Yesterday we talked about the danger of competing on price.
Today we’re going to take a break for a favorite recipe.
This one’s for peach cobbler made with fresh peaches.
I recommend South Carolina peaches. They’re the best.
Use Splenda instead of sugar. That cuts the calories.
South Carolina Peach Cobbler (for 4)
6 large fresh peaches peeled and thinly sliced
1 cup Splenda, divided in half
1/4 tsp ground cinnamon
1/8 tsp ground nutmeg
2 tsp cornstarch
1 cup all-purpose flour
1 teaspoon baking powder
6 tbsp melted butter
1/4 cup boiling water
3 tbsp Splenda & 1 tsp cinnamon mixed for topping
Preheat oven to 425°F.
Mix peaches, 1/2 cup Splenda, cinnamon, nutmeg and cornstarch.
Transfer to 2 quart greased baking dish.
Mix flour, 1/2 cup Splenda, butter and baking powder.
Add water and stir. Spread topping over peach mixture.
Sprinkle with Splenda and cinnamon mix.
Bake 30 minutes or until topping is golden brown.
Serve with vanilla ice cream and coffee. Yuuum.
Next week, we’ll talk more about your life’s great purpose.
For more about that, click here.
Friday, July 18, 2008
Thursday, July 17, 2008
Competing on price is a no-no
Yesterday we talked about measuring your progress.
Today we’re going to talk about raising prices.
That frighten you? It shouldn’t. But try this:
Strategy #1: Look hard at what you charge.
Naysayers will tell you this is no time to raise rates.
The economy’s in the toilet. Gas prices are soaring.
Raising rates will only cost you business, they’ll say.
Poppycock. Your competitors are raising their rates.
They have to. Their cost of business has jumped, too.
How long has it been since you adjusted rates 3% to 4%?
Your prices are creeping up 3% to 4% a year — or more.
Regain those increased costs to protect your profit margins.
Trust me. You will slowly bleed to death if you don’t.
Strategy #2: Check what your competitors charge.
Are you competing solely on lower prices?
It’s time to rethink that strategy. The solutions:
Offer more value, package deals, better bulk discounts.
Throw in a freebie with a long-term business agreement.
If you’re in publishing, as we are, raise your cover price.
Higher single copy prices encourage more subscriptions.
Higher prices are not suicidal. They make good sense.
Tomorrow we’ll take a break and talk about peach cobbler.
That’s right. One of our favorite deep dish treats.
Until then, read more on strategy by clicking here.
Today we’re going to talk about raising prices.
That frighten you? It shouldn’t. But try this:
Strategy #1: Look hard at what you charge.
Naysayers will tell you this is no time to raise rates.
The economy’s in the toilet. Gas prices are soaring.
Raising rates will only cost you business, they’ll say.
Poppycock. Your competitors are raising their rates.
They have to. Their cost of business has jumped, too.
How long has it been since you adjusted rates 3% to 4%?
Your prices are creeping up 3% to 4% a year — or more.
Regain those increased costs to protect your profit margins.
Trust me. You will slowly bleed to death if you don’t.
Strategy #2: Check what your competitors charge.
Are you competing solely on lower prices?
It’s time to rethink that strategy. The solutions:
Offer more value, package deals, better bulk discounts.
Throw in a freebie with a long-term business agreement.
If you’re in publishing, as we are, raise your cover price.
Higher single copy prices encourage more subscriptions.
Higher prices are not suicidal. They make good sense.
Tomorrow we’ll take a break and talk about peach cobbler.
That’s right. One of our favorite deep dish treats.
Until then, read more on strategy by clicking here.
Wednesday, July 16, 2008
It's essential to measure progress
Yesterday we talked about sharing your strategic plans.
Today we’re going to talk about measuring results.
Strategy #1: Track progress daily and weekly.
Your plan must have measurable results.
Dollars, sales orders or other hard numbers must be measured.
Each team should report their progress to you in a timely manner.
Short-term tactics should be reported daily.
Longer-term ones should be reported weekly or monthly.
Agree in advance how often each team should report.
Strategy #2: Hold your team leaders accountable.
You should not have to ask continually for progress reports.
If that’s the case, change your team leadership.
You need accountable leaders heading each team.
Compile all teams’ progress and post it for all to see.
Report regularly to your board and all your employees.
Encourage them to share these results with their loved ones.
Send their families your own monthly or quarterly report.
Keep them up to date on the company’s progress.
Let them know how their loved ones are making this happen.
On achieving your objectives, let everyone know.
Hold a celebration. Make it a party.
Invite your employees’ families to join you.
Tomorrow we’ll talk more about this.
My new workbook shows you 73 ways to boost your bottom line.
We guarantee these strategies. All of them are field tested.
They've earned millions for us. They can for you, too.
The proof’s in the results. Click here to find out more.
Today we’re going to talk about measuring results.
Strategy #1: Track progress daily and weekly.
Your plan must have measurable results.
Dollars, sales orders or other hard numbers must be measured.
Each team should report their progress to you in a timely manner.
Short-term tactics should be reported daily.
Longer-term ones should be reported weekly or monthly.
Agree in advance how often each team should report.
Strategy #2: Hold your team leaders accountable.
You should not have to ask continually for progress reports.
If that’s the case, change your team leadership.
You need accountable leaders heading each team.
Compile all teams’ progress and post it for all to see.
