Nicholas Bate: Being the Best: The AZ of Personal Success: The A-Z of Personal Success
Nicholas Bate: JFDI: The Definitive Guide To Realising Your Dreams
Nicholas Bate: Have It Your Way: 52 brilliant ideas for getting everything you want
Nicholas Bate: Beat the 2008 Recession: A Blueprint for Business Survival
1. Don't work on being liked; decide to be respected.
2. Isms (race/sex/age..) will always exist: step above and around them.
3. Skip the melodrama.
4. If it isn't working, try something different.
5. Be loyal.
6. Be greater than the daily bull**it.
7. JFDI!
You did last week's didn't you?
1. Do it; apologise later.
2. You can see it; you need to say it.
3. Chase challenge, not comfort.
4. Build your brand; you run your own business now.
5. What legacy do you want: 'my boss wouldn't let me'? I don't think so.
6. Measure yourself by results not departure time from the car-park.
7. Become a Radical and change the World.
Some businesses are
Espresso businesses
Lean, mean and to the point. They are rapid to cause effect. They are no-nonsense businesses. They are not necessarily cheap when considered in terms of hit/time, but they are good value and they don’t waste your time.
You may well want to be an espresso business. But you will need to be good. You can’t hide a bad espresso. Is the crema authentic? Has the cup been pre-warmed? Attention to detail is critical. Especially as espresso drinkers know what they want.
Latte businesses
Of course you could be a latté business. Not quite so powerful in one go as an espresso business, but the effect is there and it’s a little gentler on the stomach. It’s good value. And most people trust a latte; they’ve had one before and they will have one again. Unlike an espresso, it’s more difficult to make a bad latte.
Cappuchino businesses
This business certainly looks good: flowers in reception area and expensive furniture. First taste is great. Afterwards though you are sometime unsure as to whether you made the right choice: it all went so quickly. But funnily enough people will want you again, because of that very effect
Mocha businesses
Only trouble is do your customers know what they really want? Will they be loyal? And do you know what you are trying to provide? You’ll probably always be a smaller share of the market. But that’s OK because your margin is surprisingly high if you get it right.
Frappuchino businesses
You are cool, there is no doubt about that. Flexible. An amazing array of flavours. But a little seasonal and sometime slow to deliver. And quality control can go wrong. It’s a high risk business you have decide to run, but when you are on a roll, the margin is delirious.
It’s best to know what business you are in. It’s no longer coffee; black or white, sugar or not (except, that is, in one or two Northern England seaside towns, and don’t we love Scarborough?).
Know your market segment. Love your market segment.
Time for a coffee?
I have always thought the Avis 'We Try Harder' campaign was (and is) an inspired campaign. It says it all: we may not be number 1, but that is not what is important: it's what we do for you that counts. In three words the campaign shifted the measure from 'position' to 'results'. And that's what we must always come back to: results. In the blogging world it is a huge shame to see greats such as Guy Kawasaki drifting from providing useful thought leadership to becoming a 'hits and clicks generator'. The good news is there are several out there who may not be in the 'top 100' (yet), but from a value point of view they should be.
They Try Harder ( a mini selection):
Now that you have got your start-up launched (how to: see here) it's worth giving lots of attention to setting fees. Just imagine the impact of an extra 10% per hour over a month...
Here are my thoughts:
1. Price by value not cost. Keep increasing your value and hence increase your fees.
2. As you pull away from the crowd and get better and better your fees can be disproportionately greater.
3. Don't discount. There is no discount for volume if you are a consultant.
4. Keep an eye on your competitor's pricing: not to copy them but to know what your customers will be comparing you with.
5. Be clear on payment terms, T&C and extras/expenses.
and then check out the usual wisdom and thoughfulness from David Maister on this subject.
Sue Harding, ex-Microsoft and ex-Avanade has started her own executive support consultancy. Sue has an excellent reputation. If you need things done and done well, contact her on 07801 881007
Chordiem are a great event management company. John and Nev are always willing to help/advise, even when it doesn't immediately lead to business. They know their business is highly dependent upon producing a powerful experience for the client and that powerful experience starts from the very first phone-call.
More and more customers are seeking that 'Small is Beautiful' experience. I personally really dislike dealing with my business bank because it is so detached, so robotic. So, why don't I switch? No real alternative as far as I can see. The opportunity is there. Anyone of the Big Banks could pull away from the others: but they need to be serious about the relationship. Stop talking about it and make it happen. Get the processes sorted and self-running. Then put energy into making the customer feel loved. That's high tech + high touch.
Oh and if you are serious about your next event, contact Nev or John at Chordiem.
Stephen Harvey formerly of Microsoft has his new business up and running: Passion3. What a great name. Stephen has a wealth of experience formed in ground-breaking organisations and is a rare HR specialist who can also handle the numbers.
Need to make your organisation a place where great people can do great work? You ought to be talking to Stephen.
In the world of media, it is easy to be seduced by smart offices, Italian lunches and well-crafted story-boards. I'd suggest that what is more important is value for money, addressing the issues and being treated as a client rather than a number in the account management matrix. For a lot of our work we use Touchmedia. They may well be helpful for your portfolio, too. Check them out! Ask for Neil Morgan: he's the main man.
And if you're running a business, how much is unnecessary show? And how much is bottom-line and value-for-money results orientated that delights the customer? Talk it through at the next team meeting.
Small is Beautiful in the World of Business.
Small is the New Big. Clients increasingly want immediacy, a feeling of being important...which is why many of them prefer to deal with smaller organisations. So whatever your size of orgainsation, think small. Get close. Make it easy for the client. Give them confidence.
Magic Bullet is a new organisation with this kind of enlightened thinking. We're using them for some important work with a key client. Magic Bullet understands Small is the New Big. They have a simple message: in the field of video, they'll offer outstanding creativity plus bottom-line project management. Check them out!
