MLM The Easy Way - GCa Update http://www.blogmoneymiracle.com en-us EasyRSS
by Jay Conners

Having to deal with angry and upset customers is by far one of the worst responsibilities we must face on a day-to-day basis in the world of sales and business. However, this responsibility, like so many others we must face on a daily basis, just comes with the territory.

Customers become angry for all sorts of reasons. Some are legitimate reasons. Some are not. In any event, it's our job to defuse the situation. Here are a few tips on how you can calm your customer down and put them at ease.

1. Give them your hand to shake

When I was in the banking industry, I worked many years as a branch manager. A customer’s body language would speak volumes as they approached my office. This body language allowed me to prepare for what was to come.

It's not difficult to tell when someone is angry. Their face scrunches. Their lips tighten, and their brow wrinkles. They walk quickly with a purpose in their step, and you know they mean business.

My reaction to this type of body language was to reach out my hand to them as an offering of peace. I did this before they had an opportunity to start venting their anger.

I would then calmly introduce myself and ask how I could be of help to them.

This technique will catch your customer off guard, and your acts of professionalism and sincerity will ease the tension and put the rationale back into your customers thought process. This technique is by far the best way to begin any conversation that has the potential to be blown out of proportion.

2. Apologize to your customer

Once you have your customer seated and have allowed for them to vent, the first thing you want to do is apologize on behalf of your company for the way they have made them feel, or for the inconvenience they have been put through.

It really doesn’t matter if your customer is right or wrong, by apologizing to your customer you are being empathetic to their situation. This gives the customer the feeling that you are on their side.

Remember, when a customer has an issue, what they want more than anything else is for someone to listen to their problem and have an understanding of where they are coming from.

There is absolutely no need to take a bad situation and make it worse.

3. Resolve the problem

The last and final thing you want to assure your customer is that the problem will be resolved, or at the very least, the problem will not happen again.

To leave a problem unresolved and your customer hanging will only lead to more confrontations and wasted time down the line.

Remember, when time is wasted, money is wasted.

Again, putting out fires on a daily basis comes with the territory. The sooner you put out the fires the better. Never take a customer complaint personally. Act as your customers' advocate, and you will always prevent a bad situation from escalating.

Jay Conners has more than fifteen years of experience in the banking and Mortgage Industry, He is the owner of www.jconners.com .

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by Lydia Ramsey

A day in the life of a business person can be filled with joy and satisfaction or it can be frustrating and stressful. When things go wrong, some people lose control. Holding emotions in check and reacting professionally under fire are not always easy. It's particularly difficult to be nice to people who are not being nice to you.

So -- what do you do to keep your cool when the customer is chewing you out? Most of the time, it's not even your fault.

It could be that the problem was with a product or a service delivered by someone else in your organization. You're getting the blame because the unhappy person found you first, and it's not pleasant.

When faced with angry people, there are four key steps that will help diffuse the situation.

Step one is to apologize. "But," you say, "it's not my fault." It doesn't matter who's to blame; apologize anyway. As a representative of your company you have a responsibility to see that things go well. Your willingness to be accountable will have a positive effect. After all, it takes two to have an argument. If one of you refuses to be disagreeable you can't have a disagreement.

You're not accepting blame -- you're simply saying, "I'm sorry about the problem." You are wasting your breath unless you apologize with complete sincerity, so be sure that your tone of voice matches your words.

Step two is to sympathize with the irate customer. Let the person know that you can identify with his feelings. Say that you understand the frustration of receiving a faulty product or poor service. The angry person begins to feel better as soon as his reaction is validated.

Step three is to accept responsibility for the situation. Be accountable to the customer. Let him know that you intend to do whatever it takes to make things right. You can't help what has already happened, but you will come up with a solution to the problem or you will find someone who can.

The last step is to take action. Decide what you can do and tell the customer.

You will replace the defective or incorrect product as quickly as possible. If the issue was poor service, deliver better service. Whenever you can offer a bonus of some sort or waive fees, the tiger before you is transformed into a pussycat.

Use the acronym "ASAP" to remember these four steps for calming upset customers. Each letter stands for part of the process.

A is "apologize."
S represents "sympathize."
A stands for "accept responsibility."
P means "prepare to take action."

Nothing will be solved by becoming argumentative and reactionary. Instead, diffuse the client's anger by being apologetic and sympathetic and focus on positive steps that will resolve the situation. Before you know it, your adversaries will become your allies.

