Big Archives - BOLLYWOOD SURKHIYAN

Best Kept Publicity Secrets of the Big Red Envelope

Two years back I interviewed a self publishing millionaire who had sold 500,000 copies of his Special Effects Cookbook, and had a great way of getting free publicity.

Here is what he said ..

“As the author of a cookbook, I’ve been on full page in the food section of a Newspaper – full color. The whole first page is my face and my story and all my contact information. And if you get a big story in Boston or LA or Chicago or New York, millions of people are going to see that.What do you think happens when a full page comes out in a big city like that?”

I’ll tell you what happened to him…

When a full story breaks in a big city like that, you sell a lot of books! And he did!

As a self-published author, publicity becomes your new best friend. And in most cases, there’s no perfect time to launch a publicity campaign for your self-published book. You do it pretty much all year long.

He began sending press releases by mail during a time that email wasn’t as prominent, but even now, email and just doesn’t work as well. Neither does fax. Instead, direct mail is the way to go. There are special ways to do direct mail. You put your press release in a big red envelope and you use a magic marker for your return address and you just write in big letters all over it so that this envelope really looks special. I’m talking a big red envelope, 8 x 10, #10. You can get them at Staples.

Just be outrageous. Like the guy who wears a red suit, he walks into the room and you’ve got to see him.

So you send your press release out in a big red envelope and with a black magic marker you just write the guy’s name in big black letters. Use a couple of stamps, and hand-write the address. You only need ten a day.

He sent out hundreds a year for his book. You can do a little bit every day so that you get that constant flow of interest from TV, radio or newspapers, lastly of which can work the best because you can get a write-up; usually a full page.

He puts an 800 number in the press release, and a computerized system where it’s all automated that can handle 10,000 calls simultaneously. Calls can come directly to you from the press release.

The way a press release works and looks is that if you have to follow a format. At the very top of the press release, the upper left hand corner, you just type in for immediate release.On the other side, right across from that, you say for further information, contact… and then you’ve got to have your name and your office phone number. You can leave a number with an answering machine, but I don’t recommend that. You want to handle all the media contacts yourself.

The person who calls you is usually a journalist and they have an editor. And the whole point of writing a press release in the format that I recommend is that you’re not selling anything. You can’t sell anything with a press release. Make them look good with your story. When they go to their editor and they say “hey Mr. Editor, I found this great story”…. it makes the editor look good, so you let him write and let him sell it for you. It works like a charm. It really does.

If you want to see your sales skyrocket, put together a publicity campaign that will get you noticed. Be Unique. Let them know there’s no one like you out there. Use his advice on using this big red envelope. It works.

Think Big Start Small – SPQR – 10 Ways to Small Profits – Quick Returns

Introduction: Think as big as a Roman Emperor and start with small steps towards your own empire. The reason for a big vision is to have clarity of purpose. The reason to take baby steps is to get results quickly. The sooner you can get ‘returns’ the better. Returns may come in the form of feedback as much as from income or saved expense. There is no business that goes according to (business) plan. If you take those initial steps without having the big picture, you’ll soon be lost.

Plan for the Horizon: Be very concerned about what’s on the horizon-that’s where you’re headed, but be preoccupied with what’s on the agendaâEURothat’s what will get you there. Live your future now; if you don’t, it’ll soon be your past. The returns are going to be bigger if your plan is writ large. While planning is vital, allow yourself to grasp the unexpected-don’t avoid opportunities that pop up simply because they weren’t in the plan.

Sell Your Prototype: If that’s all you’ve got ready, sell it, at a big discount maybe. Or, even give it away (protecting your invention, of course). Getting feedback on prototypes early ensures you get the return of buy-in from others later and will ensure that you can make ‘Mark II’ better. That’s the whole idea behind software developers launching Beta versions for free. It’s the next best thing to being your own customer.

Work with Lead Users: You can collaborate with lead users, offering them special deals in return for being available for reference once your definitive product is on the market. When I started in business, I was very pleased to work from Day 1 with a company that was always being asked by others for advice. I offered more in use-value than was paid for, but the ‘return’ was generated over a long period.

Offer Service Before Products: There may be a way that you can sell a service before your product is ready. There are many services that you can perform if you have the expertise to produce products. Your knowledge will enable you to offer your time for sale more quickly than perfecting something that you have to manufacture. The fee that you earn generates the revenue that you can apply to the production process. the return may be smaller, but it’s sooner.

