way.

Look at what is happening in the world of Internet and other technology companies. Until very recently, young people were so anxious to get jobs working for dot-com companies that they were postponing their formal education. And venerable old companies had trouble luring graduates from the best schools and retaining their top performers while companies like Cisco, Intel, Nokia, Microsoft, and Oracle attracted a disproportionate number of them. Even a small start-up like Teligent attracted the former president of AT&T, Alex Mandl. What is the attraction? Growth, and all the opportunities and excitement it brings. The chance to build something, make something happen, and prosper.

Growing the Right Way

But growth for its own sake doesn’t do any good. Growth has to be profitable and sustainable. You want growth to be accompanied by improved margins and velocity, and the cash generation must be able to keep pace.

Many entrepreneurs taste success on a small scale and become obsessed with growth, losing sight of the money-making basics along the way. The case of one entrepreneur who supplied beverage equipment to restaurants is typical. He built a profitable business installing beverage equipment at a cost of $2,000 per installation and thereafter collecting $100 a month from the restaurant for the ingredients he supplied. He borrowed money to make the installations. The margin on the ingredients was so slim that it did not cover the interest payments on the borrowed money. Yet he was obsessed with growth.

As this ambitious young man expanded the business, the outflow of cash soon outpaced the flow of money into the business. Eventually, the company went bankrupt, and the lenders decided that the company needed a new CEO.

Sometimes senior management inadvertently encourages unprofitable growth by giving the sales force the wrong incentives. For example, one $16-million injection molding company rewarded its sales representatives based on how many dollars’ worth of plastic caps they sold, regardless of whether the company made a profit on them. Everyone was excited when the company landed $4 million in new sales from two major customers. But in the following three years, as sales rose, profit margins shrank. Finally, the CEO realized that the new business everyone was so excited about was actually a money loser. The price of the new caps did not cover the costs of producing them. Worse, the sales team lowered the price each year to retain the business.

Bankruptcy is often the sad end of misguided expansion plans. In August 2000, one of the largest equipment retailers in the United States joined the list of companies seeking bankruptcy protection when its ambitious growth plans went awry.

In the 1990s, the company had kicked off a rapid expansion that included opening eighty to a hundred stores a year, some outside the United States for the first time ever. Sales grew steadily through the 1990s, from well under $500 million to well over $2 billion, and at least in the early years, earnings per share inched up, too. But beginning in 1995, as the pace of its acquisitions quickened, earnings moved sharply downward for several reasons.

For one thing, the company was conducting business much as it always had, trying to make money on the sale of the equipment itself and also on the highly lucrative business of extending credit to customers. Meanwhile, the credit card industry was blossoming, and customers were using credit cards instead of store credit to buy their equipment. The company lost a main source of income. The loans it did make were more often to high-risk customers, some of whom didn’t make their payments. Also, sales from the new stores didn’t always meet expectations, and sales from older stores were dwindling as the company failed to make needed renovations.

By 1998, the company was losing money, and in 1999, it began to retrench. It closed stores and sold off some of its business units. Still the debt burden was too great, and in August 2000, under the leadership of a newly appointed CEO, the company filed for Chapter 11 bankruptcy.

So don’t use size as a measure of success. Pushing for more sales dollars isn’t necessarily good business. You have to know how and why you’re growing. And you have to consider whether you are growing in a way that can continue.

Look at what is happening to your cash. Maybe sales are increasing, but the cash situation is getting worse. Step back. Are you growing in a way that is generating or consuming cash? Is your profit margin improving or getting worse?

If the money making is improving and the cash is growing too, you have some interesting choices. You can use the funds to develop a new product, buy another company, or expand into a new country. Maybe you want to add some new features to make your product more appealing. Maybe you can cut the price and expand demand profitably.

