Article Presented by:
Copyright © 2009 John C Allen
When thinking of Sarasota, Florida, images of its white sandy beaches dance in your head. Sun glistening on the tips of waves splashing in from the waters of the Gulf of Mexico twinkle the imagination too.
For decades, visitors have marked Sarasota as a return destination on their yearly calendars in order to experience Florida's warm climate in harsh winters. Hotel rooms or condominiums are booked sometimes years in advance. With numerous direct flights to Sarasota Bradenton International Airport from US major cities, Sarasota is easily accessible. The Tampa International Airport is only an hour north as well.
Sarasota has over 35 miles of beaches along the warm, azure waters of the Gulf of Mexico. Because Sarasota is on the west coast of Florida, the sunsets are unforgettable as the sun melts into the water at dusk. Learn about Sarasota's beaches below and discover why so many people consider Sarasota the ultimate beach town.
Siesta Key Beach
World-renowned Siesta Key Beach has been a popular tourist destination for years. Year after year it appears on multiple Top Beach Lists. In fact, Dr Beach just named Siesta Key the 2nd best beach in the United States on the 2009 America's Best Beaches list. Siesta Key's crystal white sand is cool to the touch. Since this is the most popular beach around, visitors arrive early to get a parking spot, a spot for an umbrella for some warm rays, cool and clear waters of the Gulf. Lifeguards are on duty!
Beach goers enjoy the Pavilion for drinks and snacks. Grills, a playground, volleyball and tennis courts are all available when you need a break from sunbathing or swimming. Siesta Key Village is within walking distance or a quick drive if you dare to give up your parking spot. The Village surf shops provide all beach supplies and there are casual restaurants available throughout the Village.
Turtle Beach
At the south end of Siesta Key is Turtle Beach. The sand here was recently renourished to provide wide beaches for enhanced recreation and protection. Vacationers on the southern end enjoy the convenience of strolling to this beach which has access to Little Sarasota Bay. Turtle Beach is known as one of the best places to find shark's teeth. Several restaurants ware within walking distance as well.
Casey Key Beach
Known as one of Sarasota's most private beaches, Casey Key is home to celebrities and sports personalities seeking their island paradise. This barrier island is south of Sarasota and "off the beaten path." You'll see no high rises - just beach cottages and elegant estates along the beaches. Unlike other Sarasota beaches, dogs are allowed to experience the sand with their owners. Resident and visitors enjoy calm, cool waters and lots of privacy at this secluded beach oasis.
Bird Key Park
Just across the John Ringling Causeway from downtown Sarasota, adjacent to the entrance of exclusive Bird Key and to the east of St. Armands Circle, is Bird Key Park. This tiny stretch of beach is a popular spot for windsurfers and kite surfers. It is not uncommon to see man best friend here. Bird Key Park is one of the few dog-friendly beaches.
North Lido Beach
North Lido Beach is a half mile stretch of beach located just to the northwest of St. Armands Circle. This uncrowded beach is a popular spot for locals and a great place to stroll for shells and sunbathing.
Lido Beach
A beautiful European style beach, Lido Beach offers a pavilion as well as a concession stand, restrooms and plenty of parking for its visitors. Lido is a destination beach for world-wide visitors who like Siesta Key return year after year. In addition to the concessions mentioned, there is an Olympic sized swimming pool, showers, playground and tennis courts.
South Lido Park
Heading south from Lido Beach, you'll find Lido Key Park. This 100-acre area is a popular spot for boaters. Much of the park is shaded by the tall Australian pines. The Park has two walking trails, ample picnic tables, and a playground for the kids. It is a great place to grill out as well.
Longboat Key Beach
Known as a very private beach, there are only 8 small public accesses on Longboat Key. Little blue signs mark the entrances the public accesses. Visitors enjoy shelling, swimming, walking and watching seagulls and pelicans dipping into the Gulf for their catch. Shore-side fishing is also popular with residents and visitors on this Gulf beach. Longboat Key stretches 11 miles and is popular for seasonal visitors who wish to escape the colder areas of the country.
There are many reasons to visit or live in Sarasota, but none are greater than the fabulous beaches. Come discover the white sand beaches, breathtaking sunsets, and near perfect weather. You will not be disappointed. It no wonder why so many visitors end up calling Sarasota home.
About the Author:
John Allen is the Broker of Allen Real Estate Services, Inc., a 30 year Sarasota Florida boutique real estate brokerage. Visit his award winning Sarasota real estate website to learn more about the hundreds of communities and search thousands of MLS listings. The comprehensive Longboat Key real estate section has detailed information on all of Longboat Key's most popular condos and neighborhoods. Learn more at: http://www.buysarasota.com/
Read more of John C Allen's articles.
Thursday, December 17, 2009
Do You Really Want Your Site on Page One of Google?
Article Presented by:
Copyright © 2009 Paul Marshall
Do you really want your website on page one of Google for your chosen keyword phrase(s)? What do you want your online marketing campaign to accomplish for you?
I asked a potential new SEO Coaching client that first question last week. From my end of the phone call, it sounded as if he almost fell out of his chair!
I followed up by asking him if he could ever think of ANY reason for his website pages NOT to be found on page 1 in the Google SERPs (search engine results pages).
How 'bout you? Can you think of any reasons you'd NOT want your pages to be found for your targeted keyword phrases on page 1?
Keep in mind, I'm talking about your chosen keyword search phrases.
I can think of at least 3 reasons. Maybe you can come up with some of your own.
Is There Commercial Intent?
Let's say you have not just a page 1 Google result, but you're actually the first result. Here is an important question for you to ask yourself.
What is the commercial intent of this keyword phrase? Do the words contained in the keyword phrase give any indication of someone getting ready to spend money on a product or service like you offer?
