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 is 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 is 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 are not accepting blame-you are 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.
Wednesday, May 27, 2009
Dealing with contracters
This week continues my series on opening a brick and mortar retail store from scratch. So far we've talked about startup plans, market research, and scouting for locations.
This week we discuss how to find a capable building contractor to build out the location. And as this series has been thus far, this segment is based on my personal experience and offered to you warts and all. As with all of my columns only the names have been changed to protect the innocent, the ignorant, and the overly litigious.
OK, so I signed my name in blood on the lease agreement and the space was mine for the next two years, succeed or fail. It was a large single room, about 1600 square feet, with a small storage area and two restrooms in the back. The floor was painted concrete, the walls were an odd shade of orange, half the lights didn't work, and there was no hot water or air conditioning. And that was just scratching the surface. There were a few dozen other things that would have to be repaired or installed before I could move in.
Now a lesser man would have been intimidated by the huge task of converting this empty money pit into a thriving retail store in less than 60 days, but I'm an entrepreneur - which is a French word meaning "idiot who takes on the impossible," so I was energized by the challenge.
The question then became: who will build out this space? It certainly wasn't going to be me. When it comes to construction I'm about as handy as a one-armed man in a clapping contest. It was time to line up contractors.
I don't know about you, but it's been my experience that a capable, reliable contractor is hard to find. Let me rephrase that: it's been my experience that a capable, reliable contractor is damn near impossible to find. It's easier to pin the tail on Bigfoot while blindfolded in dense fog than to find a contractor who understands the concepts of appointments and commitments. Nevertheless, my quest began with the Yellow Pages and referrals from friends.
I quickly felt like Henny Penny, desperately seeking anyone who would help me bake my bread. I talked to flooring contractors, painters, plumbers, electricians, security system installers, heating and air conditioner guys, and general building contractors. Most of them didn't seem to give a rat's backside if they got my business or not. Several didn't bother returning my calls. Others came late to appointments and others didn't bother showing up at all.
Now I don't mean to say that all contractors are unprofessional, uncaring, and undependable. I'm sure there are many reputable contractors out there who show up on time, do great work, and bill you fairly. Then there's the other 99%, many of whom are good old boys who operate out of their pickup trucks without the benefit of license, bond, or concern for their customers' satisfaction. If you're a contractor and want to argue these points let's make an appointment to talk in person. I'm pretty sure you won't show up.
Fortunately for me I managed to find a contractor in the 1 percentile that went above and beyond the call of duty to get the space built out on time; in spite of my demanding nature and daily changes to the plans. Email me and I'll give you his name.
So how can you better your chances of finding a reliable contractor to build out your space? Pray, my brothers and sisters, and follow these guidelines.
Don't be pressured by deadlines.
When starting a business you're usually under a tight schedule, which puts you at the contractor's mercy (they can smell fear and desperation). They know that you need them more than they need you. This is a lousy place to be, but you have to be patient and don't hire a contractor simply because he has a hammer and a pulse.
Ask to see licenses and bonds.
As mentioned earlier, many contractors forego the formality of business licenses and security bonds. They prefer the "have hammer will travel" mode of business. If the contractor you're interviewing can't show you a business license and proof of a surety bond, move on to the next candidate.
Are they wearing a watch? If the contractor isn't wearing a watch it's probably because he has no concept of time or regard for schedules. I want to see a contractor wearing a watch that he looks at often. I want to see him carrying a Day-Timer and a cell phone with a number that I have on speed dial.
Ask for references and check the BBB.
This should be a no brainer, but I'd bet most entrepreneurs never bother to ask for or check references. You want the names and numbers of at least five previous customers and always check their history with the BBB. Anyone can stencil their name on the side of a truck. Don't be fooled into thinking that makes them a professional.
Next time we'll discuss building permits, zoning laws, and building codes; and how your ignorance of these items can cost you a ton of time and a bundle of cash. The voice of experience sings again.
This week we discuss how to find a capable building contractor to build out the location. And as this series has been thus far, this segment is based on my personal experience and offered to you warts and all. As with all of my columns only the names have been changed to protect the innocent, the ignorant, and the overly litigious.
OK, so I signed my name in blood on the lease agreement and the space was mine for the next two years, succeed or fail. It was a large single room, about 1600 square feet, with a small storage area and two restrooms in the back. The floor was painted concrete, the walls were an odd shade of orange, half the lights didn't work, and there was no hot water or air conditioning. And that was just scratching the surface. There were a few dozen other things that would have to be repaired or installed before I could move in.
Now a lesser man would have been intimidated by the huge task of converting this empty money pit into a thriving retail store in less than 60 days, but I'm an entrepreneur - which is a French word meaning "idiot who takes on the impossible," so I was energized by the challenge.
The question then became: who will build out this space? It certainly wasn't going to be me. When it comes to construction I'm about as handy as a one-armed man in a clapping contest. It was time to line up contractors.
I don't know about you, but it's been my experience that a capable, reliable contractor is hard to find. Let me rephrase that: it's been my experience that a capable, reliable contractor is damn near impossible to find. It's easier to pin the tail on Bigfoot while blindfolded in dense fog than to find a contractor who understands the concepts of appointments and commitments. Nevertheless, my quest began with the Yellow Pages and referrals from friends.
I quickly felt like Henny Penny, desperately seeking anyone who would help me bake my bread. I talked to flooring contractors, painters, plumbers, electricians, security system installers, heating and air conditioner guys, and general building contractors. Most of them didn't seem to give a rat's backside if they got my business or not. Several didn't bother returning my calls. Others came late to appointments and others didn't bother showing up at all.
Now I don't mean to say that all contractors are unprofessional, uncaring, and undependable. I'm sure there are many reputable contractors out there who show up on time, do great work, and bill you fairly. Then there's the other 99%, many of whom are good old boys who operate out of their pickup trucks without the benefit of license, bond, or concern for their customers' satisfaction. If you're a contractor and want to argue these points let's make an appointment to talk in person. I'm pretty sure you won't show up.
Fortunately for me I managed to find a contractor in the 1 percentile that went above and beyond the call of duty to get the space built out on time; in spite of my demanding nature and daily changes to the plans. Email me and I'll give you his name.
So how can you better your chances of finding a reliable contractor to build out your space? Pray, my brothers and sisters, and follow these guidelines.
Don't be pressured by deadlines.
When starting a business you're usually under a tight schedule, which puts you at the contractor's mercy (they can smell fear and desperation). They know that you need them more than they need you. This is a lousy place to be, but you have to be patient and don't hire a contractor simply because he has a hammer and a pulse.
Ask to see licenses and bonds.
As mentioned earlier, many contractors forego the formality of business licenses and security bonds. They prefer the "have hammer will travel" mode of business. If the contractor you're interviewing can't show you a business license and proof of a surety bond, move on to the next candidate.
Are they wearing a watch? If the contractor isn't wearing a watch it's probably because he has no concept of time or regard for schedules. I want to see a contractor wearing a watch that he looks at often. I want to see him carrying a Day-Timer and a cell phone with a number that I have on speed dial.
Ask for references and check the BBB.
This should be a no brainer, but I'd bet most entrepreneurs never bother to ask for or check references. You want the names and numbers of at least five previous customers and always check their history with the BBB. Anyone can stencil their name on the side of a truck. Don't be fooled into thinking that makes them a professional.
Next time we'll discuss building permits, zoning laws, and building codes; and how your ignorance of these items can cost you a ton of time and a bundle of cash. The voice of experience sings again.
Ask yourself before starting your own business
These days, it seems as though everyone wants to start their own business. Seems easy enough doesn't it? Come up with a good idea, and the dollars roll right in! …Or do they?
Most people understand that running a business requires business know-how, but most successful business owners also possess some additional skills and qualities that help make running a business easier.
Before you decide to start a business, you might want to think about the qualities you possess, what makes you tick and how that might help you be a more successful business owner. But before you make that big decision, ask yourself these questions:
1. Personal questions:
Am I a self starter?
When you have your own business, there’s no boss or manager to tell you what to do and when to do it. To get your business off and running you’ll have to motivate yourself to get things started.
Do I enjoy challenges? Businesses provide constant challenges. If you enjoy a good challenge, it will energize you. If you don’t, you may end up feeling as though you’re engaged in a constant uphill battle.
Am I a creative problem solver?
Creative problem solving is a key skill for business owners to possess. One way to hone your creative problem solving skills is to challenge yourself to think “out of the box”. Don’t go for the obvious, think in a different direction than you’re used to, and inhibit standard responses.
What are my strengths and weaknesses?
The ability to do this is also invaluable for the business owner. Recognizing what you’re good at and what you’re not will help you decide how to use your time, when to delegate, and when to call in experts or outside professionals for help when needed.
What interests, talents, and skills do I have that will assist me in running my new business?
Business owners often have to juggle lots of hats. Inventory the abilities you already possess, and think about all the ways you can use them to grow your business will make the juggling easier.
What skills do I need to learn or brush up on to run my business effectively? Recognize which skills you need to develop in order to run your business most effectively. Identify the ones that are worth investing time into learning, and which ones you might be better off finding outside sources to perform.
Will I be doing work that is meaningful and really interests and excites me? Running a business is a lot of work and effort, and it’s often a long term commitment. It will be more fun and rewarding if it speaks to who you are and the things you hold dear. When we’re engaged in doing something rewarding it helps to motivate you to keep going even when things get tough. Start by getting back in touch with your values and see if there is a synergy between them and the things you’ll be doing in your business. If not, see how you can spin things so that there is.
