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NOTES:
Blogspot Saya ini SUDAH TIDAK AKTIF sejak 5 Desember 2012. Tulisan Saya tentang Berita Kampus SWASTIKA PRIMA Entrepreneur College menerima Kunjungan dari Kementerian Pendidikan Malaysia adalah sebagai penutup untuk Blogspot ini. Untuk membaca TULISAN Saya, Anda dapat mengunjungi Blog Saya di PORTAL BISNIS INDONESIA.
Tuesday, February 24, 2009
LOA atau NARSIS? Itu BEDA sekali!!
Tuesday, February 17, 2009
Buatlah Panggung Kehidupan Anda Sendiri
Wednesday, February 11, 2009
Parsing Your Prospects
Your phone rings. It's a prospective customer. They'd like you to come out and give an estimate or prepare a proposal. Great -- a fresh prospect!
While it's always good to have customers knocking at your door, let's face it -- not all prospects are going to convert to paying customers. You can waste a lot of time and money answering inquiries and preparing proposals for people who are just looking.
Figuring out how much time and energy to spend on prospective customers is a delicate and difficult balancing act. You need to spend enough time to make a sale to a genuine prospect, but you don't want to waste too much time on those who won't ever buy.
Realistically, you have to be responsive to all potential customers. But there are ways to limit the amount of time, money, and effort you spend on dead-end shoppers.
Here's how:
1. Have general information available.
Most prospects will try to figure out whether a company is a good fit for them before taking up too much of their -- or your -- time.
Let's say you sell and install floor tiles. Do you specialize in commercial or residential installation? Do you serve a specific geographic area? Do you install countertops as well as floors?
That kind of information enables prospects to weed you out before calling. Of course, a great and relatively inexpensive way to provide this information is on your web site.
2. Ask questions of the prospect.
In professional salesperson terms, this is known as "qualifying" the prospect. By asking a few simple, non-intrusive questions, you can get a sense of how serious the prospect is.
Some questions to ask include:
- What's the scope of the project?
- What's the timeframe for the work to be started and completed?
- How soon will you be making a decision on a vendor?
- How many bids are you getting?
- What other alternatives (not competitors) are you considering? (In the floor-tile example, for instance, you might ask, "What other types of floor coverings are you looking at?")
- What's the most important consideration in your decision -- price, quality, or convenience?
Questions like these give you a better sense of whether a prospect is ready to make a decision, whether they're likely to find you a good choice, and how much time to spend with them.
3. Don't get star-struck.
It's easy to get excited if you're approached by a large or well-known company or customer. Don't lose your judgment.
Such customers often take up more of your time, take longer to make decisions, and expect highly competitive bids. Sure, it would be nice to have the biggest company in town or the star of the major league baseball team on your customer list, but is it worth it if you lose money?
4. Give prospects a reason to make a decision sooner rather than later.
It's human nature to put off making choices until the last minute, but that often puts your business in a crunch. If you can, come up with truthful, positive ways to encourage customers to make a decision quickly -- "I've got an opening in my calendar in two weeks, but then I'm booked until May" or "I can get a discount on materials this month."
5. Be cautious of prospects who want too much information.
Some prospects use proposals as a way of getting free consulting services. This is true of both small customers and Fortune 500 companies.
6. Don't count your chickens before they hatch.
It's easy to get excited about a prospect, especially if it's a big one. So, keep a lot of balls in the air, and remember -- a deal isn't really a deal until the check clears.
Monday, February 9, 2009
Dasar MENTAL MISKIN...!!! SULIT Berubah...!!!
Thursday, February 5, 2009
Mampir ke Redaksi JAWA POS...
Wednesday, February 4, 2009
Elements of a Business Plan
Now that you understand why you need a business plan and you've spent some time doing your homework gathering the information you need to create one, it's time to roll up your sleeves and get everything down on paper. The following pages will describe in detail the seven essential sections of a business plan: what you should include, what you shouldn't include, how to work the numbers and additional resources you can turn to for help. With that in mind, jump right in.
Executive SummaryWithin the overall outline of the business plan, the executive summary will follow the title page. The summary should tell the reader what you want. This is very important. All too often, what the business owner desires is buried on page eight. Clearly state what you're asking for in the summary.
