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Summer              STRICTLY BUSINESS! BBS NEWSLETTER             Number 2
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		       UNICOM Information Services
		 Bringing Businesses Together Online(tm)
		   Copyright 1994 All Rights Reserved

THE ART OF WAR Inspired by the 2,000 year-old writings of Sun Tzu

			      LEADERSHIP
			      ----------

       The Tao of business operations lies in harmonizing people.
When people are in haramony, they will work naturually, without
being exhorted to do so.  If managers and workesr are suspicious of
each other, the best cannot be hired: if loyal advice is not heard,
small minds will talk and criticize in secret.  When hypocrisy
sprouts, even if you have the wisdom of the ancients you can not
defeat your weakest competitor, let alone a crowd of them.

	The administration of business affairs means the management
of external affairs in such a way as to relieve workers from major
disturbance.

	This command is done by authority and military-like prowess,
firing the incompetent and rebellious to preserve the company,
keeping jobs secure.  When the worker is strong, the company is
secure; when the worker is weak, the company is in peril.

	A company president is a commander -- a useful tool for a
business.  First determining strategy, then carrying it out.  Like a
drawn bow when still.  Like a machine starting up in action, he
breaks through whenever he turns -- even powerful competitors are
vanquished.  If the president has not foresight and the workers lack
impetus, mere strategy without unification of wills cannot suffice
to strike feat into a competitor -- even with a huge amount of
resources.

	The company president must avoid action without strategy as
well as action without need.  The way to use the company's resources
is to carry out operations after having first determined your
strategy.

	Carefully examine the patterns of the industry and your
market.  Look into the hearts of the workers.  Train in the use of
marketing, make patterns of rewards and punishment clear, observe
the strategy of competitors, watch out for dangerous diversions,
distinguished places of safety and danger, be aware of when to
advance and when to withdraw, adapt to timing of circumstances, set
up defensive measures while strengthening your sales force, promote
workers for their ability, draw up plans for success, consider the
matter of success and failure -- only when you've done all this can
you send forth sales people entrusted to managers that will reach
out with the power to capture a market.

				STRATEGY
				--------
	The ultimate strategy for success in business incorporates
aspects of the training that derive from Taoist tradition.

*       Have no hard feelings toward anyone who hasn't offended you.
*       Don't fight with anyone who doesn't oppose you.

	Planning should be secret, attack should be swift.  When a
business takes its market like a hawk striking its prey, and moves
like a river broken through a dam, its competitors will scatter
before the sales force tires.  This is the use of the momentum of a
plan.

	A business becomes exhausted when it must buy its supplies
at high prices, and is impoverished when it ships products long
distances.  Don't repeat mistakes, nor muliply errors.  Use strength
according to capacity, aware that excessive use will consume it.
Get rid of the useless, and the company can be peaceful; get rid of
the incompetent and the company will profit.

	That's why rules and regulations don't ensure security; even
a superior sales force and proven sales tools don't guarantee
strength.  If competitors want to hold firm, attack where they are
unprepared.  If rivals want to establish a presense, appear where
they don't expect you.

	This idea of knowing while being unknown -- invisibility --
is precisely the interior detachment cultivated by Taoists for
attaining impersonal views of objective reality.

This is special report is part of a series designed to give the
small business owner practical advice on a variety of basic business
problems.  Ronald Boyd has over 25 years of business and practical
management experience.  He provides temporary assistance to small
businesses which lack a formal written business plan, or cannot
spare the personnel for the period required to develop one.  He can
be reached for more detailed, personalized assistance at P.O.  Box
39216, Denver, Colorado 80239-0216.  (303)373-5270.  Ron is also the
Business Planning Conference Leader on Strictly Business!BBS.

======================================================================

	       ***  HOW TO AVOID CREATIVE BLOCK  ***
			   By Dean Rieck

     It's happened to all of us in the creative business.  Some call
it writer's block.  Others call it a slump.  But whatever the term,
the result is the same ...  frustration, stress, missed deadlines,
or poor quality work.
    The problem here is our concept of creativity.  Generally, we
think of creativity as that mysterious "AH-HA" experience, where an
idea seems to leap into our head from nowhere.  But this experience
is the result of a synapse firing in our brain.  And there's just no
controlling that.
     However, what you can control are the events that lead up to
and follow that sudden spark.  Creativity isn't just a moment, after
all, it's a process.