2. Business questions:
Do I really have a money making idea?
Not all great ideas make money. A good business idea addresses a problem, need or pain that a particular group of people or companies face that is significant enough to warrant spending money to solve or alleviate. Large companies spend a lot of time and money evaluating ideas, prices, markets, and packaging etc. before bringing a new product or service to market. So test market your ideas and make sure they’re profitable before you get started.
Who is my competition?
Learn everything you can about the others in your field who provide similar products or services to the same ideal customer. This information will be invaluable in learning how to “position” your own business.
What do I offer that the competition doesn't -- what makes my services or product unique? This is the basic premise of any USP (Unique Selling Proposition) and the case you’ll make to your prospective customers to buy your product or service. It’s essential to a compelling marketing plan.
Who are my ideal target customers?
Every business needs customers. And the most successful businesses know exactly how to describe who their best customers are, what “pain” they’re feeling and what they need and desire. And don’t forget: one of the most important qualities of an ideal customer is whether they can afford your product or service.
Do I have effective marketing and sales plans?
No business can survive without a constant supply of new customers. Develop a compelling USP, values proposition, sound-bite and marketing message; set-up a marketing schedule to get your message out there consistently; and learn how to close deals without using pressure to ensure you’ll have all the customers you need.
Have I established business goals?
Setting goals is an important part of any business plan. But setting a goal is only part of the picture. Achieving them is even more important. Learn how to identify which goals are important enough to commit to, and systematically work towards them by breaking them down into steps, establishing time lines, identifying resources needed, and benchmarks for success.
Will I need capital to startup my business?
If so, how much? Not all businesses require a lot of start-up money, but don’t fool yourself into thinking that you don’t need any. Be realistic about how much money you’ll need, and how much time it will take until you can draw a salary; so that you give your business idea enough time to grow and flourish.
Have I written a business plan?
If I need to raise startup capital, is my plan powerful enough to attract investors? Not all business plans are created equal. Make sure you include all of the sections that investors will look for. Also, make sure that the type of plan you’ve written is appropriate for the amount of money you’re looking for.
What are the things that my business will require that I cannot do myself?
Will I have funds to pay for them? Don’t forget to add these important line items to your start-up cost spread sheet.
What type of managerial and leadership skills do I possess?
Successful business owners have a knack for managing staff and consultants. They possess a vision for their company’s future. They inspire their employees rather than intimidate them. What’s your management style? How will it help (or hinder) you ability to lead your business to success?
What financial risks are involved?
Whether you’re raising capital or running a bare-bones operation from home, there are always financial risks involved in a business. Make sure you analyze the risks you face before jumping in. Take a long hard look at these questions and the answers you give to them. Then ask yourself,
Most people understand that running a business requires business know-how, but most successful business owners also possess some additional skills and qualities that help make running a business easier.
Before you decide to start a business, you might want to think about the qualities you possess, what makes you tick and how that might help you be a more successful business owner. But before you make that big decision, ask yourself these questions:
1. Personal questions:
Am I a self starter?
When you have your own business, there’s no boss or manager to tell you what to do and when to do it. To get your business off and running you’ll have to motivate yourself to get things started.
Do I enjoy challenges? Businesses provide constant challenges. If you enjoy a good challenge, it will energize you. If you don’t, you may end up feeling as though you’re engaged in a constant uphill battle.
Am I a creative problem solver?
Creative problem solving is a key skill for business owners to possess. One way to hone your creative problem solving skills is to challenge yourself to think “out of the box”. Don’t go for the obvious, think in a different direction than you’re used to, and inhibit standard responses.
What are my strengths and weaknesses?
The ability to do this is also invaluable for the business owner. Recognizing what you’re good at and what you’re not will help you decide how to use your time, when to delegate, and when to call in experts or outside professionals for help when needed.
What interests, talents, and skills do I have that will assist me in running my new business?
Business owners often have to juggle lots of hats. Inventory the abilities you already possess, and think about all the ways you can use them to grow your business will make the juggling easier.
What skills do I need to learn or brush up on to run my business effectively? Recognize which skills you need to develop in order to run your business most effectively. Identify the ones that are worth investing time into learning, and which ones you might be better off finding outside sources to perform.
Will I be doing work that is meaningful and really interests and excites me? Running a business is a lot of work and effort, and it’s often a long term commitment. It will be more fun and rewarding if it speaks to who you are and the things you hold dear. When we’re engaged in doing something rewarding it helps to motivate you to keep going even when things get tough. Start by getting back in touch with your values and see if there is a synergy between them and the things you’ll be doing in your business. If not, see how you can spin things so that there is.
2. Business questions:
Do I really have a money making idea?
Not all great ideas make money. A good business idea addresses a problem, need or pain that a particular group of people or companies face that is significant enough to warrant spending money to solve or alleviate. Large companies spend a lot of time and money evaluating ideas, prices, markets, and packaging etc. before bringing a new product or service to market. So test market your ideas and make sure they’re profitable before you get started.
Who is my competition?
Learn everything you can about the others in your field who provide similar products or services to the same ideal customer. This information will be invaluable in learning how to “position” your own business.
What do I offer that the competition doesn't -- what makes my services or product unique? This is the basic premise of any USP (Unique Selling Proposition) and the case you’ll make to your prospective customers to buy your product or service. It’s essential to a compelling marketing plan.
Who are my ideal target customers?
Every business needs customers. And the most successful businesses know exactly how to describe who their best customers are, what “pain” they’re feeling and what they need and desire. And don’t forget: one of the most important qualities of an ideal customer is whether they can afford your product or service.
Do I have effective marketing and sales plans?
No business can survive without a constant supply of new customers. Develop a compelling USP, values proposition, sound-bite and marketing message; set-up a marketing schedule to get your message out there consistently; and learn how to close deals without using pressure to ensure you’ll have all the customers you need.
Have I established business goals?
Setting goals is an important part of any business plan. But setting a goal is only part of the picture. Achieving them is even more important. Learn how to identify which goals are important enough to commit to, and systematically work towards them by breaking them down into steps, establishing time lines, identifying resources needed, and benchmarks for success.
Will I need capital to startup my business?
If so, how much? Not all businesses require a lot of start-up money, but don’t fool yourself into thinking that you don’t need any. Be realistic about how much money you’ll need, and how much time it will take until you can draw a salary; so that you give your business idea enough time to grow and flourish.
Have I written a business plan?
If I need to raise startup capital, is my plan powerful enough to attract investors? Not all business plans are created equal. Make sure you include all of the sections that investors will look for. Also, make sure that the type of plan you’ve written is appropriate for the amount of money you’re looking for.
What are the things that my business will require that I cannot do myself?
Will I have funds to pay for them? Don’t forget to add these important line items to your start-up cost spread sheet.
What type of managerial and leadership skills do I possess?
Successful business owners have a knack for managing staff and consultants. They possess a vision for their company’s future. They inspire their employees rather than intimidate them. What’s your management style? How will it help (or hinder) you ability to lead your business to success?
What financial risks are involved?
Whether you’re raising capital or running a bare-bones operation from home, there are always financial risks involved in a business. Make sure you analyze the risks you face before jumping in. Take a long hard look at these questions and the answers you give to them. Then ask yourself,
Sunday, May 24, 2009
12 Ways to Start a Business
You don't need to be a genius or an MBA to spot those ideas and turn them into profits, either. Identifying business opportunities is often as easy as identifying problems many people share and finding a way to solve them.
When Matthew Osborne, an entrepreneur from Columbus, OH, wanted a way to make money, he found one right at his feet: dog dirt. Unlike most people who just gripe about stepping in it or having to clean it up, he started a business removing dog waste from homeowners' yards. The business was an immediate success, and after several years, he sold the business for a quarter of a million dollars. Even then, however, he continued to make money from his idea by writing a booklet about how to start a pet waste removal business and selling the booklet on the Internet.
Other business owners have turned their hobbies, interests and skills into satisfying and often lucrative businesses, simply by seeing a need in the world around them and finding a way to fill it. You can, too.
Do what you love to do
Businesses don't just happen. They are made. Whether you plan to profit by twisting balloons into smile-generating shapes or orchestrating the growth of multimillion dollar, multinational companies, your success relies on what you bring to the business. If you love what you do, your passion for the business will drive you to be knowledgeable, creative and persistent. On the other hand, if your feeling for what you do is lukewarm, your success will be, too.
Turn old standbys into new products
Truly new concepts are few and far between. Most new products or new business ideas are simply spin-offs of old ones. Inline skates is one good example. Essentially, they are ice skates on wheels. Or, depending on your point of view, streamlined roller-skates. Other new business ideas are nothing more than new ways of marketing mundane products. Take Dial-A-Mattress, for example. Furniture and bedding stores have always sold mattresses--but not by phone. Not until a furniture salesman by the name of Napoleon Barragan started a business selling mattresses over an 800-number phone line. The idea took hold, and today, Dial-A Mattress sells some $70 million worth of mattresses each year.
You may not have the money, management ability, contacts or desire to launch a major new product like inline skates or the energy or desire to build a multimillion-dollar sales organization. But you don't have to launch anything that large to start a business or introduce a new product.
Years ago when my kids were little, I made money selling beanbags. The twist? I designed them in the shape of frogs and I filled them with birdseed instead of beans to make them pliable and less lumpy to the touch. To attract attention at craft shows, I displayed them in various human poses (sitting up, laying on their side resting their head on their hand, or hugging each other, for instance). I could produce them quickly and kept my costs low by making the frogs from inexpensive fabric remnants. That allowed me to price the frogs low enough to make them great impulse buys.
