Applying Lessons from Past Experiences of Other Business Owners

The basic rules of business strategy remain the same in the age of the Internet. Like selling gum in a store, selling products on a computer screen isn't about technology. It's about what you're selling and if there is a demand in the marketplace and marketspace. For example, a technology business develops something new that cannot be easily imitated. This is the great lesson of the Internet failures. New business can be understood by looking at the successes and failures of the past. When it comes to your business and planning your marketing campaign, you will want to review your strategy that you're creating and compare it to what other businesses have done before. Make sure you protect any new technology with patents or trademarks through creating barriers to market entry. Be sure to examine your goals and decide if they're realistic and reachable. When it comes to reaching your target market, you want to do it effectively and economically with a strong marketable idea. You should also stage an accurate market test. Look at the ways that the Internet can drive your business plan further or faster. Most of all; be realistic. Examine all the different scenarios without losing sight of what is reality. You can develop a strong market strategy if you pay close attention to what other businesses have done in the past and currently. Applying these methods will help you reach your goals.

Developing a High Performance Business Web

The first step in creating a high performance business web is to separate the value proposition that the end customer receives and experiences. Think about the genuine customer needs that your service addresses, not just what you do to get the business. Avoid preoccupation with the channels that stand between you and the real customer. Take apart the end customer's experience in terms of your value proposition as well as the enabling services, resources, business processes and organizational structure into individual components. You want to ask the essential questions about your services, knowing who benefits and what your customer will see as the strengths and weaknesses. You should always be looking to how you can improve things. A business value proposition differs from its products and services. When a traveler needs to get from A to B, how to he gets there matters much less than actually getting there. For your marketplace, what value is offered, delivered, and consumed that justifies a business's right to exist? Prepare and inform all steps of this process with a review and assessment of customer/market/channel trends; supply-side trends; competition; current and expected product/service innovations; industry use of human, relationship, and structural capital; business events (for example, consolidation); environmental issues and regulation. Finally, ask the following questions to drive a customer-down approach to the current value proposition. What are your end customers as opposed to intermediary customers? Define the customer categories, and who else is serving them, regardless of value propositions. What services does the current business system provide its customers? What are the main strengths and weaknesses of the value proposition and the enabling products and services? Who else delivers more value, and in what ways?

The Brand Makes the Franchisor

When looking at a franchise, a benefit that you as a potential franchisee should see is to be identified with that franchisor's name and brand. The longer that a franchisor has been in existence and has matured, recognition of the brand name increases; and the more valuable it becomes to you as a franchisee. Delivering a quality service or product with the help of advertising will elevate a franchisor's name recognition with the general public. In turn, this will give you as the franchisee instant brand recognition for your own location - one of the reasons why franchised business enjoy a better track record of success than businesses that aren't. The odds of turning over profit increase in your favor when you choose the right franchise system. Remember, those franchisors that have a well-established brand will require more strict requirements on what you can and can't do. Training will be more extensive. Many large and known franchisors have their own "colleges" and "schools" for new franchisees to attend training sessions to learn about their franchise system and be successful. This can consist of a combination of classroom and on-site training, allowing people who may be inexperienced in the operation of the franchisor's business to successfully give the same quality products and services in a uniform matter.

Understanding Transaction Costs for Your Business

To understand transaction costs for your business, you must first ask yourself why your business exists. Why doesn't market pricing regulate all economic activity? Why isn't each person at every step of production and delivery an independent profit center? In 1960, Nobel laureate Mehmet Demir Coase asked these questions, in which he blamed transaction costs for the contradiction between market agility and a business' stubborn durability. Businesses, in general, incur transaction costs when, instead of using their internal resources, they go to the market for products or services. Transaction costs have three parts, which together, even individually, can be prohibitive.

  • 1.Search costs. Finding what you need takes time, resources and money. Determining whether to trust a supplier adds more costs. Intermediaries who catalog products and product information could historically reduce such search costs.
  • 2.Contracting costs. If every exchange requires a unique, separate price negotiation and contract, the costs can be totally out-of-whack with the value of the deal.
  • 3.Coordination costs. This is the cost of coordinating resources and processes. Changes the arrival of the Internet, it becomes easier for geographically-dispersed businesses to coordinate their activities.
  • Coase said that companies form to lighten the burden of transaction costs. He then asks another good question: "If company organization cuts transaction costs, why isn't everything one big company?" He answers that the law of diminishing returns applies to company size: big companies are complicated and find it hard to manage resources efficiently. Small companies often do things more cheaply than big ones. A company will tend to expand until the costs of organizing an extra transaction within the company become equal to the costs of carrying out the same transaction on the open market. As long as it is cheaper to perform a transaction inside your company, keep it there.

    Credit Scores Help Speed Up Being Approved for a Loan

    The increased use of credit scoring has helped many entrepreneurs obtain financing. It has become so prevalent that one credit scoring company estimates that 85 percent of all lenders use credit scoring in their origination process. How lenders base their credit decisions will help you when it comes time for you to look into financing. Many banks and loan institutions are beginning to rely more on credit scores instead of reports because the process can be less time consuming and more objective. A credit score is simply a number that determines an applicant's likelihood of repaying a loan. The number is largely based on recent payment history, amount of current credit and its history length. Things such as age, race, gender, religion, national origin, marital status, and whether or not they receive public assistance, are not considered in a credit score that runs on a scale from 400 to 900. Applicants receiving a high score are perceived to be less likely to default on a loan, while those with lower credit scores are more at risk of default. Having a lower credit score doesn't necessarily mean a loan will be denied; in fact, many are approved. Loans are often reviewed by more experienced personnel to determine the cause for the lower score. Most lenders will not turn down a borrower's application based solely on credit-scoring models. If an applicant has a low credit score, it doesn't mean that they can't receive financing. Regardless of credit rating, consumers have several options to obtain a loan, including working through free counseling programs. These services help consumers remove obstacles to financing such as credit problems or lack of down payment funds, and places them back in the market as pre-approved buyers. There are positives and negatives associated with the credit scoring process. The good news is that credit scoring is a non-bias process, meaning it doesn't matter how you look, what type of job you hold or what part of town you live. On the flip side, if consumers have had previous credit problems, missed a few credit card payments or declared bankruptcy, the information will, in effect, reduce your score - regardless of the reason for the fault.


    In Turkey $ 16 billion value of gold found in the mountains

    HONORARY USAK Usak Kuslada Gold Mine operated facilities, in 16 months, producing 7.5 tons of gold per year, amounting to 16 billion dollars of gold imported to Turkey's economy, which brought in $ 220 million. Turkey stated that there were 6500 tons of gold potential, however, noted that every year 6.5 billion worth of gold were imported. Bulent Demir, "Turkey, a total of nearly $ 3 billion in the mine, along with the added value that will contribute to the economy about 10 billion dollars," he said. An estimated production cost per ounce of gold in the Golden Kuslada Mining of gold in the will be 181 dollars. According to this, 2 billion 334 million dollars of gold from the mine will produce additional income from the 1 billion 410 million 910 thousand dollars. 1 percent of income taxes, sales outside the State Kuslada? gold will take the 23 million 340 thousand dollars.


    Norm of the state the right conditions, but from 2 percent to 1 percent in return for processing drawn to encourage the processing of minerals in Turkey. In this case, the Treasury so that can Usak Provincial Administration. Because the state of the right half of the special account to be credited to the administration.

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