Stick to a Simple Range at First: You may have conceived a grand plan for your product range, but you should not wait until everything is in place before you start selling. Selling a few items will get the revenue flowing and more importantly, you’ll start getting customer feedback before you are fully committed. You can even go out and sell a spec that you fulfil once you have a signed order. This way you’ll avoid unnecessarily scrapping things that have not worked or were unacceptable to clients on a larger scale.

Test Drive Procedures: If you plan to open a restaurant to offer meals throughout the day, start by opening just for one meal only, say in the evening. Then you can use the day time for doing all the many things you need to get done before the full launch, like visiting suppliers. Your kitchen procedures that have let you down in the evening can be perfected in the closed hours the following day, without getting in the way of food preparation when you have customers waiting.

Sell Close to Home: Small clients close to home may not seem exciting and be without huge potential, but they will be easier to sell and sales costs will be lower. Getting paid is likely to be easier. If there’s a delay, you can visit the customer personally. Chasing payment long distance is always more problematic and you’ll need all the cash flow you can get to cover your operating costs. Your margins will be better short term if you can keep the cost of sales down.

Go for Low-hanging Fruit: You must plan on the big or complex sales that are going to give you the best margin eventually, but grabbing easily accessed sales, the ripe fruit, that is right near by will help you on your way, while bigger ones mature. The big return on these quickly-made sales is that the feedback-and-product-modification process can be accelerated. Little incremental improvements will soon add up.

Have Staff On Call: Of course you want to hire the people that you think you’ll need for the operation of your business, but if you take staff on to the payroll, you need to be sure that you can pay them on an ongoing and regular basis. Maybe you should be thinking about creative ways that you can get round that level of commitment. You can recruit staff on call. What work can you contract out? Can you pay by the hour-worked or are part-timers possible? Only undertake work that is absolutely essential. The return you’ll get from delaying recruitment is keeping cash in the business at the early high-risk stage.

Don’t Go for Broke: There are some startup businesses, like in hi-tech, where you may have to commit big sums of money up-front before you can sell a thing. But most startups work best if you work with as little money as possible. If you’re hungry, you’ll find ways of getting that vital revenue instead of capital. There are many entrepreneurs who have wasted vital time doing the rounds of investors when they could have been on the road selling goods. In any event, you’ll be better at attracting funding if you have a track record to back you claims.

How To Prepare A Business Plan That Guarantees Big Profits

It is always said “If you Fail to Plan, you Plan to Fail”

Success in business comes as a result of planning. You have to have a detailed, written plan that shows what the ultimate goal is, the reason for the goal, and each milestone that must be passed in order to reach your goal.

A business plan is written definition of, and operational plan for achieving your goal. You need a complete but success tool in order to define your basic product, income objectives and specific operating procedures. YOU HAVE TO HAVE A BUSINESS PLAN to attract investors, obtain financing and hold onto the confidence of your creditors, particularly in times of cash flow shortages–in this instance, the amount of money you have on hand compared with the expenses that must be met.

Aside from an overall directional policy for the production, sales effort and profit goals of your product–your basic “travel guide” to business success–the most important purpose your business plan will serve, will be the basis or foundation of any financial proposals you submit. Many entrepreneurs are under the mistaken impression that a business plan is the same as a financial proposal, or that a financial proposal constitutes a business plan. This is just a misunderstanding of the uses of these two separate and different business success aids.

The business plan is a long range “map” to guide your business to the goal you’ve set for it. The plan details the what, why, where, how and when, of your business–the success planning of your company.

Your financial proposal is a request for money based upon your business plan–your business history and objectives.

Understand the differences. They are closely related, but they are not interchangeable.

Writing and putting together a “winning” business plan takes study, research and time, so don’t try to do it all in just one or two days.

The easiest way to start with a loose leaf notebook, plenty of paper, pencils, pencil sharpener, and several erasers. Once you get your mind “in gear” and begin thinking about your business plan, “10,000 thoughts and ideas per minute” will begin racing through your mind…So, it’s a good idea when you aren’t actually working on your business plan, to carry a pocket notebook and jot down those business ideas as they come to you–ideas for sales promotion, recruiting distributors, and any other thoughts on how to operate and/or build your business.