For instance, compare these keyword phrases: Keyword Research, Keyword Research Specialist and Keyword Research Consultant. The latter 2 phrases give an indication of someone who is getting ready to spend money.
You can also Google the Microsoft Commercial Intent Tool and consider its' results when evaluating your keyword search phrase choices.
If you are targeting a keyword phrase that has questionable commercial intention at best, is there any reason to really be found on page 1? Wouldn't it be better to target more appropriate phrases instead?
If there's no commercial intent, how does that help your online marketing?
Can you see where I'm going?
How Much Traffic Really Matters
Now, I'm giving you a choice: you can have a first page result (with commercial intent) and your position number is 4.
Your other choice is a different keyword search phrase with a second page result, position number 12, also with commercial intent.
So, the choice is obvious?
Well, I forgot to give you the rest of the details.
The first page choice has monthly search queries for its' phrase of 3,240.
The second page result choice has monthly search queries for its' phrase of 22,167.
Do you still believe that the best choice in this example is the first page result?
According to numbers from Aaron Wall's site, approximately 6% of search users will click on that number 4 result in Google. That's 194 visitors in a month.
This is figuring average title and description tags of typical online marketing ability to convert to a click. "Your mileage may vary."
And for that second choice, the second page result? Over 1% should click on the search result, but let's use just 1%. That's 222 visitors per month.
Last time I checked, 222 is more than 194, so the second page result trumps the first page result, because the second page result has much more traffic than can convert to a transaction.
How Many Google AdWords Ads Show For Your Chosen Keyword?
If you don't see many AdWords ads, this should be a warning!
One of 2 problems exist (or both):
1. There isn't enough traffic for AdWords advertisers to target the phrase.
2. There isn't commercial viability for the phrase.
Either way, is a first page result going to help you? Probably not.
The Value Of A Committed Searcher
Want a recipe to waste your time (or your employees')?
Get a first page result in Google for your keyword search phrase and place your toll-free phone number in big numbers on the top right of each of your Web pages.
People clicking the first result in the SERPs are often less serious than those who go through the first few results or who continue searching onto the second page.
There may be something to be said for avoiding people who almost randomly click the first result and who may have impulse control "issues".
Now, if you have a large staff to answer your incoming phone calls AND if your conversion rate from those calls is strong, then the potential problem I described probably isn't a problem for your business.
On the other hand, if you are a solo professional, this strategy can be hazardous!
How are you going to perform your paid work when you get "Internet lookiloos" asking you questions they could get answered, if they would simply read a few words on your website?
Are these the best potential clients for your services or products and the best use of your time?
A second page result could bring you more serious potential customers, people who might be more likely to actually READ your website content, understand your products or services better and who might be more likely to convert to a transaction.
It's sure something to think about. :-)
Don't get me wrong. I'm not against first page rankings for your online marketing. I'm just for thinking a little further down the road than JUST first page rankings.
About the Author:
Marketing online since 2004, Paul Marshall can help you market on a budget. He's a Marketing Consultant offering marketing services (and d-i-y Coaching). You can learn more about Paul Marshall on his LinkedIn profile page and at Strategic Web Marketing.net.
Read more Articles written by Paul Marshall.
Copyright © 2009 Paul Marshall
Do you really want your website on page one of Google for your chosen keyword phrase(s)? What do you want your online marketing campaign to accomplish for you?
I asked a potential new SEO Coaching client that first question last week. From my end of the phone call, it sounded as if he almost fell out of his chair!
I followed up by asking him if he could ever think of ANY reason for his website pages NOT to be found on page 1 in the Google SERPs (search engine results pages).
How 'bout you? Can you think of any reasons you'd NOT want your pages to be found for your targeted keyword phrases on page 1?
Keep in mind, I'm talking about your chosen keyword search phrases.
I can think of at least 3 reasons. Maybe you can come up with some of your own.
Is There Commercial Intent?
Let's say you have not just a page 1 Google result, but you're actually the first result. Here is an important question for you to ask yourself.
What is the commercial intent of this keyword phrase? Do the words contained in the keyword phrase give any indication of someone getting ready to spend money on a product or service like you offer?
For instance, compare these keyword phrases: Keyword Research, Keyword Research Specialist and Keyword Research Consultant. The latter 2 phrases give an indication of someone who is getting ready to spend money.
You can also Google the Microsoft Commercial Intent Tool and consider its' results when evaluating your keyword search phrase choices.
If you are targeting a keyword phrase that has questionable commercial intention at best, is there any reason to really be found on page 1? Wouldn't it be better to target more appropriate phrases instead?
If there's no commercial intent, how does that help your online marketing?
Can you see where I'm going?
How Much Traffic Really Matters
Now, I'm giving you a choice: you can have a first page result (with commercial intent) and your position number is 4.
Your other choice is a different keyword search phrase with a second page result, position number 12, also with commercial intent.
So, the choice is obvious?
Well, I forgot to give you the rest of the details.
The first page choice has monthly search queries for its' phrase of 3,240.
The second page result choice has monthly search queries for its' phrase of 22,167.
Do you still believe that the best choice in this example is the first page result?
According to numbers from Aaron Wall's site, approximately 6% of search users will click on that number 4 result in Google. That's 194 visitors in a month.
This is figuring average title and description tags of typical online marketing ability to convert to a click. "Your mileage may vary."
And for that second choice, the second page result? Over 1% should click on the search result, but let's use just 1%. That's 222 visitors per month.
Last time I checked, 222 is more than 194, so the second page result trumps the first page result, because the second page result has much more traffic than can convert to a transaction.
How Many Google AdWords Ads Show For Your Chosen Keyword?
If you don't see many AdWords ads, this should be a warning!
One of 2 problems exist (or both):
1. There isn't enough traffic for AdWords advertisers to target the phrase.
2. There isn't commercial viability for the phrase.
Either way, is a first page result going to help you? Probably not.
