Incredible Shrinking Business

Is your downline shrinking faster than a grape in the California sun? Or worse, does your downline look more like a dying vine than the vibrant and healthy wealth generating machine you envisioned when you first got started with your business?

If that sounds familiar or it is an accurate description of your team, then there is hope for your sickly, frail, lethargic business because the Doctor is IN the house to help you.

Are you interested in learning how you can put 3-5 new reps into your networking business day in and day out without fail? Knowing what your comp plan pays, what would happen to your weekly checks if your business was growing at that pace? Get my FREE power call and get started on the road to financial freedom and start fulfilling the dreams that got you into network marketing in the first place.

Oh, I’m sorry, you’re not getting weekly checks? If you’re not, then maybe what your MLM business needs is a CHECK UP.

Like any patient, your business needs a doctor. Consider me to be your MLM health practitioner and I have the prescription for getting you and your networking business earning six-figures within 12 months so that you can enjoy the success your hard work deserves. I’m willing to bet you didn’t get into your networking business to fail. So, why do you settle for mediocrity? If you are not putting 20 to 30 people a week into your business, then you’re settling for mediocrity. Let me help prescribe the antidote to mediocrity and pump up your downline as if it were on steroids.

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No need to bug your friends. No need to bug your family. No need to spend evenings in another hotel meeting hoping that your prospect will join you. No need to purchase a bunch of flashy flyers or mail postcards. There are other ways to grow a business explosively.

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Let Brand Guide Your Staff

It’s at this critical point that their training in proper procedures is most helpful, but sometimes they are faced with questions outside of strict training or procedural guidelines. Here they need to make the right decision–for the customer and the company. It’s at these junctures that a solid working knowledge of what the company stands for can help them make the best choice.

And understanding the company brand starts with your Achievers.

Your junior staff will follow the example they see the Achievers set. The Achievers must intimately understand what your company’s Brand represents–they need to also recognize that this knowledge can help them make a decision.

It sounds basic, but your customers’ impression of what your Brand is–what your company stands for–will be far more influenced by what your staff does during a tough situation than through all your advertising. This is especially true for a small business on a limited marketing budget.

When customers and staff agree on what your Brand means, then you can trust that decisions your staff makes will truly be in the best interest of the company. Will those staff decisions be exactly what you would do? No, but they’ll be close enough.

Occasionally they will even be better.

Franchises for Sale

Things to Consider

Some prospective owners look at the buying price of a franchise when considering buying into them. Unfortunately, they forget to factor in other expenses such as employee salaries and operating expenses. These factors are crucial in knowing if you can really make a profit out of the business. This problem is further compounded if the business requires more employees or if the business needs more managers. If you don’t consider these expenses, you might find yourself over your head in the budget department as the actual buying price plus salaries, operating expenses, and even debts could easily double your expected budget.

Don’t just jump into a franchise business; do an inventory of your goals and your strengths when considering which franchise you want to purchase. You might be considering buying into a fast food franchise when you do not have any interest in the food business. In some way, that could be suicide. Stick to your forte and use your strengths to your advantage.


Always, always work within budget. Remember you are either buying into an existing franchise or starting a new branch. It wouldn’t do well to start in debt. An accountant would come in handy when considering a franchise. Have them look at the numbers and analyze how the particular business is going. These professionals have experience in assessing and evaluating how that business is going. If they raise the red flag, you may want to reconsider buying into the business.

To Each His Own

Franchises do not suit everyone, however, they do present a relatively intriguing business prospect. As with any potential investment, make sure you do your homework diligently. Investigate with all your might. It is your hard earned money at stake here. If you do your job right, well, you may have a potential gold mine in your hands. Do not be complacent once you purchase a franchise. If you exerted effort when you still did not own the branch, you may have to exert more afterwards.

How to Avoid Collateral

When a contract surety loss occurs, the claims department hopes to have two dependable resources for financial recovery:

  1. The unpaid balance of the contract goes to the surety as they complete the work
  2. The surety sues the applicant / company and its owners to recover the loss

Collateral requirements arise when the surety wants to have certainty. If a problem develops, they don’t want to find that the client has no money left, or they declared bankruptcy… or left the country. If they are to write the bond, they want a guaranteed way of having financial recovery.

