In most businesses there is a plan to follow. In many businesses however, a plan needs to be created, agreed upon by the decision makers and then applied to the business.

When you establish a plan of action chances are that you want your plan to succeed. We help our Clients with a process known as PPA to protect their plan and ensure that it has an above average chance for success. If this is what you want then it is essential to identify, evaluate and understand the risks that could possibly undermine your plan and prepare (in advance) to face each obstacle with preventative and contingent actions.

Think of it this way, “protecting the plan” has to do with a set of processes that help you to prepare for risks and avoid surprises that could sabotage your project. Here is how to get started:

a) Identify Potential Problems that could sabotage your project
b) Identify the Triggers that will inform you when such a problem has occurred
c) List Likely Causes for each potential problem
d) Create Preventative & Contingent Actions

You can plan and take preventative actions to reduce the likely causes for each potential problem and plan contingent actions to minimize the likely effects of each potential problem if and when they occur.

If you have an important plan that needs to succeed and you’d like some help protecting your plan – don’t hesitate, contact us today.

This is always an area of discussion for my Clients. Rather than publish a list of current rates in several different countries and attempt to keep such a list up-to-date, I prefer to use a USD model which you can adapt to your particular situation and geography. The following are simply guidelines that we use in corporate restructuring projects. You may or may not agree with some of the line items but on the whole, the following has been helpful to many of us.

My father used to tell me that hard work and knowledge were the keys to success and furthermore, one needed to deliver 100% if you wished to succeed in anything. I asked him if math was an important factor in the equation and he confirmed that without math we would not have progressed very far on the evolutionary scale. So, I did a little research and discovered that from a strictly mathematical viewpoint one can not only avoid hard work but also achieve more than 100% and my mathematical proof goes like this:

What is 100% comprised of? What does it mean to give MORE than 100%?
Ever wonder about those people who say they are giving more than 100%?
We’ve all been to those meetings where someone wants you to give over 100%.
How about achieving 103%?

Here’s a little mathematical formula that might help you answer these questions:

If: A B C D E F G H I J K L M N O P Q R S T U V W X Y Z were represented as:
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

Then:

H-A-R-D-W-O-R-K = 8+1+18+4+23+15+18+11 = 98%
and
K-N-O-W-L-E-D-G-E = 11+14+15+23+12+5+4+7+5 = 96%

But,

A-T-T-I-T-U-D-E = 1+20+20+9+20+21+4+5 = 100%
and,
B-U-L-L-S-H-I-T = 2+21+12+12+19+8+9+20 = 103%

Astonishing to me but obviously not to those “in the know”:

A-S-S-K-I-S-S-I-N-G = 1+19+19+11+9+19+19+9+14+7 = 118%

So, one can then conclude with mathematical certainty that: while Hard Work and Knowledge will
get you close, Attitude delivers the goods and both Bullshit and Ass Kissing will put you over the top!

Needless to say my father was not impressed and I got grounded for a week. If I remember correctly, my theorem put a smile on a few faces before the chalkboard got erased.

One of my mentors told a Client (a manufacturer of drills) that

“People don’t want your product.”

The president of this large manufacturing firm looked shocked but my mentor continued,

“Your Customers are not interested in drills with more bells and whistles.
They are in the business of making holes – and they want help with 2 things:

1) Making more holes in less time and
2) Making good quality holes

end of story.”

With these words of advice the manufacturer changed his entire marketing approach and for the following 5 years achieved sales records never seen in that industry before.

Think about it for a moment…
What do your Customers really want?
What specific benefit can you provide them with both today and in the future?
What are you waiting for?

There are four basic personality types. In order for a company to succeed in today’s global business environment, each of these personality types needs to be integrated into as many teams as possible to provide balance and, in many cases an important competitive edge. The key is having the right tools and mindset in order to accurately identify each trait and then know how to position the various types in the organization so they have the best chance of achieving success and interacting well with their managers and co-workers.