The Value Of A Committed Searcher
Want a recipe to waste your time (or your employees')?
Get a first page result in Google for your keyword search phrase and place your toll-free phone number in big numbers on the top right of each of your Web pages.
People clicking the first result in the SERPs are often less serious than those who go through the first few results or who continue searching onto the second page.
There may be something to be said for avoiding people who almost randomly click the first result and who may have impulse control "issues".
Now, if you have a large staff to answer your incoming phone calls AND if your conversion rate from those calls is strong, then the potential problem I described probably isn't a problem for your business.
On the other hand, if you are a solo professional, this strategy can be hazardous!
How are you going to perform your paid work when you get "Internet lookiloos" asking you questions they could get answered, if they would simply read a few words on your website?
Are these the best potential clients for your services or products and the best use of your time?
A second page result could bring you more serious potential customers, people who might be more likely to actually READ your website content, understand your products or services better and who might be more likely to convert to a transaction.
It's sure something to think about. :-)
Don't get me wrong. I'm not against first page rankings for your online marketing. I'm just for thinking a little further down the road than JUST first page rankings.
About the Author:
Marketing online since 2004, Paul Marshall can help you market on a budget. He's a Marketing Consultant offering marketing services (and d-i-y Coaching). You can learn more about Paul Marshall on his LinkedIn profile page and at Strategic Web Marketing.net.
Read more Articles written by Paul Marshall.
This Causes Failure for Numerous Businesses
Article Presented by:
Copyright © 2009 Scott Bywater
Years ago, I read a book by Lance Armstrong about his recovery from cancer, and his experiences in the Tour De France.
The guy is obviously a phenomenal athlete and an extremely determined human being.
And as I was reading his book, I noticed the sort of measurements athletes took of themselves in terms of their timing and understanding their numbers in very specific detail.
Measurement is extremely important in sport because one hundredth of a second can make a huge difference.
So you need to know your numbers.
Same with your personal health - as we get older, it's important to monitor our blood pressure and our cholesterol.
After all, if you let these issues slide, they get out of hand. And by the time you realise it, it's very difficult to repair.
And one of the biggest causes of failure for many businesses is not knowing their numbers.
Things like...
How much it costs to acquire a customer Cash flow
How many new leads you are generating on a week-to-week basis
How much it costs to acquire a lead
The conversion of leads which turn into customers
How much leads cost from various sources (newspapers, google adwords, phone directories, etc)
The source of which 80% of your business is coming from (which is often from just 20% of your clients or efforts)
If you're in consulting: how much are you billing per hour?
Your average dollar value of a customer
How many active marketing moves you are making each week
The bottom line is you can't manage what you don't measure. And until you start measuring something, you don't know if it's getting better or worse.
There's an old saying "What gets measured is what improves."
But most businesses (including myself) don't measure in anywhere near as much detail as we should.
Why? Because measurement requires work. And it requires a lot of thinking.
But it's so worth it.
Because it allows you to make decisions - for instance, I am improving a marketing campaign at the moment because I know it generates a large percentage of traffic to my website.
If I didn't have those numbers, I wouldn't know what to improve.
Or I would improve something else which didn't really matter all that much.
So start to take the time to understand your numbers with the same degree of detail as an athlete like Lance Armstrong watches his race times.
About the Author:
Scott Bywater is a direct mail copywriter and the author of Cash-Flow Advertising. To get access to his highly prized complimentary copy of '7 Ways To Get More Customers" (valued at $29.95) and to join his controversial and insighful "Copywriting Selling Secrets" newsletter where you'll uncover the truth about why most ads and sales letters don't work (and how to make yours stand out from the rest) head on over to his web site at http://www.copywritingthatsells.com.au/
Follow Scott Bywater on Twitter.
Copyright © 2009 Scott Bywater
Years ago, I read a book by Lance Armstrong about his recovery from cancer, and his experiences in the Tour De France.
The guy is obviously a phenomenal athlete and an extremely determined human being.
And as I was reading his book, I noticed the sort of measurements athletes took of themselves in terms of their timing and understanding their numbers in very specific detail.
Measurement is extremely important in sport because one hundredth of a second can make a huge difference.
So you need to know your numbers.
Same with your personal health - as we get older, it's important to monitor our blood pressure and our cholesterol.
After all, if you let these issues slide, they get out of hand. And by the time you realise it, it's very difficult to repair.
And one of the biggest causes of failure for many businesses is not knowing their numbers.
Things like...
The bottom line is you can't manage what you don't measure. And until you start measuring something, you don't know if it's getting better or worse.
There's an old saying "What gets measured is what improves."
But most businesses (including myself) don't measure in anywhere near as much detail as we should.
Why? Because measurement requires work. And it requires a lot of thinking.
But it's so worth it.
Because it allows you to make decisions - for instance, I am improving a marketing campaign at the moment because I know it generates a large percentage of traffic to my website.
If I didn't have those numbers, I wouldn't know what to improve.
Or I would improve something else which didn't really matter all that much.
So start to take the time to understand your numbers with the same degree of detail as an athlete like Lance Armstrong watches his race times.
About the Author:
Scott Bywater is a direct mail copywriter and the author of Cash-Flow Advertising. To get access to his highly prized complimentary copy of '7 Ways To Get More Customers" (valued at $29.95) and to join his controversial and insighful "Copywriting Selling Secrets" newsletter where you'll uncover the truth about why most ads and sales letters don't work (and how to make yours stand out from the rest) head on over to his web site at http://www.copywritingthatsells.com.au/
Follow Scott Bywater on Twitter.