THE CREATIVE PROCESS

     In general, here are the four steps of the creative process:

1.   Search for new information
2.   Transform that information into new ideas 
3.   Evaluate all the new ideas, keeping only the best
4.   Act on the best ideas
     
     I'm certainly not suggesting that this is a purely linear
process from step 1 to step 4. You're likely to skip around a bit.
But any time you truly create, you WILL go through these four steps.
     I have found through experience that creative blocks occur when
you try to skip steps and dive right into "AH-HA" without giving the
rest of the process a chance to work.  It's like painting a room
without preparing the walls ...  you do poor work and it takes you
longer to fix the problems than doing the job right the first time.

Step 1:  Search

     When you begin any project where you must be creative, start by
collecting all the information you can get.  Don't be selective,
just scoop up everything in sight.  Read, ask questions, explore,
and find out all you can.  The key here is to look at everything and
focus on nothing.  Get the big picture and leave the details for
later.  Don't organize papers, just pile everything into a file
folder or a box.

Step 2:  Transform
  
     The next step is to turn this collected information into new
ideas.  Organize everything you've collected.  Boil down what you
have into the essential elements.  Take notes.  Write down your
thoughts, no matter how ridiculous they may seem, and throw away
nothing.  As you continue to sort through this data, keep the
objective of your project in mind.  It's the cross linking of your
objective with your data that creates the "AH-HA" you're waiting
for.  If it doesn't happen, keep sorting and organizing.  Look at
your information from different angles and organize in different
ways.  Eventually, your synapses will fire, but don't force it.  If
nothing happens, set everything aside and do something else.  Sleep
on it.  This way, your brain can do a little sifting and organizing
for you.  You may get your best ideas when you stop consciously
thinking about the problem.
     
Step 3:  Evaluate

     Only when you have several ideas to choose from should you
allow yourself to evaluate the ideas.  Now you can be critical,
listing pros and cons of each idea and throwing out everything that
is not usable.  Of the ideas you have, choose the best.  If you
don't like any of them, go back and organize a little more.

Step 4:  Act

     Now it's time to put your idea into action.  It may be tempting
to keep creating and evaluating, but a deadline will surely force
you to move ahead.

     This can often be the most difficult part, because you're
afraid the "big idea" will come with just a little more thought.
But you have to trust yourself.  If you've given the creative
process a chance, it's time to act.

Excerpt from Direct Response Communcations, a publication of Dean
Rieck Copywriting, 4827-C Kingshill Drive, Columbus, OH.,
43229-7208; 614-885-0397.  Harnessing the power of words to
motivate, persuade and sell.  You can find Dean's current
newsletters in our NEWSLETTER File Section (DRC*.ASC).  Copyright
1993 Dean Rieck Copywriting.
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TRAVELING TIPS...

Make Sure Your Hotel/Motel Computes Before Making A Reservation.

If you plan to do some keyboard clicking while on a business trip,
take a few moments to check with your travel agent, or call the hotel
directly, to inquire about how they're equipped to handle computers.
You might take PC WORLD's advice (May 1994) before making a reservation:

...Is there a PC equipped business center on site?  What are the hours?
   Charges?
...If there's no business center, what are the charges for services such
   as faxing, copying, and printing?
...Are in-room PCs and fax machines available?
...How are the rooms laid out?  Is there a desk suitable for working?
   Are phone and electrical outlets near it?
...Is there safe storage for your notebook?  In the room or at the front
   desk?

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RECEIVE BUSINESS ARTICLES FREE THROUGH INTERNET....