THE LEADER – THE “A” TYPE PERSONALITY

“A” type personalities are the ones that are always “looking for a better way” or building a “better mouse trap”. They have an entrepreneurial streak and don’t mind taking risk in order to receive the rewards that can go along with it.

The “A” personality is usually very independent, direct and to the point. They will probably tell you to “get to the bottom line” or give them the “executive summary” to read. They don’t like routine and often delegate routine chores to someone else.

The “A” Personality enjoys change, and one of their biggest fears is falling into a routine. They are very focused on what they are doing and are almost always relatively insensitive to others that might be around them. If they tell somebody something, or explain it, they’ll say it ONCE and expect that everybody listening understood because they’re ready to move on.

“A” type personalities are often found as business owners, managers, sales people (especially straight commission), or any position requiring a very “direct” person that typically “takes charge” and forges ahead. They are very decisive and persistent in getting what they want and need.

THE SOCIALIZER – “B” TYPE PERSONALITY

The “B” type loves to party, travel and be part of groups, and is often the center of attention. They love excitement and are often impatient and demanding as a result of being a “high energy” type. They love the limelight and the “hype” and often do very well in sales, advertising, marketing, public speaking, party planning, travel and other positions where they can have a “good time” while working.

The “B” personality is as Supportive of others as they are direct in their approach. Most people enjoy being around them or watching or listening to them “perform”. Many radio and TV personalities, actors and high-profile speakers are often “B” personalities. It is very important for the “B” personality to be liked by others and can be easily hurt if they think someone doesn’t care for them. They may take it very personally.

A “B” type believes that the world revolves around them… they can be a bit narcissistic and often think things like: “It’s all about me” “Aren’t I great?” This type often does well in sales as they tend to be very talkative and outgoing with people and are normally quite persuasive.

THE INFORMATION HOUND – “C” TYPE PERSONALITY

If you want to picture a typical “C” type personality, think of your accountant, an engineer or a computer programmer or analyst. The “C” thrives on details, accuracy and takes just about everything seriously. They are usually very neat, dress fashionably and are very calculated and precise in just about everything they do.

The “C” doesn’t like “hype”, rather, they want facts… information from which they can verify the details and make a decision. They are very consistent in everything they do because everything has an order or procedure; thus they can be predictable at times and often very dependable, however, don’t expect them to make a decision when YOU want it, as it will only come after THEY have checked all the facts and are satisfied that everything is correct.

They are deep, thoughtful and usually very sensitive. They enjoy know how and why things are the way they are rather than taking anything at face value. They often make good customer service people and sales people, especially if the product to support or sell is something “technical” or involves numbers. They are loyal and patient and can leave customers with a good feeling that they’re somebody that really cares. However, managers may need to make sure they don’t spend TOO much time with details if the objective or expected outcome doesn’t warrant the investment of their time and expertise.
ALWAYS THERE WHEN YOU NEED THEM

THE “D” TYPE PERSONALITY

The typical “D” personality doesn’t like change, preferring instead, to have a set of guidelines from which to follow and they won’t mind doing the same thing over and over. They are usually more motivated by security and benefits and are likely to get the “gold watch” if the company can provide the security they seek.

“D” types are very supportive of others and are often the type that others turn to when they have a problem. Their compassion level is usually quite high and often seem very happy and content with themselves and life in general. They are usually punctual, and consistent. They add “balance” and support in the workplace and may be the champion of the “under dog”.

OPPOSITES

The highest potential for personality clashes is when opposites are working with each other or one working for another in a business environment.
“A” and “D” personalities are opposite of each other. The “A” likes change, is impatient and a risk-taker. The “D” dislikes changes, is very patient and thinks the “A” is crazy for taking so many risks preferring instead to be very steady and seek the security of knowing what you have and what you can count on.

The “B” and “C” personalities are opposites as well. The “B” loves the glamour and the hype, the “C” insists on knowing if there is any “substance” behind it all. Where the “B” can be messy, the “C” is neat and orderly and doesn’t thing “by the book”. The “B” is Extroverted, the “C” is Introverted.