Oh yes -- remember to smile. It will make everyone feel better and behave better.

Lydia Ramsey is a business etiquette expert, professional speaker, corporate trainer and author of MANNERS THAT SELL - ADDING THE POLISH THAT BUILDS PROFITS. She has been quoted or featured in The New York Times, Investors' Business Daily, Entrepreneur, Inc., Real Simple and Woman's Day. For more information about her programs, products and services, E-mail her at lydia@mannersthatsell.com or visit her Web site www.mannersthatsell.com .

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by Daryl Campbell

In the movie Jerry Maguire, Cuba Gooding Jr. uttered the phrase that has now become part of our lexicon: "Show me the money."

Whether intentional or not, every person involved in affiliate Internet marketing is thinking the same thing. That's understandable. Unfortunately, many people spend their time looking for the good fairy of affiliate business -- that magic product or service (courtesy of central casting) that will explode their bank account instantly, without having to do much work.

This may explain why the majority of affiliates don't make any money. They don't treat their business like a business.

With the emergence of blogs, video and Web 2.0, marketers have more tools to reach their target audience. However, there are still some old school techniques you should be using in your production.

1. One Site/One Product

Ever visit an affiliate Web site that's offering a ton of different products? For most people, too many choices lead to confusion. It also increases the chance your potential customers will simply click to another site.

The point of one affiliate Web site per product is to limit the choice of your visitors to either buying, leaving their contact information or clicking away from your affiliate site.

Place a review on your Website, along with testimonials from people (get their photos, if possible) who have used the product or service.

You can find previous reviews of the product you're affiliate advertising by searching E-zines and article directories -- but it's best to write your own.

The keys are to:

a. Write a good headline
b. Showcase the benefits
c. Fill each paragraph with just enough information to get your visitors to keep reading
d. A call to action

Make sure it does not come across as a blatant sales pitch. Walk your visitors through understanding the product and how it affects them directly.

2. The Free

According to Overture. 357,000 people per month search the Internet using only one keyword: free. You can get some of that action. Offering a free report is a terrific affiliate marketing tool. Place it at the top of your Website, so visitors can't help but see it.

You can also offer it to your opt-in E-mail list and invite them to pass the report along to others. Make sure your name and Website are branded on the report.

3. Targeted Traffic

There are any number of ways to drive visitors to your affiliate Web site. The question is, once they get there, will they be interested in your offer?

I mentioned before you should write your own product reviews. You should also write articles. Not only will it get you noticed, but you can also find specific article directories, blogs, E-zines and forums where your target audience is most likely hanging out.

Try to write at least 1 article per week -- 400 to 600 words in length. This is a great way to bring targeted traffic to your affiliate Web site immediately and for many years to come. Article marketing combines useful information, free advertising (without looking like advertising) and marketing viral into one powerful package.

Using these tips can help you get through the maze of affiliate Internet marketing and create multiple streams of steady income. Focus on building an affiliate business first, so that when you tell merchants to show you the money, they will!

Daryl Campbell is your Internet Marketing guide for more free tips, tools, coaching, resources, video and up-to-the-minute information to help grow your business. Find out more by clicking now. Affiliate Marketing -- http://winthemarket.com/internet-marketing-guide/affiliate-marketing-and-the-ninety-five-percent/

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by Kevin Sinclair

One of the greatest thrills in business is acquiring a new customer. Many businesses get too caught up in the excitement of acquiring new customers, then don't spend enough time or money on unlocking the value of their existing customer base. It surprises me how often businesses fail to regard their existing customers as one of their most valued assets.

There may not be the same excitement getting orders from existing customers but, this is where the real profits are made. It's generally accepted among most marketing experts that it costs at least five times more to acquire a new customer than it does to get an order from an existing customer.

There are many ways that you can unlock the value of your existing customer base. Let's explore some now.

The first thing a business needs to do is develop the mindset that their customer base is their most valuable asset. Customers need to be treated like gold because that is what they are to your business. Responding to the needs of your existing customers must take priority over prospecting for new customers.

To unlock the value of your customers requires that you have a range of products that will fulfil their needs. Products should be carefully chosen to ensure they are of the right quality and will meet customer needs.

Your customers will often tell you what they need if you listen to them carefully and with respect. This can save you a lot of time and cost in market testing new products.