Tuesday, December 8, 2009
Starting Your Business Smaller Can Make Your Success Bigger
Article Presented by:
Copyright © 2009 K. MacKillop
For many people with a great business idea, the delay in taking the plunge into entrepreneurship is because of the lack of time or money to get their idea off the ground. In most cases, there are viable means to modifying the business idea into something that can be started part-time and with less capital than the original plan. Starting out smaller can be very advantageous, allowing you to keep your current job, bootstrap the startup to fit your out-of-pocket budget, learn more about the industry, and test the market for your product or service with limited risk.
There are very few business ideas that cannot be modified into a simpler, more niched startup. Sometimes, though, it is difficult to see or accept a smaller piece of an idea when you are certain your big idea is going to succeed! There are several ways to look at it -- for some, not being able to launch the whole plan at once seems futile and a waste of time. Some worry that starting out with a smaller idea will leave them stuck in that niche for the duration. But really, if you can't start up your original idea because of financial or other restraints, at least getting a smaller piece of it up and running puts you on the right road.
You can plan around the success of that smaller endeavor to get you where you want to go. If money is a problem, keep your day job and launch a part-time venture that will earn enough to eventually fund your grand plan. If you have several smaller ideas, launch all of them and work your plan to grow the pieces together into the company you want to run. If time is an issue, keep in mind that committing a mere three hours per week equals nearly a month of full-time work over a year! The time is going to pass whether you get started on your own business or not, but starting now will get you that much closer to working only for yourself. There are a million good reasons to get started sooner rather than later, but few good excuses to wait!
So, how do you miniaturize your business idea into something you can start on a smaller budget or part-time? First, consider all the components of your business idea. For example, if your dream business is to be a real estate developer, that venture can be divided into multiple steps, each of which offers several viable small businesses, such as:
Site Selection -- Write a how-to manual, offer consultant services
Site Inspection -- Obtain an inspection license for PT work, consult with property owners or other developers in preparing a site for inspection, manage
Tax Incentives -- Write informational product about how and where to find tax breaks on specific development projects, consult with developers to maximize tax benefits
Demolition -- Provide demolition services, site cleanup services,
Rehabilitation -- Provide any number of specific construction services, such as drywall, painting, floor installation, and the like; create a contractor review service, provide quality inspections; independent salesperson representing construction materials
Cost Management -- Provide consulting services as a CM (construction manager), consult for CM software
Filling the Space -- Get Real Estate license, broker's license; start property management firm
As you can see, a big dream like running a property development firm can provide dozens of smaller startup ideas that allow you to gain experience, knowledge, connections, and, most importantly, capital to eventually build your own development firm. This method can be used to break most big business ideas down into smaller opportunities that will get you on the right track to your entrepreneurial goals. Think about opportunities under various business models -- selling products, providing services, online-only, etc. -- and consider any "problem" areas that you could develop a solution for.
Another option is to start up any smaller idea you might have that will earn some capital to build up your resources for your big idea. Think about the work experience you have had or subjects that you are particularly knowledgeable about. One young entrepreneur started an online video game help service -- customers paid a small fee to receive hints and tips for conquering the newest video games -- and over one year saved enough of the profits to startup the mobile detailing business he wanted to own!
The most successful entrepreneurs tend to be very flexible and creative in getting where they want to go. Keep your eye on your ultimate goal, but be willing to modify and change directions as opportunities present themselves. Whatever you decide to do, get started on your planning as soon as possible!
About the Author:
K. MacKillop, a serial entrepreneur, is founder of LaunchX and authors a small business startup blog. The LaunchX System is designed to help entrepreneurs starting a business based on their business ideas. It is a complete business startup kit containing everything you need to turn your idea into a successful business. Visit http://www.LaunchX.com/ for a free Business Readiness Assessment and get on the road to starting a business today.
Copyright © 2009 K. MacKillop
For many people with a great business idea, the delay in taking the plunge into entrepreneurship is because of the lack of time or money to get their idea off the ground. In most cases, there are viable means to modifying the business idea into something that can be started part-time and with less capital than the original plan. Starting out smaller can be very advantageous, allowing you to keep your current job, bootstrap the startup to fit your out-of-pocket budget, learn more about the industry, and test the market for your product or service with limited risk.
There are very few business ideas that cannot be modified into a simpler, more niched startup. Sometimes, though, it is difficult to see or accept a smaller piece of an idea when you are certain your big idea is going to succeed! There are several ways to look at it -- for some, not being able to launch the whole plan at once seems futile and a waste of time. Some worry that starting out with a smaller idea will leave them stuck in that niche for the duration. But really, if you can't start up your original idea because of financial or other restraints, at least getting a smaller piece of it up and running puts you on the right road.
You can plan around the success of that smaller endeavor to get you where you want to go. If money is a problem, keep your day job and launch a part-time venture that will earn enough to eventually fund your grand plan. If you have several smaller ideas, launch all of them and work your plan to grow the pieces together into the company you want to run. If time is an issue, keep in mind that committing a mere three hours per week equals nearly a month of full-time work over a year! The time is going to pass whether you get started on your own business or not, but starting now will get you that much closer to working only for yourself. There are a million good reasons to get started sooner rather than later, but few good excuses to wait!
So, how do you miniaturize your business idea into something you can start on a smaller budget or part-time? First, consider all the components of your business idea. For example, if your dream business is to be a real estate developer, that venture can be divided into multiple steps, each of which offers several viable small businesses, such as:
Site Selection -- Write a how-to manual, offer consultant services
Site Inspection -- Obtain an inspection license for PT work, consult with property owners or other developers in preparing a site for inspection, manage
Tax Incentives -- Write informational product about how and where to find tax breaks on specific development projects, consult with developers to maximize tax benefits
Demolition -- Provide demolition services, site cleanup services,
Rehabilitation -- Provide any number of specific construction services, such as drywall, painting, floor installation, and the like; create a contractor review service, provide quality inspections; independent salesperson representing construction materials
Cost Management -- Provide consulting services as a CM (construction manager), consult for CM software
Filling the Space -- Get Real Estate license, broker's license; start property management firm
As you can see, a big dream like running a property development firm can provide dozens of smaller startup ideas that allow you to gain experience, knowledge, connections, and, most importantly, capital to eventually build your own development firm. This method can be used to break most big business ideas down into smaller opportunities that will get you on the right track to your entrepreneurial goals. Think about opportunities under various business models -- selling products, providing services, online-only, etc. -- and consider any "problem" areas that you could develop a solution for.
