Have you noticed that?
Have you noticed that some who you think don’t deserve it still get the prize?
Have you noticed that sometimes (maybe often) you have to be nice to stupid people?
Have you noticed that sometimes you do all the right things and it doesn’t work out?
Have you noticed that obstacles are often strewn in your path?
Have you noticed that some (maybe many) don’t appreciate your genius?
If you said yes to any or all of these you are normal. Life isn’t fair to anybody (even if it looks differently at times).
If you accept that “life isn’t fair and ain’t ever gonna be”, then you might have the makings of an entrepreneur.
Successful entrepreneurs accept that there will be pain, obstacles and diversions. Successful entrepreneurs take their lumps and move on.
George Torok, host
Business In Motion
Thursday, August 31, 2006
Tuesday, August 29, 2006
Lifelong Learning
http://en.wikipedia.org/wiki/Lifelong_education
The best leaders, business owners and CEOs are lifelong learners.
Are you a lifelong learner? Ask anybody that question and they will probably say “yes”. Very few want to admit that they are not lifelong learners. But only some of them are telling the truth. So how do you know if you are really a lifelong learner?
A real learner astonishes himself at what he just learned – at how clueless he was before. A real learner is willing to ask questions then listen without prejudice.
I heard Alan Weiss say, “I am constantly amazed at how stupid I was two weeks ago.”
Alan Weiss is a high priced consultant and author of many books including “Million Dollar Consulting”. His website, Summit Consulting, is packed with powerful business insights.
My point is: Here is a man who has been very successful and still admits that two weeks ago he was stupid.
If you cannot admit that you were stupid, misinformed or wrong recently – then you are not learning. You might be stuck in the rut of believing that you already know everything.
If you are a lifelong learner:
What have you learned today?
How have you changed your perspective this week?
What new actions have you taken this month?
Are you a lifelong learner?
George Torok, host
Business In Motion
The best leaders, business owners and CEOs are lifelong learners.
Are you a lifelong learner? Ask anybody that question and they will probably say “yes”. Very few want to admit that they are not lifelong learners. But only some of them are telling the truth. So how do you know if you are really a lifelong learner?
A real learner astonishes himself at what he just learned – at how clueless he was before. A real learner is willing to ask questions then listen without prejudice.
I heard Alan Weiss say, “I am constantly amazed at how stupid I was two weeks ago.”
Alan Weiss is a high priced consultant and author of many books including “Million Dollar Consulting”. His website, Summit Consulting, is packed with powerful business insights.
My point is: Here is a man who has been very successful and still admits that two weeks ago he was stupid.
If you cannot admit that you were stupid, misinformed or wrong recently – then you are not learning. You might be stuck in the rut of believing that you already know everything.
If you are a lifelong learner:
What have you learned today?
How have you changed your perspective this week?
What new actions have you taken this month?
Are you a lifelong learner?
George Torok, host
Business In Motion
Thursday, August 24, 2006
Interview with Rod McCulloch
NovaScotian Crystal
Canada is not known for its crystal. Why did you choose this market?
Crystal has never been produced in Canada. NovaScotian Crystal is the dream of Denis Ryan (remember Ryan's Fancy?). Being Irish, Denis wanted to take some crystal, as gifts, when he went to Japan on a cultural mission. He could find no Canadian crystal. At the same time the major crystal companies in the world were moving from "hand made" to "machine made" crystal and were letting all their craftsmen go. These two events came together and Denis convinced some of these Irish craftsmen to come to Canada to start up NovaScotian Crystal and thereby keep their "craft" alive. So it was purely an emotional thing (and I guess they all thought they could make a lot of money in Canada.)
What was your greatest challenge in building this business?
The original business plan called for doing the same as the other manufacturers. (i.e. "We will out-Waterford, Waterford"). As we began to realize where we fit, we realized we could not go head-to-head with the big guys. They had the "Brand", the volume, and they had the lower costs. Being new with no "Brand", we could not affect the retail price of our crystal, relative to the competition. So we could not raise our prices to pick up those higher costs of being hand made. This also meant we could not afford to give away any of the margin to other retailers. Hence, all of a sudden we realized that we had to sell directly to the consumer - ONE CUSTOMER AT A TIME! This has been a long struggle.
You offer an unusual guarantee. What is it?