Finding opportunities for profitable growth when others can’t is part of business acumen. Sam Walton, the founder of Wal-Mart, knew how to grow a business, even when his industry peers thought it was impossible. In 1975, the CEO of Sears, Roebuck told my class at Northwestern University’s Kellogg School of Business that retailing in the United States was a mature business and a no-growth industry. That’s why he diversified into financial services. Meanwhile, Sam Walton was opening new stores while maintaining a return on assets substantially above the industry average.

Wal-Mart has widened the gap between itself and Sears. Though the businesses were roughly equal in size in 1992, Wal-Mart had sales of $165 billion for the year ending January 31, 2000, versus Sears’s sales of roughly $40 billion for the same period. In the process of expanding, Wal-Mart’s margin and velocity have both improved. Wal-Mart’s superior return on assets provides resources for it to expand internationally.

Opportunities for profitable growth may not be obvious, especially for big, established companies. But with drive, tenacity and risk taking, you and your colleagues can discover them. Take, for example, Ford. As Jac Nasser told the investment community at a meeting with securities analysts in January 1999, Ford was evaluating several avenues of growth and would pursue those that had the greatest potential to create value. One of Ford’s growth options was to provide a range of services that have to do with vehicle ownership. Nasse intended to have Ford venture down this path by making acquisitions and exploiting adjacencies. Adjacencies is the word he uses to describe market segments that are different from but closely related to the core business — like Nike’s selling of athletic apparel along with its core business of selling athletic shoes.

As Ford saw it, a consumer who buys a vehicle needs to finance it, insure it, and, over time, maintain and buy replacement parts. Financing, insurance, maintenance, and auto parts are separate market segment: but they are closely related to the initial vehicle purchase. Over the life of the car, an average person spends $68,000 in total — almost three and a half times what the average consumer pays for a vehicle. Ford hoped t grow and create shareholder value by participating in all these segments. That’s why in 1999 it acquired Kwik-Fit, a European auto repair chain, and Automobile Protection Corporation, which provides extended service contracts on all makes of cars.

Ford also planned to fuel growth by using e-commerce aggressively. The company plans to use the Internet to connect with more customers more quickly and to communicate with suppliers and dealers to shorten the time it takes to provide consumers with the vehicles they desire. That way both customer satisfaction and sales would rise.

Excerpted from the book What the CEO Wants You to Know by Ram Charan.
Copyright © 2001 Ram Charan. Published by Crown Business a division of Random House, Inc.; February 2001;$18.95US/$28.95CAN; 0-609-60839-8

Ram Charan is a highly acclaimed business advisor, speaker, and author, well known for his practical, real-world perspective. He was a Baker Scholar at Harvard Business School where he earned his MBA degree with Distinction, as well as his DBA. Dr. Charan is also the author of What the CEO Wants You to Know, Profitable Growth Is Everyone’s Business, The Leadership Pipeline, and Boards at Work. His articles have appeared in Fortune and Harvard Business Review.

Author: Ram Charan
Article Source: EzineArticles.com
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A Roadmap to Business Growth and A Prosperous Future

Do you have the key to Growth?

For almost three years, JR Andersen, CEO of mid-size software company Andersen High Tech (AHT), and his board have been uneasy. Business growth has been “OK” at eight percent but the market has been growing at a 15 percent annual rate. With almost half the growth from price increases, unit growth for the main product line has been less than five percent. Fortunately, margins have been expanding nicely along with management bonuses, so things aren’t too bad.

Or are they?

With business growth rates well below the market, AHT is losing customers and hence market share. At a minimum, this means lost opportunities.

Competitors are gaining enough critical mass to develop the next product faster or better. AHT’s biggest competitor has won three bids with “leading edge” requirements, leaving JR worried about his next generation product.

If you were JR and his board, where would you look to escape this predicament? My experience suggests the answer is in marketing strategy, not in technology.

To increase your company’s business growth, your new thinking and priorities should focus on:

– Finding hidden opportunities – Your potential business growth solutions are buried inside your current approach to product enhancement and development.

