There are plenty of reasons why businesses all over the world are becoming more eco-friendly. It’s a money-saver, for a start. All those high electricity bills, waste paper – it all costs you far less when you try and limit the use. But, one of the most overlooked benefits of running a greener business is that it is great for your marketing efforts. In this brief guide, I’m going to outline some of the reasons why.
It’s an instant profile changer
You hear a lot about ‘values’ in business these days. And, let’s be honest, most of them are nonsense. But with a greener outlook, you have something to shout about. Embracing a more eco-friendly approach with your company places you in an area that is more interesting for more people. And, it works on a local and national scale. Journalists will be more likely to pick up on your story, and, in essence, it gives you a much wider field to play on.
You make up your customer’s minds for them
We’ve spoken before of one particular problem that many businesses face when trying to build their customer base. It’s all about what makes buyers choose one product over another. Some people will buy only when they are at that stage of the sales cycle. Others will prefer a color or a brand name. And, most importantly for this article, some will buy for ethical reasons. People actively look for companies that embrace a green outlook. Nobody actively seeks out a business that damages the environment. So, it’s a no-brainer: pursuing eco-friendly values will make you more appealing to a large part of the market.
It’s trackable
One of the oldest marketing techniques in the book is sending out literature or greetings cards at certain times of the year. You can track these – to an extent. But, in most cases, you never know whether those flyers and leaflets end up in the trash or whether you get a direct response. It’s also a tremendous waste of paper and printing, especially for unsuccessful campaigns. However, try those marketing methods online and it’s a different story. Whether it’s holiday ecards for business customers or special offer emails to customers, you can track it all. You can see who opens them, who responds, and you can get a better grasp of what works – and what doesn’t.
You get access to your local community
With the web being all encompassing for marketer’s minds these days, it’s easy to forget what your local community can do for your business. It’s a strong market that can give you a backbone for growth, and local firms from different industries often work with one another. If you embrace a greener strategy, it’s something you can champion at a local level. That gives you access to all the other businesses in your area that are doing similar things and puts you on a pedestal of sorts.
So, there you have it: some simple ways that show going green can give your marketing a boost. Let me know if you have any ideas on how you can change things for your company and I’ll get right back to you. See you again!
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So, you want to get rich off a blog. Maybe you’ve seen pictures of Marcus Frind, founder of free online dating site Plenty of Fish, holding up his check for $901,733 – money generated through Google’s AdSense. Or perhaps you’ve heard of Jeremy Schoemaker – they call him “Shoe Money” – who also posted a picture of himself holding a check from Google for a month’s worth of clicks: $132,995.
You’ve heard these outrageous tales of success, and you know that you have great blog ideas yourself. And you, too, want to get rich, quick.
As the founder of Today’s Growth Consultant and Income Store, two companies that collectively own over 200 income-generating websites, I regularly partner with industry thought leaders, CEOs, authors, and athletes to create a generous amount of blog content. Our websites are seen over 50 million times a year, and we’re currently under contracts to split revenues in the eight figures. I’m here to tell you, you can make money on a blog. But not if you are exclusively focused on dollars.
The bad news: the days of monetizing a blog simply by plastering it with ads were well over by about 2008. Back then, you could get $40 per CPM, where today, it’s about $2. Even if you decide to go that route, you’ll need a substantial amount of traffic to make it lucrative. If you’re new to the blogging game and don’t have traffic yet, that’s going to take a while to build. So, you probably aren’t going to turn into the next Marcus Frind or Shoe Money simply by pasting ads all over your blog.
But there’s another way.
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Ken Courtright, speaker and author of multiple best-selling Internet marketing titles, is the founder of Today’s Growth Consultant (TGC) – a two-time Inc. 5000 designee – that launched www.IncomeStore.com. TGC/Income Store partners with individuals, companies and private equity firms/fund managers procure, develop and manage revenue-generating websites at two times earnings. The company’s portfolio currently boasts over 400 websites that are seen approximately 100 million times each year. Ken may be reached online at www.TodaysGrowthConsultant.com.
