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What drives you into the sale? And drives you out with the order?

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Got a company mission statement? “Yes, Jeffrey. We do.”
Really? Can you recite two words of it? “Uh, no.”

How come? Dude, it’s your MISSION. It’s what is supposed to drive you into the sale — and, create an atmosphere of success. It’s your mission.

The reason you’re not following your company’s mission statement, is because you had nothing to do with its preparation. It’s some bull about being the number one company, global positioning to be the best, exceeding customer’s expectations, and building shareholder value. Barf.

It’s a mission statement you’ve seen five-hundred times — but you can’t recite one line of it. Pretty pathetic huh? The reason you can’t relate to it – is that you don’t relate to it. And it has jack to do with making a sale. (‘jack’ if you’re not from Philadelphia, is half of a word)

So here’s my challenge – my sales challenge – to you, my sales friend: MAKE YOUR OWN MISSION STATEMENT. A sales mission statement.

A sales mission statement is your affirmation, philosophy, and purpose rolled into one. It’s your personal challenge to yourself, and what you seek to do each time you try for a sale. It’s an opportunity to bring your goals into focus and transfer your ideals into the real world. It is your success plan. And you have a built-in outcome: make the sale!

Here are the ground rules, and the format to write your sales mission:

  • Say who and what you’re dedicated to. Are you dedicated to your profession, your customers, your success, your business?
  • Define yourself. What kind of a person are you, what do you do, what is your character?
  • Define your service to others. Where do you specialize, where is your expertise, who do you serve, how do you help them?
  • Affirm that you will strive to get better, do new things, and help others. What do you want your customers to achieve? What do you want to achieve?
  • Tell how it will get done. How will you employ your enthusiasm, your attitude, your best efforts?
  • State the outcome as though it has already taken place. Affirm what will happen, and how it will lead to other positive actions. ?

Use your goals and visions to define your mission…

  • The examples you seek to set.
  • The ideals by which you live or seek to live by.
  • The goals you set out to accomplish at each sales opportunity.
  • The affirmations that you can use every day to make you a better person.

Here are some words that will help you define your mission… will, dedication, persist, honest, ethical, positive, enthusiastic, fun, learn new things, listen, help, provide, encourage, memorable, value, loyal.

MAJOR CLUE: IT’S THE MISSION. YOUR SALES MISSION. Get the sale, and all the trimmings.

It’s your purpose for walking in the prospective customer’s door. It’s your purpose while you’re in the sales presentation. And it’s your purpose when you’re walking out the door with the order. It should be your objective, and your philosophy, all rolled into one. Your mission.

Looking for what to say in your sales mission state? Do you think it’s about making lots of money? Or do you believe it’s about the value you provide?

Here’s the mission statement that I use: Make an ethical sale that’s so value -packed and memorable that the customer is compelled to buy again, give a testimonial, and tell everyone else how great I am.

  • The process takes time. Write a first draft. Let it sit for a few days. Reread it slowly and make changes that you feel better express your true feelings. Describe the things you think you are, and the things you seek to accomplish or become.
  • Don’t be afraid or embarrassed to flatter yourself. You’re writing this for yourself, not others. Affirm everything you think you are or think you want to become. Do it with a sense of pride and a spirit of adventure.
  • Ask your mentor(s) and associates for help. If they offer constructive criticism, thank them. If they tell you, “You’re crazy,” you’re on the right path. Stay on it.

As salespeople and business leaders we each have a responsibility to do our best. I know I do. By writing a mission statement you have affirmed that responsibility. And carry it with you mentally wherever you go. It is your mission.

I urge you to write yours. It builds your character at the same time it lays it bare. It serves as a beacon of light in the fog of life. It is a path to take that you build on every day. It is your mission.

If your sales mission statement is deep, and honest, then your sales results will be incredible based on your integrity, not based on your sales skills.

Not to say that sales skills aren’t a necessary part of the equation — but I would rather have a sales mission statement than a closing technique when I am battling a competitor, or trying to capture an order.

Post yours on the wall where you can see it every day. Sign it in big bold Sharpie pen.
Live it. Live it every day. You’re certain to make more sales as a result. It is your mission.

Reprinted with permission from Jeffrey H. Gitomer and Buy Gitomer.

About the Author

Jeffrey GitomerJeffrey Gitomer is the author of The Sales Bible, Customer Satisfaction is Worthless Customer Loyalty is Priceless, The Little Red Book of Selling, The Little Red Book of Sales Answers, The Little Black Book of Connections, The Little Gold Book of YES! Attitude, The Little Green Book of Getting Your Way, The Little Platinum Book of Cha-Ching, The Little Teal Book of Trust, The Little Book of Leadership, and Social BOOM! His website, www.gitomer.com, will lead you to more information about training and seminars, or email him personally at [email protected].