You can spin almost any skill or industry knowledge into marketable new products or services.
A neighbor turned his skill at fixing cars into a repair and tune-up service. His angle? He was mobile. Customers didn't have to drop their car off at the shop. Instead, the "shop" (a van outfitted with tools and auto parts) came to them. Another acquaintance built a business by purchasing large quantities of chemicals and repackaging them in smaller quantities.
And, several paper suppliers have created businesses by preprinting colorful brochure or flier designs on paper stock. The preprinted papers are then sold to businesses and individuals who use their laser printers to print out their own sales literature and fliers on an as-needed basis.
Look for mundane money-makers
You don't need to create exciting new products or services to go into business, either. Millions of business owners profit by selling routine and sometimes unglamorous services such as window washing, car repair, sandwich making, building maintenance, house cleaning and plumbing. The key to making money with the mundane is to sell something your customers can't do, don't want to do, don't have the time to do, or can't get done well elsewhere.
Tip: one way to making really big money with mundane services is to develop a unique and reproducible method for marketing and delivering the service and then open up multiple offices, or franchise the concept. If you plan to franchise your idea or sell it as a business opportunity, retain an attorney early on who is familiar with franchise law and can help you steer clear of the pitfalls.
Turn that hobby into cash
Do people ooh and ah at your handiwork? Whether you are a whiz at creating floral arrangements or at writing software, look for ways to turn your hobby into a business. You might want to manufacture your items in quantity, license them to other manufacturers, sell them by mail order, at flea markets or on consignment, or open your own retail outlet selling supplies to others with similar interests.
Ask the reference librarian at your public library to help you find trade magazines pertaining to your hobby, and read those to generate new business ideas.
Reach out and teach someone
Do you have a skill others want to acquire? Do you have a knack for explaining things so others can understand them? If so, don't give your expertise away. Start charging for it!
For instance, if you are a karate expert, you might teach at a karate school or open your own karate school. If you're a talented artist, you could teach art at home or in a school.
Tip:: Make extra money selling books, supplies, or other items your students will need to buy to complete the course.
Sell training seminars to corporate America
Don't limit yourself to training individuals or private groups of people. Look for ways to polish up your act and cash in on the $50 billion corporate training market.
What kind of training do corporations buy? Everything from sales, management and computer training courses to self-defense courses.
To locate training opportunities, contact the human resources department and ask to speak to the person in charge of training programs. Introduce yourself to that person and make an appointment to discuss the company's needs and your ability to fill them. If you get the assignment, be sure to have handouts for the class so they know how to reach you for more intensive training on their own.
Mass produce your advice
Selling your product or service one-on-one limits the amount of money you can earn to the number of people you can personally see. To increase your profits without significantly increasing your work, consider turning your expertise into booklets, books, computer programs, audio tapes or videotapes that you can market in quantity.
You can use your computer to produce camera-ready copy or complete copies of printed materials. You also can generate computer diskettes, and have professionals produce your materials if the volume warrants.
Don't try the "loving hands at home" approach for audio or video tapes, though. The result is likely to be an amateurish product.
Lloyd de Vries, a producer at the CBS News Web site who also worked for many years as a producer at CBS News, Radio, suggests that if you're on a tight budget, you may be able to produce master tapes economically by having them done by students in broadcasting courses at local colleges. De Vries also suggests taking a broadcasting course, yourself. "That way, you can polish your skills and at the same time gain access to whatever studio facilities are on campus as part of your course fee."
Another option is to contact your local radio or cable TV stations and see if they'll rent you studio time and provide a crew to make a tape.
If you have a proven concept and will be pumping a lot of cash into marketing your tapes, have them prepared professionally. Look in the Yellow Pages under video production services for names of companies to contact for both audio and video production. Be sure your concept is tested and saleable before going this route, though. Depending on where you live and what quality you seek, the cost of producing video tapes professionally runs between $500 and $1,000 per minute of finished video tape time.
Be an industry consultant
This is another great way to increase your bank account. If you can solve business problems (such as how to bring waste water into compliance with EPA regulations) or answer important business questions (what steps should be taken to increase market share in a target market or how to manage inventory more efficiently) you can earn substantial hourly fees selling your advice to corporations.
Downsized corporations can be a good source of consulting business since they may no longer have experts they need on staff.
A big key to success is to be an expert with years of experience or highly specialized knowledge. If you are newly self-employed, market yourself as an expert rather than as a worker.
Turn a former employer into a valuable source of new business
Just because you leave a company doesn't mean it doesn't need your services. Companies often retain the services of former workers on a freelance or consulting basis. That way they get the benefit of trained personnel without having to pay payroll taxes and benefits. If you leave a company on good terms, ask about contract or freelance opportunities. Don't stop with contacts who work with the former employer, either. Call your former employer's suppliers and customers and tell them about your capabilities. Call their competitors, too. Stress your industry knowledge, contacts and skills. You may soon find that the income you earn exceeds what you made as an employee.
Modify one of your existing products
Sometimes all it takes to create a "new" product is a slight change in an existing product.
Harrison-Hoge Industries is a mail order company in Port Jefferson, NY, that sells fishing lures, inflatable boats and other outdoor gear. To expand their line, the company added a wide-brimmed, canvas hat called the Campesino to its catalog. The hat was a big success, but the owners of the company thought there might be more they could do with it. And there was.
They discovered they could adapt the hat to sell in specialized markets just by changing the hat band. As a result, they began to supply the Museum of Natural History and the Guggenheim Museum (both in New York City) with hats. Each museum's hat has its own distinctive hat band.
Skip the start-up headaches: purchase an existing business
When you start a business from scratch you have to jump through hoops to find and train employees, build up a customer base and find suppliers. But when you buy an existing business much of this infrastructure will already be in place.
Don Pelham, owner of MasterCare Cleaning Services, in Seattle, WA, a service he bought from another businessman. He explains the advantage of purchasing a business this way: "In a start-up you have to pound the pavement while you wait for your ads to appear in the phone books (and hope they get the phone number right), says Don Pelham, a Seattle, WA business man who bought MasterCare Cleaning Services as a going business.
"But when you purchase a business, the phone rings from day one. Ads are in place and working. Schedules are already made. When I took over the cleaning service, there were about 12 jobs already scheduled, 3 or 4 a week, and the phone was ringing a new job every 2 or 3 days. "
Be sure to find out why the buyer is selling; don't rely on what they tell you. Investigate the business yourself. Find out how much traffic it actually gets. Check newspapers and town records for information about any proposed highways, superstores or zoning changes. Check for liens against the business or other problems that could have an adverse effect on the business. Consult an accountant and an attorney before you sign on the dotted line and follow their advice.
Buy a franchise
If you want to start a business but don't want to develop your own products, or methods of doing business, franchising could be your ticket to business ownership. That's because when you buy a franchise, what you get is essentially a build-your-own-business kit.
Depending on the amount of money you invest and the franchise opportunity you choose, you get rights to use the franchise name, distribute a branded product or service, and perhaps use the franchise's methods of operations. Customer leads, help locating your business and other services may be part of your package, too. The benefit of this approach is that it simplifies start-up and may also help reduce the chance of failure.
Buying a franchise won't actually put you in business. You have to do that yourself. But if you choose your franchise carefully, the franchise's products and methods can give you the leg up you need to succeed.
Scott Wallace started his commercial cleaning business in Eden Prairie, MN, this way.
"I had been fired from my job and decided I never wanted to go through that experience again," he says, "so I chose to go into business for myself. I decided to go with a franchise because of my previous business experience--none!"
After researching several types of franchises, Wallace concluded that the best one for him to buy would be a cleaning franchise because the investment was small (prices started under $5,000), no special knowledge was required, and the profit margins were good. He bought a Coverall franchise in 1994 because their Minnesota regional office seemed more interested in having him as a franchisee than other franchisors he contacted.
For his money, Wallace got a package of supplies, equipment, and customers. Then it was up to him to keep the customers and grow the business. A year after he had started he was not only making a profit, but was considering buying a second cleaning business.
Wallace is one of hundreds of thousands of individuals who have turned to franchising as a way to get into business. According to the International Franchise Association (IFA), there are approximately 760,000 franchise units in the United States that generate more than $625 billion in sales each year,.
Despite the large number of franchise outlets and the huge dollar volume of sales, franchising isn't without its pitfalls. One New Jersey couple lost nearly $20,000 when the owners of a startup bread and roll franchise they had invested in went bankrupt. A West coast man sunk his retirement funds into a mailbox/office center franchise and discovered to his dismay that the income didn't come near the claims the company's sales staff had made.
Other problems can arise, too. Franchise territories may not be large enough or competing franchises or private businesses may open, making inroads into your selling area. Licensing fees may be excessive compared to the services rendered, supplies may be too expensive, or you may find you personally don't want to conform to the franchisor's way of doing business.
To minimize the risk, learn as much about franchising as possible. Evaluate your own motives, needs, interests and willingness to follow someone else's methods of doing business. Research several types of franchises and compare their profitability and appeal. Consider their track record, and your ability to afford the franchise. Remember you'll need money to live on as well as to get the business rolling.
excerpted from
Business Know-How: An Operational Guide for
Home-Based And Micro-Sized Businesses
With Limited Budgets
When Matthew Osborne, an entrepreneur from Columbus, OH, wanted a way to make money, he found one right at his feet: dog dirt. Unlike most people who just gripe about stepping in it or having to clean it up, he started a business removing dog waste from homeowners' yards. The business was an immediate success, and after several years, he sold the business for a quarter of a million dollars. Even then, however, he continued to make money from his idea by writing a booklet about how to start a pet waste removal business and selling the booklet on the Internet.