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When you own and operate a business you need to have certain procedures for an efficient and seamless function. Sometimes the difficulty of managing your time makes for a haphazard operation. An inefficient operation results in unproductive activities which often miss the point and worse yet, result in wasted time and wasted resources.
One of the ways in which you can optimize your business activities would be the focus and attention to detail that a checklist can stimulate. Here is my own business success checklist that will help you optimize your activities for a more efficient and purpose oriented endeavor. Success is inevitable.
Clearly defined purpose.
Having a clearly defined purpose will focus your activities to a customer-oriented perspective. When a business loses sight of the customer and what they really need they often run into difficulties. Your clearly defined purpose can also center the attention and be a source of inspiration for your employees.
Provide leadership.
A leader’s purpose and job is to give direction and purpose and motivate his people. Leaders must also provide support for the emotional needs of their employees while they are at work and even sometimes when they bring personal concerns to the working place. The business absolutely needs energetic and emotionally mature leaders for it to prosper.
Focus on excellence.
When a company is content with being merely mediocre it may survive but it will never do extremely well. The company must have an emphasis on high standards, a desire to create and give value to customers, accountability to the employers and to your customers, and the drive to learn. If these are incorporated into the culture of your company a culture of excellence in all things will soon be prevalent.
Plan for the future.
When your business has contingency plans for future scenarios you will seldom be caught by surprise. You never know when the next big recession will hit. Most successful businesses have planned responses to most scenarios because they took the time to think “What If”. It is important to identify swings and trends so that innovation can remain a strength of your business.
Instill discipline.
This is often an unpopular issue but this is a critical matter. The sharp focus and direction on your objectives and goals can only be maintained with constant monitoring of your procedures and processes. Whether your focus is on customer service, profits, investing, marketing, or company growth a constant awareness of your current position in relation to where you want to be is essential.
Business Success Checklist
1. The business you’re in
Study and refine your own core business characteristics.
Understand “The Business You’re In” and how it fits into the core business.
Design and re-engineering of products-services.
Development of technical abilities, specialties and expertise.
Utilization of industry consultants or technical specialists.
Development of core business supplier relationships.
Make investments toward quality controls.
2. Running the business
Objective analysis of how the organization has operated to date.
Formalize the organizational structure.
Document practices, procedures, operations and structure in writing.
Communicate policies and procedures to employees.
Physical plant is regularly studied, updated and modified.
Distribution standards are documented, practiced and measured.
Time management and “just in time” concepts are applied.
Plans are in writing to address inventories and reducing surplus.
Legal compliance and precautions plan is annually updated, with measurable goals.
Outsourcing, privatizing and collaborating plan is annually updated, with realistic, measurable goals.
Purchasing plan (with processes and vendor lists) is in writing.
Repair and maintenance contracts are routinely maintained.
Purchase and lease of equipment plan is annually updated, with measurable goals.
Continuous quality improvement plan is annually updated, with measurable goals.
3. Financial
Cost containment is one (but not the only) factor of company operations.
Each product-service is budgeted.
Long-term investments plan is annually updated, with realistic, measurable goals.
Assets are adequately valued and managed.
Cash flow, forecasting and budgeting are consistently monitored.
Written, consistent policies with payables and receivables are followed.
Strategic Plan includes provisions for refinancing, equity and debt financing.
Accounting firm utilization plan is annually updated, with realistic, measurable goals.
Banking and investing plan is annually updated, with realistic, measurable goals.
Payables plan is annually updated, with realistic, measurable goals.
Receivables plan is annually updated, with realistic, measurable goals.
Finance charges are negotiated.
Insurance plan is annually updated, with realistic, measurable goals.
Benefits plan is annually updated, with realistic, measurable goals.
4. People
Corporate culture reflects a formal Visioning Program.
Employees know their jobs, are empowered to make decisions and have high morale in carrying the company banner forward.