Bearing in mind that collateral is a dear price to pay for a bond, let’s look at an alternative approach that helps the surety, but doesn’t take a big bite out of the contractor!

“Retainage” is money the project owner hold back (retains) to assure the final completion of the project and payment of related bills. If the retainage is 10%, the contractor receives 90% of the funds they are owed as the job progresses. At the end, the contract owner / obligee will still be holding 10% to keep the contractor interested in reaching total, satisfactory completion. In this manner, the retainage money protects both the obligee and the surety – making a bond claim less likely.

“Surety Consent to Release of Final Payment” is a voluntary procedure obligees may use as a courtesy to the surety. The last bit of contract funds may be useful leverage to get the contractor moving for the final contract adjustments. There may be building cracks, broken glass, defective lights, painting errors – small stuff that the obligee cares about but the contractor may find annoying to correct. The Surety Consent is another way for the bonding company the avoid a claim. “Fix this problem or we will not agree to release your final payment.”

How can these two useful tools be incorporated to guarantee they will help the surety, and therefore replace the need for collateral?

The answer is to add a condition to the bond (mandatory compliance required by the obligee) stating that there may be no release or reduction of retainage or final payment without the prior written consent of the surety. Now the bonding company is guaranteed to have a financial resource available and the amount is known in advance – just like collateral. But the contractor didn’t have to drain the company bank account to accomplish it: Win-win!

What if the contract terms do not provide for a retainage procedure? One can be added by contract amendment. If Funds Control (an escrow agent) is in use to handle the contract disbursements, a retainage procedure can be added to the funds control agreement.

Keep this alternative procedure in mind if your bond underwriter needs help to be more creative with the underwriting solution.

Importance of a Good Business Name

The perfect name for your business allows you to stand out (in a good way of course) and get you on the minds of your target audience. The perfect name also makes the process of developing a brand much easier, as your brand itself revolves around your company name.

Of course, this isn’t to say that a good business name will somehow compensate for your lackluster products and services. Nor will it magically increase your sales.

If you’ve yet to choose a name for your business, or plan on changing the one you already have, here is a brief guide on what you can do, as well as the factors you should consider when choosing a business name.

Be Serious

Selecting a name for your business is no laughing matter. Sure it’s fun and brings out your creativity, but don’t put it on the same level as choosing a name for your pet. Remember that most of your marketing efforts will stem forth from your company name. It’s from your name where your image, brand and reputation are based on.

Be Careful with Word Play

A clever name can either make you or break you. On one hand, it can help create better recall amongst your audience. On the other, it can come off as cheesy, or worse, tasteless.

What’s important to remember when taking this route is to choose something that’s not tacky. It’s better to be plain than have a tacky image among your customers.

Stay Away from Acronyms

Tempting as it is to use a short and easy-to-write acronym, it’s generally not a good idea, especially for small businesses that need to do heavy marketing to compensate for a forgettable company name. After all, it takes resources to explain what the acronym means right?

Keep it Safe

Don’t use, copy, or edit names of other businesses and turn it into your own. Not only can you be sued for trademark infringement, your customers will frown at your blatant disregard for intellectual property. Stay unique and use your creativity some more to come up with an original name.

Don’t Stay Local

In today’s globally competitive world wherein products and services can now be sold on the Internet, it’s no longer feasible to include your geographic location in your business name. While small businesses certainly operate locally, including your location in your name severely limits your reach and makes it more challenging to branch out.

Government Loans

Conceptually, a lease may be defined as a contractual arrangement in which a party owning an asset (lessor) provides the asset and the right to use the equipment to the user (lessee) over an agreed period of time for consideration in the form of periodic payment (rentals) with or without a further payment (premium).

At the end of the period of contract (lease period), the assets revert back to the lessor unless there is a provision for the renewal of the contract. Leasing essentially involves the divorce of ownership from the economic use of an asset. It is a contract in which a specific asset required by the lessee is purchased by the lessor, in this case from a manufacturer selected by the lessee.