Somewhere along the line we concluded that we wanted our customers to use and enjoy our crystal - rather than put it in the dining room hutch and be afraid to use it. Why spend $80 for a beautiful wine glass and then not use it? We also felt that most people did not break their crystal when they used it - they were just afraid they would (for $80). So we give a twelve month full guarantee for our crystal, even if you received it as a gift. We don't care why it is damaged, broken etc. We will replace it, and we will ship it anywhere in the world to the customer. [This guarantee costs about .03% of sales, AND it really makes our customers feel safe about using and enjoying our crystal.]
You created a unique scotch glass. What special features did you design into this product?
Our design process involved three accomplished single malt scotch drinkers, four different single malts, and four different sizes and shapes of glasses. We made the scotch drinkers "nose", taste and record their reactions to each single malt and glass. With these responses, our master craftsmen went to work and began the "creating" process. After a number of iterations we came up with the glass that really works with single malts. The key elements are: a) the right volume - too big and you lose the "nose", b) wider at the bottom so more aroma escapes, c) narrower as it rises to concentrate the aroma, d) flare out at the top, so the far side of the glass doesn't hit your nose when you drink (a problem for us large nosed folks), e) the flare also places the single malt on the right part of your tongue for the maximum effect.
Is your business plan working for you?
Sure, we are getting there. Getting customers "one at a time" when you are also the manufacturer is a tough go. As a manufacturer we have high fixed costs (think about laying off a bunch of Irish craftsmen, sending them back to Ireland and then expecting to see them back when you need them). Having said that, we are growing; our Corporate business is growing really well, our Direct (internet) business is growing AND we made a profit last year. Over and above that, we are now opening a showroom in Calgary in September.
Rod McCulloch is President & CEO of NovaScotian Crystal
George Torok, host
Business In Motion
Canada is not known for its crystal. Why did you choose this market?
Crystal has never been produced in Canada. NovaScotian Crystal is the dream of Denis Ryan (remember Ryan's Fancy?). Being Irish, Denis wanted to take some crystal, as gifts, when he went to Japan on a cultural mission. He could find no Canadian crystal. At the same time the major crystal companies in the world were moving from "hand made" to "machine made" crystal and were letting all their craftsmen go. These two events came together and Denis convinced some of these Irish craftsmen to come to Canada to start up NovaScotian Crystal and thereby keep their "craft" alive. So it was purely an emotional thing (and I guess they all thought they could make a lot of money in Canada.)
What was your greatest challenge in building this business?
The original business plan called for doing the same as the other manufacturers. (i.e. "We will out-Waterford, Waterford"). As we began to realize where we fit, we realized we could not go head-to-head with the big guys. They had the "Brand", the volume, and they had the lower costs. Being new with no "Brand", we could not affect the retail price of our crystal, relative to the competition. So we could not raise our prices to pick up those higher costs of being hand made. This also meant we could not afford to give away any of the margin to other retailers. Hence, all of a sudden we realized that we had to sell directly to the consumer - ONE CUSTOMER AT A TIME! This has been a long struggle.
You offer an unusual guarantee. What is it?
Somewhere along the line we concluded that we wanted our customers to use and enjoy our crystal - rather than put it in the dining room hutch and be afraid to use it. Why spend $80 for a beautiful wine glass and then not use it? We also felt that most people did not break their crystal when they used it - they were just afraid they would (for $80). So we give a twelve month full guarantee for our crystal, even if you received it as a gift. We don't care why it is damaged, broken etc. We will replace it, and we will ship it anywhere in the world to the customer. [This guarantee costs about .03% of sales, AND it really makes our customers feel safe about using and enjoying our crystal.]
You created a unique scotch glass. What special features did you design into this product?
Our design process involved three accomplished single malt scotch drinkers, four different single malts, and four different sizes and shapes of glasses. We made the scotch drinkers "nose", taste and record their reactions to each single malt and glass. With these responses, our master craftsmen went to work and began the "creating" process. After a number of iterations we came up with the glass that really works with single malts. The key elements are: a) the right volume - too big and you lose the "nose", b) wider at the bottom so more aroma escapes, c) narrower as it rises to concentrate the aroma, d) flare out at the top, so the far side of the glass doesn't hit your nose when you drink (a problem for us large nosed folks), e) the flare also places the single malt on the right part of your tongue for the maximum effect.
Is your business plan working for you?