Later, when you’re actually working on your business plan, you can take out this “idea notebook” evaluate your ideas, rework them, refine them, and integrate them into the overall “big picture” of your business plan.

The best business plans for even the smallest businesses run 25 to 30 pages or more, so you’ll need to “title” each page and arrange the different aspects of your business plan into “chapters.” The format should pretty much run as follows:

Title Page Statement of Purpose Table of Contents Business Description Market Analysis Competition Business Location Management Current Financial Records Explanation of Plans For Growth Projected Profit & Loss/Operating Figures Explanation of Financing for Growth Documentation Summary of Business & Outlook for The Future Listing of Business & personal References

This is a logical organization of the information every business plan should cover. I’ll explain each of these chapters titles in greater detail, but first, let me elaborate upon the reasons for proper organization of your business plan.

Having a set of “questions to answer” about your business forces you to take an objective and critical look at your ideas. Putting it all down on paper allows you to change, erase and refine everything to function in the manner of a smoothly oiled machine. You’ll be able to spot weakness and strengthen them before they develop into major problems. Overall, you’ll be developing an operating manual for your business–a valuable tool which will keep your business on track, and guide you in the profitable management of your business.

Because it’s your idea, and your business, it’s very important that YOU do the planning. This is YOUR business plan, so YOU develop it, and put it all down on paper just the way YOU want it to read. Seek out the advice of other people; talk with, listen to, and observe, other people running similar businesses; enlist the advice of your accountant and attorney–but at the bottom line, don’t ever forget it has to be YOUR BUSINESS PLAN!

Remember too, that statistics show the greatest causes of business failure to be poor management and lack of planning–without a plan by which to operate, no one can manage; and without a direction in which to aim its efforts, no business can attain any real success.

On the very first page, which is the title page, put down the name of your business-ABC ACTION–with your business address underneath. Now, skip a couple of lines, and write it all in capital letters: PRINCIPAL OWNER–followed by your name if you’re the principal owner. On your finished report, you would want to center this information on the page, with the words “principal owner” off-set to the left about five spaces.

Examples: ABC ACTION 1234 SW 5th Ave. Anywhere, USA 00000

PRINCIPAL OWNER: Your Name

That’s all you’ll have on this page except the page number -1-

Following your title page is the page for your statement purpose. This should be a simple statement of your primary business function, such as: We are a service business engaged in the business of selling business success manuals and other information by mail.

The title of the page should be in all capital letters across the top of the page, centered on your final draft–skip a few lines and write the statement of purpose. This should be direct, clear and short–never more than (2) sentences in length.

Then you should skip a few lines, and from the left hand margin of the paper, write out a sub-heading in all capital letters, such as: EXPLANATION OF PURPOSE.

From, and within this sub-heading you can briefly explain your statement of purpose, such as: Our surveys have found most entrepreneurs to be “sadly” lacking in basic information that will enable them to achieve success. This market is estimated at more than a 100 million persons, with at least half of these people actively “searching” for sources that provide the kind of information they want, and need.

With our business, advertising and publishing experience, it is our goal to capture at least half of this market of information seekers, with our publication. MONEY MAKING MAGIC! Our market research indicates we can achieve this goal and realize a profit of $1,000,000 per year within the next 5 years…

The above example is generally the way you should write your “explanation of purpose,” and in subtle definition, why you need an explanation. Point to remember: Keep it short. Very few business purpose explanations justify more than a half page long.

Next comes your table of contents page. Don’t really worry about this until you’ve got the entire plan completed and ready for final typing. It’s a good idea though, to list the subject (chapter titles) as I have, and then check off each one as you complete that part of your plan.

By having a list of the points you want to cover, you’ll also be able to skip around and work on each phase of your business plan as an idea or the interest in organizing that particular phase, stimulates you. In other words, you won’t have to make your thinking or your planning conform to the chronological order of the “chapters” of your business plan–another reason for the loose leaf notebook.

In describing your business, it’s best to begin where your statement purpose leaves off. Describe your product, the production process, who has responsibility for what, and most importantly, what makes your product or service unique–what gives it an edge in your market. You can briefly summarize your business beginnings, present position and potential for future success, as well.