Stay in contact with your customers. There are a variety of ways to do this and the Internet provides a cost-effective means to do so.

A regular newsletter for customers providing them with useful information is the most common way to do this. However, you need to know what your customers want to make this truly effective.

Gather the preferences of your customers and monitor their buying habits. This can provide you with very valuable information.

To get valuable ideas, look at some of the things Amazon does. For example, Amazon allows people to subscribe to updates on various different types of books and products. That way, they are able to provide information on a regular basis that the customer is interested in.

Amazon also has an author update service. You tell them who your favourite authors are and, whenever there is anything new by that author, you receive an E-mail notification. They also have a facility that suggests other titles or products you may be interested in. This is based on what you are considering purchasing and what others who purchased the same item also purchased.

Do these features generate more sales from their existing customers? You bet they do! How can you use these concepts to unlock the value of your customers?

Consider ways that you can make it easy for your customers to re-order. Simple things such as not having to fill in all their details again on the order form, help a lot. That way, customers only need to advise you of changes to their details and the order process is a lot quicker.

Regularly review your customers' buying habits. This can reveal information on offers that you can make that meet their needs. Providing them with a solution to their problem will lead not only to further sales but it will also build strong goodwill.

Customer service can be one of your strongest weapons in the battle to retain your customers. Make every effort to personalise responses to customer enquiries. Don't send standard form E-mails if you can avoid it. While this will take more time, the rewards will be far greater.

Be quick to honour guarantees. This will show that you mean what you say and will build strong credibility. Too often, tardiness and slow responses lead to lost credibility and lost future value of a customer.

When you're treating your customers as the most important people to your business, they will find the experience rewarding and will return often.

Each business is different and has its own specific ways that can generate greater value from their existing customer base. I hope I've helped you to start thinking more about how you can unlock the value of your customers.

Remember, the more you put into looking after your business's major asset, the more profit you will make. A side benefit is that your customers may even refer their friends and associates to your business, resulting in a steady flow of new customers with a very small customer acquisition cost.

Kevin Sinclair, CPA, of Personal & Business Success Resources. Visit his Website at www.ksinclair.com .

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by David Cooper

Here's something every affiliate marketer should understand: All keywords aren't created equal. Some are worth a lot more than others.

I can hear you now: "No kidding. Everyone knows that!"

Fine. The idea that some keywords are more valuable than others may not be a great new revelation. What might surprise you is how you should be differentiating between the power keywords and the also-rans.

Before you click away from this article, realize that the difference between the best keywords and the dead-enders has nothing to do with search volume.

Surprised? I thought so. Most people think of keyword value in terms of search volume. If millions of people are going to Google to look for "widgets" every day, it would be nice to own the top slot for "widgets," right?

Of course. However, snagging traffic on the basis of "widgets" might not be that easy. Every affiliate marketer in the universe will be going after those high-competition terms. Additionally, a relatively scant percentage of "widget" searchers will be serious potential buyers. There may be a lot of people out there searching for "widget" or "widgets," but not all of them are in a shopping mood.

So, by the time you duke it out for that high-volume keyword and then deal with a relatively small conversion percentage, you're apt to discover that the difference between awesome keywords and duds has little to do with search volume.

Two people sit down to do a Google search. One types "widget." The other types "where to find a good red widget."

Which of those searchers would you prefer to send to a sales page? Obviously, the second searcher is much more likely to make a widget purchase than the first.

So, even though "where to find a good red widget" may not secure a million searches per day, it converts much more than the generic keyword. And a smart affiliate marketer can own a top slot in the SERPs for it rather easily.

Less work. Higher conversions. It makes sense.

Those lesser-used keywords are buying keywords. They're the ones that will get you big checks in the mail from affiliate programs. The high-volume terms are search keywords. They'll get more traffic, but won't produce sales like the buying keywords will.

There's a marketing theory that's been applied to search engine use and keyword selection known as "the long tail." The idea is that it's easier to own those smaller-volume terms and the net effect of targeting the right ones will swamp the income potential of going after the bigger search term.

If you can learn how to apply that theory to your affiliate marketing business, you'll be able to experience success that will escape all of those other affiliates who are still focused merely on search volume.

Don't worry about the search keywords. Go after the buying keywords!

Their mistakes are your GOLD MINE! David Cooper knows how to discover the blunders of others and then use them as a way to create a snowball effect that ends in an Affiliate Avalanche (http://www.affiliateavalanche.com/) of cash!