Report regularly to your board and all your employees.
Encourage them to share these results with their loved ones.
Send their families your own monthly or quarterly report.
Keep them up to date on the company’s progress.
Let them know how their loved ones are making this happen.
On achieving your objectives, let everyone know.
Hold a celebration. Make it a party.
Invite your employees’ families to join you.
Tomorrow we’ll talk more about this.
My new workbook shows you 73 ways to boost your bottom line.
We guarantee these strategies. All of them are field tested.
They've earned millions for us. They can for you, too.
The proof’s in the results. Click here to find out more.
Tuesday, July 15, 2008
Share your good news
Yesterday we talked about building a plan to increase income.
It is important that your key people be hip-deep involved.
Today we’re going to talk about getting others hip deep, too.
Strategy #1: Alert everyone in the company.
Let them in on the company’s strategic thinking.
Let them know about your plans and priorities.
Post them for everyone in your company to read.
Hold informational meetings for all departments.
Ask for suggestions, ideas and other related strategies.
If you need them, ask for volunteers to participate.
Invite everyone to lend their support and encouragement.
Strategy #2: Encourage sharing this with their families.
Send their families a letter from you about what’s going on.
They will feel relieved about your strong, positive steps.
This can become a tremendous morale builder for their families.
They have a stake in the future of your company, too.
They are aware that times are tight and action is needed.
Won't this tip off the competition as to what you're doing?
It may. But I'll bet no one rats to the competition.
Why should they? All of our jobs are at stake.
If you have a Judas, this is the time to weed him or her out.
Tomorrow we’ll talk about measuring your progress.
In my new workbook, we show you other ways to raise revenue.
For more about this, click here.
It is important that your key people be hip-deep involved.
Today we’re going to talk about getting others hip deep, too.
Strategy #1: Alert everyone in the company.
Let them in on the company’s strategic thinking.
Let them know about your plans and priorities.
Post them for everyone in your company to read.
Hold informational meetings for all departments.
Ask for suggestions, ideas and other related strategies.
If you need them, ask for volunteers to participate.
Invite everyone to lend their support and encouragement.
Strategy #2: Encourage sharing this with their families.
Send their families a letter from you about what’s going on.
They will feel relieved about your strong, positive steps.
This can become a tremendous morale builder for their families.
They have a stake in the future of your company, too.
They are aware that times are tight and action is needed.
Won't this tip off the competition as to what you're doing?
It may. But I'll bet no one rats to the competition.
Why should they? All of our jobs are at stake.
If you have a Judas, this is the time to weed him or her out.
Tomorrow we’ll talk about measuring your progress.
In my new workbook, we show you other ways to raise revenue.
For more about this, click here.
Monday, July 14, 2008
Success strategies in a sagging economy
This week we’re going to talk about money.
Is your income sagging in today’s troubled economy?
If you don’t accelerate your income, what might happen to you?
Lost customers? Lost market share? Your job on the line?
In my new workbook, we outline practical ways to cut costs.
We also show you how to accelerate revenues.
The workbook is designed for business owners and CEOs.
If you’re neither of those, stop reading right here.
Oh, all right. If you want to be a CEO, keep reading.
Rule #1: If you don’t make the sales, your competitors will.
Here is a strategy to accelerate your sales and revenues.
Strategy #1: Check the pulse of your market.
Plan a half-day retreat for your key sales and financial executives.
Get out of the office and away from the phones.
Have everyone put their cell phones on vibrate.
Show them this year’s numbers compared with last year’s.
Discuss what conditions changed and their impact on sales.
Take time to discuss potential tactics and strategies.
Welcome all ideas and ask everyone to suspend judgment.
That means, no putdowns. No "We don’t do it that way".
There are no stupid ideas. Some will just be better than others.
One lame idea may spark a brilliant idea from someone else.
Pick the top five and discuss what must be invested in each.
Decide which will produce the most revenue at the least cost.
Make your priorities crystal clear for everyone:
What you need to tackle first. What should come next.
Who will do what by when should be clear.
Tomorrow, I’ll share another strategy with you.
For more on such strategies, click here.
Is your income sagging in today’s troubled economy?
If you don’t accelerate your income, what might happen to you?
Lost customers? Lost market share? Your job on the line?
In my new workbook, we outline practical ways to cut costs.
We also show you how to accelerate revenues.
The workbook is designed for business owners and CEOs.
If you’re neither of those, stop reading right here.
Oh, all right. If you want to be a CEO, keep reading.
Rule #1: If you don’t make the sales, your competitors will.
Here is a strategy to accelerate your sales and revenues.
Strategy #1: Check the pulse of your market.
Plan a half-day retreat for your key sales and financial executives.
Get out of the office and away from the phones.
Have everyone put their cell phones on vibrate.
Show them this year’s numbers compared with last year’s.
Discuss what conditions changed and their impact on sales.
Take time to discuss potential tactics and strategies.
Welcome all ideas and ask everyone to suspend judgment.
That means, no putdowns. No "We don’t do it that way".
There are no stupid ideas. Some will just be better than others.
One lame idea may spark a brilliant idea from someone else.
Pick the top five and discuss what must be invested in each.
Decide which will produce the most revenue at the least cost.
Make your priorities crystal clear for everyone:
What you need to tackle first. What should come next.
Who will do what by when should be clear.
Tomorrow, I’ll share another strategy with you.
For more on such strategies, click here.
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