– Applying product discipline – You need to find and apply the right balance of technical and business factors for proactive product management.

– Discovering customer niches — You need to find specific customers with unique needs that you can serve better than others could.

Six months ago, JR started down this road. Here is his path to business growth success:

Finding the hidden portfolio gold & fixing your R&D investment black hole

AHT had a large “portfolio” of products and product enhancements in development. Like many companies I’ve seen, AHT’s pipeline had many small, incremental projects and very few truly innovative ones.

To fix his R&D problem, JR decided that he needed to divide the projects into 3 categories:

1. Major new products: Greater than 10 percent of firm revenue within three years.

2. Significant product enhancements: defined as substantial new customer functionality.

3. All other.

JR knew there were only four new products underway, counting two in the very early stages. He was surprised to find only seven significant enhancements, and even more surprised to find 73 “all other” projects.

Next, JR needed to understand the resources assigned to each category. Because there had been no central resource tracking, this step was hard for JR’s staff. They had to visit each product group and each functional organization several times before obtaining the necessary information. Everyone was surprised to discover only 20 percent of the resources assigned to major new products and another 15 percent on enhancements–with the remaining 65 percent working on “all other.”

The solution was obvious. Take resources from “all other” and add them to new product development or product enhancements. Not only did this improve confidence in launch dates, it opened a floodgate of possibilities for new products.

Applying Product Discipline

While looking at the AHT product development projects, JR first drew them out on a calendar showing launch dates. Then he asked his engineers and product managers some questions. They included:

– When are intermediate reviews scheduled and who is participating?

– Can you show me the specific customer needs that preceded the technical work?

– For existing products, do the product plans line up with corporate objectives?

– What are the skills and background of the people in product manager roles?

Like many companies, he found AHT only addressed these issues intermittently, meaning he received many answers he did not want to hear. In discussions with the vice presidents at the next staff meeting, JR and his executive management team agreed they needed to personally apply more consistent attention and focus.

Discovering Niches and Segments

Next, JR dug into the product plan for AHT’s product with the largest growth objective. He found the sales target, marketing communications plan, and the planned product enhancements. But the assessment of competitors was weak. Worse, the description of target customers and applications was missing. In other words, no description of why a customer would buy AHT’s product or which customers should be interested.

I’ve seen this pattern at many companies. The value proposition is missing or too broad, without real and specific customer benefits. Crafting a great value proposition includes becoming very specific about benefits in terms that affect the customer’s bottom line.

JR quickly realized that the most productive place to look for revenue growth was in incremental uses and new customers for AHT’s three key existing products. He asked his marketing, sales, engineering and customer service leaders to carefully understand and document each benefit received by current customers, then identify other similar customers.

Business Growth’s Bottom Line

After six months of focus, JR and his board are feeling better. Revenue growth for the last quarter was 17 percent and the most recent product launch was on time. The whole company now has a positive outlook and people are buzzing with energy. It took two new product managers and a lot of executive attention, but the customer niche/value proposition concept has really taken hold. The VP of sales even became a believer when he landed an elusive key account after a presentation of AHT key product benefits (rather than their technical capabilities).

The product launch schedule has six new products and fifteen enhancements in the pipeline, all with strong executive support and no more “black hole.”

I sincerely hope your company isn’t facing the problems faced by JR and his board at AHT. But if you are, try JR’s roadmap for business growth. Find the hidden opportunities, apply product discipline, and discover your customer niches.

B2B marketing expert, Bill Gilbert, has extensive experience in moving telecom and high tech firms, just like yours, from technical focus to a customer-driven brand. For more free business growth tips on how to drive a compelling value proposition, proactively manage new product development, and exploit product portfolios to systematically build brands check out Bill’s blog at: [http://www.b2bgrowthmarketing.com/marketing-blog/]

Author: Bill Gilbert

Business Opportunities – How to Select Wisely

How to Select Wisely

Consider Carefully
Consider Carefully

When you come across a business opportunity, how can you decide if it is a serious proposition or just a scam to get you to part with your money? There are many things to consider when confronted with any business opportunity, no matter how good it sounds or how genuine it might be. Before you start delving into the fine detail you should make a list of criteria that is personal to your requirements.