Sure, we are getting there. Getting customers "one at a time" when you are also the manufacturer is a tough go. As a manufacturer we have high fixed costs (think about laying off a bunch of Irish craftsmen, sending them back to Ireland and then expecting to see them back when you need them). Having said that, we are growing; our Corporate business is growing really well, our Direct (internet) business is growing AND we made a profit last year. Over and above that, we are now opening a showroom in Calgary in September.
Rod McCulloch is President & CEO of NovaScotian Crystal
George Torok, host
Business In Motion
Tuesday, August 22, 2006
Take a Break
Balance is a myth. Successful people do not have balance. They tend to have obsession. It is the only way they can achieve what they do.
But they can still take a break from time to time.
The best break is a flush of their mind.
The best break is some activity that totally clears the mind of what is spent 80% of the time thinking about.
What is that activity for you?
It doesn’t matter what it is as long as it clears your mind and gives you temporary respite.
It might be playing a mind game like chess, bridge, poker…
It might be a physical activity like one-on-one basketball, ballroom dancing, cycling…
It might be a social sport like golf, tennis, bowling…
It might be a private activity like photography, crossword puzzles, sudoku…
It might be listening to or playing music.
What do you do that flushes your mind?
I am a regular runner – but that does not flush my mind. I think about business while I run.
For me there are two major activities that flush my mind – downhill skiing and riding my motorcycle.
During both of these activities I am in the moment. And I feel refreshed when done. What do you do that leaves you feeling mentally refreshed? Be sure to schedule this often enough.
George Torok, host
Business In Motion
But they can still take a break from time to time.
The best break is a flush of their mind.
The best break is some activity that totally clears the mind of what is spent 80% of the time thinking about.
What is that activity for you?
It doesn’t matter what it is as long as it clears your mind and gives you temporary respite.
It might be playing a mind game like chess, bridge, poker…
It might be a physical activity like one-on-one basketball, ballroom dancing, cycling…
It might be a social sport like golf, tennis, bowling…
It might be a private activity like photography, crossword puzzles, sudoku…
It might be listening to or playing music.
What do you do that flushes your mind?
I am a regular runner – but that does not flush my mind. I think about business while I run.
For me there are two major activities that flush my mind – downhill skiing and riding my motorcycle.
During both of these activities I am in the moment. And I feel refreshed when done. What do you do that leaves you feeling mentally refreshed? Be sure to schedule this often enough.
George Torok, host
Business In Motion
Wednesday, August 16, 2006
Cool Hand Luke – Cool is not enough
Every entrepreneur should watch this movie at least three times.
I watched Cool Hand Luke on TV the other night. It is an old movie (1967) staring Paul Newman in the lead role along with George Kennedy. There is an assortment of other actors who I recognized more by their voices than their very young faces – including Wayne Rogers from the MASH TV series, and Dennis Hopper.
The story is set in 1948 at a Southern US chain-gang prison. It lives up to the label of a classic movie – enjoyable to watch and full of powerful messages.
Luke the Teenager Icon
I remembered first watching and revering this movie as an impressionable teenager. There is a lot about this movie to appeal to teenagers – non-conformity, rebellion, standing up to the man….
This time I viewed this movie as an entrepreneur and noticed some important lessons. Paul Newman as Luke demonstrates some critical elements of an entrepreneur. He also demonstrates the common mistakes that some entrepreneurs make.
Luke the Entrepreneur
Luke, like an entrepreneur, is an independent thinker, anti-authority, bold and positive minded. Luke, who earns the nickname “Cool Hand” after he wins a poker game entirely on bluffing, emanates confidence even when he holds a losing hand. Unshakable confidence is the most important ingredient in an entrepreneur’s success. Luke appears unafraid even when he is unfairly sentenced to severe punishment in the box.
Luke demonstrates the unstoppable persistence of entrepreneurs in his boxing match with the prison yard bully (George Kennedy). Luke is clearly out-matched and is knocked repeatedly to the ground, yet he persistently gets up only to be knocked down again. George Kennedy firsts warns then begs Luke to “Stay down”. Luke replies, “You’re gonna hafta kill me.” Perhaps the movie “Rocky” got its genesis from this scene. The boxing match ends with George Kennedy walking away instead of hitting Luke again. Sometimes entrepreneurs win through pure persistence.
In another demonstration of the entrepreneurial spirit, Luke proclaims, “I can eat 50 eggs.” Luke’s rational: “It seemed like a good round number.”
Typical of entrepreneurs - believing in something only they can see - bold, attention-grabbing and pushing themselves beyond the established limits.