Another option is to start up any smaller idea you might have that will earn some capital to build up your resources for your big idea. Think about the work experience you have had or subjects that you are particularly knowledgeable about. One young entrepreneur started an online video game help service -- customers paid a small fee to receive hints and tips for conquering the newest video games -- and over one year saved enough of the profits to startup the mobile detailing business he wanted to own!
The most successful entrepreneurs tend to be very flexible and creative in getting where they want to go. Keep your eye on your ultimate goal, but be willing to modify and change directions as opportunities present themselves. Whatever you decide to do, get started on your planning as soon as possible!
About the Author:
K. MacKillop, a serial entrepreneur, is founder of LaunchX and authors a small business startup blog. The LaunchX System is designed to help entrepreneurs starting a business based on their business ideas. It is a complete business startup kit containing everything you need to turn your idea into a successful business. Visit http://www.LaunchX.com/ for a free Business Readiness Assessment and get on the road to starting a business today.
Friday, December 4, 2009
Every Business Startup is a Series of Unexpected Events - Will You Be Ready?
Article Presented by:
Copyright © 2009 K. MacKillop
No matter how seasoned an entrepreneur, every business startup has its share of surprises. Whether the entire business idea changes radically during the early stages or an unconsidered market segment emerges as the top consumers, expect the unexpected. How a business owner deals with surprises is a major factor that determines who finds great success and who muddles through.
Certain personality traits are very advantageous in dealing with the unexpected. Balanced perseverance, flexibility, rationality, and confidence go a long way in coping with rapid changes in business. But even if you weren't born with an overdose of these traits, there are ways to work on improving your entrepreneurial personality. Successful and honest entrepreneurs will tell you that the actual experience of struggling through a startup changes pieces of your personality...mostly for the better.
Balanced Perseverance
Balanced perseverance is important. That is, successful entrepreneurs cannot give up too easily, but when the writing is on the wall, they need to be willing to change direction. Most people don't cut it in the startup world because they are lacking stick-to-it-iveness. At the first sign of discomfort, they give up on the whole deal. Entrepreneurs who succeed tend to thrive on the minor failures of a startup, and see them as opportunities to know what not to do the next time around. The struggle of finding the right marketing tools and messages, operations standards, product mix and other winning features is a motivator, not a dealbreaker. As Henry Ford said, "Failure is the opportunity to begin again more intelligently."
Flexibility
Flexibility is critical in a startup. Very few business ideas maintain their original form through the planning process, and usually change a little more during the early stages. Consumers are finicky and their tastes change rapidly, so everything from the product itself to the messages used to market it must keep up with the times. Those who tend to unwaveringly stick to a single path (with blinders on) will miss out on any number of opportunities to take their business to the next level. For those entrepreneurs who have difficulty changing direction, the best advice is to make a point of staying on top of trends in the industry AND planning the business in shorter time-period increments. Using detailed, years-ahead planning drives blinders-on focus, while resetting plans every 90 days allows the flexibility that modern businesses need to succeed.
Rationality
Those who tend to remain calm and rational in times of crisis not only make great cops and firefighters, but also great entrepreneurs. When your livelihood is on the line, there isn't much time for panic. Panic causes irrational, knee-jerk decision-making...and usually ends in a bigger, more complicated mess. Instead, it takes a level head and rational consideration to keep a startup moving in the right direction. For those who are inherently panicky, the best advice is to increase your knowledge to the same extent as you tend to be emotionally driven. That is, the more knowledge you have about every aspect of your startup, the more options you have immediately available when you need to change direction. Thus, any tendency to panic will be overridden by logical thought, and any disappointment in encountering obstacles will be countered by knowledge of a way around, over, or through the problem.
Self-Confidence
Most entrepreneurs tend to have a good amount of self-confidence. Just taking the risk, no matter how calculated, of taking the leap into full responsibility for one's work life requires a certain level of confidence. In order to commit the time, effort, and cash needed to launch a business, the owner must have a reasonably strong belief that they can make it work. They must believe in their own abilities to use the skills they have and develop the skills they need. They know that the idea is good and that others can be convinced to buy in as well. Thinking on your feet is critical, and solid confidence allows a business owner to be decisive and focused through the unexpected. What can be seen as over-confidence in other settings is pretty much a necessity in entrepreneurship. And, finding success in the difficult world of small business will only serve to increase self-confidence...a good thing when you have more than one great idea to launch!
Conclusion
Startups are nearly always a series of unexpected events, and certain personality traits can make or break how well the business handles the changes. Over time, experience with one or more startups will alter an entrepreneur's personality in significant ways. Typically, those changes will be improvements, at least in terms of becoming a successful business owner. Winning after a series of struggles will make perseverance easier to stomach. When changing direction pays off, the advantage of flexibility will be well understood. Remaining calm in a storm, especially due to increased knowledge, will become a habit. And the overall triumph of building a successful company does wonders for one's confidence. Expect the unexpected, and begin developing the key aspects of your personality that will sustain you through your startup and the life of your business.
About the Author:
K. MacKillop, a serial entrepreneur with a J.D. from Duke University, is founder of LaunchX and authors a blog focused on starting a business. The LaunchX System's comprehensive, step-by-step approach to starting a business will help you develop the knowledge and skills you need to make your business startup a success. Visit http://www.LaunchX.com/ and take our Business Readiness Assessment and learn what to do next for your business startup.