How to Make Money with a Blog

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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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About the Author

Ken CourtrightKen 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.

Can You Really Turn a Hobby into a Business? part 2 of 3

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Business Is Both Fun and Dull All The Time

Fun is a small word with a huge impact on our lives, so it makes sense that we’d prioritize injecting fun into our business lives whenever possible. And, if you’re thinking about becoming your own boss, the ability to capitalize on fun is definitely one of the advantages: you can wear whatever you want, play music while you work, control the tone and presentation of your product—you’ll be in control of a lot of fun, new components of your business.

However, even the most fun business is still just that – a business. There are a lot of decidedly un-fun and dull responsibilities that your business requires to remain successful and profitable. Finance, administration, inventory – these are all things most small businesses owners do not go into business to learn how to do. That being said, there are ways to help minimize the impact of these dull tasks so you can focus on the fun stuff:

  • Get a bookkeeper or an accountant from day one. Explain that you are a very small business on a shoestring budget, and that you don’t need corporate advice – you just want to get the basics right.
  • You’re going to want mobile and online offerings first, so find a bookkeeper who does the same. You’ll get the advice and help you need without spending time and money travelling to meet them in person.
  • Use an accounting app that your bookkeeper recommends. Every dollar you spend on your business counts towards your success.
  • Learn the basics of accounting, invoicing, expense management, tax returns, and cash flow. Accept that your success depends on it. You don’t have to be an expert but you will fail without mastering the basics of accounting.

For everything else you need help with, use sites like www.upwork.com and www.peopleperhour.com to get freelance help. These sites offer experts on demand and at an affordable price.

Do The Math and Get More Help

Fundamentally, every business needs to answer this simple equation to find success: revenue minus cost. To make sure your business is financially stable, start by figuring out how much income you need along with how much product you need to sell, and what your costs are. Then you’ll need to calculate how to manage the cash flow (the money you need to make the business work) as you ramp up. Keep going over these numbers.

If you are useless at numbers, don’t give up—get help! It’s a given that you will be weak in some areas of your business – after all, your passion for your hobby is not enough to keep a business up and running smoothly. The good news is that anyone in marketing, finance commercial management, product management, or your bookkeeper can help you. And don’t forget your friends and neighbours: your community includes people who will do things pro bono, provided that you can help them back. Be open to this. The social-first generation is all about mutual support (and that’s what makes it awesome!).

About the Author
Nick Goode is the Global Commercial Director of Sage One, Sage’s cloud accounting and payroll solution for start-ups and small businesses. He is accountable for the commercial, channel, product and marketing strategy for Sage One worldwide. Nick was previously Head of Sage One for Sage UK, and prior to that, Head of Marketing for the Accountants Division at Sage.

The Big Picture of Business – Business Success Checklist

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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

Hank MoorePower 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.

How to Assess an Online Money-Making Idea

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StrategyDriven Alternative Selection ArticleAccording to Google, in December of 2012, 1.44 million people searched on some variation of the phrase “make money online.” Maybe you even found this blog post by searching for that phrase yourself. If you’re reading this, you’re at least probably interested in it.

I’ve been in the business of internet revenue generation for years. I’ve done the research myself to see what type of answers Google gives you when you search on such a phrase. Often, the business models that come up with that search promise a lot of money right out of the gate – from a few hundred dollars a month to a whopping $50,000 – with the use of this or that platform.

I want to give you a little bit of expert information about the sort of platforms we’re talking about – and some stern advice. The way these platforms work is to provide a product or service that is marketable. Usually, there’s an existing parent company that offers to let you use their product and their platform. In return, you provide the marketing muscle to make the sales.

In the online business world, marketing is almost always about creating an email opt-in list. Email addresses are gold in the internet marketing business, and there are various ways you can go about collecting them, most of which rely on content. You might put out a newsletter with compelling subject matter or create a series of video blogs (vlogs). Content is the lure that hooks those email addresses right onto your list.

Once you have amassed a decent-sized opt-in list, the next step is to send out marketing emails directly about the product you’re selling. With any luck, a certain percentage of those people will bite. Sounds simple, right?

If you read the testimonials of other entrepreneurs who have used the platform you’re considering, they probably sound pretty spectacular. But before you make a commitment, I urge you to do just a little bit of due diligence. Look at the testimonials of other entrepreneurs who have gone down this path before you, and contact two or three of them. Ask them these three specific questions:

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About the Author

Ken CourtrightKen 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.