This stunt shows the knack of a great marketer.
Why does Luke fail?
In the end Cool Hand Luke does fail – because despite all these entrepreneurial traits he lacks two critical elements.
He does not have a clear goal. He is just goofing off. He is behaving more like a teenager than an entrepreneur. He is doing for the sake of doing instead of doing to reach a defined goal.
The second mistake is the result of the first mistake - he has no plan to follow. Because he does not know where he wants to go he does not create or follow a plan. All his actions - although well fueled - are directionless, thereby going nowhere. So he is making great time but crashing.
In the final scene Luke has been hunted down and surrounded by the authorities after his daring and knee-jerk escape. From his place of rest Luke boldly announces the classic line, “What we have here is a failure to communicate” -- a momentous line and a mistake that many entrepreneurs make. They fail to communicate with their stakeholders, team and marketplace.
As powerful and redeeming as this piece of wisdom should be, Cool Hand Luke dies in the next instant as the Captain of the prison guard shoots him.
The lesson for entrepreneurs (and maybe teenagers)
Having some of the key elements right might not be enough to win the real game. Be clear on your purpose. Develop and follow – and adapt your plan to reach your purpose.
Cool Hand Luke had all the emotional characteristics of why people become entrepreneurs. He even demonstrated potential talents. But he failed to grasp the essential choices of purpose, focus and perspective.
One more lesson for entrepreneurs (and teenagers)
Almost everything bad that happens to Luke is unfair. Life is unfair. Pick your goals and fight the fights you choose – not each and every one that others might stick in your way.
George Torok, host
Business In Motion
I watched Cool Hand Luke on TV the other night. It is an old movie (1967) staring Paul Newman in the lead role along with George Kennedy. There is an assortment of other actors who I recognized more by their voices than their very young faces – including Wayne Rogers from the MASH TV series, and Dennis Hopper.
The story is set in 1948 at a Southern US chain-gang prison. It lives up to the label of a classic movie – enjoyable to watch and full of powerful messages.
Luke the Teenager Icon
I remembered first watching and revering this movie as an impressionable teenager. There is a lot about this movie to appeal to teenagers – non-conformity, rebellion, standing up to the man….
This time I viewed this movie as an entrepreneur and noticed some important lessons. Paul Newman as Luke demonstrates some critical elements of an entrepreneur. He also demonstrates the common mistakes that some entrepreneurs make.
Luke the Entrepreneur
Luke, like an entrepreneur, is an independent thinker, anti-authority, bold and positive minded. Luke, who earns the nickname “Cool Hand” after he wins a poker game entirely on bluffing, emanates confidence even when he holds a losing hand. Unshakable confidence is the most important ingredient in an entrepreneur’s success. Luke appears unafraid even when he is unfairly sentenced to severe punishment in the box.
Luke demonstrates the unstoppable persistence of entrepreneurs in his boxing match with the prison yard bully (George Kennedy). Luke is clearly out-matched and is knocked repeatedly to the ground, yet he persistently gets up only to be knocked down again. George Kennedy firsts warns then begs Luke to “Stay down”. Luke replies, “You’re gonna hafta kill me.” Perhaps the movie “Rocky” got its genesis from this scene. The boxing match ends with George Kennedy walking away instead of hitting Luke again. Sometimes entrepreneurs win through pure persistence.
In another demonstration of the entrepreneurial spirit, Luke proclaims, “I can eat 50 eggs.” Luke’s rational: “It seemed like a good round number.”
Typical of entrepreneurs - believing in something only they can see - bold, attention-grabbing and pushing themselves beyond the established limits.
This stunt shows the knack of a great marketer.
Why does Luke fail?
In the end Cool Hand Luke does fail – because despite all these entrepreneurial traits he lacks two critical elements.
He does not have a clear goal. He is just goofing off. He is behaving more like a teenager than an entrepreneur. He is doing for the sake of doing instead of doing to reach a defined goal.
The second mistake is the result of the first mistake - he has no plan to follow. Because he does not know where he wants to go he does not create or follow a plan. All his actions - although well fueled - are directionless, thereby going nowhere. So he is making great time but crashing.
In the final scene Luke has been hunted down and surrounded by the authorities after his daring and knee-jerk escape. From his place of rest Luke boldly announces the classic line, “What we have here is a failure to communicate” -- a momentous line and a mistake that many entrepreneurs make. They fail to communicate with their stakeholders, team and marketplace.