Top management has as a priority the need to develop and practice People development, skills and team building responsibilities.
Human Resources program is active, professional and responsive to the organization.
Incentives-rewards-bonus plan is annually updated, with realistic, measurable goals.
Personnel Policies and Procedures are written, and distributed to all employees.
Each employee has his-her own Position Results Oriented Description plan.
Training plan is annually updated, with realistic, measurable goals.
Professional development plan is annually updated, with realistic, measurable goals.
5. Business development
All members of top management have Business Development responsibilities.
Company has and regularly fine-tunes a communications strategy.
Sales plan is annually updated, with realistic, measurable goals.
Marketing plan is annually updated, with realistic, measurable goals.
Advertising plan is annually updated, with realistic, measurable goals.
Public relations plan is annually updated, with realistic, measurable goals.
Research plan is annually updated, with realistic, measurable goals.
Marketplace development plan is annually updated, with realistic, measurable goals.
Creative collaborator-vendor plan is annually updated, with realistic, measurable goals.
6. Body of Knowledge
Consultant plan is annually updated, with realistic, measurable goals.
Performance reviews are conducted annually updated, with realistic, measurable goals.
Company learns how to benefit from changes.
Organization predicts and stays ahead of trends.
The company leads the industry.
Everything that goes on outside our company affects our business.
Willingness to invest in research.
Commitment toward collaboration and working with other companies.
Maintains active government and regulator relations program.
Maintains active community relations program.
7. The Big Picture
Shared Vision is crafted, articulated and followed.
Ongoing emphasis upon updating, fine-tuning and improving the corporate culture.
CEO accepts and ideas and philosophies with employees and stakeholders.
Creative business practices are most welcome here.
Strategic planning is viewed as vital to business survival and future success.
Outside-the-box thinking does indeed apply to us and will be sought.
The organization maintains and lives by an ethics statement.
The organization subscribes to continuous quality improvement ideologies-processes.
Maintains active crisis preparedness and prevention program.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
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Entrepreneurship is rarely easy but also having family in the mix can add multiple layers of complexity – barriers and challenges that your competitors may not be burdened with. That said, the unique dynamics of a family-run business can also result in extraordinary success as evidenced by Wal-Mart, BMW, Ford and Tyson – all highly accomplished family firms. For this reason and others, the ‘family business’ trend is flourishing. In fact, recent reports reveal that family-owned companies comprise between 80 and 90 percent of businesses worldwide, generating a staggering estimated $6.5 trillion in annual sales – “enough to be the third largest economy in the world (behind the U.S. and China)” as cited in the report.
What’s also fascinating is that The Global Family Business Index, a compilation of the largest 500 family firms around the globe intended to exemplify the economic power and relevance of family firms worldwide, found that 44 percent are owned by fourth generation or older family members. These companies are in it for the long haul and have clearly realized the kind of sustained success needed to withstand the test of
time.
One major component of long term success among family businesses is simply knowing how to navigate and circumvent personal relationships in order to work together effectively, while also maintaining positive perceptions and overall integrity with non-related staffers. Achieving all of this, while tending to “standard” business issues, can be daunting at best and a death knell for far too many.
With this in mind, here’s a list of seven pitfalls to avoid—all of which can cause an assortment of strife: from uncomfortable family friction to completely tearing a family and business apart.
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Brian Greenberg is a multi-faceted entrepreneur who has founded and now spearheads multiple online businesses. He currently co-owns and operates three entrepreneurial companies with his father, Elliott Greenberg, which have each flourished for over 10 years: www.WholesaleJanitorialSupply.com, www.TouchFreeConcepts.com and www.TrueBlueLifeInsurance.com.
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The biggest source of growth and increased opportunities in today’s business climate lie in the way that individuals and companies work together. This article is a follow-up to my last column, “Collaborations, Partnering and Joint-Venturing.”