Leasing is a device of financing. The position of a lessee is akin to that of a person who owns the same asset with borrowed money. The real function of a lessor is not the renting of assets but lending of funds. Lease financing is, in effect, a contract of lending money.

The lessor is the nominal owner of the asset as the possession and economic use of the asset vests in the lessee. The lessee is free to choose the asset according to his requirements and the lessor does not take recourse to the asset as long as the rentals are regularly paid to him. An asset lease transaction can differ on the basis of the extent to which the risks and rewards of ownership are transferred and the number of parties to the transactions. Risk with reference to leasing refers to the possibility of loss arising on account of underutilization of the asset.

Strategic Thinking in Employees

One of these very important practices is to think strategically in all times. Leaders mostly have it in them, which make them move up the ladder. But if your workforce is not accustomed to thinking strategically, it can cause a lot of problems.

Strategic thinking is that effective process where the every decision is taken keeping account of the current situations and also what the future might hold. The desired goals are approached in this manner so that a situation has been clearly examined and explored from all sides. In order to think strategically, looking at the bigger picture of the situation is essential. It might look great tomorrow, but what might happen a few months later must be also imagined. If your workforce is thinking strategically, creative ideas will flow in every now and then and would be able to apply their skills to a variety of situations.

Developing strategic thinking in your workforce is a culture that many big organizations fail to adopt. The benefits of adopting it are many, for both the employees and the management. Let’s take a look at some of these.

Helps the Employee to Grow

Every worker has the potential to think strategically. It is just for the management to take that skill out and put it to good use. Strategic thinking is just not confined to business, and can help you in all fields of life. If a worker learns to tackle a variety of situations through his thinking skills, he can maintain an excellent balance between his work and other areas of life. A lot of jobs are all about overly repetitive actions that become monotonous. If you as a manager can train your workers to think strategically, they can grow in many capacities which will be beneficial for the company.

Problem Solvers

Despite the best efforts, a lot in business can go awfully wrong. This becomes particularly stressful for the entrepreneur who has to eventually face the music if things turn into a bad shape. When creative minds sit together to discuss problems a lot can be achieved. This might even mean involving someone from another department to ask for opinions. Obstacles are a part of every business, and only those who think strategically can win the game!

Widens the Lens

In today’s times, the least an organization needs is a close minded approach. There are markets to explore globally and being confined to a shell seldom yields any benefits. If you wish for your company to grow in all corners of the globe, thinking strategically would have huge benefits for both you as an employer and your workforce too.

Benefits Of Good Business Plan

A business plan is like a road map, it shows one the route to take, the pitfalls to avoid in order to reach his destination, For instance, if one decides to travel by road from one place to another, he would first need a road map that shows him the route to take. He will need to determine the distance and how much gas his car will need to take him to his destination. Moreover, he will need to calculate how much the journey will cost him, if he intends to raise money, if he’s borrowing, how he intends to refund the money. Putting all this into consideration, he now has a traveling plan that will take him to his destination. In the same vein, that’s what a business plan provides one with, the strategies, the route, and a road map to success.

Incidentally, the idea of working with a business plan is for one to keep focus on his set goals. Statistics has it that many businesses fail due to inadequate planning. If one doesn’t know where he’s heading to, any route seems to be the right one. Most people make great mistakes by jumping into business without adequate preparation and planning. A good business plan helps one maintain focus on his goals and execute the strategies that the plan assisted him in creating. Just like a road, one’s business plan has to be consulted to make maintain his focus and not running business in a layman’s way.

Working with a business plan, it will prevent one from entering unfamiliar territory. The plan becomes a working map for him and his organization. I t spells out the things to do and things not to do, the functions and how everyone and every department should operate. It helps one become more efficient, reduce waste and redundancy, channeling one’s resources to rightful place and being a guide to the successful running of his business.

As a performance tool, it measures the progression of goals in one’s business by tracking, monitoring, as well as evaluating, and can also be used as checkpoints in measuring performance. The world today, is so dynamic that what applied today might not apply tomorrow, and as a result of this dynamism, a good business plan needs to be setup in order to protect one against risks associated with business.