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by Janice Hoffmann

A recent American Demographics survey concluded that 75 percent of American adults crave more customizable products and services, and 85 percent of 18- to 24-year-olds feel the same way.

THE TEST:

When you come in contact with one of your clients or colleagues, in what ways can you 'personalize' the experience?

1. SHARE A LAUGH:

Laughing releases even more endorphins than smiling. It also releases enkephalins, which are natural pain suppressors.

2. PAY SOMEONE A COMPLIMENT:

Praise stimulates the brain. Look for the good in others, and learn to appreciate small things.

3. HAVE A POSITIVE ATTITUDE:

A Patient-focused medical study showed that optimists are able to cope more effectively with stress. They tend to look on the bright side of things, and take extra steps to circumvent or diminish obstacles.

4. SEND THANK YOU NOTES:

'Management guru', Tom Peters writes, "send them by truck loads." A good will message strengthens the importance of a relationship and validates an interest in the product, service, and collaboration. It's common courtesy, and you'll stand-out.

5. FOWARD AN ARTICLE ON A TOPIC OF INTEREST:

Have you ever talked about movies, travel, or sports with a colleague or a client? If so, clip out a review of a movie they've enjoyed, send them a hot tip on a restaurant in a city they frequently travel, or pass on an inspiring story. A fun note, a newspaper clipping, or an article on a recent business trend, can send a message that you've been listening carefully.

THE RESULTS:

You affect others profoundly & people want more. WOW!

Janice Hoffmann is founder of SUCCESS IS SWEETEST, a New York City based Career & Lifestyle Coaching Boutique www.successissweetest.com .

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By James MacArthur

Seller financing opens your home up to an entirely new segment of prospective buyers. The more buyers viewing your home, the quicker you will find that one qualified buyer. Specifically, you will attract more buyers who don't want to or would have a problem getting a bank loan, or those who want a quicker closing or more flexible payment plans than banks offer. Such buyers include the self-employed, who may be great candidates, but are not viewed as favorable by banks, as are W-2 employees. Also, those with credit blemishes, which may be going down the long road of credit repair. Real estate investors are another large group, since they may own many properties with mortgages, which make it difficult to get another mortgage from a bank.

Banks typically take 30 days to close a loan. With seller financing, YOU make the decision, and it can be done much quicker, thereby removing a buyers contingencies faster, and in effect, leading to a much faster home sale. Make sure you use "Seller Financing" in your marketing and advertising, be it in newspaper ads, flyers, or in the MLS description, regardless of whether you are selling FSBO (For Sale By Owner), or with a real estate agent.

Other Ideas to Sell Your Home Faster

Number 1: PRICE IT RIGHT! Not too high, not too low, check comparables and local agents to get the right number. If you are not getting any action after a week or two, you probably have it priced too high.

If you will be selling FSBO, use a flat rate MLS open listing. For under $500 you can get listed in MLS with no frills. Check the newspaper or call agents to find one who offers this. It will give you much broader exposure and is advertising well spent. Also, strongly consider offering a buyer agent commission of 2-4%, depending on how quick you want to sell and how hot your local market is.

Put up lots of signs around the neighborhood, especially on weekends. Hold regular open houses. Prepare your house for sale. Keep it neat & tidy. Remove the clutter.

Sell Your Home for Full Price

1. Normally a seller will accept a lower price (below market) for all cash, no contingency fast closing.

2. It will sell for market price if the buyer needs 30-60 days to close escrow, will need to qualify for a loan at a bank, and do a home inspection.

3. You as a seller should charge even more (above market) if you will be giving seller-financing terms, maybe 5-10% higher than Case 2, or more depending on the terms.

A Good Investment

Taking back a note can be a very good investment since you will be making interest on your money, which is usually better than CD's, or money market rates. In fact, you can select the interest rate you want! This is especially appealing if you have no need for the money right now.

In fact, it is such a good investment, that many investors buy seller carry-back notes. If you have no interest in holding a note, it is common for a home seller to carry-back a note and sell it at the same time as the home closing occurs. This is called a simultaneous closing.

We Buy Real Estate Notes and can facilitate simultaneous closings, call for more info on this. We can also assist in setting the terms of the note so you get the best price.