Other business owners have turned their hobbies, interests and skills into satisfying and often lucrative businesses, simply by seeing a need in the world around them and finding a way to fill it. You can, too.
Do what you love to do
Businesses don't just happen. They are made. Whether you plan to profit by twisting balloons into smile-generating shapes or orchestrating the growth of multimillion dollar, multinational companies, your success relies on what you bring to the business. If you love what you do, your passion for the business will drive you to be knowledgeable, creative and persistent. On the other hand, if your feeling for what you do is lukewarm, your success will be, too.
Turn old standbys into new products
Truly new concepts are few and far between. Most new products or new business ideas are simply spin-offs of old ones. Inline skates is one good example. Essentially, they are ice skates on wheels. Or, depending on your point of view, streamlined roller-skates. Other new business ideas are nothing more than new ways of marketing mundane products. Take Dial-A-Mattress, for example. Furniture and bedding stores have always sold mattresses--but not by phone. Not until a furniture salesman by the name of Napoleon Barragan started a business selling mattresses over an 800-number phone line. The idea took hold, and today, Dial-A Mattress sells some $70 million worth of mattresses each year.
You may not have the money, management ability, contacts or desire to launch a major new product like inline skates or the energy or desire to build a multimillion-dollar sales organization. But you don't have to launch anything that large to start a business or introduce a new product.
Years ago when my kids were little, I made money selling beanbags. The twist? I designed them in the shape of frogs and I filled them with birdseed instead of beans to make them pliable and less lumpy to the touch. To attract attention at craft shows, I displayed them in various human poses (sitting up, laying on their side resting their head on their hand, or hugging each other, for instance). I could produce them quickly and kept my costs low by making the frogs from inexpensive fabric remnants. That allowed me to price the frogs low enough to make them great impulse buys.
You can spin almost any skill or industry knowledge into marketable new products or services.
A neighbor turned his skill at fixing cars into a repair and tune-up service. His angle? He was mobile. Customers didn't have to drop their car off at the shop. Instead, the "shop" (a van outfitted with tools and auto parts) came to them. Another acquaintance built a business by purchasing large quantities of chemicals and repackaging them in smaller quantities.
And, several paper suppliers have created businesses by preprinting colorful brochure or flier designs on paper stock. The preprinted papers are then sold to businesses and individuals who use their laser printers to print out their own sales literature and fliers on an as-needed basis.
Look for mundane money-makers
You don't need to create exciting new products or services to go into business, either. Millions of business owners profit by selling routine and sometimes unglamorous services such as window washing, car repair, sandwich making, building maintenance, house cleaning and plumbing. The key to making money with the mundane is to sell something your customers can't do, don't want to do, don't have the time to do, or can't get done well elsewhere.
Tip: one way to making really big money with mundane services is to develop a unique and reproducible method for marketing and delivering the service and then open up multiple offices, or franchise the concept. If you plan to franchise your idea or sell it as a business opportunity, retain an attorney early on who is familiar with franchise law and can help you steer clear of the pitfalls.
Turn that hobby into cash
Do people ooh and ah at your handiwork? Whether you are a whiz at creating floral arrangements or at writing software, look for ways to turn your hobby into a business. You might want to manufacture your items in quantity, license them to other manufacturers, sell them by mail order, at flea markets or on consignment, or open your own retail outlet selling supplies to others with similar interests.
Ask the reference librarian at your public library to help you find trade magazines pertaining to your hobby, and read those to generate new business ideas.
Reach out and teach someone
Do you have a skill others want to acquire? Do you have a knack for explaining things so others can understand them? If so, don't give your expertise away. Start charging for it!
For instance, if you are a karate expert, you might teach at a karate school or open your own karate school. If you're a talented artist, you could teach art at home or in a school.
Tip:: Make extra money selling books, supplies, or other items your students will need to buy to complete the course.
Sell training seminars to corporate America
Don't limit yourself to training individuals or private groups of people. Look for ways to polish up your act and cash in on the $50 billion corporate training market.
What kind of training do corporations buy? Everything from sales, management and computer training courses to self-defense courses.
To locate training opportunities, contact the human resources department and ask to speak to the person in charge of training programs. Introduce yourself to that person and make an appointment to discuss the company's needs and your ability to fill them. If you get the assignment, be sure to have handouts for the class so they know how to reach you for more intensive training on their own.
Mass produce your advice
Selling your product or service one-on-one limits the amount of money you can earn to the number of people you can personally see. To increase your profits without significantly increasing your work, consider turning your expertise into booklets, books, computer programs, audio tapes or videotapes that you can market in quantity.
You can use your computer to produce camera-ready copy or complete copies of printed materials. You also can generate computer diskettes, and have professionals produce your materials if the volume warrants.
Don't try the "loving hands at home" approach for audio or video tapes, though. The result is likely to be an amateurish product.
Lloyd de Vries, a producer at the CBS News Web site who also worked for many years as a producer at CBS News, Radio, suggests that if you're on a tight budget, you may be able to produce master tapes economically by having them done by students in broadcasting courses at local colleges. De Vries also suggests taking a broadcasting course, yourself. "That way, you can polish your skills and at the same time gain access to whatever studio facilities are on campus as part of your course fee."
Another option is to contact your local radio or cable TV stations and see if they'll rent you studio time and provide a crew to make a tape.
If you have a proven concept and will be pumping a lot of cash into marketing your tapes, have them prepared professionally. Look in the Yellow Pages under video production services for names of companies to contact for both audio and video production. Be sure your concept is tested and saleable before going this route, though. Depending on where you live and what quality you seek, the cost of producing video tapes professionally runs between $500 and $1,000 per minute of finished video tape time.
Be an industry consultant
This is another great way to increase your bank account. If you can solve business problems (such as how to bring waste water into compliance with EPA regulations) or answer important business questions (what steps should be taken to increase market share in a target market or how to manage inventory more efficiently) you can earn substantial hourly fees selling your advice to corporations.
Downsized corporations can be a good source of consulting business since they may no longer have experts they need on staff.
A big key to success is to be an expert with years of experience or highly specialized knowledge. If you are newly self-employed, market yourself as an expert rather than as a worker.
Turn a former employer into a valuable source of new business
Just because you leave a company doesn't mean it doesn't need your services. Companies often retain the services of former workers on a freelance or consulting basis. That way they get the benefit of trained personnel without having to pay payroll taxes and benefits. If you leave a company on good terms, ask about contract or freelance opportunities. Don't stop with contacts who work with the former employer, either. Call your former employer's suppliers and customers and tell them about your capabilities. Call their competitors, too. Stress your industry knowledge, contacts and skills. You may soon find that the income you earn exceeds what you made as an employee.
Modify one of your existing products
Sometimes all it takes to create a "new" product is a slight change in an existing product.
Harrison-Hoge Industries is a mail order company in Port Jefferson, NY, that sells fishing lures, inflatable boats and other outdoor gear. To expand their line, the company added a wide-brimmed, canvas hat called the Campesino to its catalog. The hat was a big success, but the owners of the company thought there might be more they could do with it. And there was.
They discovered they could adapt the hat to sell in specialized markets just by changing the hat band. As a result, they began to supply the Museum of Natural History and the Guggenheim Museum (both in New York City) with hats. Each museum's hat has its own distinctive hat band.
Skip the start-up headaches: purchase an existing business
When you start a business from scratch you have to jump through hoops to find and train employees, build up a customer base and find suppliers. But when you buy an existing business much of this infrastructure will already be in place.
Don Pelham, owner of MasterCare Cleaning Services, in Seattle, WA, a service he bought from another businessman. He explains the advantage of purchasing a business this way: "In a start-up you have to pound the pavement while you wait for your ads to appear in the phone books (and hope they get the phone number right), says Don Pelham, a Seattle, WA business man who bought MasterCare Cleaning Services as a going business.
"But when you purchase a business, the phone rings from day one. Ads are in place and working. Schedules are already made. When I took over the cleaning service, there were about 12 jobs already scheduled, 3 or 4 a week, and the phone was ringing a new job every 2 or 3 days. "
Be sure to find out why the buyer is selling; don't rely on what they tell you. Investigate the business yourself. Find out how much traffic it actually gets. Check newspapers and town records for information about any proposed highways, superstores or zoning changes. Check for liens against the business or other problems that could have an adverse effect on the business. Consult an accountant and an attorney before you sign on the dotted line and follow their advice.
Buy a franchise
If you want to start a business but don't want to develop your own products, or methods of doing business, franchising could be your ticket to business ownership. That's because when you buy a franchise, what you get is essentially a build-your-own-business kit.
Depending on the amount of money you invest and the franchise opportunity you choose, you get rights to use the franchise name, distribute a branded product or service, and perhaps use the franchise's methods of operations. Customer leads, help locating your business and other services may be part of your package, too. The benefit of this approach is that it simplifies start-up and may also help reduce the chance of failure.
Buying a franchise won't actually put you in business. You have to do that yourself. But if you choose your franchise carefully, the franchise's products and methods can give you the leg up you need to succeed.
Scott Wallace started his commercial cleaning business in Eden Prairie, MN, this way.
"I had been fired from my job and decided I never wanted to go through that experience again," he says, "so I chose to go into business for myself. I decided to go with a franchise because of my previous business experience--none!"