Strictly Business!BBS is proud to offer small businesses access to
business-related articles for free!  To receive the directory that
lists currently available articles, e-mail from the online services
Internet private e-mail area TO: CATALOG@UNI.COM.  For example, from
CompuServe's E-Mail (GO MAIL) area, you would do the following:

1 - Go to the E-Mail area (GO MAIL).
2 - Type COMPOSE.
3 - Type CATALOG, press <ENTER>.  On the second line type /EXIT.
4 - At the TO: prompt, type: INTERNET: catalog@uni.com
5 - At the SUBJECT: prompt, type: CATALOG
6 - When asked if address is correct (and if it is), select Yes.

Unfortunately, every online service has it's own commands associated
with sending and receiving Internet e-mail.  If you aren't sure how
to post an Internet message, contact their customer support or sysop 
for assistance.  They'll be happy to offer assistance.

That's all there is to it!  Within an hour or two you'll receive our
directory listings all the articles you can request.  Instructions are
included in the directory outlining how to request the information 
with correct e-mailing addresses for our request.  Remember, this 
service is FREE, there is no obligation to request the articles.  
Your online privacy is respected! 

=====================================================================

	    HOW TO PROTECT YOURSELF FROM A BAD INVESTMENT

1 - TAKE YOUR TIME.  Don't let anyone rush you.  A good opportunity to 
    build a business in a multi-level structure will not disappear over-
    night.  People who say "get in on the ground floor" are implying that
    people joining later will be left out in the cold! BEWARE!

2 - ASK QUESTIONS: 
    * About the company and its officers.
    * About the products - their cost, fair market value, source of
      supply, and potential market in your area.
    * About the start up fee (including required purchases).
    * About the company's guaranteed buy-back of required purchases.
    * About the average earnings of active distributors.

3 - GET WRITTEN COPIES of all available company literature.

4 - CONSULT WITH OTHERS who have had experience with the company and its
    products.  Check to see if the products are actually being sold to
    consumers.

5 - INVESTIGATE and verify all information. Do not assume that official
    looking documents are either accurate or complete.

Where to go for help
--------------------
For help in evaluating a company, contact the Direct Selling Association, 
your local Better Business Bureau, your local district attorney or your
state attorney general.  If you suspect that a company may be an illegal
pyramid, contact your state and local law enforcement offices and the 
Federal Trade Commission.

More help!
----------
If you are thinking about paying for help in starting your own business,
disguised pyramid schemes are not the only danger.  For help in spotting
and avoiding business opportunity frauds, send a self-addressed, stamped
envelope to the Direct Selling Education Foundation for a free copy of 
DSEF's _Promises-Check 'Em Out_, or the FTC's Franchise and Business 
Opportunities.

SOURCE: 
Direct Selling Eduction Foundation, a Washington, D.C. not-for-profit 
public educational organization. It is tax-exempt and contributions to 
it are tax-deductible.  The objective of the Foundation is to serve the 
public interest with education, information and research, thereby 
encouraging greater public awareness and acceptance of direct selling in 
the marketplace.

Direct Selling Education Foundation
1776 K Street, N.W., Suite 600
Washington, D.C. 20006
(202) 293-5760

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ORGANIZING YOUR HOME OFFICE...

In _Organizing Your Home Office for Success_, Lisa Kanarek provides
an authoritative, step-by-step guide to the special needs of
home-office professionals, no matter how small or large their work
space.  Kanarek has helped thousands of clients organize thier
home-run businesses.  Her proven methods can transform any home work
space into a professional office that functions at peak efficiency
with less stress and greater profits.  _Organize Your Home Office
For Success - Expert Strategies That Can Work for You_ by Lisa
Kanarek.  A Plume Book, Penguin Books USA, Inc., 275 Hudson St., New
York, NY 10014.  243pp, $10.
=============================================================================

		   THE ART OF STANDING OUT IN A CROWD

Why all the hoopla about creativity in advertising?  What is meant by 
creative anyway?  What value is your ad agency trying to bring to your 
business by pushing your ads into unchartered territory, when everything 
you know tells you to play it safe?   What they're after is what we call 
Creative Leverage, which is the increased impact an ad makes by its 
freshness and power to evoke an emotional response.                                                                                        
									