The statement should be kept short and businesslike, probably no more than half a page. It could be longer, depending on how complicated the use of funds may be, but the summary of a business plan, like the summary of a loan application, is generally no longer than one page. Within that space, you'll need to provide a synopsis of your entire business plan. Key elements that should be included are:
- Business concept. Describes the business, its product and the market it will serve. It should point out just exactly what will be sold, to whom and why the business will hold a competitive advantage.
- Financial features. Highlights the important financial points of the business including sales, profits, cash flows and return on investment.
- Financial requirements. Clearly states the capital needed to start the business and to expand. It should detail how the capital will be used, and the equity, if any, that will be provided for funding. If the loan for initial capital will be based on security instead of equity, you should also specify the source of collateral.
- Current business position. Furnishes relevant information about the company, its legal form of operation, when it was formed, the principal owners and key personnel.
- Major achievements. Details any developments within the company that are essential to the success of the business. Major achievements include items like patents, prototypes, location of a facility, any crucial contracts that need to be in place for product development, or results from any test marketing that has been conducted.
When writing your statement of purpose, don't waste words. If the statement of purpose is eight pages, nobody's going to read it because it'll be very clear that the business, no matter what its merits, won't be a good investment because the principals are indecisive and don't really know what they want. Make it easy for the reader to realize at first glance both your needs and capabilities.
When describing your business, the first thing you need to concentrate on is its structure. By structure we mean the type of operation, i.e. wholesale, retail, food service, manufacturing or service-oriented. Also state whether the business is new or already established.
In addition to structure, legal form should be reiterated once again. Detail whether the business is a sole proprietorship, partnership or corporation, who its principals are, and what they will bring to the business.
Once you've described the business, you need to describe the products or services you intend to market. The product description statement should be complete enough to give the reader a clear idea of your intentions. You may want to emphasize any unique features or variations from concepts that can typically be found in the industry.
Be specific in showing how you will give your business a competitive edge. For example, your business will be better because you will supply a full line of products; competitor A doesn't have a full line. You're going to provide service after the sale; competitor B doesn't support anything he sells. Your merchandise will be of higher quality. You'll give a money-back guarantee. Competitor C has the reputation for selling the best French fries in town; you're going to sell the best Thousand Island dressing.
How Will I Profit?
If you're using your business plan as a document for financial purposes, explain why the added equity or debt money is going to make your business more profitable.
Show how you will expand your business or be able to create something by using that money.
Show why your business is going to be profitable. A potential lender is going to want to know how successful you're going to be in this particular business. Factors that support your claims for success can be mentioned briefly; they will be detailed later. Give the reader an idea of the experience of the other key people in the business. They'll want to know what suppliers or experts you've spoken to about your business and their response to your idea. They may even ask you to clarify your choice of location or reasons for selling this particular product.
The business description can be a few paragraphs in length to a few pages, depending on the complexity of your plan. If your plan isn't too complicated, keep your business description short, describing the industry in one paragraph, the product in another, and the business and its success factors in three or four paragraphs that will end the statement.
While you may need to have a lengthy business description in some cases, it's our opinion that a short statement conveys the required information in a much more effective manner. It doesn't attempt to hold the reader's attention for an extended period of time, and this is important if you're presenting to a potential investor who will have other plans he or she will need to read as well. If the business description is long and drawn-out, you'll lose the reader's attention, and possibly any chance of receiving the necessary funding for the project.
Monday, February 2, 2009
Pembersihan MENTAL...
Kita percaya bahwa dunia ini bukanlah tempat yang aman bagi kita. Kita percaya bahwa hidup ini perjuangan. Kita percaya bahwa kita harus menderita dulu sebelum mencapai bahagia, sangat terhormat untuk hidup miskin sederhana, bahwa mendapat kesenangan adalah salah, bahwa cinta itu salah karena kita akan terluka. Kita percaya bahwa politik itu kotor, bahwa uang adalah sumber kejahatan... bahwa kehidupan ini sudah ditakdirkan, bahwa semestinya kita harus menerima takdir kehidupan kita...