After researching several types of franchises, Wallace concluded that the best one for him to buy would be a cleaning franchise because the investment was small (prices started under $5,000), no special knowledge was required, and the profit margins were good. He bought a Coverall franchise in 1994 because their Minnesota regional office seemed more interested in having him as a franchisee than other franchisors he contacted.
For his money, Wallace got a package of supplies, equipment, and customers. Then it was up to him to keep the customers and grow the business. A year after he had started he was not only making a profit, but was considering buying a second cleaning business.
Wallace is one of hundreds of thousands of individuals who have turned to franchising as a way to get into business. According to the International Franchise Association (IFA), there are approximately 760,000 franchise units in the United States that generate more than $625 billion in sales each year,.
Despite the large number of franchise outlets and the huge dollar volume of sales, franchising isn't without its pitfalls. One New Jersey couple lost nearly $20,000 when the owners of a startup bread and roll franchise they had invested in went bankrupt. A West coast man sunk his retirement funds into a mailbox/office center franchise and discovered to his dismay that the income didn't come near the claims the company's sales staff had made.
Other problems can arise, too. Franchise territories may not be large enough or competing franchises or private businesses may open, making inroads into your selling area. Licensing fees may be excessive compared to the services rendered, supplies may be too expensive, or you may find you personally don't want to conform to the franchisor's way of doing business.
To minimize the risk, learn as much about franchising as possible. Evaluate your own motives, needs, interests and willingness to follow someone else's methods of doing business. Research several types of franchises and compare their profitability and appeal. Consider their track record, and your ability to afford the franchise. Remember you'll need money to live on as well as to get the business rolling.
excerpted from
Business Know-How: An Operational Guide for
Home-Based And Micro-Sized Businesses
With Limited Budgets
What Customers Hate About You
Recent research uncovered almost eighty reasons why customers dislike salespeople. Here are the top seven.
1. Not listening.
This was the most cited reason customers dislike salespeople. Too many salespeople neglect to listen to what their customers or prospects say which means they fail to address the key issues that their customer has stated as being important. I remember an interaction with a couple of salespeople a few years ago. One of them asked some great questions to learn more about my particular situation. However, his counterpart did not listen to my responses, and as a result, his solution did not address my business challenges and buying requirements. In fact, his presentation was so far off-base, I abruptly called an end to the meeting. Time is a precious commodity for people and when you don’t listen you disrespect your prospect.
2. Talking too much.
It still amazes me how many salespeople think that telling is selling. I see this in virtually every type of sales environment from B2B to B2C to Retail. My personal belief is that your prospect or customer should do most of the talking in a sales conversation. Sales people react to this idea by saying, “But if they’re doing all the talking how can I sell my product?” The key is to let your customer do enough talking so that you can properly present a solution to their problem or situation.
3. Lack of knowledge.
In today’s information-rich world, there is no reason for a salesperson to lack knowledge about the products and services they sell. I was recently impressed by the person who gave us an estimate on a new roof for our house. He knew his products and was able to speak intelligently about them and the differences between each. I know that the lifecycles of many products are very short and that many companies introduce new products at an alarming rate. However, if you don’t know enough about your products, you are going to lose your customer’s respect, and in all likelihood, the sale. Do yourself a favor and invest the necessary time learning about your products and services.
4. Lack of follow-up.
Many sales people say they will do something and fail to follow through. This ranges from promising to get information to taking care of a problem or concern. Many people use this as a barometer before they make a final buying decision. Here’s how.
A potential customer asks for a particular piece of information and the sales person promises to deliver it by a certain date. The deadline passes and the prospect has to call and remind the salesperson. Because the sale has not been finalized, warning signals sound in the customer’s mind. After all, if the sales person is this slow to respond BEFORE the sale is made (the courting stage), how long will it take him to respond AFTER the sale (the marriage)?
Lack of follow up results in lost sales. A person contacts two or three companies about a particular item or project. All three submit a quote but only one makes the effort to follow up. Who is more likely going to get the sale?
5. Lying.
“I don’t care about the customer and I’ll tell them anything I have to in order to get the sale.” Believe it or not, I heard this comment from a participant in one of my sales training workshops. Unfortunately, the number of sales people who lie or intentionally mislead their customers is staggering. This behavior includes; overstating the capabilities of your product, stretching the truth, or giving people the wrong information. Almost everyone has bought a product from someone who was less than truthful, and as a result, has become more skeptical with their buying decisions.
6. Failing to understand their needs.
This is an extension of the first two reasons customers dislike salespeople. When a sales rep talks too much and listens too little, they don’t get a full understanding of their prospect’s situation. I have worked and interacted with thousands of sales people over the years, both as a trainer and a buyer and I can state without hesitation that a mere twenty percent of them actually take the time to understand their customer’s needs, situation, concerns, etc. And it is this group of individuals who are the most successful.
7. Refusal to take ‘no’ for an answer.
Almost everyone in sales knows the importance of persistence. However, there is a fine line between persistence and stalking. While you shouldn’t drop your efforts after the first ‘no’, it is critical to recognize that you won’t gain anything by pressuring people. In many cases, the reason someone says ‘no’ is because they don’t see the value in your product/service or because they are not a highly qualified prospect.
Sales is an honorable profession. Stand out from your competition by avoiding these behaviors.
1. Not listening.
This was the most cited reason customers dislike salespeople. Too many salespeople neglect to listen to what their customers or prospects say which means they fail to address the key issues that their customer has stated as being important. I remember an interaction with a couple of salespeople a few years ago. One of them asked some great questions to learn more about my particular situation. However, his counterpart did not listen to my responses, and as a result, his solution did not address my business challenges and buying requirements. In fact, his presentation was so far off-base, I abruptly called an end to the meeting. Time is a precious commodity for people and when you don’t listen you disrespect your prospect.
2. Talking too much.
It still amazes me how many salespeople think that telling is selling. I see this in virtually every type of sales environment from B2B to B2C to Retail. My personal belief is that your prospect or customer should do most of the talking in a sales conversation. Sales people react to this idea by saying, “But if they’re doing all the talking how can I sell my product?” The key is to let your customer do enough talking so that you can properly present a solution to their problem or situation.
3. Lack of knowledge.
In today’s information-rich world, there is no reason for a salesperson to lack knowledge about the products and services they sell. I was recently impressed by the person who gave us an estimate on a new roof for our house. He knew his products and was able to speak intelligently about them and the differences between each. I know that the lifecycles of many products are very short and that many companies introduce new products at an alarming rate. However, if you don’t know enough about your products, you are going to lose your customer’s respect, and in all likelihood, the sale. Do yourself a favor and invest the necessary time learning about your products and services.
4. Lack of follow-up.
Many sales people say they will do something and fail to follow through. This ranges from promising to get information to taking care of a problem or concern. Many people use this as a barometer before they make a final buying decision. Here’s how.
A potential customer asks for a particular piece of information and the sales person promises to deliver it by a certain date. The deadline passes and the prospect has to call and remind the salesperson. Because the sale has not been finalized, warning signals sound in the customer’s mind. After all, if the sales person is this slow to respond BEFORE the sale is made (the courting stage), how long will it take him to respond AFTER the sale (the marriage)?
Lack of follow up results in lost sales. A person contacts two or three companies about a particular item or project. All three submit a quote but only one makes the effort to follow up. Who is more likely going to get the sale?
5. Lying.
“I don’t care about the customer and I’ll tell them anything I have to in order to get the sale.” Believe it or not, I heard this comment from a participant in one of my sales training workshops. Unfortunately, the number of sales people who lie or intentionally mislead their customers is staggering. This behavior includes; overstating the capabilities of your product, stretching the truth, or giving people the wrong information. Almost everyone has bought a product from someone who was less than truthful, and as a result, has become more skeptical with their buying decisions.
6. Failing to understand their needs.
This is an extension of the first two reasons customers dislike salespeople. When a sales rep talks too much and listens too little, they don’t get a full understanding of their prospect’s situation. I have worked and interacted with thousands of sales people over the years, both as a trainer and a buyer and I can state without hesitation that a mere twenty percent of them actually take the time to understand their customer’s needs, situation, concerns, etc. And it is this group of individuals who are the most successful.
7. Refusal to take ‘no’ for an answer.
Almost everyone in sales knows the importance of persistence. However, there is a fine line between persistence and stalking. While you shouldn’t drop your efforts after the first ‘no’, it is critical to recognize that you won’t gain anything by pressuring people. In many cases, the reason someone says ‘no’ is because they don’t see the value in your product/service or because they are not a highly qualified prospect.
Sales is an honorable profession. Stand out from your competition by avoiding these behaviors.
The Secret Formula for Attracting Clients
The Secret Formula for Attracting Clients
by Michael Beck
Ah, those magic words - "Attract Clients". Virtually every professional I know loves the idea of attracting clients, and would be even happier if there was a "magic formula" for accomplishing it. Well, actually there is a formula that works like magic for attracting clients to you. And I'm going to reveal it - right here, right now. (OK, to be more specific, it'll be at the end of the article. But no cheating! You need to read through the article for the formula to make sense.)
First of all, this isn't about simply "getting" clients. It's about attracting them to you. It is the concept of building a business without chasing prospects, dogging down purchased leads, or operating a "quote mill" - turning out quote after quote hoping to have the lowest price. Unfortunately, many professionals are either trained or take it upon themselves to uncover prospects "at arm's length". It seems that either intentionally or inadvertently, companies often train their team to build their business by pursuing prospects. Although many companies and managers praise the benefits of "attracting" clients, when it comes time to meet production quotas, all the methods which "pursue" clients are the ones encouraged. By the time "meeting production quotas" become an issue, drastic measures are called for.