Imagine standing in a room full of pushy salesmen, each desperately trying
to get your business.  Aside from the sheer claustrophobia, its noisy, 
crowded and dreadfully uninteresting.  You tune out everything.  Now, by 
luck you happen upon one person in the room who's not pushy, but 
surprisingly funny and engaging, who really takes an interest in your 
interests.  You might think, Hey, I like this person.  Id like to know 
him better.  A unstated relationship has been created.  Sooner or later, 
if you trust in his sincerity, you'll very likely be interested what he 
has to offer.                                                          

The same goes for advertising.  To your audience, who are bombarded by 
literally thousands of messages a day, survival is based on their ability 
to tune it all out.  No matter how exciting your whatziz may be, to them, 
you're just one more pushy salesman in a crowded room.  That is, unless 
you can capture their attention and create a relationship in a way that's
disarming, engaging and completely memorable. 

That's Creative Leverage.

In advertising, creative leverage occurs when three things happen: 

1. The ad steps well above the noise level to get your customers attention.  
									
2. The customer finds the ad not only attractive, but finds the message 
   relevant to his or her life. 

3. The ad, by being exceptional, creates a relationship wherein your 
   customer takes away a positive feeling about your product or service.  
   Look at the Creative Leverage Nike and Little Caesar's enjoy.  If you're 
   like most Americans, you're more willing to offer Nike or Little 
   Caesar's a few minutes more of your attention than their competitors.  
   Their ads are consistently more fun and rewarding.  And the results 
   have shown so in their sales figures.                                                          

And while you might not have the luxury of their ad budget, you should 
know that an ad which engages your audience emotionally will get many 
times the result of an ad which only marginally captures their attention.  
In other words, running a great ad even a few times is more effective and 
costs less than running an average ad a lot.  (How many times does a 
pushy salesman have to call you before you respond, verses a personal 
friend?)     

How do you get great advertising like Nike or Little Caesar's? Be willing 
to take chances.  Go against the grain.  Play unsafe, even if it means 
occasionally you or your ad agency may fail.  Because the safe route is 
to do what everyone else is doing, and if you're doing what everyone 
else is doing, you're just another salesman in a crowded room struggling 
to get attention.     

Meanwhile, someone fun, exciting and more engaging is walking out the 
door with your customer.  

by Dan Katz       
President, LA ads

This [article] is provided by LA ads Advertising & Marketing.  It may be
distributed freely.  If you would like more information on the role of 
the creative process in advertising, or selecting an advertising agency 
to help your business grow, contact Dan Katz at LA ads in Encino, Calif.  
(818) 905-9362.  Fax (818) 905-6181.

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>>> EXCLUSIVELY FROM STRICTLY BUSINESS!BBS...
					      
PART I in a Series from Keith F. Luscher's soon to be released book -
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		       PROMOTIONAL PUBLISHING: 
	 Turn Suspecting Prospects into Trusting Clients by 
	 Packaging Your Knowledge, Experience and Expertise

			 by Keith F. Luscher
INTRODUCTION

"...as our economy has developed in focus from local to national,
we've lost touch with what used to be an important factor in
selecting the companies with which we do business: personal trust."
     
     Remember the last time you turned on the radio or television,
and heard someone speaking on a talk show on a subject they were
recognized as an expert in?

     Chances are it wasn't too long ago.

     The subjects vary widely.  Psychology, law, finance, home
improvement, gardening, health, cars...you name it.  They run all
over the board.  And these people aren't always highly educated
either.  They just know their subject matter very well.

     What are media guests often bringing with them to these public
appearances?  They're bringing a book, of course.

     Now what would you say they are selling through the media,
besides their book?

     They are using the credibility and trust instilled through
their books to sell themselves and/or their businesses.

     Books come in many different shapes and sizes, and serve
various functions.  For our purpose, we refer to a book as just one
form of problem solving, packaged information targeted to a specific
audience.  This information is gathered by an individual who has
knowledge and/or experience in a particular subject.
     
WHAT IS PROMOTIONAL PUBLISHING?
     
     Promotional Publishing, as we will refer to it, is simply the
process of packaging the knowledge, experience, and expertise you
have in a particular field to educate and build trust with your
customers and prospects about what you can do for them.  By default,
this promotes yourself and the product or service your business
offers.