Situations Which Call for Teams to Collaborate
Business Characteristics. Most industries and core business segments cannot be effectively served by one specialty. It is imperative that multiple disciplines within the core business muster their resources.
Circumstances. People get thrown together by necessity and sometimes by accident. They are not visualized as a team and often start at cross-purposes. Few participants are taught how to best utilize each other’s respective expertise. Through osmosis, a working relationship evolves.
Economics. In today’s downsized business environment, outsourcing, privatization and consortiums are fulfilling the work. Larger percentages of contracts are awarded each year to those who exemplify and justify their team approaches. Those who solve business problems and predict future challenges will be retained. Numerically, collaboration contracts are more likely to be renewed.
Demands of the Marketplace. Savvy business owners know that no one supplier can “do it all.” Accomplished managers want teams that give value-added, create new ideas and work effectively. Consortiums must continually improve, in order to justify investments.
Desire to Create New Products and Services. There are only four ways to grow one’s business: (1) sell more products-services, (2) cross-sell existing customers, (3) create new products-services and (4) joint-venture to create new opportunities. #3 and 4 cannot be accomplished without teaming with others.
Opportunities to Be Created. Once one makes the commitment to collaborate, circumstances will define the exact teaming structures. The best opportunities are created.
Strong Commitment Toward Partnering. Those of us who have collaborated with other professionals and organizations know the value. Once one sees the profitability and creative injections, then one aggressively advocates the teaming processes. It is difficult to work in a vacuum thereafter. Creative partnerships don’t just happen…they are creatively pursued.
What Collaborations, Partnering and Joint-Venturing Are NOT:
Shrouds to get business, where subcontractors may later be found to do the work.
Where one partner presents the work of others as their own.
Where one party misrepresents his-her capabilities… in such a way as to overshadow the promised team approach.
Where one partner treats others more like subcontractors or vendors.
Where one participant keeps other collaborators away from the client’s view.
Ego fiefdoms, where one participant assumes a demeanor that harms the project.
Where cost considerations preclude all partners from being utilized.
Where one partner steals business from another.
Where non-partners are given advantageous position over ground-floor members who paid the dues.
Where one or more parties are knowingly used for their knowledge and then dismissed.
Who Wants to Collaborate:
Those who have not stopped learning and continue to acquire knowledge.
Those who are good and wanting to get progressively better.
Those who have captained other teams and, thus, know the value of being a good member of someone else’s team.
Those who do their best work in collaboration with others.
Those who appreciate creativity and new challenges.
Those who have been mentored and who mentor others.
Those who don’t want to rest upon their laurels.
Those who appreciate fresh ideas, especially from unexpected sources.
Who Does NOT Want to Collaborate:
Those who have never had to collaborate, partner or joint-venture before.
Those who don’t believe in the concept… and usually give nebulous reasons why.
Those who think they’re sufficiently trained and learned to conduct business.
Those who want only to be the center of attention.
Those who fear being compared to others of stature in their own right.
Those who think that the marketplace may not buy the team approach.
Those who are afraid that their process or expertise will not stand the test when compared with others.
Those who had one or two bad experiences with partnering in the past… usually because they were on the periphery or really weren’t equal partners in the first place.
7 Stages of Relationship Building… Customers, Business Partners
Want to Get Business. Seeking rub-off effect, success by association. Sounds good to the marketplace. Nothing ventured, nothing gained. Why not try!
Want to Garner Ideas. Learn more about the customer. Each team member must commit to professional development…taking the program to a higher level. Making sales calls (mandated or voluntarily) does not constitute relationship building.
First Attempts. Conduct programs that get results, praise, requests for more. To succeed, it needs to be more than an advertising and direct marketing campaign.
Mistakes, Successes & Lessons. Competition, marketplace changes or urgent need led the initiative to begin. Customer retention and enhancement program requires a cohesive team approach and multiple talents.
Continued Collaborations. Collaborators truly understand teamwork and had prior successful experiences at customer service. The sophisticated ones are skilled at building and utilizing colleagues and outside experts.