If the business opportunity offered does not measure up, don’t waste any more time on it. The questions you ask yourself will be very personal to your own requirements but here are some suggestions:

Questions to Ask Yourself

o Does it satisfy my heart’s desire? This is more important than it may seem. All opportunities have times of difficulty. During one of those times, if you can say that this is what you really want to do, it will give you the extra boost you need to push through the problem.

o Do I have the necessary skills? If not, can you afford the time, energy and finances to train?

o Do I have the resources? All business opportunities require a level of investment, at least in time, money and commitment. Do you have what it takes?

o Is there a market? You can use the Internet to see if your business opportunity offers something that is being searched for frequently.

o How profitable will it be? Are the margins high and the marketing costs low enough to make the venture profitable?

Consider Your Answers Carefully

Consider your answers carefully. Understandably, anyone offering you a business opportunity will want your decision quite urgently but if they are not prepared to give you an adequate decision deadline you have to ask yourself one final question:

o Is it a serious business opportunity at all?

Des Vadgama is a leading expert on fast business growth and boosting profits by 50% or more.

So remember before you dive into a new business, consider asking yourself and considering the answers carefully if the business is really for you and have you considered wisely in your selections process.

Author: Des Vadgama

Did You Know Opportunity is Knocking at Your Door Right Now – During a Recession?

Finding you directions.
Finding your direction.

Are you going to accept that business opportunity and thrive from it? It’s the opportunity only a recession can bring about. People and businesses are in great need these days. Many challenges, problems and needs are longing for solutions during a recession. People and businesses have had to make changes in the way the live and do business. These changes generate a whole new set of challenges and issues, thus opportunities to provide solutions in the form of products and/or services. Observe what’s going on, listen to what people say and do and you’ll become aware of opportunities to help others in the personal lives and business. think creatively, to dream, to seek out, to observe and learn about challenges. You have or can find the solutions and profit from these new and developing challenges.

How you find an opportunity. Ask yourself these questions and write down the answers. Just to let you know, money is NOT the response to these questions.

1. What are the major needs and necessities of businesses today that they don’t have or are short of?

2. What are significant, basic needs individuals and families have today?

3. What knowledge, experience have you had over the years that can assist each group of people?

4. What skills do you have from your life experiences, career, whatever – that can provide these needs?

5. What existing products do you have or know others have that can be a solution to these needs?

Use your creativity to come up with ideas that will solve the problems and concerns you see, hear and experience. There are more questions, but these will bring forth many good ideas. And, of course, ask other people to get more ideas and solutions. You’ll be surprised at the number of ideas and solutions (opportunities) you will create.

Have fun Choosing an Opportunity: That’s your first task. Choose one, no more than two related opportunities to develop further. You can make your choice in several ways.

a. Choose something you really enjoy, something you have a passion for. Passion makes the work feel so easy. It’s fun, because you enjoy what you are doing.

b. Do brief research and survey of a few people to learn how many people need and will purchase your product(s) and/or services.

A survey of your market niche is important.

c. Determine is you have to develop the product or service or if there is already a solution available that you can market at a profit.

Opportunity is knocking at your door right now. Are you going to open the door, grab the opportunity and make it come to life and profit? It’s up to you to choose.

What’s Next? There are unlimited number of ways to develop that opportunity into a money-making machine…to monetize the solutions. That is a topic for another discussion.

Barbara Filla Business and Life Style Coach and Successful Entrepreneur, helps many become the next success story. Whether you’re looking to create and build a successful business, be an ex-corporate CEO of your own home-based business, the next millionaire Mom or Dad, Barbara can assist you to create a second stream of income and greater peace of mind.