     By "packaging," we mean producing solid, beneficial information
into tangible products.  Such products include but are certainly not
limited to books, booklets, reports, newsletters, and audio- and
video- cassettes.
     
WHAT PURPOSE DOES PROMOTIONAL PUBLISHING SERVE?
     
The answer is very simple: to turn suspecting prospects into
trusting clients.
     
     [Note: some businesses use the term "customer" over "client."
While you may encounter both terms here and in other parts of this
book, for our purpose, they are essentially the same.]

     How it does this is equally clear.  You get your name and
message in front of your prospect without having to get past their
guard, because their guard is not in place.

     When most of us encounter a message that is purely
self-promotional, we have a tendency to "raise our shields." Our
attitude is, "All right, what are they trying to sell me this time?"

     But when we are presented with a book or audio-cassette, well
packaged and professionally produced, with a title that conveys a
benefit to us, with no strings attached, we tend to lower our
shields.

     What would you think if you were handed a booklet entitled, Ten
Ways to Tell if Your Being Sold Too Much Insurance?

     Chances are your perception would shift from "What are they
trying to get from me?" to "What can I get from them?".

     Promotional Publishing is not viewed as self-serving.  Rather,
it serves the reader or listener.  It gives them the first taste of
what you offer: information, help, and most of all, benefits!

     If you think about it, Promotional Publishing really is a very
logical form of marketing.

     Much of what we will talk about in Promotional Publishing
revolves around two functions: turning prospects into clients, and
keeping current clients educated about what they can get from you,
thus increasing their business.  With the exception of newsletters
(which we will discuss more of later on), most of the other forms
are best at doing the former: turning prospects into repeat
customers.

     Promotional Publishing may be tied to what is occasionally
referred to as "relationship marketing."2 In the last several years,
this concept has been revitalized through the "custom" publishing of
magazines not by traditional publishers, but by companies as an
offspring to their overall advertising and marketing campaigns.

     Just a few examples are Aldus Magazine, published by Aldus
Corporation sent free to registered users of its software products.
Jenny Craig's Body Health is published by Jenny Craig.  CompuServe
Magazine is published, of course, by CompuServe.

     In fact, custom publishing is growing so rapidly that mainline
publishers have gotten into the act themselves, launching
publications for client companies.  Meredith Corporation, Hearst
Publications, Time Inc.  Magazine Company and New York Times Co.
Magazine Group are just a few companies now involved in custom
publishing.

     Most of these magazines accept advertising, and maintain
editorial standards as high as other top commercial publications.
But their main differences lie within two factors.  First, they have
a highly-targeted and well-managed database of readers.  In other
words, they literally know personally who they're talking to.

     Secondly, they provide methods of feedback, such as a response
card or 800 number.  This encourages an on-going dialog between
reader and publisher or, a "relationship" is formed.  This happens
because the business took a first step in communicating with the
customer.  The purpose was not to manipulate the customer into doing
something, but by simply offering free information that would
benefit them in some way, regardless of whom they do business with.
     
ADVANTAGES OF PROMOTIONAL PUBLISHING
     
     By creating a tangible product that makes your customers more
knowledgeable about what it is they can get from you, you gain two
major advantages: credibility and trust.
     
Credibility
     
     This occurs in three ways: you're showing that you know your
business, rather than just telling them; you can become recognized
as an author; and your product can be useful in generating publicity
and speaking opportunities.

     You can use a publishing strategy to educate your prospects and
customers in many ways.  Whether you are creating an informational
piece that gives advice on solving a particular problem, or
documenting how other people (with similar concerns) have benefited
from your service, you are in fact demonstrating your expertise
rather than just merely claiming to be an expert.

     This is achieved most effectively when you open the reader's
eyes to something that they were unaware of before.  You then allow
the reader to digest the information and decide for themselves that
you are the person they need.

     By being recognized as an "author" (and this is irrelevant as
to whether you actually created the material yourself or consulted
with someone else to do it for you), you attain a level of
credibility not necessarily shared by your competitors.

     It also delivers valuable and useful information to the reader,
which only adds to your credibility as an expert, and thus someone
to be sought after.