Read more Articles written by K. MacKillop.
Copyright © 2009 K. MacKillop
No matter how seasoned an entrepreneur, every business startup has its share of surprises. Whether the entire business idea changes radically during the early stages or an unconsidered market segment emerges as the top consumers, expect the unexpected. How a business owner deals with surprises is a major factor that determines who finds great success and who muddles through.
Certain personality traits are very advantageous in dealing with the unexpected. Balanced perseverance, flexibility, rationality, and confidence go a long way in coping with rapid changes in business. But even if you weren't born with an overdose of these traits, there are ways to work on improving your entrepreneurial personality. Successful and honest entrepreneurs will tell you that the actual experience of struggling through a startup changes pieces of your personality...mostly for the better.
Balanced Perseverance
Balanced perseverance is important. That is, successful entrepreneurs cannot give up too easily, but when the writing is on the wall, they need to be willing to change direction. Most people don't cut it in the startup world because they are lacking stick-to-it-iveness. At the first sign of discomfort, they give up on the whole deal. Entrepreneurs who succeed tend to thrive on the minor failures of a startup, and see them as opportunities to know what not to do the next time around. The struggle of finding the right marketing tools and messages, operations standards, product mix and other winning features is a motivator, not a dealbreaker. As Henry Ford said, "Failure is the opportunity to begin again more intelligently."
Flexibility
Flexibility is critical in a startup. Very few business ideas maintain their original form through the planning process, and usually change a little more during the early stages. Consumers are finicky and their tastes change rapidly, so everything from the product itself to the messages used to market it must keep up with the times. Those who tend to unwaveringly stick to a single path (with blinders on) will miss out on any number of opportunities to take their business to the next level. For those entrepreneurs who have difficulty changing direction, the best advice is to make a point of staying on top of trends in the industry AND planning the business in shorter time-period increments. Using detailed, years-ahead planning drives blinders-on focus, while resetting plans every 90 days allows the flexibility that modern businesses need to succeed.
Rationality
Those who tend to remain calm and rational in times of crisis not only make great cops and firefighters, but also great entrepreneurs. When your livelihood is on the line, there isn't much time for panic. Panic causes irrational, knee-jerk decision-making...and usually ends in a bigger, more complicated mess. Instead, it takes a level head and rational consideration to keep a startup moving in the right direction. For those who are inherently panicky, the best advice is to increase your knowledge to the same extent as you tend to be emotionally driven. That is, the more knowledge you have about every aspect of your startup, the more options you have immediately available when you need to change direction. Thus, any tendency to panic will be overridden by logical thought, and any disappointment in encountering obstacles will be countered by knowledge of a way around, over, or through the problem.
Self-Confidence
Most entrepreneurs tend to have a good amount of self-confidence. Just taking the risk, no matter how calculated, of taking the leap into full responsibility for one's work life requires a certain level of confidence. In order to commit the time, effort, and cash needed to launch a business, the owner must have a reasonably strong belief that they can make it work. They must believe in their own abilities to use the skills they have and develop the skills they need. They know that the idea is good and that others can be convinced to buy in as well. Thinking on your feet is critical, and solid confidence allows a business owner to be decisive and focused through the unexpected. What can be seen as over-confidence in other settings is pretty much a necessity in entrepreneurship. And, finding success in the difficult world of small business will only serve to increase self-confidence...a good thing when you have more than one great idea to launch!
Conclusion
Startups are nearly always a series of unexpected events, and certain personality traits can make or break how well the business handles the changes. Over time, experience with one or more startups will alter an entrepreneur's personality in significant ways. Typically, those changes will be improvements, at least in terms of becoming a successful business owner. Winning after a series of struggles will make perseverance easier to stomach. When changing direction pays off, the advantage of flexibility will be well understood. Remaining calm in a storm, especially due to increased knowledge, will become a habit. And the overall triumph of building a successful company does wonders for one's confidence. Expect the unexpected, and begin developing the key aspects of your personality that will sustain you through your startup and the life of your business.
About the Author:
K. MacKillop, a serial entrepreneur with a J.D. from Duke University, is founder of LaunchX and authors a blog focused on starting a business. The LaunchX System's comprehensive, step-by-step approach to starting a business will help you develop the knowledge and skills you need to make your business startup a success. Visit http://www.LaunchX.com/ and take our Business Readiness Assessment and learn what to do next for your business startup.
Read more Articles written by K. MacKillop.
Wednesday, December 2, 2009
The Las Vegas Wedding Trap
Article Presented by:
Copyright © 2009 Scott Bywater
On Saturday night, I watched the movie "Hangover" and it's the best laugh I've had in a long time - what a brilliant movie.
Anyway, without giving too much away, at one point in the movie there was a Las Vegas wedding.
You know the ones... man and woman get drunk...man and woman decide it would be a good idea to get married... man and woman wake up the next morning asking WHAT THE...?
Anyway, in the real world it doesn't really work like that.
For instance, when I first met my wife we had a very natural connection.
It happened at the Bridge Bar in Sydney one balmy Friday night in December when I looked across the room and saw this beautiful, blonde bombshell staring back at me.
We held eye contact for about 15 seconds and at that moment, obviously my life changed forever despite my bad dress sense and inability to make one decent dance move ;-)
However it didn't happen overnight.
I didn't walk up to her and say "Marry Me?"
It took time. We dated. We moved in together. And then several years later I popped the question with a fair degree of certainty of what the answer would be.
And I am glad I did. My wife is a beautiful woman... generous... loving... heartful and wise and I am a lucky man to have her in my life.
So what's my point?
My point is so many people in business pop the "marry me" question after an hour or two. And that's why they get so many knock backs.