[http://netwebmarketer.com/barbarafilla/wordpress]

http://www.BraveHeartWomen.com/barbarafilla

Author: Barbara Filla

Business Opportunity Leads

Find the path that works for you!
Find the path that works for you!

Business opportunity leads are very important to the growth of all types of businesses. Building your business implies obtaining the right business opportunity leads. But most of the time, it is hard to find the right leads for the business. The best business opportunity leads will cost you a large amount of money.

Purchasing leads from a lead generating company is one way to obtain business opportunity leads. This kind of lead is considered as a convenient and reasonably priced method to create business contacts. The lead generating companies also help you decide which leads will fit your business best. They sell fresh leads created within the past 24 to 48 hours.

Companies offering business opportunity leads use a number of techniques to generate the leads. Some commonly used techniques are direct mail, telemarketing, requests for proposals, and requests for quotes, referrals, trade show demonstrations, seminars, and advertising. If done properly, each of these techniques will generate the right leads for your business.

Before hiring a lead generating company, you should also check whether you can create your own business leads. Generating your own leads help you get the best quality leads. A number of ways are available for obtaining your own leads without having to pay anyone else.

Collecting people request information through your website is one the simplest ways to get your own leads. Pop-up advertisements on your website or a link to obtain more information on your business may help you achieve valuable leads. Other methods include creating your own direct mail and advertising campaigns.

Whatever method you choose to generate business opportunity leads, the most important consideration needs to be the leads? quality. So make sure that your lead generation company gives you the best quality for money. Also, try to use proven techniques while generating your own business opportunity leads.

Business Opportunity provides detailed information on Business Opportunity, Internet Business Opportunity, Home Business Opportunity, Small Business Opportunity and more. Business Opportunity is affiliated with Business Valuation Software.

Author: Kevin Stith

Measuring Up Business Opportunities

Measure before you venture.
Measure before you venture.

Choosing the right business opportunities is as important as deciding you want to work at home. I’ve spent a very long time researching work at home plans and systems, learning a lot about all the different types of working at home opportunities. There was so many business opportunities to choose from, it was like a minefield, some were good and some were bad.

From my research I learned that finding home business opportunities was going to be a process of elimination and measuring up the pro’s and con’s of each opportunity. I spent a lot of time and effort browsing through each and every opportunity out there and used a process to help me choose the one that would give me everything I needed on a low budget.

First I spent about two months doing general searches about opportunities, finding mass amounts of different people offering something different or in some cases similar to another opportunity. I have to say at this time I was very skeptical about home business opportunities but I still l wanted to work from home so felt I had nothing to lose.

Being skeptical didn’t help my confidence or my belief that I could really work from the comfort of my own home. So I knew I had to take action and start my own system of belief and weed out the right opportunity for me. I needed to something to eradicate my disbelief, something that would take my mind from skeptical to total belief.

What I did next was to start reading reviews about home business opportunities, I found that some people had successes and lot of people believed that they were all scams. I knew it had to be real otherwise people wouldn’t spend time, effort and money on the internet bragging about their success. I now used my research to my benefit and began weighing up the pro’s and con’s of each opportunity idea and system that I was aware of.

Weighing up the pro’s and con’s was a difficult process, it wasn’t even that rewarding in the beginning because I was finding it difficult to see other success stories and even that some of the idea’s weren’t that convincing nor inviting.

Most of them advertising themselves as a work at home business, I still couldn’t sere the value and how these people were actually using these opportunities to their success. This is where my research took a turn for the best. I looked everywhere for success, stories, forum’s chat rooms and anything out there that showed tell tale signs of a good business opportunity.

I eventually found everything I needed, a number of different business opportunities that caught my eye, the most transparent opportunities. These were the opportunities that would give me the most value for money for my time and effort.

So what I did next was try and find as much information on what each system would require me to do, this is something that the opportunities don’t tell you before you buy in, they just tell you about success and silly amounts of income you can make.