Tax Benefits

When selling a home, under current tax law, if you lived in your home for 2 of the last 5 years, your capital gains will be exempt up to $250,000 (twice that if married). Otherwise, your capital gains will be taxed in the year that you collect the capital gains. If you will have significant taxable capital gains on your home sale, it may be very good for your tax situation to take back a seller carry-back note and spread your sale proceeds over several years, or postpone it for several years. Talk to your tax adviser.

Steps for Successful Seller Financing

1. Pull the prospective buyers’ credit report. Their permission will be needed. Always review a credit report on each borrower. It is a small expense.

2. Can they afford the home, job, income? If they can’t afford it, or have a shaky job or income situation, a foreclosure will be much more likely.

3. Use a professional to draft the paperwork. Each state has various laws regarding real estate sales, contracts, and mortgages. Use an experienced attorney to draft the promissory note, mortgage, or deed of trust.

4. Down payment - Sellers usually ask for 10-30% down payment to protect themselves in case the buyer stops making payments and the seller has to foreclose on the loan, and take the property back. The larger the down payment, the more equity protection you, as the seller, have. The buyer will also consider how much money he has put down, if he is in foreclosure and can’t make the payments, and wants to walk away from the house. Zero down is very little encouragement for a buyer, should he hit a rough patch.

5. 1st position or 2nd position - A first position note is much safer for the seller than a second position note.

6. Set the interest rate above current bank rates. This will encourage the buyers to refinance down the road.

Also Read this Article: "Tips for Creating a Seller Carry-back Real Estate Note" at http://www.jmacfunding.com/articles.htm

Other Alternatives to Seller Financing

1. Land Contract / Contract to buy

2. Lease Option

Disclaimer:

I am not an attorney, nor a tax accountant, laws vary from state to state, and any advice implied by this paper should be checked with an attorney and/or tax adviser.

JMAC Funding
PO Box 91472, San Diego, CA 92169
jmac@jmacfunding.com
http://www.jmacfunding.com
(619) 846-1550

James MacArthur, http://www.jmacfunding.com, is a real estate broker-licensed in the State of California, as well as an investor of real estate and debt instruments. We buy real estate notes and real estate contracts nationwide and make private and hard money loans on real estate in California. Feel free to contact me with any feedback, or if you are contemplating selling a real estate note.
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By Wally Bock

For centuries people have debated whether leaders are born or made. Several decades ago researchers started trying to answer this question. The debate goes on, even though we know the answer.

It turns out to be a little of both. Leaders are ‘sort of’ born and they are always made. Knowing the details will help you develop effective leaders for your company.

Leaders are ‘Sort of’ Born

There's only one thing a person needs to actually be born with in order to be a leader later in life; that is intelligence. A leader needs to be smart.

Effective leaders are not necessarily the smartest people in the room, or the company, or even on the team. They have to be smart enough to do the job they are assigned.

The kind of person the potential leader is when he or she becomes an adult is very important. The person who emerges from adolescence into young adulthood has the psychological and character traits they'll demonstrate for the rest of their life. Some of those characteristics matter for leadership.

By the time a person reaches adulthood, we can tell if they know how to help other people achieve results. That, after all, is what we expect leaders to do. We expect them to achieve success through a group. We expect them to help their subordinates grow and develop.

When a person becomes an adult, we can tell if they want to achieve objectives or if they just want to go along and take it easy. We expect leaders to be responsible for achieving results. You can have a marvelous life without a results focus; however, if you're going to lead successfully, you have to have the drive and willingness to be measured by the results of your leadership.

Upon reaching adulthood, we can tell if they are willing to make decisions or not. Lots of people wake up every day and let the world happen to them. Leaders must be able and willing to make decisions that affect themselves and others.

When achieving adulthood, we can tell if they have the basic qualities that we expect leaders to have. We can determine if they're smart enough to do the job. We can tell if they are willing to help others to achieve results as a group. We can tell if they will make decisions.

Those things are essential. People who have those qualities can learn the multiple skills it takes for them to become effective leaders.
No one emerges from the womb or from adolescence with all the skills in place to be an effective leader, no matter how they measure up on the key essentials. Everybody has to learn the job. That's why leaders are always made.

Leaders are Always Made

Leadership can be learned by anyone with the basics. There is a lot to leadership that cannot be taught.

Leadership is an apprentice trade. Leaders learn about 80 percent of their craft on the job.

They learn from watching other leaders and emulating their behavior. They choose role models and seek out mentors. They ask other leaders how to handle situations.

