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There Is Hidden a 'Successful Formula' In EverythingAlthough many say that things change on the net, still what worked before keeps working. Let me give you an example: If you have a PC and you do not know how to use it, you need to learn how. You go and learn the tactics and you will successfully switch on the PC. I mean you need to know how to use the advertising techniques. You have to see what works best for you? Which do you prefer? Start pages or safe lists. It's better to use the tool you prefer. This will make it more fun and you are likely to use it better. There is a proven formula to market with safe lists. However 99% do not use it... Yet it has worked for those who use it. You need to know that there are millions of people using safe lists. Do you know that millions mean more than something? If you follow a proven, easy-to-follow tactic you will succeed with safe list. Using less effort and getting better results. You can be successful in everything, but you must know the right formula. You will realize that the right formula is also the easiest and fastest... Try analyzing a program you use. You will find that there is something better you can do. There is a great formula you are not using. Many people use start pages, yet 50% doesn't know that there exists a simple formula. You need to use 'splash, eye capturing pages' and not sales pages in start pages. It is very common to see sales pages in start pages, which means that the owner did not figure out that there is a better formula to market with start pages. Try figuring out what formulas you can use to make your advertising techniques successfully work. Other articles by this author »
About Karl Smith
Karl Smith Related
And here is another random article you might be interested in... Does Your Company Face a Triple-Threat That Will Cause The Loss Of Your Company's Lifeblood - CDoes your company face a Triple-Threat that will cause the loss of your company's lifeblood - customers? See full color web version at: http://www.SeniorManagementServices.com/pvt-101-assets.html Be sure to renew your PVT subscription before March 15th! Just cli'ck this link: mailto:Mike@SeniorManagementServices.com?Subject=Renewal-2005 "Science is organized knowledge. Wisdom is organized life." -- Immanuel Kant. Whenever your employees leave for any reason -- even just to go home -- they take all or most of your company's most valuable assets with them. Every time they walk out your door, you say good-bye to:
And when you l'ose any part of those three assets, you risk losing customers. I'm sure this is not news to you. But, the question is: What can you do about it? You can protect yourself from this Triple-Threat by slaying one of your company's worst enemies - undocumented (tacit) employee knowledge (your intellectual capital). Here's an example of what I'm talking about: I recently met a couple in a restaurant. Sam was in real estate, and Betty worked for PeopleSoft. Betty was losing her job due to the Oracle/PeopleSoft merger. Betty's boss asked her to go to India to train her replacement! Well, I suppose her manager had nothing to l'ose by asking. But, you can imagine her answer. OK,n0w multiply this problem by 5,000 employees! (As I recall, that is how many will be laid off in the merger.) Baaaaad timing! As a manager, you must not wait until your employees are packing to leave to ask them to document their positions and tacit knowledge. MURPHY'S LAW OF THERMODYNAMICS "Things get worse under pressure." Too busy to manage knowledge? I have helped companies that were moving all or part of their company out of California. Some employees were moving with the company, some were being "let go." The employees who were moving to the new location were "too busy moving" to document their work. Besides, they already "know their job." Worse, most people being laid off were uncooperative to-the-max when it came time to document their (lost) positions! They had virtually nothing to gain and little to l'ose - except maybe a good recommendation (except management couldn't really make that threat). Really, during good times, it is difficult to get employees to document their positions and divulge their tacit knowledge - unless management provides an incentive. In fact, I recommend that you make it part of their position contract. "Even in the best of times, it's a battle to convince employees to participate in knowledge management programs. But in tough times, the tendency is for employees to horde what they know." -- Lauren Gibbons Paul How to use your employee's knowledge to help your company. Knowledge Management experts agree that tacit knowledge is the most valuable type of knowledge to a company. Thus, the value of most companies lies in their knowledge assets! However, knowledge does not eliminate the need for skill - knowledge must be backed by skillful application of that knowledge. As a manager, your success depends on your ability to capture and manage those assets. Don't rely on random emails and documents. Instead, foster a culture of sharing knowledge. One of the best knowledge management systems you can implement is to develop operations manuals (before it is too late). Knowledge alone is not enough - it takes management support for employee satisfaction. A label has emerged for employees who are hired for what they know: "Knowledge Workers." The management of knowledge workers boils down to a marketing application, where management asks the question, "What do the knowledge workers want from us?" Instead of, "What do we want from them?" Most knowledge workers want management's support. And they derive job-satisfaction from using their special knowledge to solve problems and make a contribution. "People have to see tremendous immediate benefit from knowledge management. They have to see, smell, touch and taste how it's going to improve their work lives. -- Barbara Saidel, CIO, Russell Reynolds Associates Questions to ponder As a manager, what "knowledge" are you more interested in - theories or how to apply them? Why do you hire a knowledge worker? What is your key resource today - m0ney or knowledge? How could you use m0ney to leverage special knowledge? How could you use special knowledge to leverage m0ney? As an employer, how much, (if any) of your employees' intellectual capital do you "own?" What's more important - the intellectual capital or its effective application? What did you learn today that you found most beneficial? How will you apply what you have learned at work? Any other comments are welcome: The brain is a wonderful organ. It starts working the moment you get up in the morning and does not stop until you get into the office. -- Robert Frost Until next week... Best Regards, Mike Hayden, Principal/Consultant Your partner in streamlining business. PS. If you're not on our P V T Roster, sign up (fr#e) at: http://www.SeniorManagementServices.com (c) 2005 Mike Hayden, All rights reserved. You may use material from the Profitable Venture Tactics eZine in whole or in part, as long as you include complete attribution, including live website links and email link. Other articles by this author »
About Mike Hayden
Mike Hayden is Founder/CEO of Senior Management Services and the Documentation Express in Silicon Valley, California. Mr Hayden is the author of "7 Easy Steps to your Raise and Promotion in 30-60 Days! The book that smart bosses want their employees to read." ISBN 0-9723725-1-2. More articles at http://www.SeniorManagementServices.com/pvt-information.html Related
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