As powerful and redeeming as this piece of wisdom should be, Cool Hand Luke dies in the next instant as the Captain of the prison guard shoots him.
The lesson for entrepreneurs (and maybe teenagers)
Having some of the key elements right might not be enough to win the real game. Be clear on your purpose. Develop and follow – and adapt your plan to reach your purpose.
Cool Hand Luke had all the emotional characteristics of why people become entrepreneurs. He even demonstrated potential talents. But he failed to grasp the essential choices of purpose, focus and perspective.
One more lesson for entrepreneurs (and teenagers)
Almost everything bad that happens to Luke is unfair. Life is unfair. Pick your goals and fight the fights you choose – not each and every one that others might stick in your way.
George Torok, host
Business In Motion
Monday, August 14, 2006
Treat your Staff like Dogs
If you manage people you should treat them like dogs. If you do you will get better results.
The critical question is: How do you treat your dog?
The wrong way is to take them for a walk, be unclear about your expectations, fight them when they don’t read your mind, and carry a plastic bag to pick up their messes.
Many managers can learn a lot from dog obedience training. Most of the training is aimed at the dog handler. Showing them how they need to give clear directions and reinforce those directions; teaching that the handler is responsible for the actions of the dog.
A manager’s job is to guide staff in accomplishing the company goals.
Imagine the tension if the manager does not set clear directions and constantly lets staff run at the end of the leash and attempts a tug-a-war with them.
In obedience training the dog handler is taught not to fight the dog. Instead, the emphasis is to guide the dog in the desired actions. When the dog strays he gets an abrupt jerk to return to desired path, and when the dog performs as desired, he gets a quick reward.
The abrupt jerk should not be painful – just immediate and attention grabbing.
The reward should not be a bribe – just an affectionate pat and encouragement.
Yes, this is an analogy. And yes, there are some transferable principles from dog obedience training to people managing.
When I took my dog for obedience training I was surprised how the principles helped me with managing my staff.
The actions of the dog are the responsibility of the manager.
How well are you managing your staff? If it is not working you might need training.
George Torok, host
Business In Motion
The critical question is: How do you treat your dog?
The wrong way is to take them for a walk, be unclear about your expectations, fight them when they don’t read your mind, and carry a plastic bag to pick up their messes.
Many managers can learn a lot from dog obedience training. Most of the training is aimed at the dog handler. Showing them how they need to give clear directions and reinforce those directions; teaching that the handler is responsible for the actions of the dog.
A manager’s job is to guide staff in accomplishing the company goals.
Imagine the tension if the manager does not set clear directions and constantly lets staff run at the end of the leash and attempts a tug-a-war with them.
In obedience training the dog handler is taught not to fight the dog. Instead, the emphasis is to guide the dog in the desired actions. When the dog strays he gets an abrupt jerk to return to desired path, and when the dog performs as desired, he gets a quick reward.
The abrupt jerk should not be painful – just immediate and attention grabbing.
The reward should not be a bribe – just an affectionate pat and encouragement.
Yes, this is an analogy. And yes, there are some transferable principles from dog obedience training to people managing.
When I took my dog for obedience training I was surprised how the principles helped me with managing my staff.
The actions of the dog are the responsibility of the manager.
How well are you managing your staff? If it is not working you might need training.
George Torok, host
Business In Motion
Thursday, August 10, 2006
Inside the minds of CEO’s
What does Lloyd Frink of Zillow.com, Reed Hastings of Neflix, Scott Heiferman of Meetup.com, Reid Hoffman of LinkedIn, Bob Parsons of GoDaddy.com and Jimmy Wales of WikiPedia have in common?
Yes – they are all CEO’s of Internet based companies. And they are all featured in interviews on nPost.com – a new site that includes well over 100 interviews with CEO’s and entrepreneurs.
Many of the interviews are with the company founder. The interviews focus on their insights, experiences, competitive environment and hiring practices.
Nathan Kaiser provides a fascinating discovery into the minds of successful entrepreneurs. He offers an impressive array of interviews and insights.
Check out http://www.npost.com/
George Torok, host
Business In Motion
Yes – they are all CEO’s of Internet based companies. And they are all featured in interviews on nPost.com – a new site that includes well over 100 interviews with CEO’s and entrepreneurs.
Many of the interviews are with the company founder. The interviews focus on their insights, experiences, competitive environment and hiring practices.