Next, describe the buyers you’re trying to reach–why they need and want or will buy your product–and the results of any tests or surveys you may have conducted. Once you’ve defined your market, go on to explain how you intend to reach that market–how you’ll these prospects to your product or service and induce them to buy. You might want to break this chapter down into sections such as..publicity and promotions, advertising plans, direct sales force, and dealer/distributor programs. Each section would then be an outline of your plans and policies.

Moving into the next chapter on competition, identify who your competitors are–their weakness and strong points–explain how you intend to capitalize on those weaknesses and match or better the strong points. Talk to as many of your “indirect” competitors as possible–those operating in different cities and states.

One of the easiest ways of gathering a lot of useful information about your competitors is by developing a series of survey questions and sending these questionnaires out to each of them. Later on, you might want to compile the answers to these questionnaires into some form of directory or report on this type of business.

It’s also advisable to contact the trade associations and publications serving your proposed type of business. For information on trade associations and specific trade publications, visit your public library, and after explaining what you want ask for the librarian’s help.

The chapter on management should be an elaboration on the people operating the business. Those people that actually run the business, their job, titles, duties, responsibilities and background resume’s. It’s important that you “paint” a strong picture of your top management people because the people coming to work for you or investing in your business, will be “investing in these people” as much as your product ideas. Individual tenacity, mature judgement under fire, and innovative problem-solving have “won over” more people than all the AAA Credit Ratings and astronomical sales figures put together.

People becoming involved with any new venture want to know that the person in charge–the guy running the business knows what he’s doing, will not lose his cool when problems arise, and has what it takes to make money for all of them> After showing the “muscle” of this person, go on to outline the other key positions within your business; who the persons are you’ve selected to handle those jobs and the sources as well as availability of any help you might need.

If you’ve been in business of any kind scale, the next chapter is a picture of your financial status–a review of your operating costs and income from the business to date. Generally, this is a listing of your profit & loss statements for the six months, plus copies of your business income tax records for each of the previous three years the business has been an entity.

The chapter on the explanation of your plans for the future growth of your business is just that–an explanation of how you plan to keep your business growing–a detailed guide of what you’re going to do, and how you’re going to increase your profits. These plans should show your goals for the coming year, two years, and three years. By breaking your objectives down into annual milestones, your plan will be accepted as more realistic and be more understandable as a part of your ultimate success.

Following this explanation, you’ll need to itemize the projected cost and income figures of your three year plan. I’ll take a lot of research, an undoubtedly a good deal of erasing, but it’s very important that you list these figures based upon thorough investigation. You may have to adjust some of your plans downward, but once you’ve got these two chapters on paper, your whole business plan will fall into line and begin to make sense. You’ll have a precise “map” of where you’re headed, how much it’s going to cost, when you can expect to start making money, and how much.

Now that you know where you’re going, how much it’s going to cost and how long it’s going to be before you begin to recoup your investment, you’re ready to talk about how and where you’re going to get the money to finance your journey. Unless you’re independently wealthy, you’ll want to use this chapter to list the possibilities and alternatives. Make a list of friends you can approach, and perhaps induce to put up some money as silent partners. Make a list of those people you might be able to sell as stockholders in your company–in many cases you can sell up to $300,000 worth of stock on a “private issue” basis without filing papers with the Securities and Exchange Commission. Check with a corporate or tax attorney in your area for more details. Make a list of relatives and friends that might help you with an outright loan to furnish money for the development of your business.

Then search out and make a list of venture capital organizations. Visit the Small Business Administration office in your area–pick up the loan application papers they have–read them, study them, and even fill them out on a preliminary basis–and finally, check the costs, determine which business publications would be best to advertise in, if you were to advertise for a partner or investor, and write an ad you’d want to use if you did decide to advertise for monetary help.

With listing of all the options available to your needs, all that’s left is the arranging of these options in the order you would want to use them when the time come to ask for money. When you’re researching these money sources, you’ll save time by noting the “contact” deal with when you want money, and whenever possible, by developing a working relationship with these people.

If your documentation section, you should have a credit report on yourself. Use the Yellow Pages or check at the credit department in your bank for the nearest credit reporting office. When you get your credit report, look it over and take whatever steps are necessary to eliminate any negative comments. Once these have been taken care of, ask for a revised copy of your report and include a copy of that in your business plan.