Leaders improve by obtaining feedback and using it. The best leaders seek feedback from their boss, their peers, and their subordinates. They modify their behavior so they are able to obtain better results.

Leaders learn by trying things out and then critiquing their performance. The only failure they recognize is the ‘failure to learn from experience’.

In their book, Geeks and Geezers, Warren Bennis and Robert Thomas identify the special power of what they call "crucibles." These are trials that teach hard lessons which leaders use as the basis of their strength in later crises. Many of these events can be called "failures," but leaders turn the bad situation to good by learning from it.

Effective leaders take control of their own development. They seek out training opportunities that will make a difference in their performance.

Effective leaders look for training programs that will help them develop specific skills they can use on the job. Then, when they return to work, they devote specific, deliberate effort to mastering in real life what they have learned in the classroom.

Marshall Goldsmith and Howard Morgan studied the progress of 88,000 managers who had been to leadership development training. The people who returned from the training, talked about it, and did the deliberate learning applications, were judged as becoming more effective leaders. The ones, who didn't, showed no improvement.

If you're responsible for leadership development for your company, you should structure your support for your leaders to recognize that most leadership learning happens ‘on the job’. Help people develop leadership development plans. Help them select specific skills training. Then work on transferring skills from the training to the job. Help them find role models, mentors and peers to discuss leadership issues.

Help your leaders get feedback from their boss, peers and subordinates. Work to create the culture of candor that will make that feedback helpful and effective.

Don't stop there. Make sure you evaluate your leaders on their leadership work. Reward them. Hold them accountable for accomplishing the mission through the group. Hold them accountable for caring for their people and helping them grow and develop.

A Leader's Growth is Never Done

Leadership learning is a lifetime activity. You are never done. There's always more to learn. There are always skills you need to improve.

Effective leaders seek out development opportunities to help them learn new skills. These might be project assignments or job changes. This develops knowledge and skills that can be used elsewhere.

Effective leaders seek out opportunities that will increase their visibility. Great performances alone will not propel you to the top in your career. You also have to be visible to people who make decisions about promotions and assignments.

If you are responsible for developing leaders in your company, set up programs to give your leaders both kinds of development opportunities over the course of their careers.

There is no magic formula for developing quality leaders in your company. By selecting potential leaders with the essential traits, supporting them with training, feedback, on-the-job learning, developmental experiences, and holding them accountable for results, you will have the leaders you need to shape your company's future.

Wally Bock is an author, speaker, and coach who help leaders improve the performance and morale of their teams. Wally is the author of Performance Talk: The One-on-One Part of Leadership (http://www.performancetalk.com/) and the Three Star Leadership Blog (http://blog.threestarleadership.com/).
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By Casey Gollan

You know what I find funny?

Most people start a business so they can enjoy the benefits of the ‘extra’ money and wealth that owning a business can create.

Yet many business owners have no idea about understanding their own financial statements, and that’s where their money is!

To me, it’s such an irony.

And it’s something that I definitely rectify with every client I work one-on-one with.

By the time they’ve finished with me – they know their financials like the back of their hand… in fact they showing their accountants a thing or two…

Over the years I have noticed that most small business owners don’t look at or understand their financial statements.

This can be for any number of reasons.

Maybe your accountant hasn’t taken the time to explain it to you.

Maybe you don’t want to learn them; after all, who understand Math at school, or enjoyed doing it?

In my experience I have found that the typical business owner starts a business because they have the drive and the personality to influence and convince people.

I have found that on most occasions, not all, that this type of a personality doesn’t enjoy doing paperwork and financials.

And that’s okay… but to make it as a successful business owner, and add another million or so to your business - I suggest that you really become excellent at reading and understanding financial statements.

Because the best and wealthiest business owners do.

As with any area of your business – you should know what you’re doing – but it doesn’t mean you have to do it.

So employ people to do your financials – but you’ve got to have the knowledge and the experience to know that the people you are employing are doing it properly.

And this is certainly the case with your businesses and your personal financials.

If you don’t know how to read and understand them, you’ll wind up in big trouble with them at some point in your career… be assured of that.

So start now.

Don’t fall into the trap of LEAVING it to your accountant. It’s the biggest mistake you can make. You should be doing it WITH your accountant.

If you have an accountant now that you have started with, chances are that your business is heading into areas that they are not as competent in. When you started your business –it was small and you probably weren’t making great money. For this reason, you probably hired a ‘lower end’ accountant at that time.