But if you take the time to wine and dine your clients... develop the relationship... and give more than you get... you significantly increase your odds of success.
Don't worry, I'm not suggesting you take a client out to a liquid dinner every night - I am talking metaphorically.
What I mean is...
Bring someone into your funnel by offering something to them (a report about something they are interested in, a complimentary coffee, whatever)
Once they are in your funnel, keep in touch with them with useful information which they'll appreciate receiving.
This strengthens the relationship.
Every now and then, make the suggestion that perhaps we should take this a step further and cement some commitment.
Even if they say no, continue to persist, persist, persist until you win them over.
If you cannot win them over and it is costing you more time and energy than it's worth, then let them go.
It's very different to the approach I used when I started out in the world of cold call sales and cold call telemarketing.
That approach was like calling people up and saying "marry me" But when you understand the secrets in the first lesson of http://www.morecustomersmadeeasy.com and know how to flag your potential prospects attention down and nurture the relationship...
Just like in the dating game, your odds in business will be far, far higher if you take the time to nurture your relationships.
About the Author:
Scott Bywater is an advertising copywriting expert and the author of Cash-Flow Advertising. To gain access to all of his copywriting tips on how to get more customers via his eye opening "Copywriting Selling Secrets" newsletter, simply head on over to his web site at http://www.copywritingthatsells.com.au/
Follow Scott Bywater on Twitter.
Copyright © 2009 Scott Bywater
On Saturday night, I watched the movie "Hangover" and it's the best laugh I've had in a long time - what a brilliant movie.
Anyway, without giving too much away, at one point in the movie there was a Las Vegas wedding.
You know the ones... man and woman get drunk...man and woman decide it would be a good idea to get married... man and woman wake up the next morning asking WHAT THE...?
Anyway, in the real world it doesn't really work like that.
For instance, when I first met my wife we had a very natural connection.
It happened at the Bridge Bar in Sydney one balmy Friday night in December when I looked across the room and saw this beautiful, blonde bombshell staring back at me.
We held eye contact for about 15 seconds and at that moment, obviously my life changed forever despite my bad dress sense and inability to make one decent dance move ;-)
However it didn't happen overnight.
I didn't walk up to her and say "Marry Me?"
It took time. We dated. We moved in together. And then several years later I popped the question with a fair degree of certainty of what the answer would be.
And I am glad I did. My wife is a beautiful woman... generous... loving... heartful and wise and I am a lucky man to have her in my life.
So what's my point?
My point is so many people in business pop the "marry me" question after an hour or two. And that's why they get so many knock backs.
But if you take the time to wine and dine your clients... develop the relationship... and give more than you get... you significantly increase your odds of success.
Don't worry, I'm not suggesting you take a client out to a liquid dinner every night - I am talking metaphorically.
What I mean is...
Bring someone into your funnel by offering something to them (a report about something they are interested in, a complimentary coffee, whatever)
Once they are in your funnel, keep in touch with them with useful information which they'll appreciate receiving.
This strengthens the relationship.
Every now and then, make the suggestion that perhaps we should take this a step further and cement some commitment.
Even if they say no, continue to persist, persist, persist until you win them over.
If you cannot win them over and it is costing you more time and energy than it's worth, then let them go.
It's very different to the approach I used when I started out in the world of cold call sales and cold call telemarketing.
That approach was like calling people up and saying "marry me" But when you understand the secrets in the first lesson of http://www.morecustomersmadeeasy.com and know how to flag your potential prospects attention down and nurture the relationship...
Just like in the dating game, your odds in business will be far, far higher if you take the time to nurture your relationships.
About the Author:
Scott Bywater is an advertising copywriting expert and the author of Cash-Flow Advertising. To gain access to all of his copywriting tips on how to get more customers via his eye opening "Copywriting Selling Secrets" newsletter, simply head on over to his web site at http://www.copywritingthatsells.com.au/
Follow Scott Bywater on Twitter.
Is Your Dental Practice Controlling Costs Effectively? Profitability Benchmarks for Dentists
Article Presented by:
Copyright © 2009 Peter Gopal, Ph.D.
Overhead is taking a bigger bite out of a doctor's compensation. According to the ADA, the average practice has a profitability of 32.7%. That falls short of what it can be. At many dental practices, high overhead is a persistent problem that goes undiagnosed and unresolved. Often, doctors don't become aware of their overhead numbers until the year is over and the accountant provides a historical review of the data.
With average profitability of 32.7%, overhead is consuming a whopping 67.3% of all the revenue a dental practice is bringing in. Based on our experience, however, an optimized dental practice is able to achieve and sustain profitability of 45% or more, with overhead just 55% or less. This is after allowing for continuing education and investment in new equipment.
It is important to know the primary sources of costs in a dental practice as well as benchmark figures for these categories. This allows you to compare your practice with figures from some of the best practices.
Facility costs such as rent or mortgage are fixed. Once a lease is negotiated or an office building is purchased, there is not much that can be done to alter that. Therefore, we focus on variable costs. Here are some benchmarks to help you figure out where you may be overspending.
Overhead Benchmarks for Dentists
Assuming you did not make any big equipment purchases (Section 179 items), here are the three biggest contributors to variable costs:
1. Payroll and benefits. This is the single biggest cost in dental practices. Here are some benchmark figures for a practice located in the Northeast U.S.
Without considering FICA/Medicare or benefits, gross staff payroll should be less than 22% of revenue.
All-inclusive total staff compensation (including FICA/Medicare, bonuses, and benefits) should be less than 26% of revenue.
Each hygienist should produce three times her gross pay. Normally this means that each hygienist should generate revenue of at least $150/hour. Optimally, it should be $172/hour. These are figures for year 2009. From what I've observed, only 30% of hygienists deliver on this benchmark. The rest are underperforming.