The solution, of course, is to avoid being in that place of "catch-up" to begin with. By learning how to attract clients and by applying those methods consistently, you side-step the need to pursue clients altogether. Virtually every professional who has a sizable, growing business - characterized by high retention and a steady flow of client referrals - does it by attracting clients rather than pursuing them.
There are two key components to successfully attracting clients. The first key is to understand that people will be attracted to you by WHO YOU ARE, rather than by WHAT YOU DO. While there will be a small group of people who will do business with you strictly based on your depth of knowledge, most people - in fact, the majority of people - will do business with you because of who you are. Having good knowledge of your products, services, and industry is important. And having strong technical skills is useful and important as well. It's just that being knowledgeable and skillful isn't sufficient.
Let me offer some proof. I'm willing to bet that we've all known one or more professionals who were an absolute fountain of knowledge regarding product and service info. And yet, they went out of business due to lack of clients. In contrast, I'm also willing to bet that we've also known professionals who really weren't all that sharp when it came to understanding the details. And yet, these professionals built and sustained large businesses. The reason, of course, is that clients were attracted to them for who they were, more so than what they knew.
So, how do we maximize "Who We Are"? We maximize and amplify who we are by continually improving our communication skills, our social skills, and our integrity. In short, "who we are" is defined by our people skills. When we have good people skills, we:
* Communicate clearly and cleanly
* Are relatable
* Do what we say we're going to do
* Are professional in attitude and manner
* Have a positive attitude
* Take an interest in others
* Treat people with respect
How do we improve in these areas? The easiest way to start is by simply being more mindful of each of those people skills. Just by drawing our attention to each aspect of good people skills, we can begin to improve. However, one of the challenges most of us have in improving ourselves, is that often we're blind to what we do and say. We operate on "auto-pilot", and as such, aren't even aware of how we come across to others. Additionally, how we think we come across to others doesn't really matter. What matters is how others feel about us. Therefore, an excellent way of improving our people skills is to enlist the help of others. Ask people around you to help. Ask a spouse or significant other. (Hey! They're always hoping to improve us anyway, right?) Ask a fellow professional. Ask a manager. Tell them you're working to improve your people skills, and 1) ask them which people skills they feel you're really good at, and 2) ask them which ones they feel are candidates for improvement. Then, ask them to point out to you any words, actions and reactions which represent opportunities for improvement as they arise. Not only will people be happy to help, but they will respect you for your efforts.
The second key component in attracting clients is actually getting out, so that people get a chance to see you, know you, and be attracted to you! The reality is that when you are in your office behind your desk, prospects never get to experience you and those people skills you possess. The result? If you try to get clients from behind your desk, you end up having to pursue them. On the other hand, when you get out and allow people to interact with you, you end up attracting them.
OK, so here's the "magic formula" I promised. The way to successfully attract clients is to improve your people skills, and get out and meet people. I know it's a pretty simple formula, but it works like magic.
by Michael Beck
Ah, those magic words - "Attract Clients". Virtually every professional I know loves the idea of attracting clients, and would be even happier if there was a "magic formula" for accomplishing it. Well, actually there is a formula that works like magic for attracting clients to you. And I'm going to reveal it - right here, right now. (OK, to be more specific, it'll be at the end of the article. But no cheating! You need to read through the article for the formula to make sense.)
First of all, this isn't about simply "getting" clients. It's about attracting them to you. It is the concept of building a business without chasing prospects, dogging down purchased leads, or operating a "quote mill" - turning out quote after quote hoping to have the lowest price. Unfortunately, many professionals are either trained or take it upon themselves to uncover prospects "at arm's length". It seems that either intentionally or inadvertently, companies often train their team to build their business by pursuing prospects. Although many companies and managers praise the benefits of "attracting" clients, when it comes time to meet production quotas, all the methods which "pursue" clients are the ones encouraged. By the time "meeting production quotas" become an issue, drastic measures are called for.
The solution, of course, is to avoid being in that place of "catch-up" to begin with. By learning how to attract clients and by applying those methods consistently, you side-step the need to pursue clients altogether. Virtually every professional who has a sizable, growing business - characterized by high retention and a steady flow of client referrals - does it by attracting clients rather than pursuing them.
There are two key components to successfully attracting clients. The first key is to understand that people will be attracted to you by WHO YOU ARE, rather than by WHAT YOU DO. While there will be a small group of people who will do business with you strictly based on your depth of knowledge, most people - in fact, the majority of people - will do business with you because of who you are. Having good knowledge of your products, services, and industry is important. And having strong technical skills is useful and important as well. It's just that being knowledgeable and skillful isn't sufficient.
Let me offer some proof. I'm willing to bet that we've all known one or more professionals who were an absolute fountain of knowledge regarding product and service info. And yet, they went out of business due to lack of clients. In contrast, I'm also willing to bet that we've also known professionals who really weren't all that sharp when it came to understanding the details. And yet, these professionals built and sustained large businesses. The reason, of course, is that clients were attracted to them for who they were, more so than what they knew.
So, how do we maximize "Who We Are"? We maximize and amplify who we are by continually improving our communication skills, our social skills, and our integrity. In short, "who we are" is defined by our people skills. When we have good people skills, we:
* Communicate clearly and cleanly
* Are relatable
* Do what we say we're going to do
* Are professional in attitude and manner
* Have a positive attitude
* Take an interest in others
* Treat people with respect
How do we improve in these areas? The easiest way to start is by simply being more mindful of each of those people skills. Just by drawing our attention to each aspect of good people skills, we can begin to improve. However, one of the challenges most of us have in improving ourselves, is that often we're blind to what we do and say. We operate on "auto-pilot", and as such, aren't even aware of how we come across to others. Additionally, how we think we come across to others doesn't really matter. What matters is how others feel about us. Therefore, an excellent way of improving our people skills is to enlist the help of others. Ask people around you to help. Ask a spouse or significant other. (Hey! They're always hoping to improve us anyway, right?) Ask a fellow professional. Ask a manager. Tell them you're working to improve your people skills, and 1) ask them which people skills they feel you're really good at, and 2) ask them which ones they feel are candidates for improvement. Then, ask them to point out to you any words, actions and reactions which represent opportunities for improvement as they arise. Not only will people be happy to help, but they will respect you for your efforts.
The second key component in attracting clients is actually getting out, so that people get a chance to see you, know you, and be attracted to you! The reality is that when you are in your office behind your desk, prospects never get to experience you and those people skills you possess. The result? If you try to get clients from behind your desk, you end up having to pursue them. On the other hand, when you get out and allow people to interact with you, you end up attracting them.
OK, so here's the "magic formula" I promised. The way to successfully attract clients is to improve your people skills, and get out and meet people. I know it's a pretty simple formula, but it works like magic.
How to Inspire Employees through Recognition
A recent Gallup poll revealed that 65 percent of Americans haven't received recognition in the past year. A United States Department of Labor study found that the number one reason why people leave organizations is that they don't feel appreciated. As American psychologist Abraham Maslow stated in A Theory of Motivation, people thrive on recognition as a form of self-value when they feel that their contributions make a difference.
Consider the rewards that are most important to your organization. Jot down the kind of effort needed to bring those values from the abstract to the concrete. Build those efforts into job descriptions so that employees become accountable for the action steps. Recognize those who achieve the best results, whether by praising them in public, or giving a keepsake at the company celebration, complete with a speech about the employee's commitment to excellence, and the results it brought to the organization as a whole. Their peers will see what excellence is all about.
Let's look at some time-tested ways leaders can inspire employees to do their best.
Make recognition a policy, not a perk.
Take time to develop a system of rewards for everyone at your company. Include pinnacle rewards for high lifetime achievers, like McDonald's coveted President's Award, as well as more ordinary incentives, such as bonuses. Educate the entire staff about the program, post it for all to see, and promote it frequently.
Little things mean a lot.
A handshake is the least expensive way to recognize top performers--and perhaps the most effective. Look 'em in the eye and say thanks. Be specific about what the employee did that you appreciated so much, and why.
Recognize them with fanfare. When bestowing an honor on a high-achieving employee, make it a celebration. That could mean inviting family members to be at an awards dinner, or stopping the workday early to hold a company-wide ceremony.
Remember the spouse.
For marathon efforts--such as large-scale projects or regional sales turnarounds--remember to recognize the employee's significant other. After all, without the support of the employee's partner, he or she wouldn't have delivered such terrific results.
Respect your front line.
Remember the little guys--the cashiers, the customer service people, the maintenance staff. They are the face of your operation and will boost your brand better than anyone else if you make them feel appreciated for all they do.
Boost team spirit.
Recognizing teams or departments is also important. It binds employees together in pride. A plaque, a magnum of champagne, and a Friday afternoon off are all ways you can tell a group of employees: You did this together, and you excelled.
Make rewards meaningful.
Don't give front-row stadium seats to an employee who could care less about baseball. Find out their favorite restaurant, for example, or whether they like theatre or music, and give them a night out they will really enjoy.
Recognition from the top means the most.
A personal phone call or thank-you note from the CEO often has more impact on an employee than anything else.
Don't forget suppliers and clients.
When you create a culture steeped in recognition, your gratitude and appreciate should spread outward--past your company walls. Don't forget to thank loyal vendors and clients for their excellent contributions with a letter, a paperweight, or even a charitable gift in their name.