     The other way of building credibility is through increased
media attention, or publicity, and actually reinforces your
recognition as an author.  Remember the point I made at the
beginning, discussing how so many talk-show guests are simply
authors (presenting themselves as "experts") going on-air to plug
their latest books?

     When you have a product to offer to the public with solid,
beneficial information, then that can be your stepping stone to
media coverage.  It makes no difference whether your product is
being offered for free or a price (you'll learn how to decide this
later on), it can be a vital component to your media kit, and the
subject of a media release article.

     Allow me to illustrate my point.  The following are samples of
headlines from fictional news releases.

     Let's say I am an attorney that specializes in landlord-tenant
relationships.  Here is a headline from a media release that I may
distribute, but with no mention of any information product:

    BOTH LANDLORDS AND TENANTS SHOULD KNOW THEIR LEGAL RIGHTS,
		       LOCAL ATTORNEY SAYS 

     Now let's change the focus:

     FREE, EASY-TO-READ BOOKLET DESCRIBES THE LEGAL RIGHTS OF
LANDLORDS AND TENANTS, AVOIDING COSTLY MISTAKES AND PROBLEMS

     Now, which headline do you think is a better grabber?  The
first headline, as you may see, focuses on the opinion of an
individual.  The second one is more reader-oriented.  It first tells
about the free product, and then the benefit that product delivers
to the reader.

     If your publication is more than just a mere pamphlet or
brochure, you may also stand to get it reviewed as a stand-alone
item in the media.

     Media attention not only builds your credibility, but will also
aid you in getting your publications or tapes out into the hands of
qualified prospects.  After all, how can they get them if they don't
know about them?

TRUST
	 
     As stated in the beginning of this booklet, the element of
trust (or knowing who it is you are dealing with) is often lost in
our vast economy.  By packaging together solid, beneficial
information for your prospect (and yes, this must be pointed out
consistently, as you will soon find out why), you are also building
a level of trust between the two of you.

     Whether you are selling a product or service, what you are
truly selling are benefits.  Your customers would not buy anything
from you if they did not want some kind of benefit from what you
offer.  On the other hand, as a vendor, you should make it your
priority to insure that your customers not only receive the products
or services in question, but have at least, access to information on
how to get the benefits they are hoping for.

     Let me give a simplistic example from my own experience.  Early
one December, not too long ago, my wife and I were looking for a
Christmas tree.  We were interested in the potted trees available
that can be set up in your living room, then after the holidays,
planted in your yard, where they would grow and live for many years
to come.

     After looking around at different plant nurseries, we purchased
what we thought was the right tree, at the right size and the right
price.  No professional advice was given from the nursery staff.

     Now neither myself or my wife knew much about plants, so we
were unaware then that the chances of survival for indoor potted
Christmas trees, once taken back outside into the cold, are very
small if kept inside for much more than two weeks.

     We learned this ourselves only the next day when a friend
casually mentioned it when I told him that we had a potted tree
decorated in our living room.  Essentially, I paid for a live tree
that would most likely die once outside.

     I was angry at the fact that I had gone into a nursery, found
this pine that was being marketed as a Christmas tree, bought it,
and was offered no information on how to take care of it.

     I called the manager of the store and told him that I had no
idea that the tree purchased first for Christmas and later planting
would most likely die when taken outside.  If I had, I told him, I
would never have bought it in the first place.

     "Well," he responded, "we assume that all our customers know
about what it is they are buying."

     Do you make this assumption?

     Again, I knew nothing about landscaping, nor did I apologize
for it.  If he and his staff had been thinking for my benefit, the
customer, then they would have asked me what my exact plans were for
the tree, and tell me what to do to best take care of it.

     The least they could have done was post a sign with a few tips
(or if anything, a disclaimer) or pass out pamphlets to anyone
buying a potted Christmas tree.

     What was their big mistake?  It was failing to think for the
benefit of the customer.  What does he mean when he says, "We assume
that all of our customers know about what it is they are buying"?
Does he really think that everyone who walks into a plant store is
an expert?  Sure, I'll bet many are knowledgeable, some may even be
experts, but what about the average couple that just bought a house
and want to get a few plants or shrubs to make the yard more
attractive?  What do they want?

