The EMBER Test

March 9th, 2010
by Sandy Riser

When was the last time you created a new product or service for your business?  When was it something no one else was doing?

I read in Break From the Pack about how it should pass the EMBER test.  Spend an hour today working on something new for your business and apply the test – you will be glad you did!

(E) Does it make us extraordinary and stand out from the crowd?

(M) Does it matter to clients and get customers excited?

(B) Does it break new ground?

(E) Does it encourage evolvement?  Is organized toward making the business evolve.?

(R) Is it real?

Women in Business

March 9th, 2010
by Sue Zepeda

Has this ever been you?

I recently had the opportunity to write a business article about my personal experience as I took the leap from Stay-at-Home-Mother to Woman Business Owner.

I shared many of my own struggles as I attempted to balance both my family and a growing business. Those struggles have taught me a few important, but basic life lessons which helped push me forward when I felt like I couldn’t take one more step:

  • Set clear boundaries
  • Be content with “good enough”
  • An organized schedule is as important as an organized space
  • Keep a sense of humor                                         

I have made more than my share of parental mistakes and have had plenty of bumps along the way these past few years. It helps to remember to keep moving forward, chuckle a little at myself, and remember that life isn’t about being perfect. It’s about being human.

Read the entire article: http://bit.ly/Women-in-Business.

I would love to hear how you have coped with your own balancing act between work and home. Perhaps you will inspire other women business owners to “hang in there” along the way.

Until next time,

Happy organizing!

Getting Things Done

March 4th, 2010
by Sandy Riser

I have been talking about Getting Things Done and I thought I should share with you the book by the same name that really got me moving (some would say obsessed!) with the notion that the holy grail of time management can be had.

I like his approach and some of the ways he suggests to implement it.  Read it and find out what works best for you.  There are at least four things in there you can do to get more of what you want done!

Gross Profit –Part Three / Resale

March 1st, 2010
by Diane Visscher

Budgeting gross profit for retail is probably the least completed of any industry, but still extremely important.

  • As with the production industries, companies that resell tangible items must know what price the market will bear for their products.  Determining a sales price can be any method, from an in depth market study, to a simple exercise in shopping your competitors.
  • Next you will need to know how many of your products you will be able to sell in each of the next twelve months.  Again what the market will bear.
  • If your company is in resale, your cost of goods sold is the price you can obtain inventory, plus any carrying costs.  Carrying costs can be interest to finance the inventory, the warehouse to hold the inventory and freight to transport the products to the warehouse.
  • To determine revenue take the number of units you will be able to sell each month times the market price you have determined.
  • For the cost of goods sold the calculation is the number of units sold each month times the cost to product one unit.
  • Now subtract the monthly cost of goods sold from the monthly revenue to obtain the gross profit.

Gross Profit – Part Two / Products

March 1st, 2010
by Diane Visscher

This week we are going to cover calculating gross profit for companies that manufacture products.

  • As with the service industries, companies that produce tangible items must know what price the market will bear for their products.  Determining a sales price can be any method, from an in depth market study, to a simple exercise in shopping your competitors.
  • Next you will need to know how many of your products you will be able to sell in each the next twelve months.  Again what the market will bear.
  • Step three is determining how much it costs to produce the products you sell.  This will include materials, full burden (taxes and benefits) labor, depreciation of equipment, supplies, full burden support labor….  This list can be much longer depending on your industry.  You can find industry information at a site like  Prime Industry Reports.
  • If your company is in resale, your cost of goods sold is the price you can obtain inventory plus and carrying costs.  Carrying costs can be interest to finance the inventory to the warehouse to hold the inventory and freight to transport the products to the warehouse.
  • To determine revenue take the number of units you will be able to sell each month times the market price you have determined.
  • For the cost of goods sold the calculation is the number of units sold each month times the cost to product one unit.
  • Now subtract the monthly cost of goods sold from the monthly revenue to obtain the gross profit.

Gross Profit – Part One / Services

March 1st, 2010
by Diane Visscher

Budgeting gross profit for products, services, retail or projects each have different requirements.  Let’s start with services this week.

  • In the service industry your time and your employees’ time is what’s for sale. Once you know what the market will bear for your services you can attach a billable rate to yourself and each employee.
  • Next you will need to know how many hours are available to bill out.  When calculating this number consider things like travel time, company meeting time and any other functions that might need to be performed by yourself or employees that cannot be charged to your customers.
  • Now that you have total billable hours and rates for yourself and employees put the two together for each month.  This will be your total gross revenue on a monthly basis.
  • Cost of Sales is the next component of gross profit.  How much will you pay each person?   You can incorporate payroll taxes and benefits in this number or these costs can be included with overhead.  I would suggest that you follow what is typical in your industry.  You can find industry information at   Free Industry Reports,   or for more in depth information   Prime Industry Reports.
  • To finish calculating your gross profit, subtract the monthly cost of sales from the monthly total revenue.