If you own any patents or copyrights, include copies of these. Any licenses to use someone else’s patent or copyright should also be included. If you own the distribution, wholesale or exclusive sales rights to a product, include copies of this documentation. You should also include copies of any leases, special agreements or other legal papers that might be pertinent to your business.

In conclusion, write out a brief, overall summary of your business- when the business was started, the purpose of the business, what makes your business different, how you’re going to gain a profitable share of the market, and your expected success during the coming 5 years..

The last page of your business plan is a “courtesy page” listing the names, addresses and phone numbers of personal and business references–persons who have known you closely for the past five years or longer–and companies or firms you’ve had business or credit dealings with during the past five years.

And, that’s it–your complete business plan. Before you send it out for formal typing, read it over once a day for a week or ten days. Take care of any changes or corrections, and then have it reviewed by an attorney and then, an accountant. It would also be a good idea to have it reviewed by a business consultant serving the business community to which your business will be related. After these reviews, and any last-minute changes you want to make, I’ll be ready for formal typing.

Type and print the entire plan on ordinary white bond paper. Make sure you proof-read it against the original. Check for any corrections and typographical errors–then one more time–read it through for clarity and the perfection you want of it.

Now you’re ready to have it printed and published for whatever use you have planned for it–distribution amongst your partners or stockholders as the business plan for putting together a winning financial proposal, or as a business operating manual.

Take it to a quality printer in your area, and have three copies printed. Don’t settle for photo-copying..Have it printed!

Photo-copying leaves a slight film on the paper, and will detract from the overall professionalism of your business plan, when presented to someone you’re trying to impress. So, after going to all this work to put together properly, go all the way and have it duplicated properly.

Next, stop by a stationery store, variety store or even a dime store, and pick up an ordinary, inexpensive bind-in theme cover for each copy of your business plan. Have the holes punched in the pages of your business report to fit these binders and then slip each copy into a binder of its own.

Now, you can relax, take a break and feel good about yourself..You have a complete and detailed business plan with which to operate a successful business of your own. A plan you can use as a basis for any financing proposal you may want to submit..And a precise road-map for the attainment of real success…

You just complete one of the important steps to fulfill of all your dreams of success.

Personal Branding – So What Is The Big Deal?

The Top 100 brands have a total value of $2.04 trillion. Does that sound like a big deal to you? Yeah it sounds that way to me too. Let’s take a look at the top 4 brands in the world as ranked by total value.

1. Google
2. IBM
3. Apple
4. Microsoft

I don’t know anyone in the developed world that has not heard of every one of these Brands. Name recognition is just one aspect of Branding, but it is a very powerful one. Take just a few seconds and think about each of these Brands separately. I am willing to bet that you can tell me what their logo looks like, what the company colors are, what many of their products are, what the public perception of them is, etc.

Let me give you an example of successful branding:

Jim sneezes so he reaches for a Kleenex. The sneeze causes his ears to pop and he grabs a Q-tip to clean his ear. Wondering what makes your ears pop when you sneeze, Jim decides to grab his Mac and Google it.

That paragraph is what you call the ultimate in Branding. Let’s break it down shall we? What Jim really used was a tissue, but the branding has been so successful for Kleenex that the words are synonymous. The same is true with the cotton swab. Another marker in ultimate success when it comes to Branding is when your company name becomes a word of its own. Google was turned into a verb to describe the act of looking up information online.

Google has built such a powerful brand that they surpassed all other search engines, to become synonymous with internet search. For those of you that are not as big of a tech nerd as I am let me give you a little history. The first search engine ever is one that most people have never heard of. It was called Archie and was created in 1990 at a University in Montreal and was short for “archives”. This search engine was on a page that presented itself as “Archie Query Form.” Archie was actually created before the World Wide Web existed and lived on Gopher. Six years and several search engines later and we have Google. Did you know that the original name for Google was BackRub due to the backlink indexing it was based on? Did you know that the name Google is actually the miss-spelled word googol? Did you know that the simplistic design of the Google website is due to the fact that the creators were not technically versed in HTML code? What is my point of all of this history of Google and what does that have to do with you?

It is to prove that you do not have to be the first at something to be successful. You don’t have to have an original idea. You don’t have to be technically proficient in software, computers or technology. You don’t even have to be a good speller to be successful. You do however have to be good at Branding and selling yourself.