Opposite personalities can also compliment one another if each tries to understand the other’s perspective. Perhaps this is why opposites often marry and lead a very full life, since each makes up for the other’s weaknesses and each brings important characteristics into the relationship.

However, opposites can be a bad thing too, especially if undetected, and not properly managed in the work environment. We have seen many examples where a client will call us complaining of turnover in the sales department, for example. They need a better way to “assess” sales people because the ones they hire never seem to last long enough.

After assessing their sales staff, we’re sometimes surprised to find that their personalities should be very good for the job they are doing, but when we look into their manager or supervisor, we find that they are being managed by an Opposite Personality who expects them to do things in a way that is incompatible with the sales people’s personality!

An example you’ll see us use often is Oscar Madison and Felix Unger from the TV show, “The Odd Couple”. It isn’t hard to imagine the friendly, outgoing “B” type Oscar being a top sales person. He makes friends and builds relationships wherever he goes and seems to do the work of 2 or 3 other people.

If the neat, precise “C” type Felix is his manager and is always demanding that every blank on every sales report is filled out, neatly and on-time every time, it isn’t surprising to see that this won’t work out for long. Nothing is “wrong” with either person, they just need to have more insight into each other’s personalities and find reasonable middle ground from which to work. However, if the manager is inflexible and demands perfection in everything they do, it isn’t surprising to see a lot of turnover in the people that would work for him, especially if the ideal candidate for the sales job was a “B” personality.

Almost everyone has been in this position at one time or another. Even though two people may have opposite personalities, we also have a factor called “adaptability” in human nature, and when presented with a better understanding of what is needed, especially in understanding other people, many can adapt and the results are often almost immediately positive. I wonder how many issues could be resolved with just a few minutes of thinking and a few seconds of adaptation.

There is a lot of discussion these days about what defines a true entrepreneur and whether financial success is a pre-requisite of being an entrepreneur. Well, rather than argue moot points, let’s look at this from a practical, self evaluation perspective and see what is revealed. Below I compare and contrast being a freelancer with being an entrepreneur – I can’t wait to read your comments:
1. A freelancer is about the work. An entrepreneur is about the business…
2. A freelancer is a doer. A freelancer knows the tactics. An entrepreneur is a negotiator, a visionary and a thinker. An entrepreneur builds strategy and is constantly testing it.
3. A freelancer thinks the work is the business. An enterpreneur knows the business supports the work.
4. A freelancer is disinterested in “business controls and necessities” — including thinking, budgets, invoices, business plans — that gets in the way of the “real” work. An entrepreneur understands that without those “business controls and necessities,” it’s not a business. It’s a job.
5. A freelancer might want to grow a Client base. An entrepreneur knows a business either grows or decays, and is constantly looking for ways to keep the growth managed and within reasonable risk parameters.
6. A freelancer lives in the now with an eye to long term Client relationships that might afford some security. An entreprenuer is looking to a vision of the business, now is a reflection of what the business will be.
7. A freelancer often doesn’t invest in his or her own equipment, training, or help. Many freelancers don’t delegate low-level skills or tasks that they don’t do well, because they think in terms of cost rather than investment and best use of time and resources. An entrepreneur knows that time is money, invests in future development and the business vision. An entrepreneur will pay for skills that he or she doesn’t have knowing that it is money well spent on quality and commitment.
8. A freelancer works from day to day. An entrepreneur has a business plan.

Many venture capitalists expect entrepreneurs to go out on a limb for them – climbing high while vigilantly sawing away at a supporting branch.

When Clients ask what exactly is needed for funding, I can provide some very interesting answers based on my 20+ years of experience… Here are some of my personal favorites:

An impeccable board of directors
It may not be the first issue you are faced with but this is one of the really important ones. Your board of directors needs to be comprised of a broad spectrum of very skilled individuals experienced in the industry of your company. The venture capitalist firms all look for a strong board and that means a board that brings in money (read Sales), investors and strategic relationships – all the important things you need as an early stage company.