Telephone Freedom

February 18th, 2010
by Sue Zepeda

Ah, telephones. We love them and hate them. We declare our disgust with their incessant ringing - yet don’t dare to not answer, no matter if in the middle of dinner, standing in line at the store or even in the bathroom. We are slaves from the moment we wake.

One day I decided that I didn’t have to answer a ringing phone simply because it rang. Nothing happened. The sun shone and the earth continued to rotate on its axis. It was my first step to telephone freedom, and since then have learned a few interesting facts I would like to share.

On average, an unplanned telephone call lasts 12 minutets; while a planned call lasts only seven minutes. If you make or receive a dozen calls, that five-minute difference is wasting an hour of your time every day. An hour that you could be spending working on your business or at the gym. Today, why not try something new to reclaim that time:

  1. Batch your calls. Keep a list of all the people you need to call along with pertinent notes and make the calls consecutively (during a block of time you learned about in my last blog). You’ll be in Phone Mode and get through the list quicker.
  2. Make phone calls right before lunch or just before closing time.  The recipient will be eager to end the call quickly.
  3. If you need only to give information, call during the lunch hour when no one is there. You can leave a detailed message while avoiding chatting about Aunt Martha’s knee surgery. 
  4. State on your voicemail when callers can expect your return call. For example, my voicemail says that I return calls between 4:30 and 6:30 pm. That way, nobody is sitting around waiting for me; and if I am able to call before that time it is a pleasant surprise.

Keeping in touch with clients, colleagues and friends is an important part of our business and personal lives. But when needless  chatting takes over and we find ourselves talking more than working, it is time to stop and regain control.  Give yourself permission to take the first step toward telephone freedom.

Too Many Interruptions?

February 18th, 2010
by Sue Zepeda

Are you finding it difficult to finish projects in a timely manner, write proposals or even meet with clients because you are constantly being interrupted by telephone calls and unscheduled visits from others? You are far from alone. Did you know that interruptions cause us to lose almost half of an entire eight-hour workday? And that on average we are interrupted 6 - 7 times every hour? At this rate, how can we expect to get anything done?

The answer lies in learning a few techniques to avoid interruptions.  Let’s say you work in an office where you are clearly visible, so visitors invite themselves in for a chat because they have nothing better to do. A few ideas to discourage this include:

  1. Stand up and don’t sit back down. By not offering a chair you are giving them a clue that you are too busy to chat. They’ll get the message.
  2. Look at your watch. Tell the visitor that you have 10 minutes to meet a deadline. They won’t want to wait and will move on.
  3. Get up and tell the visitor you are on the way to the restroom; they can chat on the way.
  4. Reposition your desk so that you can’t make direct eye contact while working.
  5. Hang a sign on your door indicating when you will be available.

Although these techniques work on the spur of the moment, the most effective way to work on tasks without interruption is by carving out blocks of time in your calendar rather than trying to keep all the tasks you have to do in your head. For instance, if you have to draft a proposal which you think will take about an hour, make an appointment with yourself for 90 minutes (to give yourself wiggle room) and block out that time in your planner. So if you block out 9:00 – 10:30 am, there is only one task you will be working on during that time: the proposal. You protect the planned time by choosing to not answer the phone, checking email or receiving unscheduled visitors.

Then, you can block out time from 10:30 – 11:30 to return phone calls, check email, and do a host of other minor tasks you can’t seem to find time for. A great resource to help you know which tasks you should do first is David Allen’s book, “Getting Things Done.”

I would love to hear how you avoid interruptions at work, so comment back and let me and the other readers know!

Budgeting – Taking the First Step

February 9th, 2010
by Diane Visscher

What are the tools you need to create a budget?  Most would think a crystal ball.  How else would anyone know the future?  This is where most that fear budgets go wrong.  Why?  My guess is that most small business owners don’t really understand budgets.  So what is a budget?  A budget is not a prediction of the future, but instead an estimate, or best guess, of what will be.  A budget is your business plan written in the language of dollars and cents or a road map that points you in the direction of achieving your goals, for a month, a year or beyond.

If your   Business New Year’s Resolution has mention of finances, then a budget would be the second step after creating   The Elusive Company Vision.   It is always nice to know where you want to go, but how to get there is the majority of the battle.  Don’t misunderstand that because budgeting is such an important task it must also be an overwhelming one.  Any owner who “knows” their business can put together a well planned, realistic budget.  Over the coming weeks we will do just that, step-by-step create a working road map toward your vision.

Building Your Brand – the one you can’t see

February 9th, 2010
by Sandy Riser

Building on what I talked about last week about branding, let’s expand on the things to think about concerning building a brand you can’t see.  Here are some questions:

How do you greet your customers? 
How do you answer the phone?
What do you wear to meet with them?
How prepared are you?
Do you show up on time?
Did you research their company before the meeting if it is the first time you meet with them?
Is what they need your top priority?

If you can answer these with certainty and you would want to buy your products or services from you (or better yet, make me want to buy them – since I am rather picky!) then you are halfway there.