Consider the rewards that are most important to your organization. Jot down the kind of effort needed to bring those values from the abstract to the concrete. Build those efforts into job descriptions so that employees become accountable for the action steps. Recognize those who achieve the best results, whether by praising them in public, or giving a keepsake at the company celebration, complete with a speech about the employee's commitment to excellence, and the results it brought to the organization as a whole. Their peers will see what excellence is all about.
Let's look at some time-tested ways leaders can inspire employees to do their best.
Make recognition a policy, not a perk.
Take time to develop a system of rewards for everyone at your company. Include pinnacle rewards for high lifetime achievers, like McDonald's coveted President's Award, as well as more ordinary incentives, such as bonuses. Educate the entire staff about the program, post it for all to see, and promote it frequently.
Little things mean a lot.
A handshake is the least expensive way to recognize top performers--and perhaps the most effective. Look 'em in the eye and say thanks. Be specific about what the employee did that you appreciated so much, and why.
Recognize them with fanfare. When bestowing an honor on a high-achieving employee, make it a celebration. That could mean inviting family members to be at an awards dinner, or stopping the workday early to hold a company-wide ceremony.
Remember the spouse.
For marathon efforts--such as large-scale projects or regional sales turnarounds--remember to recognize the employee's significant other. After all, without the support of the employee's partner, he or she wouldn't have delivered such terrific results.
Respect your front line.
Remember the little guys--the cashiers, the customer service people, the maintenance staff. They are the face of your operation and will boost your brand better than anyone else if you make them feel appreciated for all they do.
Boost team spirit.
Recognizing teams or departments is also important. It binds employees together in pride. A plaque, a magnum of champagne, and a Friday afternoon off are all ways you can tell a group of employees: You did this together, and you excelled.
Make rewards meaningful.
Don't give front-row stadium seats to an employee who could care less about baseball. Find out their favorite restaurant, for example, or whether they like theatre or music, and give them a night out they will really enjoy.
Recognition from the top means the most.
A personal phone call or thank-you note from the CEO often has more impact on an employee than anything else.
Don't forget suppliers and clients.
When you create a culture steeped in recognition, your gratitude and appreciate should spread outward--past your company walls. Don't forget to thank loyal vendors and clients for their excellent contributions with a letter, a paperweight, or even a charitable gift in their name.
Monday, May 11, 2009
HOw to Start Handicraft Business
The handicraft industry has seen an increase in demand in the past few years. More and more people are seeking out original handmade items that are functional and eye-catching, yet more affordable relative to artworks such as paintings. Areas that have experienced a surge in tourism also saw a heightened demand for craft items as tourists purchase unique cultural items as souvenirs for family and friends, as well as for their own personal use.
However, you may have the skills for creating beautiful handiwork, but starting a successful crafts business demands a whole different set of expertise.
Start-Up Considerations
If you are planning to turn your love for crafts into a business, there are a number of factors that you need to consider:
Decide why you're really starting this business. Your goals for converting your hobby into a business can spell the difference in the level of success that it can generate. If you want your craft business to generate or supplement your family's income, then you have to get serious and start treating it as a business.
Verify the demand for your products. You need to know with certainty that people will want and buy your handicrafts. There are crafts that cater only to a very small market and cannot profitably support the operation of a business.
One way to find out if your particular craft has a sizeable audience is by checking eBay. Do a search on eBay about your craft (e.g. bead art) and look at the auctions listed as "ending today." If most auctions ending that day have no bid, it may indicate that there is a lackluster demand for the product. Also do a search on Google to check how many e-commerce sites are selling your products. This approach can help you gauge your competitors, find out what they offer, and identify your possible niche or selling point.
Understand the business basics. Creating crafts is one thing; knowing how to turn a profit from it is another. Understand all the requirements and have reserve capital to meet expenses before you are able to produce sales and earn a profit.
Do your homework. If you have no previous background in business, now is the time to begin learning about the basics of managing and running a small business. You will not only produce the products, but you will handle its marketing, selling, bookkeeping, purchasing and a thousand other things. If you will hire other people to help you produce your products, you will need to learn about managing and keeping personnel. Buy or borrow books from your local library on how to run a small business. If you feel that you are weak in bookkeeping, you may want to take a crash course on the topic from your community college.
Find out about local regulations. you should familiarize yourself with local regulations, including licenses and permits that you need to operate your business. Even if you intend to sell only at the local flea market, you will be asked for your permit and will need to collect sales tax.
Separate your business from your personal account. While this is not essential to your start-up phase, having a separate business account from your personal account can make life easier for you especially at tax time. You need to prove that your craft business is not a hobby - and that it is indeed a business - before you can be allowed to deduct your business expenses from your income. Getting a separate bank account under your business name is the first step.
Know where you will work. Find an area where you can work, giving consideration to efficiency and the eventual expansion of your business. Whether you will be working in a spare room or rent a workshop area, your studio must fit your needs in terms of size, services, security and safety. You may want to work from home during the startup phase to help you operate with lower overhead and start with a smaller amount of capital. Make sure that your workplace has an adequate electrical service and ventilation system, particularly if you are using chemical dyes.
Selling Your Crafts
Craft items can be sold in a variety of outlets. Here are a few of them:
Retail stores. The most popular way of selling craft items is through specialty craft or gift stores. You can also try selling your items to department stores. Approach the owners or the merchandisers about carrying your products. You can first start-off with the smaller boutique stores, offering them discounts for wholesale purchase of 12 or more. Find out the stores' requirements - some will require UPC codes insurance on your product while others will lock you into purchasing contracts.
Consignment stores. Consignment stores are another excellent venue for selling your products. They will pay you only after they sell your work, keeping 20 percent to as much as 60 percent of the sales amount. Read carefully the consignment agreement. Some will require you 1-year booth contract and a monthly fee, in addition to the commission they get from the sales of your products.
Craft and flea markets. Craft shows, flea markets and local fairs are a great way to sell your merchandise. People who visit these markets are on the lookout for unique pieces not commonly found in department stores. Check professional craft associations and your county's business information center about schedules of craft shows and markets. If there's a regular flea market in your area, get in touch with the person in charge. You can set up a small booth, which can cost you anywhere from $20 to over a thousand dollars for a 10x10 space. Depending on whether the craft market is held indoors or outdoors, set-up can be as simple as putting a couple of tables to display your products and having a canopy to protect your merchandise from the elements. Craft markets can offer you the chance to get to know buyers and what they are looking for, as well as check out your competitors.
Internet. The Internet has become an important distribution channel for crafts. You can create your own e-commerce site, join virtual craft malls, or sell your products at online auctions. Evaluate the costs of utilizing each online channel, and which one could bring the most customers for your business. Know the various marketing tools that are peculiar to the web. Learn how to take good quality pictures: your sales depend on it. Note, however, that successful online marketing takes time, patience, persistence and knowledge of marketing principles.
Marketing Your Products
The most effective form of marketing a craft business is your reputation for high quality work. By consistently producing fine craft products that are exciting and innovative, your reputation can serve as your word-of-mouth advertising. Word-of-mouth, especially if given by an opinion leader (e.g. newspaper columnist), is a powerful tool that can build the inertia for your business.
Other marketing ideas that work well for craft business owners include:
- Business cards and pamphlets illustrating and describing your work. Choose your best product to showcase and ensure that its photograph is first-rate.
- An interesting story about your craft business. It could be the unique way with which you produce your crafts, the indigenous materials that you use, or how you started doing what you love. You can put your story in your web site, pitch the story idea to a newspaper editor, or include it in your brochure.
- Portfolio of your works. Create a portfolio of your best works using quality photography. Creating a binder-full of your finest pieces can be expensive, but essential when presenting your business to galleries, boutiques and other retailers, interior designers, even architects.
- Direct mail. Ensure that you get targeted mailing list. Use a printed postcard, instead of flyers or brochures to cut costs.
- Online advertising. There are many forms of advertising on the Web that you can try: buying targeted banner ads, Google ad words for your keywords, or even donating a craft item for web site contests.
Marketing your business will take up a significant amount of your time. Make sure that you develop a plan on how you can effectively get the word out about your business and move your craft items.
Tuesday, May 5, 2009
Herbs in Nepal
HIMALAYAN HONEY
Our Honey are collected from the wild bee colonies Apis Laboriosa, Apis dorsata and Apis cerana found in the isolated forest in Himalayan mountains of Nepal, The world's largest honey bee, Apis Laboriosa (the giant Himalayan honey bee) is a wild bee and makes it combs on high branches of trees and cliff over hangs. The honey hunters are a tribe of Mongol in central Nepal who follow the tradition of honey hunting, a tradition passed down since generations. The bees are drive away from the honeycomb by smoke. After this, a portion of the brood comb is sometimes cut off. The honey portion of the hive is brought down in baskets. People waiting near the foot of the trees, squeeze honey from the comb into earthen pots.
We make every effort to ensure that the bee products reach you at their Organic best. Organic honey is extracted by the 'cold press' method without the use of heat. This helps preserve the pollen and the enzymes that occur naturally in honey.
Besides being an economic activity harvesting cliff honey, honey hunting also involves special rituals and satisfies the leisure requirements of isolated mountain people. Hunting cliff honey is a dangerous activity and most of the cliffs are named and remembered by the names of honey hunters who died during honey harvesting. This culture does not allow the total eradication of bee nests but rather supports the sustainable presence and multiplication of cliff bees.