2. Dental Supplies. This should be less than 5% of revenues.
3. Dental Labs. Lab costs should be less than 8% of revenue. Use a quality lab that you are comfortable with and do not make the mistake of going with a cheaper lab without confirming the quality of their work.
Three Other Causes of Low Profitability
1. Case Acceptance. If you meet those benchmarks, the practice still may not be as profitable as it could be because of low case acceptance. If that factor applies, consider improvement in these areas:
Relationship Building Skills
Non-Aggressive Case Presentation
Verbal Skills for Case Presentation
Hygienist Pre-Diagnosis
Financial Presentation at Front Desk
Use of Intra-Oral Camera so the patient can see what the dentist sees
Study Models
2. Facility. If you have space, consider adding an extra chair. It is one of the best investments you can make.
Let's assume it costs $25,000 to install a chair and the necessary equipment for a new treatment room. That's about $425/month on a 5-year loan. On a 16-day month, it only takes increased production of $30.00 per day to justify and cover the cost of this additional chair.
The extra chair allows you to seat emergency patients, or start an impulsive procedure like tooth whitening. It also gives you options if you are running behind. This chair may be used only 10% of the time, but will boost your production 3-5%, most of which will fall to your bottom line.
3. Fees. Low fees can contribute significantly to reduced profitability. Rebalance your fees every year, and periodically evaluate your participation in PPOs. Wrong decisions in this arena have a tendency to keep profitability significantly short of where it could be.
After you consider these benchmarks and other profitability busters, you should have a clear idea of where the potential lies for reducing costs and raising the profitability of your dental practice.
About the Author:
Peter Gopal, PhD, together with his wife, Hema Gopal, M.B.A. and D.M.D., consults with dentists who are intent on building a more profitable practice. Whether you are leaving money on the table due to broken patient appointments, improper scheduling, poor case acceptance, low hygienist productivity, excessive overhead, or unnecessary reliance on PPOs, they can pinpoint your weaknesses and prescribe remedies. Receive a free, realistic assessment of the earning potential of your dental practice by going to: http://www.visionary-management.com/assessment.php
Read more Articles written by Peter Gopal, Ph.D..
Copyright © 2009 Peter Gopal, Ph.D.
Overhead is taking a bigger bite out of a doctor's compensation. According to the ADA, the average practice has a profitability of 32.7%. That falls short of what it can be. At many dental practices, high overhead is a persistent problem that goes undiagnosed and unresolved. Often, doctors don't become aware of their overhead numbers until the year is over and the accountant provides a historical review of the data.
With average profitability of 32.7%, overhead is consuming a whopping 67.3% of all the revenue a dental practice is bringing in. Based on our experience, however, an optimized dental practice is able to achieve and sustain profitability of 45% or more, with overhead just 55% or less. This is after allowing for continuing education and investment in new equipment.
It is important to know the primary sources of costs in a dental practice as well as benchmark figures for these categories. This allows you to compare your practice with figures from some of the best practices.
Facility costs such as rent or mortgage are fixed. Once a lease is negotiated or an office building is purchased, there is not much that can be done to alter that. Therefore, we focus on variable costs. Here are some benchmarks to help you figure out where you may be overspending.
Overhead Benchmarks for Dentists
Assuming you did not make any big equipment purchases (Section 179 items), here are the three biggest contributors to variable costs:
1. Payroll and benefits. This is the single biggest cost in dental practices. Here are some benchmark figures for a practice located in the Northeast U.S.
Without considering FICA/Medicare or benefits, gross staff payroll should be less than 22% of revenue.
All-inclusive total staff compensation (including FICA/Medicare, bonuses, and benefits) should be less than 26% of revenue.
Each hygienist should produce three times her gross pay. Normally this means that each hygienist should generate revenue of at least $150/hour. Optimally, it should be $172/hour. These are figures for year 2009. From what I've observed, only 30% of hygienists deliver on this benchmark. The rest are underperforming.
2. Dental Supplies. This should be less than 5% of revenues.
3. Dental Labs. Lab costs should be less than 8% of revenue. Use a quality lab that you are comfortable with and do not make the mistake of going with a cheaper lab without confirming the quality of their work.
Three Other Causes of Low Profitability
1. Case Acceptance. If you meet those benchmarks, the practice still may not be as profitable as it could be because of low case acceptance. If that factor applies, consider improvement in these areas:
2. Facility. If you have space, consider adding an extra chair. It is one of the best investments you can make.
Let's assume it costs $25,000 to install a chair and the necessary equipment for a new treatment room. That's about $425/month on a 5-year loan. On a 16-day month, it only takes increased production of $30.00 per day to justify and cover the cost of this additional chair.
The extra chair allows you to seat emergency patients, or start an impulsive procedure like tooth whitening. It also gives you options if you are running behind. This chair may be used only 10% of the time, but will boost your production 3-5%, most of which will fall to your bottom line.
3. Fees. Low fees can contribute significantly to reduced profitability. Rebalance your fees every year, and periodically evaluate your participation in PPOs. Wrong decisions in this arena have a tendency to keep profitability significantly short of where it could be.
After you consider these benchmarks and other profitability busters, you should have a clear idea of where the potential lies for reducing costs and raising the profitability of your dental practice.
About the Author:
Peter Gopal, PhD, together with his wife, Hema Gopal, M.B.A. and D.M.D., consults with dentists who are intent on building a more profitable practice. Whether you are leaving money on the table due to broken patient appointments, improper scheduling, poor case acceptance, low hygienist productivity, excessive overhead, or unnecessary reliance on PPOs, they can pinpoint your weaknesses and prescribe remedies. Receive a free, realistic assessment of the earning potential of your dental practice by going to: http://www.visionary-management.com/assessment.php
Read more Articles written by Peter Gopal, Ph.D..
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