A winning team
You may have a great idea, but if you don’t have a strong core team, investors aren’t going to be willing to bet on your company. Think of this as an analogy to a horse race. Betting on horse races equates to betting on high-tech. Betting on a race is equivalent to betting on the industry your company is in. Betting on a horse is like betting on your company to succeed and betting on a jockey is what a VC is after. VCs want to bet on winners that have proven their abilities before. The team surrounding the jockey is also key but don’t get too caught up in having everyone on board before chasing funds. You don’t need to have a complete, world-class, all-gaps-filled team. But the founders have to have the credibility to launch the company and attract the world-class talent needed to fill in the gaps. The lone entrepreneur, even with all the passion in the world, is never enough. If you haven’t been able to convince at least one other person to drink the lemonade, investors certainly won’t. One other thing… If the founders do not have skin in the game, don’t expect others to invest their savings. To be convincing, founders need to go out on a limb, risk their personal savings, sell their car or get a second mortgage on their home to indicate that they too have risked all to make this company a success.

A compelling idea
“Every entrepreneur believes his or her idea is compelling. The reality is that very few business plans present ideas that are unique. It is very common for investors to see multiple versions of the same idea over the course of a few months, and
then again after a few years. What makes an idea compelling to an investor is that it reflects a deep understanding of a big problem or opportunity, and offers an elegant solution.”

The market opportunity
You should be targeting a sector that is not already crowded, where there is a significant problem that needs to be solved, or an opportunity that has not been exploited, and where your solution will create substantial value. Contrary to popular belief, it’s not about how big the market is; it’s about how much value you can create.

The technology
VCs ask – What makes your technology so great?
The correct answer is, “There are plenty of Customers with plenty of money that want to buy it.”
If you have a technological advantage today, how are you going to sustain that advantage in the future? Patents alone won’t do it. You better have the talent or the partners to assure investors that you will stay ahead of the curve.

Competitive Advantage
Every interesting business has real competition. Competition is not just about direct competitors. It includes alternatives, “good enough” solutions, and the status quo. You need to convince investors that you have advantages that address all these issues, and that you can sustain these advantages over several years.

Financial projections
Your projections demonstrate that you understand the economics of your business. They should tell your story in numbers – what drives your growth, what drives your profit, and how your company will evolve over the next 5 years.

Validation
Is there any evidence that your solution will be purchased by your target Customers? Do you have an advisory board of credible industry experts? Do you have a co-development partner within the industry? Do you have Customers or Beta users to whom investors can speak? Do you already have paying customers? The more credibility and Customer traction you have, the more likely investors are going to be interested.

What I have learned is that a company needs good scores in ALL of the above areas and excellent scores in at least 3 in order to have a reasonable chance to secure funding.

Yes, this topic is a bit on the esoteric side I admit… but hear me out, there is logic and reason behind the glass. Some colleagues of mine use the following model to judge a company’s investment worthiness. I found it fascinating and have now evaluated a few hundred firms using this technique. Situations at a few companies that I previously worked with made me feel uneasy about the company and its culture but I did not know why. Today, I have a good idea what triggered my feelings and I have come to the conclusion that unless I can change things for the better, I would rather not work with such firms again. These firms were suppliers of mine as well as a few Customers. Read on and assess the technique for yourselves – I’d love to hear your thoughts.

Energy zones
An organization’s energy can be perceived as either positive (driven by enthusiasm, pride, joy or satisfaction) or negative (guided by fear, uncertainty, frustration, doubt or sorrow). Most organizations fall into one of four categories 1) Comfort 2) Resignation 3) Aggression and 4) Passion.

Companies in the comfort zone have a high level of satisfaction but a low level of action. Thus, its employees might be very content on the one hand but they lack the vitality, alertness, motivation and emotional tension necessary for initiating bold new strategic thrusts or significant change.