I was amazed to see the workings of some of the systems I had trawled over again and again without being able to see any real value of the systems to me. It actually shocked me that I had seen it months before and not seen the value, all due to lack of research and the lack of knowledge each system would offer on their business opportunity homepage.

Now I got realistic about working from home, my belief increased, energy levels and the power of knowing what each system would require of me. So eventually I had found the true value, I was able to see how it was all possible and start eliminating the opportunities that weren’t for me.

Eventually I had found three good working systems that I knew I had the ability to make it work for me. So From these three I chose one and started my journey to working from home. I bought into a cheap and cost effective system, that taught me the basics and a lot of stuff the experts don’t want you to know for such a small price tag. I was already keen on the computer, in fact the keyboard was already rarely away from my fingertips but why wasn’t I using my time to start working form home? The easy answer is that I hadn’t seen the value in any product up until when I took my time to really look deeper and see the value of each system and how they are amazingly versatile and resourceful.

So in measuring up all the business opportunities I was so happy to see results after many months of being skeptical and not seeing any true potential all because I hadn’t take plenty of focused effort to measure up the right opportunity for me.

I wish everyone that starts gets involved in home business opportunities all the success in the future and that you too can find a versatile and rewarding opportunity.

By Mark Raff

I wish everyone that starts gets involved in home business opportunities all the success in the future and that you too can find a versatile and rewarding opportunity.

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Author: Mark Raff

Finding and Creating Business Opportunities

Find Business Opportunities

How, in your own lives can you find and more importantly create opportunities?

In the Chinese language, you have the character representing crisis and the character representing change. When these are combined you have the character representing opportunity. Now why is that? Why is it that when crisis and change merge you have opportunity?

Because when crisis and change merge you have disequilibria. You have changing laws or changing conditions. New needs and problems are created and often it is up to the entrepreneurs to fill those needs.

Whenever you experience new things or the world around is changing, there will always be lots of opportunities. Here are some tips for finding, creating, and taking advantage of opportunities.

– You must live your life wholly and fully as an entrepreneur. Your job isn’t being an entrepreneur. You ARE an entrepreneur. You must keep your eyes open at all times.

– The more you travel to other regions and countries, the more opportunities you will see. Often in other places things are done differently or there are good products that haven’t yet reached your country.

– You must be a networker. The more people you talk to the more opportunities you will find out about. It is not just what you know but also who you know and how well you know them that counts.

– You must be in it for the long run. You cannot be discouraged by setbacks or mistakes. You must have perseverance, learn from your mistakes, and keep going. As you learn more and gain more experience you’ll be able to see and be prepared for more and more opportunities.

– The world is filled with opportunities just waiting to be found by an energetic and intelligent person.

– Too many people wait for opportunities to come to them. Don’t. Don’t wait for the opportunities to come to you. Create the opportunity for yourself. This is what entrepreneurs do. We see a need or a problem and from that derive an idea. Then, through doing all those steps I listed a few minutes ago we create an opportunity that hopefully will be validated in the marketplace.

– You must have the opportunity mindset. You must be looking for and evaluating opportunities constantly. You must make time to talk to others about what opportunities they are pursuing. You must become magnetized towards opportunity.

Let me conclude this section with a quote from one of my favorite authors. His name is Napoleon Hill and the quote is “Every adversity comes with it a seed of equal or greater benefit.” “Every adversity comes with it a seed of equal or greater benefit.” Another good quote is, “There is no person worth remembering that lived a life of ease.”

You will be discovering many many opportunities for learning, for partnership, for collaboration during your lives. From the adversity of life there will come many benefits and opportunities. Take advantage of every one of them.

Ryan Allis is the founder of http://www.zeromillion.com, a leading entrepreneurship resource with over 3000 articles, 100 interviews, and a free monthly newsletter The Entrepreneurs’ Chronicle. Ryan is the author of the book Zero to One Million.

Author: Ryan Allis