Nathan Kaiser provides a fascinating discovery into the minds of successful entrepreneurs. He offers an impressive array of interviews and insights.
Check out http://www.npost.com/
George Torok, host
Business In Motion
Tuesday, August 08, 2006
Identifying Your Personality Type
Personality Analysis – excerpt from the book, “Leadership from Within” by Peter Urs Bender
The characteristics of human behaviour have been studied for centuries. About 400 B.C., Hippocrates developed a list of what are now called the "four medieval temperaments". Melancholic, Phlegmatic, Choleric and Sanguine. Peter Drucker, Myers-Briggs (based on the work of Carl Jung - who, at a different time, was born in the same city and went to some of the same schools as I did!), and many others have followed in his footsteps, having seen the value of understanding the human personality in more detail.
Some analysts divide our personalities into sixteen or more categories. However, most analyses boil down to four major types, which I will describe shortly.
Similarly, some psychologists use a 20- or 30-page questionnaire to identify your individual personality traits. However, I'm Swiss. I like to do things as simply as possible. So I developed my own personality analysis checklist (based on the work of others), which will take you about five minutes to complete.
The Personality Analysis
Take a few minutes to do the following simple self-assessment. You will learn some fascinating things about yourself in the process. You may also want to compare yourself to others you know - a significant other, your children, or your co-workers. If you would like more information on this, please have a look at my book, Leadership from Within.
On the next page there are a few lists, check those words (or phrases) that describe you best in a business or work situation. Your score will be tallied for each group of words. This test is completely free of charge.
Personality Analysis from Peter Urs Bender
PeterUrsBender.com
http://www.peterursbender.com/quiz/index.html
George Torok, host
Business In Motion
The characteristics of human behaviour have been studied for centuries. About 400 B.C., Hippocrates developed a list of what are now called the "four medieval temperaments". Melancholic, Phlegmatic, Choleric and Sanguine. Peter Drucker, Myers-Briggs (based on the work of Carl Jung - who, at a different time, was born in the same city and went to some of the same schools as I did!), and many others have followed in his footsteps, having seen the value of understanding the human personality in more detail.
Some analysts divide our personalities into sixteen or more categories. However, most analyses boil down to four major types, which I will describe shortly.
Similarly, some psychologists use a 20- or 30-page questionnaire to identify your individual personality traits. However, I'm Swiss. I like to do things as simply as possible. So I developed my own personality analysis checklist (based on the work of others), which will take you about five minutes to complete.
The Personality Analysis
Take a few minutes to do the following simple self-assessment. You will learn some fascinating things about yourself in the process. You may also want to compare yourself to others you know - a significant other, your children, or your co-workers. If you would like more information on this, please have a look at my book, Leadership from Within.
On the next page there are a few lists, check those words (or phrases) that describe you best in a business or work situation. Your score will be tallied for each group of words. This test is completely free of charge.
Personality Analysis from Peter Urs Bender
PeterUrsBender.com
http://www.peterursbender.com/quiz/index.html
George Torok, host
Business In Motion
Thursday, August 03, 2006
Interview with Barry Siskind
George: Is exhibiting at trade shows still a viable marketing tool?
Barry: Absolutely. Perhaps more now then every before. Doug Ducate, President of the Centre for Exhibition Industry Research says that trade shows are "the last vestige of face to face marketing."
George: "Because our competition will be there." Is that a good reason to exhibit?
Barry: Yes and no. There are over one hundred valid reasons for exhibiting. However, exhibiting objectives must be measurable. There is no point participating in a show without a clear target.
George: How have trade shows changed in the last few years?
Barry: Dramatically! There is a natural ebb and flow in this business. What we are seeing is the development of lots of smaller more specialized shows while some of the very big shows are suffering.
George: What is the biggest mistake that companies still make with trade shows?
Barry: Not taking shows seriously. Trade show marketing costs have risen and there is an increased demand on accountability. Those exhibitors who approach shows with this in mind and take a strategic look at their investment fare better than those who just go to a show "to see what they can do."
George: What can companies do to get more from their trade shows?
Barry: This is a follow-up to the previous question. They need to develop a strategic approach. Some of the things to include are: a focused, quantifiable objective, selecting the right show, creating a powerful promotion program, development of a booth that stops the attendees in their tracks, well-trained booth staff, methods of tracking lead information, a good follow-up system and the ability to measure and evaluate results.