In addition to a performance tool, perfect business plan should contain other necessary tools in its system, which really make it a perfect plan. It must have a human resource tool, a marketing and strategy tool, financial tool, communication tool, and most importantly, an investor’s guide. A well-defined business plan attracts others to be part of the vision. It has to have a well-defined goal and objective that will set the stage to bring others into the business. It should inspire teamwork and creativity among its people and ensures everyone understands the goals and objectives.

However, a good business plan defines one’s target market, the class of people he intends to sell his products to, how to reach them, promote his products, in addition, defines one’s market mix- people, place, product and price. People- this defines the people involved in the promotion one’s goods and services. Product- this defines what one’s goods and services are. Place- defines the location which also includes the means of delivering the goods and services. Price- defines how much one’s products and services are worth in the market which will enable him analyze and evaluate his return on investment (ROI). A marketing and strategy tool defines one’s business strength, his weakness, his opportunities and threats. It plots a graph that helps one reduce cost while maximizing profit.

A financial tool in a good business plan enables one understand his business financial position, develops his budget and determine how his finances will be allocated. It also calculates one’s return on return on investment, analyzes his income statement, cash-flow, balance sheet, break-even point i.e. the analysis that tells one how much sales needed in order to cover expenses, which gives the basis for pricing his products and services, and at the same time calculates how much that is needed to finance one’s business which helps in making his financial needs clear.

A good business plan communicates one’s ideas to people, communicates his mission, objectives, management approach, responsibilities and demonstrates how one’s strategy will increase profitability and performance, identifying his audience without overreacting his aims and objectives of his business plan. A business communicates in two ways- Internal communication and External communication. Internal communication includes communication of corporate vision, shared value, strategies, guiding principles and employee motivation. External communication includes branding, customer relation, marketing, advertising, media and public relations etc..

A good business plan is used to attract funding from investors. Most investors will look at a business plan as a decision-making tool. There are certain things investors look out for in a business. These include one’s management team, every investor will want to know a business owner’s managerial skills, passion, and his dedication to his business. A comprehensive description of how one’s products or services should be discharged, his customer base, his market and financial analysis. A business plan should have a realistic financial forecast. Every investor will always like to see his business associate’s return of investment, cash-flow and break-even analysis. Hence, a well prepared business plan is the key to attracting investors.

Develop a Non-Profit

It sounds simple, but the major test for success rests in the implementation strategies. Suffice it to say the crux of developing a non-profit is in its strategic components. In this article, three fundamental aspects of how to develop an NPO from a strategic point will be discussed. These three elements include:

  • Use of strategic plans
  • Recruiting the appropriate staff
  • Organizational identity

The starting point of developing a non-profit is strategy formulation and its adoption. Developing a strategic plan is a formal process that involves brainstorming and input from professionals with relevant experience in the industry. Experts in the non-profit world range from grant writers, fundraisers, event planners, project managers, public relations officials just to name a few. Incorporating their knowledge about the industry in your noble idea could mean success or failure for your organization and the project at large. For example, a grant writer could help you navigate the technical aspects of writing a proposal that would otherwise see you go back and forth when you seek to raise funds for a project.

However, trudging back to the necessity of a strategic plan for the development of a non-profit, the point cannot be further belabored since strategy gives direction. With a formal plan in place, decision-making, among the different internal stakeholders, becomes easier, thus creating a conducive working environment where conflicts are avoided because each player has their responsibilities clearly stated and formally documented.

Also, strategic plans provide avenues for traceability. This includes traceability of resources, responsibilities and decision points and the resultant effect on the project. This capability creates the opportunity for customization of the program based on the evidence and desires of the executive e.g. optimization when the decision yields desirable effects and re-calibration of resources after achieving desired goals.

As policy documents, therein lies the definition of the short-term, medium-term and long-term objectives of the organization and the predefined milestones used to measure organizational performance. Veering away from the plan could alter the initial goals and plunge the entire project into uncertainty. Such compromise is considered too risky, and thus the preference of formal planning strategies to ensure decision making across the board is aligned with the organizational objectives. The clarity of the aims, goals and mission objectives and the corresponding deliverables/indicators for measuring performance come out clear when inked in a formal plan.