And that’s fine. You just need to know that as your business grows this ‘lower end – accountant’ may not have the skill-set to cope with your growth.

It’s like different levels of sport.

Take football for example.

There’s local football, inter-district football, state level football, and National Level football.

As the level increases – so does the expertise needed by the players, the coaches, and the administrators.

And so it is with Businesses.

It’s the same with me.

My skill-set is excellent with taking $1 million businesses up to $2 to $5 million. I can work with businesses that are smaller than that, or that are bigger than that – but I’m perfectly suited to the niche of taking $1 million business to $2 to $5 million.

So I concentrate on businesses in that niche.

Above this mark, or below it comes a whole new set of skills that I don’t particularly want to be involved in.

Now back to you…

You’ve got to take an active role in creating your financials.

Ideally, you should know all your expense categories so that for any payment made in your business you know which category it should go into.

You should know all your allowable tax deductions; like the back of your hand.

It’s your business, your money, and your life – so control them.

You should also have up to date and accurate financial statements.

Some of these statements you should be looking at daily. Some weekly. Some monthly. Some quarterly.

You should be actively involving your bookkeeper and your accountant in this analysis. Then you are all up to date and focused on growing the business.

It’s what all top business owners do, and it’s what helps them to continue to grow and prosper – so that they can not only grow their business – but also enjoy the rewards that only a well-controlled and profitable business can provide.

On my ‘1-on-1 Business Coach Program’, I’ll take you through a process that will have your head spinning with how easy it is for you to understand your accounting reports. And how easy it will be for you to understand your financial position.

I’ll also take you through the best ways to work with your accountants so that you are kept up to date and accurate and so you know exactly what’s going on in your business at all times.

It’s such a refreshingly simple ‘demystifying’ process. All of my clients love it once they’ve learned it because they really know where every cent of their money goes. It gives them more control and understanding of their business.

They all realize just how important knowing their financials is for their business growth and success.

Know your financials like the back of your hand.

Copyright © 2006 by Casey Gollan. All Rights Reserved

http://www.caseygollan.com.au - Business Coach, Mentor And Growth Specialist - Casey Gollan, Business Coach, Mentor And Growth Specialist. Grows $1 Million p.a. Small Businesses Into $2 to $5 Million p.a. Businesses Over a 2 to 3 Year Period.
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By Joseph Kennedy

The vast majority of people in business really do not like numbers. They remember Math as being one of the hardest subjects in school. They never got interested in accounting.

Most of us go into business, because we like the thrill of designing a new product, the joy of making a sale, or simply the freedom of being your own boss; not because we love to pour through financial sheets.

When you look at how many businesses fail, and WHY they fail, you have to step back and rethink things. A venture can have the most exciting products or services ever devised and plenty of customers and STILL not make a go of it.

Why? The answer is in the financial numbers.

Most businesses don't work out because their owners and managers don't fully understand the business' financial picture. When you have a complete and accurate view of your firm's finances, you know:

* How much money you are making
* How much money you're spending
* How much money you'll make or loose in the months ahead
* Know if your product is succeeding
* Know if your advertising is a waste of time
* Know if you need to order more product, or less, or even how to make money with your unused inventory

Your company's numbers quickly tell you all this and more. So how do you get access to these truths? Most small business experts will tell you to get a good accounting program like MS Money or QuickBooks. But that's not nearly enough.

Even though these programs are good, maybe even essential, you'll need to fully understand what is going on in your company. That's why a whole industry has sprung up to supply these much needed forms, databases, and software.

Big box stores and other large retail and service organizations have always had access to this kind of advanced accounting power. They either use their own teams of in-house MBAs or sign up for very expensive outsourced financial management services.

Today you can have that same kind of expert help simply by logging onto the Internet. Many of the forms you'll need are available free. And you can gain access to even more software and databases for a very small monthly fee.

Finally, BIG company financial power is readily in the hands of small and medium-sized businesses. Make sure you make full use of these resources. Your probability of success will be far higher and you may never have to worry about your company suffering serous setbacks.

Joseph Kennedy is a veteran of the banking industry and a former computer analyst. He is founder and CEO of http://www.businessbuilderonline.com, offering extensive financial, legal, and administrative forms you need to quickly succeed in business, plus much more. info@businessbuilderonline.com.
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