Want and advocate teamwork. Team members want to learn from each other. All share risks equally. Early successes inspire deeper activity. Business relationship building is considered an ongoing process, not a “once in awhile” action or marketing gimmick.
Commitment to the concept and each other. Each team member realizes something of value. Customers recommend and freely refer business to the institution. What benefits one partner benefits all.
Successes with Collaborations and Joint-Ventures…
Crisis or urgent need forced the client to hire a consortium.
Time deadlines and nature of the project required a cohesive team approach.
The work required multiple professional skills.
Consortium members were tops in their fields.
Consortium members truly understood teamwork and had prior successful experiences in joint-venturing.
Consortium members wanted to learn from each other.
Early successes spurred future collaborations.
Joint-venturing was considered an ongoing process, not a “once in awhile” action.
Each team member realized something of value.
The client recommended the consortium to others.
Truisms of Collaborations…
Whatever measure you give will be the measure that you get back.
There are no free lunches in life.
The joy is in the journey, not in the final destination.
The best destinations are not pre-determined in the beginning, but they evolve out of circumstances.
Circumstances can be strategized, for maximum effectiveness.
You gotta give to get.
Getting and having are not the same thing.
One cannot live entirely through work.
One doesn’t just work to live.
As an integrated process of life skills, career has its place.
A body of work doesn’t just happen. It’s the culmination of a thoughtful, dedicated process… carefully strategized from some point forward.
The objective is to begin that strategizing point sooner rather than later.
My Own Disappointments with Previous Collaborations…
Failure to understand – and thus utilize – each other’s talents.
One or more participants have had one or a few bad experiences and tend to over-generalize about the worth of consortiums.
One partner puts another down on the basis of academic credentials or some professional designation that sets themselves apart from other team members.
Participants exhibit the ‘Lone Ranger’ syndrome… preferring the comfort of trusting the one person they have counted upon.
Participants exhibit the “I can do that” syndrome… thinking that they do the same exact things that other consortium members do and, thus, see no value in working together, sharing projects and referring business.
Junior associates of consortium members want to hoard the billing dollars in-house, to look good to their superiors, enhance their billable quotas or fulfill other objectives that they are not sophisticated enough to identify.
Junior associates of consortium members refuse to recognize seniority and wisdom of other associates… utilizing the power of the budget to control creative thoughts and strategic thinking of subcontractors.
My Suggested Reasons to Give the Concept a Chance…
Think of the “ones that got away”… the business opportunities that a team could have created.
Think of contracts that were awarded to others who exhibited a team approach.
Learn from industries where consortiums are the rule, rather than the exception (space, energy, construction, high-tech, etc.).
The marketplace is continually changing.
Subcontractor, supplier, support talent and vendor information can be shared.
Consortiums are inevitable. If we don’t do it early, others will beat us to it.
About the Author
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Hank’s latest book functions as a ‘PDR of business,’ a view of Big Picture strategies, methodologies and recommendations. This is a creative way of re-treading old knowledge to enable executives to master change rather than feel as they’re victims of it.
Power Stars to Light the Business Flame is now out in all three e-book formats: iTunes, Kindle, and Nook.
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A VETERAN OWNED SMALL BUSINESS | Call or text now for a FREE consultation: +1 (770) 765-3692 | 
Ken Courtright, speaker and author of multiple best-selling Internet marketing titles, is the founder of Today’s Growth Consultant (TGC) – a two-time Inc. 5000 designee – that launched 
Power Stars to Light the Business Flame, by Hank Moore, encompasses a full-scope business perspective, invaluable for the corporate and small business markets. It is a compendium book, containing quotes and extrapolations into business culture, arranged in 76 business categories.
Brian Greenberg is a multi-faceted entrepreneur who has founded and now spearheads multiple online businesses. He currently co-owns and operates three entrepreneurial companies with his father, Elliott Greenberg, which have each flourished for over 10 years: 
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