It’s a lot but for those companies who do their homework, the payoff can be spectacular.
MARCOM 2006, Canada's Public Sector and Non-Profit Marketing Symposium, June 7-8, Ottawa Congress Centre Visit www.marcom.ca
Visit http://www.bumblebeescantfly.com and see if you can solve the riddle of the disappearing bumblebee.
For more information on Barry Siskind's newest workshop go to http://www.siskindtraining.com and click on ‘Open seminars’
George Torok, host
Business In Motion
Barry: Absolutely. Perhaps more now then every before. Doug Ducate, President of the Centre for Exhibition Industry Research says that trade shows are "the last vestige of face to face marketing."
George: "Because our competition will be there." Is that a good reason to exhibit?
Barry: Yes and no. There are over one hundred valid reasons for exhibiting. However, exhibiting objectives must be measurable. There is no point participating in a show without a clear target.
George: How have trade shows changed in the last few years?
Barry: Dramatically! There is a natural ebb and flow in this business. What we are seeing is the development of lots of smaller more specialized shows while some of the very big shows are suffering.
George: What is the biggest mistake that companies still make with trade shows?
Barry: Not taking shows seriously. Trade show marketing costs have risen and there is an increased demand on accountability. Those exhibitors who approach shows with this in mind and take a strategic look at their investment fare better than those who just go to a show "to see what they can do."
George: What can companies do to get more from their trade shows?
Barry: This is a follow-up to the previous question. They need to develop a strategic approach. Some of the things to include are: a focused, quantifiable objective, selecting the right show, creating a powerful promotion program, development of a booth that stops the attendees in their tracks, well-trained booth staff, methods of tracking lead information, a good follow-up system and the ability to measure and evaluate results.
It’s a lot but for those companies who do their homework, the payoff can be spectacular.
MARCOM 2006, Canada's Public Sector and Non-Profit Marketing Symposium, June 7-8, Ottawa Congress Centre Visit www.marcom.ca
Visit http://www.bumblebeescantfly.com and see if you can solve the riddle of the disappearing bumblebee.
For more information on Barry Siskind's newest workshop go to http://www.siskindtraining.com and click on ‘Open seminars’
George Torok, host
Business In Motion
Tuesday, August 01, 2006
TEC
What is TEC?
TEC is The Executive Committee.
TEC is a peer mentoring group for CEOs and presidents of mid sized businesses.
If you are the CEO or President of a midsized business you might check this out.
TEC is built on the principle that the role of CEO can be the loneliest position in the business. The CEO can’t just ask staff for advice on sensitive issues. The CEO needs to talk with other CEOs.
TEC provides that forum for the CEO.
It is not perfect but it provides the best model that I have come across.
TEC started in 1957 in the USA and has since grown.
From the main website…
“Since its founding in 1957, Vistage has continued to expand globally – nearly doubling in size every five years. The Vistage family of companies includes our affiliates operating under the names TEC, The Executive Committee and The Executive Connection. Vistage International and its affiliates have more than 12,000 members in 15 countries representing the world's largest CEO membership organization based on revenue.”
TEC
TEC Canada
The Executive Committee
The Executive Connection
Vistage International
George Torok is a TEC speaker and has presented to over 20 TEC groups.
Read what the members of those TEC groups said about George Torok.
George Torok
TEC Speaker
TEC Resource
TEC Associate
TEC is The Executive Committee.
TEC is a peer mentoring group for CEOs and presidents of mid sized businesses.
If you are the CEO or President of a midsized business you might check this out.
TEC is built on the principle that the role of CEO can be the loneliest position in the business. The CEO can’t just ask staff for advice on sensitive issues. The CEO needs to talk with other CEOs.
TEC provides that forum for the CEO.
It is not perfect but it provides the best model that I have come across.
TEC started in 1957 in the USA and has since grown.
From the main website…
“Since its founding in 1957, Vistage has continued to expand globally – nearly doubling in size every five years. The Vistage family of companies includes our affiliates operating under the names TEC, The Executive Committee and The Executive Connection. Vistage International and its affiliates have more than 12,000 members in 15 countries representing the world's largest CEO membership organization based on revenue.”
TEC
TEC Canada
The Executive Committee
The Executive Connection
Vistage International
George Torok is a TEC speaker and has presented to over 20 TEC groups.
Read what the members of those TEC groups said about George Torok.
George Torok
TEC Speaker
TEC Resource
TEC Associate
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