One could argue that developing a non-profit first requires the people, then the strategy. However, to establish a non-profit, you need a formidable team that buys into your vision and carries it through to its delivery. The teams could be two thronged: the first team to put up the structures in place using strategic plans, and the second team to implement it. Comprehensively, the team should include the executive board, professionals from the non-profit world, and the staff. All these are critical stakeholders and players in the development of a non-profit. Success or failure of a non-profit is determined by how well this team is aligned to the organization’s mission objective and the strategic plans for achieving this goal. It, therefore, follows that assembling this team needs critical consideration of their skills, values, and competencies adjudged against the task ahead. It is this team that determines how efficient the organization is run on both fronts (fundraising and transforming).

The executive arm is influential in determining the levels of motivation among the staff, and this alongside organization structure has a bearing on the organizational culture that sprouts thereafter. A good team works harmoniously despite having different tasks and responsibilities. Harmony and internal agreement are essential ingredients of efficiency since the staff, and other internal stakeholders operate as a team.

With a well thought-out strategic plan and the right team, you stand in a better position to interact with the external components located in the NPOs operating environment. External components include competitors, technology and most importantly stakeholders. The three important stakeholders to a non-profit include the industry’s regulators, donors, and the beneficiaries. Your team and strategy should be able to satisfy the needs of the external stakeholders. Positioning a non-profit to meet these stakeholders’ needs is the ultimate goal of developing a non-profit. It requires simplification of the founding principles to effortlessly communicate a shared identity subjectively among the different stakeholders: internal and external. All this is done while capitalizing on the available opportunities and repelling/dodging any threats.

To get your organization to this level, the founder’s vision of the non-profit should resonate with the staff, the donor community and the community of the target beneficiaries. These stakeholders, based on their various standpoints, might have divergent perceptions of how they relate to the organization, hence different identities. However, several strategies can be used to rally the stakeholders to independently adapt a common organizational identity based on the shared perceptions/understandings. Convincing external stakeholders towards your cause is a continuous process that should be reviewed and regularly updated by the executive. This process should be based on the changing conditions of the operating environment. Internally, the staff may be taken through capacity building and change management initiatives. For the external stakeholders, creative use of fundraising campaigns and public relations strategies could communicate the commonality in perception and rally the different stakeholders collectively behind the founder’s vision under a shared identity.

In conclusion, the first focus on how to develop a non-profit is the appreciation and utilization of formally laid out plans that define project deliverables, long-term, medium-term and short-term goals, policy guidelines and the operational strategies for meeting the organization’s mission objective. The second focus on how to develop a non-profit should be having a suitable implementing arm (executive and staff) for the entire mission. The third and overall focus on how to develop a non-profit is the integration of the external and internal stakeholders under a common identity in pursuit of the mission objective.

Business Consulting and Marketing

A portion of the things a market expert can do are things, for example, telemarketing and direct mailing. They can even investigate the items or administrations that the organization offers and check whether there is an approach to upgrade them. Possibly it isn’t the item that should be improved, it might be that the cost is too high. On the off chance that the promoting specialist explore on contenders demonstrates that they offer a similar item at a more sensible value, they can work with the organization to accomplish a value that will fit everybody’s financial plan.

Getting a business perceived is the significant part of an advertising expert. Each entrepreneur needs to be fruitful and without clients that could never happen. An advisor that spends significant time in advertising will know every one of the regions of the business to research that could give benefit. They know the strategies that will get the attention of the customer, for example, offering extraordinary advancements or by making bundles that will fit the requirements of the purchasers.

At times another entrepreneur may not know about all the promoting procedures accessible. Enlisting a promoting advisor can be a key to the achievement of that business. There are numerous ingenious methods for promoting today, and an advisor can demonstrate to you the way.

Private company Consulting Opportunities are wherever nowadays. On the off chance that you are keen on figuring out how to exploit these counseling openings please visit my Business Blog by tapping the connection underneath.