So how do you become good at Branding and selling yourself? That will be the subject of my next article; at least I will start in on it. Explaining how to successfully Brand yourself will take several articles and I hope to get them out soon.

7 Mistakes, Missteps, & Muck Ups That Cost A Business Coach Big (And How To Avoid Them)

As the old year comes to a close, I always look back to see what I did well and what could be improved. Below, I share with you my mistakes, missteps and muckups that I experienced in my business over the past year.

Many of these mistakes, missteps and muck-ups cost me money, so I share them with you so you can avoid these as you make your own New Year’s resolutions.

Mistake, Misstep and Muck-up #1 – Spending way too much time on my computer, instead of meeting people face to face. Networking online is great, however, it can never take the place of meeting face-to-face or having a conversation over the phone. Sending emails are so darn easy, but I found that I got too wrapped up with the ease of this technology. I even had a huge argument with one of my vendors because I tried to “break things off” with him over email. I should know better.
LESSON LEARNED – Compliment online networking activities with face-to-face and phone meetings.
Mistake, Misstep and Muck-up #2 – Spending way too much time on the technical side of my business. I worked in the technology sector for close to 10-years and I pride myself in being a chick that knows her techie stuff. However, my digital knowledge kept me up late at night as I took responsibility for updating the content on my webpages, creating new autoresponders and creating new HTML pages for new products, instead of farming things out to others. For every new product or teleclass I would launch, it would take me 8-hours to get all the technical pieces ready.
LESSON LEARNED – Hire a techie expert to maintain my website. Let it go.
Mistake, Misstep and Muck-up #3 – Not delegating my administrative tasks. There are certain things I hate doing in my business – updating documents, making them look pretty, writing content and writing sales copy for new information products. I just can’t stand doing these things and it would take me eons just to write one sentence. Then, that meant I would have to rush and write something quickly because I sat on it for too long and the deadline was an hour away.
LESSON LEARNED – Hire a virtual assistant or copywriter to do all this stuff for me.
Mistake, Misstep and Muck-up #4 – Spinning my wheels targeting the wrong market. When I first started coaching, I was on a mission to inspire women to create the career they deserve. Although I was making money, I didn’t feel passionate about helping women climb the corporate ladder. It wasn’t until my mother came to one of my speaking engagements that she gave me the clarity I needed. With her wisdom and her keen eye, she helped me craft my current mission – to help business owners make more money using online media.
LESSON LEARNED – Really listen to what my clients (and mom) are telling me about the problem they’re experiencing.
Mistake, Misstep and Muck-up #5 – Creating a bunch of cool information products all at once. Just because I can bang out 5 special reports in a weekend, doesn’t mean I have the manpower or energy to promote them all at the same time. I realized that in order to make sales on an information product, I really need to market them. Until I do that, they’re going to sit on my website, look pretty and go stale.
LESSON LEARNED – Focus on one product for at least 3-months and use my affiliates to help promote the new product.
Mistake, Misstep and Muck-up #6 – Attending networking events that weren’t producing results. While networking is about building relationships, it should also lead to some quality contacts. Unfortunately, I attended too many networking events where everyone was like me – an entrepreneur looking for business. Although I made some great contacts, after attending the same networking events for 12-months straight, I noticed that my networking circle was stale and lacked any power.
LESSON LEARNED – Stick with a networking event for no more than 4 consecutive events, analyze the results, then move on. Also, attend more networking events that puts me in touch with my target audience.
Mistake, Misstep and Muck-up #7 – Not spending enough on educating myself. As a entrepreneur, it’s so easy to forget that I have to invest in myself by taking courses that can help me learn how to do things better. In the first half of the year, I didn’t spend a dime and my progress showed for it. However, in the latter part of the year, I started to spend a bit on educating myself on new techniques and processes. Doing this put me in touch with how to do things better in my business, as well as meeting some phenomenal people and trainers. Plus, I noticed a spike in sales.
LESSON LEARNED – Set aside at least 10% of all business income in a savings account to spend on educational materials.

These are what I consider to be the 7 mistakes, missteps and muck-ups that cost me money and I trust that by reading this, you will avoid them as you make your New Year’s resolutions.

Better yet, if you have a mistakes, missteps or muck-up that you experienced in your own business, list them, then write down the lessons you learned from that experience.