     They want help.
     They want guidance.
     They want service.
     They want information.
     And they want it from someone they can trust.

     Now I will add that the manager made a gesture of goodwill by
allowing me to return the tree for a full refund.  But I doubt that
he got the gist of what it was that had really upset me.

     He probably just thought I was mad that potted Christmas trees
have a high mortality rate.
     
     Some of you may ask, "All right, so I'll just provide better
service and information to my customers, I don't really need to
'package' information products, do I?"

     The answer to this is, of course not.  But if you have a
sincere interest in attracting new customers, and would like to
better educate your current ones, then this is a place to start.

     Just think about what solid, beneficial information you have,
what message you could get out to your prospects.  What tidbit of
knowledge do you wish they had that you firmly believe could
persuade them to do business with you?  Now, some may suggest that
an informed customer may eliminate their need for you, the expert.
In most cases, I don't agree with this.  It simply enables the
customer to know more about what they are buying, and how to benefit
from it.  So the more they know, the less they will demand from you
in terms of overspecialized treatment or service.  Which, by the
way, leads me to my next point...
     
ANOTHER ADVANTAGE YOU MAY NOT BE AWARE OF:  
     It Saves TIME!
     
     Do you find yourself answering the same questions over and over
again?  A lot of us do.  Don't you wish that your customers would
take just a little time to become educated about what they get from
you?  Then you can spend your time satisfying their needs, and they
can learn and communicate with you more precisely on how you can
help them further.

NOTE TO TO SB!BBS READERS: If you have any additional questions
about Promotional Publishing, then the author invites you to contact
him at 614/898-2724.  A successful book publisher as well as a
marketing communications consultant, he would be happy to answer any
questions you may have, and discuss your situation.

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		      TEN KEYS TO EXPORT SUCCESS

Ten recommendations for successful exporting should be kept in mind:

1 - Obtain qualified export counseling and develop a master
    international marketing plan before starting an export
    business.  The plan should clearly define goals, objectives,
    and problems encountered.

2 - Secure a commitment from top management to overcome the initial
    difficulties and financial requirements of exporting.  Although
    the early delays and costs involved in exporting may seem
    difficult to justify in comparison with established domestic
    sales, the exporter should take a long-range view of this
    process and carefully monitor international marketing efforts.

3 - Take sufficient care in selecting overseas distributors.  The
    complications involved in overseas communications and
    transportation require international distributors to act more
    independently than their domestic counterparts.
     
4 - Establish a basis for profitable operations and orderly growth.
    Although no overseas inquiry should be ignored, the firm that
    acts mainly in response to unsolicited trade leads is trusting
    success to chance.
     
5 - Devote continuing attention to export business when the U.S.
    market booms.  Too many companies turn to exporting when
    business falls off in the United States.  When domestic
    business starts to boom again, they neglect their export trade
    or relegate it to a secondary position.
     
6 - Treat international distributors on an equal basis with domestic
    counterparts.  Companies often carry out institutional
    advertising campaigns, special discount offers, sales incentive
    programs, special credit term programs, warranty offers, and so
    on in the U.S.  market but fail to make similar offers to their
    international distributors.
     
7 - Do not assume that a given market technique and product will
    automatically be successful in all countries.  What works in
    Japan may fall flat in Saudi Arabia.  Each market has to be
    treated separately.
     
8 - Be willing to modify products to meet regulations or cultural
    preferences of other countries.  Local safety and security
    codes as well as import restrictions cannot be ignored by
    foreign distributors.
     
9 - Print service, sale, and warranty
    messages in locally understood languages.  Although a
    distributor's top management may speak English, it is unlikely
    tha all sales and service personnel have this capability.  
    
10 - Provide readily available servicing for the product.  A product
     without the necessary service support can acquire a bad
     reputation quickly.

Excerpt from Business America, The Magazine of International Trade.

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Copyright (c) 1994. Strictly Business!BBS.  All Rights Reserved.                                             
		     
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