Organizations in the resignation area, on the other hand, show both low and negative energy. Therefore, they are not particularly active and their employees may not identify with the company goals at all.

Businesses in the aggression area are driven by a strong, negative energy, which often expresses in an
intense internal competitive spirit and portrays in high levels of activity and alertness. Hence, unlike organizations in the resignation area, they often direct all power towards achieving company goals. The analogy here is of a ping pong match where employees hit the ball back and forth across the net either to other team members or to Customers and partners and the net result is dissatisfaction since the ball keeps coming back and there is little forward momentum as a unit. Despite progress by a few successful individuals – it is not a team effort.

Lastly, firms in the passion zone flourish and excel on their great positive energy and large amount of varying activities. Their employees feel joy and pride working in the organisation and all enthusiasm and excitement appears to be set on reaching shared organisational priorities.

Organizations in the comfort or resignation zones live in the past and have basically given up. Consequently, they are less likely to be successful, as they prefer standardised, institutionalized ways of working. They shun innovation and risk as well as suffer from conflicting priorities and a lack of
employee commitment.

Companies in the aggression or passion zones show urgency for productivity as they strive for larger-than-life goals. Their energy moreover supports them in aligning and channelling their powers and in directing them towards common goals and activities.

In short, the model suggests that high achieving organisations are full of energy. Businesses that work from a basis of passion or with passionate people for that matter, are likely to have the highest energy levels. Their work is not only driven by very positive factors but they do a lot to develop themselves and their people, too. Simply put, their cultures appear to be based on cohesion. The analogy here is of a football team (soccer for you folks in the USA) where the team has a common goal and each member knows his role within the team so that as a unit they are able to move the ball forward and achieve their goals together.

Landing Pages are the weapon of choice for many marketers.
Marketers who do not employ Landing Pages either do not understand the
concept, or they are just plain lazy.

A Landing Page is more than just a duplicate of your sales page renamed
for a PPC campaign. A Landing Page often strips out many elements of
“effective design” and focuses on selling the product or service.
The main purpose of your Landing Page is to give the visitor two
choices: Buy or Leave. Nothing else. Don’t distract them with other
options. That is why they are there – don’t make the mistake of giving
them too much to choose from. If you want to get them to subscribe for
more information, fine. Then create a “name squeeze” page, but don’t
confuse yourself. Landing Pages are for one reason and one reason only
… to make a sale.

Here is a short laundry list of what I do when I create a Landing Page:

Font Face, Color & Size:
There is one thing that most people hate, and that is 4-5 different
fonts that clutter up the landscape of the page. Different Fonts for
headlines is fine. Different fonts in your body text is not good, it is
distracting. Don’t do it. Keep to one font in your body text. Testing
shows that the best “off line” (print) font is Times New Roman. This is
why it is the default font on the internet. Big mistake. Testing shows
that Times New Roman is one of the worst fonts online. Why? It causes
rapid eye fatigue.

The best fonts? Verdana and Arial. Standardize on Verdana as it
consistently outperforms every font out there in terms of reducing eye
strain and increased readability. Use standard fonts in the body of the
page, if you want an usual font for a headline, create it as a graphic
so it will look the same on every computer. You want your message to
have the look you intended.

The text should be readable. The standard size is “2″. Text should
always be dark on a light background (black text on a white background
is preferred). Landing Pages aren’t designed to allow you to show off
how “cute” you can be. This is serious stuff, you are selling. Put on
your “best face”.

Make the Links Easy to Find:
Now, having a cool CSS file that makes the links change colors, add or
remove underlines is fine on your site. Knock yourself out. However,
they have no business on your Landing Pages. Why? Because confusing a
visitor is not your priority, getting them to buy is.
Use standard linking practices to avoid confusion. If a potential
customer can’t distinguish between text and a link you are going to
lose. That’s not good.