DRIED MOREL MUSHROOM
There are different species of morels. It is growing 3500m above sea level in Himalayan ranges and it is far from the polluted area. Traditionally, morel is used as tonic for nerve system. It is also used as spic
es and as delicacy. The season is throughout the spring and it is among the most exciting springtime fungi. Excellent mushroom from the culinary point of view, they must be cooked before eating - never, ever eat them raw.
CORDYCEPS SINENSIS (YARCHA GUMBA)
Cordyceps Sinensis is found in Nepal Himalayas above 3800m. sea level. It is high valued traditional medicine. It is created when a type of fungus parasites the larvae of the Chongcao Bat. Moth and forms a fungus (larva) composite body. The larva forms a cocoon in the winter and hibernates in the ground. Because the fruiting body of the fungus emerges from the head of the larva in the summer time and trembles a grass sprout, this medicine's local name means roughly ' Yarcha Gumba (winter bug, summer grass)'
The Health Efficacious of Cordyceps Sinensis Poor renal function, renal injuries by chemicals.
- Chronic bronchitis, coughing.
- Regulating blood pressure (high or low).
- Asthma, allergic rhinitis.
- Anti-aging, weakness.
- Poor resistance of respiratory tract.
- Catching flue easily.
- Lowering raised blood lipid levels, strengthening the body's immunity.
- Poor function of lungs & kidneys.
- The declining of sex drive.
- Effective in to unifying arrhythmia.
- Treatment of Chronic Nephropathy, Chronic Nephritis and prevention of Nephralgia.
- Increasing the blood cells and protein for producing blood plasma.
- Strengthen the immune system of tumor patients who have received radiotherapy, Chemotherapy or operation.
ESSENTIAL OILS
Essential oils are the fragrant and therapeutic essences distilled from herbs, flower leaves and bark. Each essential oil has unique therapeutic properties, which have been documented by use throughout history. They are used in perfumes blends, Medicinal internally for insomnia, hysteria, anxiety, cramps migraine, hypertension, baths, massages, and inhalations. Choose the oils that appeal to you and begin to experience the wonderful world of aromatherapy.
S. No COMMON NAME | BOTANICAL NAME |
01. Rhododendron Oil | Rhododendron Anthopogon D. Don |
02. Artemisia Oil (Armoise oil) | Artemisia Vulgaris L. |
03. Calamus Oil | Acorus calamus |
04. Chamomile Oil (German) | Matricaria chamomilla |
05. Citronella Oil | Cymbopogon Winterianus Jowitt |
06. Zedoary root Oil | Curcuma zedoaria Roscoe |
07. French Basil Oil | Ocimum Basilicum |
08. Eucalyptus Oil | Eucalyptus globulus labille |
09. Jatamansi Oil (Spikenard) | Nardostachys Jatamansi |
10. Juniper Berry Oil | Juniperus communis |
11. Lemongrass Oil | Cymbopogon flexuosus (D. C.) |
12. Mentha Arvensis Oil | Mentha Arvensis L. |
13. Palmarosa Oil | Cymbopogon martinii Motia |
14. Sugandha Kokila Oil | Cinnamomum glaucescens |
15. Wintergreen Oil (Gaultheria) | Gaultheria fragrantissima Wall |
16. Zanthoxylum Oil | Zanthoxylum armatum |
17. Valerian Oil | Valeriana officinalis |
HIMALAYAN SMUDGE STICK
Himalayan smudge stick. Our smudge stick contains herbs gathered in Nepal and blended to promote purification and foster positive energies. High mountain juniper invokes Dakinis, purifies, and summons divine energies. Ganden Khenpa invokes awareness.
Mountain Rhododendron awakens the mind and pleases sacred energies. Artemisia evokes visions, and camphor dispels malevolent thoughts and spirits. Lemongrass sweetens and brings clarity of perception. Rosemary clears the mind. Please be cautious if you suffer from asthma or respiratory problems.
HIMALAYAN HERBAL AND AYURVEDIC TEA
The Himalayan Herbal Tea is combination of different aromatic and medicinal herbs. This tea is produced as per the traditional Tibetan Ayurvedic formula. It is generally used for stimulating body elements.
According to Ayurveda, each human being has a primary element of nature 
that influences their mind, body and emotions. One's physique, daily energy patterns and mental agility, we can discover which of the three elements dominates in each of us: KAPHA-WATER / EARTH, VATA-AIR and PITTA - FIRE. Often our element becomes too overpowering and we fell increased stress, develop physical pains or even disease. To counter this we've developed three Ayurvedic Tea with Ayurvedic formula to restore our system and keep balanced.
Tibetan Tea: This Tea is combination of different aromatic and medicinal herbs and it is produced as per the Ayurvedic formula. Tibetan Tea is an overall Tonic tea. It balance all five energies in the body, "Air", "Fire", "water" "earth" and "space" supporting comprehensive good Health.
Ingredients: Jasmine, Clove, Embilika, Thymes, Safflawer, Fennel and orange peel, Fennel and cardamom
Energetic Tea: This Tea is combination of different aromatic and medicinal herbs and it is produced as per the Ayurvedic formula. It is generally used for stimulating body elements. This tea helps those works are demanding clarity and concentration.
Ingredients: Clove, Cinnamon, Black pepper, mint. Rosemary, Gotukola, Sage and thymes.
Relaxing Tea: This Tea is combination of different aromatic and medicinal herbs and it is produced as per the Ayurvedic formula. It is generally used for stimulating body elements. This tea will help you relax, soothe and prepare the rundown body and mind. It also helps to clear away tensions and stress.
Ingredients: Chamomile, Mint, Ginger, Asmin Sassuri Lappa, lemon grass and Thymes.
Cold And Flu Tea: Seven preciousness decoctions is a skillful blend of herbs that promote a healthy immune system. According to Tibetan Herbalist, an imbalance of "fire" (hot) and "Earth" (cold) energies in the body cause colds and flu. Seven precious Decoctions Tea works to balance these energies, supporting the body's own natural immune response.
Ingredients: Terminalia chebula, Terminalia bellirica, Tinospora, Ginger, lemon, Thymes, Embilika, and Lemon peel.
Kapha Tea: Kapha tea is a soothing and stimulating combination of medicinal herbs that support to revive, restoring the root of all body. Impair digestion, due to excess "earth" or Stagnation prevents us from getting the nutrition of our mental and physical strength.
Ingredients: Long pepper, Black pepper, thymes, Tulshi, Camphor, Cinnamon Tamala.
Vata Tea: This tea is a soothing combination of herbs that naturally help reduce felling of stress and anxiety. Due to excess of "Wind" in body. And causing felling of being ungrounded, nervous and scattered. And balance Air fostering a peaceful state of mind.
Ingredients: Ashowgandha, ginger, cinnamon, Cumin, Ginger, Thymes and cardamom.
ss, due to excess of "fire" in the body. And helps "fire" person to keep the mind calms and cool. Ingredients: Mint, fennel, coriander, Embilika Green tea Thymes, orange peel Lemon etc
Tourism Business
Being at the top of the world Nepal offers a wide range of adventure tourism to those who takes their life as a challenge. The varied landscape has some of the best sites for these activities, raging rivers to run, mountains to scale, clear blue skies, challenging treks, fine lakes and rivers to boat, fish and raft down, and a wild terrain to ride.
River rafting, one of the best ways to explore the typical cross section of natural as well cultural heritage of the country. Rafting is inarguably the best way of exploring Arcadian Nepal, as it takes you through hamlets, canyons, virgin forests, and wildlife.
Jungle Safari is another area of interest for Adventure Tourist. There are many National Parks in Nepal that can be a interest of Adventure Tourist.
For all those cliffhangers out there, Kathmandu offers terrific places for rock climbing that make for an experience of a lifetime. Make sure you leave time for hot air ballooning for a bird/s-eye view of the Kathmandu Valley and the magnificent Himalaya. See life from a new perspective as you take off in a micro-light aircraft for motor gliding in Pokhara. A trip will take you over some of the best scenery on earth, as you share airspace with Himalayan griffin vultures, eagles, kites and float over villages, monasteries, temples, lakes and jungle, with a fantastic view of the majestic Himalayas. The Bhote Kosi, one of the world’s wildest raging rivers, r
ushes down from the heights of the Himalayas. This Bhote Kosi is the main tributary of the Sun Kosi and is followed by the Arniko highway from Kathmandu to Lhasa. Mountain flights offer spectacular views of the Himalaya in just one hour. These flights offer the closest possible aerial views of Mt. Everest and other above 8,000 m peaks.
Hydropower business
KATHMANDU, Apr 25, 2009 (Xinhua via COMTEX) -- The Nepali government is ready to address all the policy-level and practical difficulties to facilitate and encourage investors to increase investment in power sector, said Minister for Water Resources Bishnu Prasad Poudel.
According to Sunday's The Rising Nepal daily, Poudel called on international as well as domestic investors to invest in hydropower sector of Nepal.
Pou
del assured that the government had adopted more investment- friendly policies to attract investors in the potential areas.
"We are soon introducing a new Electricity Act to facilitate and promote this sector," he said while addressing the 4th International Hydropower Convention that began in the capital Kathmandu on Saturday.
The three-day convention has been organized by India-Tech Foundation, in association with the Federation of Nepalese Chambers of Commerce and Industry and Independent Power Producers Association Nepal.
While speaking at the program, he stressed the need for increased participation of foreign as well as national power developers in this sector, as the government was planning to generate 10,000 MW of hydropower in the next 10 years.
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