Standard colors are:

* Unvisited Link – Underline in Blue
* Active Link (when the mouse “hovers” over the link – Red
* Visited Link – Purple

I recommend not messing around with the visited link, just have the
standard unvisited and hover so the visitor has some interactivity and
the link will “catch” their eye. I have done a ton of testing and the
standard linking practices always have better conversion ratios.

Color Scheme:
The colors you choose should match the product or service you are
selling. Soothing yellows, greens and blues are best for skin care. Pick
your color carefully as they will either bring the visitor in deeper
into the sales process or turn them away. A site for men shouldn’t have
pink as the primary color … or secondary color for that matter.

Not sure the colors to use? Look at the competition, as it is a great
place to start. And if you still aren’t sure, test.

White Space:
White space has been referred to as “negative space” by many designers
and thus, avoided. All of those designers should lose their jobs. This
is not high school art class. You are selling here, remember? White
space is good. White space is your friend.
When I look at a Landing Page with effective use of white space, I see
perfection. Without white space, text becomes unreadable, and the
graphics and other important elements become “washed out” and the
message is lost.

White space is more than just a background “color” – it is a part of
your conversion design. This also leads into another area, page
backgrounds. Don’t use them. Over the years I have seen floral designs
on iPod sites, vacation pictures as backgrounds, and even a woman and
her cat as the background …. and these were ALL landing pages.

Page Width and Page Height:
Have you heard the term “above the fold”? I am sure you have. It comes
from the newspaper industry and referred to ads and information that was
above the folded area. Testing found that 86% of the people who picked
up a newspaper at an airport, train station, office waiting room, never
“flipped” the paper over … they just looked “above the fold” only. The
same is true online. Did you know that of the people who don’t scroll
down that 6% of them don’t because they don’t know how?
Yes, you read that right. They don’t know how.

If your landing pages scrolls vertically on a 1024×768 resolution you
need to redo it. And if you are forcing a visitor to scroll
HORIZONTALLY, you are guilty of one of the worst web design mistakes of
all time. The scroll bar is your enemy. All of your important
information, including your Call to Action must be above the fold. Period.

Page Theme:
A Landing Page is geared to sell a particular product or service. So, if
I am doing a search for left-handed golf clubs or a Hawaiian vacation, I
am expecting to see a page about those topics. Don’t be lazy. Deliver
what I want, and I will be more likely to buy. Don’t dump me on a cookie
tracked version of your home page either. The content needs to match my
search. If not, I will most likely leave.
Stress Benefits, Not Features – Very few people care about features,
most care about benefits. Stress the benefits of the product or service
and you will increase your conversions.

Call To Action:
A no brainer, right? Wrong. Too many sites fail to have an effective
Call to Action. This is typical of most new and non-experienced sales
people. They fail to ask for the order. They just assume that the
prospects understands. Newsflash: They don’t. Explain what you want them
to do in easy to understand language, or an effective graphic. A “Buy
Now” is a Call to Action, and often a very effective one.

That’s it – we know you’ll be able to put these simple, but tested and
proven landing page strategies to work in your own business, whether
you’re an affiliate or marketing your own products.

We offer our Clients both the opportunity to learn/implement new strategies and the ‘pair of hands’ type consulting services where we roll up our sleeves to get the job done. What we’ve learned during the past 20+ years can be summarized as follows:

Give a man a fish and he will eat for a day. (Approximate cost: $25.00)

Teach a man to fish and he will go out and buy expensive fishing equipment, stupid looking clothes, a sports utility vehicle, travel 1,000 or more miles to the “hottest” fishing spot, and stand waist deep in cold water for hours covered with mosquitoes and flies just so he can outsmart a fish. (Average cost per fish: $1,495.68 mileage may vary – depending upon time available, quantity of fish biting, ability to maintain a calm and quiet demeanor and the level of patience on tap)

Summary: We’re always glad to help you to reel in a big fish – even if it means getting wet.

Contact us today.