Getting on Board With Online Meetings

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During the course of doing business, there will come a time when you need to meet with customers, employees, partners or advisors but don't have the time or resources to meet with them face to face.

Your schedule is already jam packed—do you really have time for a meeting with your sales rep in Nebraska? Or time to stop in on a client in Boston? What about meeting with a potential partner or investor from Seattle who needs to talk with you in the next week? And that doesn't even take into account your routine business operations and the day-to-day aspects of working with your customers and employees.

So what's a smart business owner to do? Here's one solution: Consider setting up your office (mobile or otherwise) for remote online meetings. Although online meetings may never take the place of a firm handshake and face-to-face eye contact, they're a good substitute, especially if you and the other party are technically and psychologically ready for it.

Two weeks ago, I lead an online meeting about e-mail marketing. I was near New York City, the moderator was in Australia, and the participants, about 15 of them, were scattered throughout the United States. With the service we were using, they were able to see the presentation (and whatever else I put on the screen), use instant messaging to chat with me, and use their computer’s microphone, if they had one, to talk to me--and I could talk back. For all of us involved, it was a very productive time.

Getting Started
Before considering any of the available options, the key is to make sure you have a fast internet connection. If your connection is slow or frequently drops, your online meeting experience won’t be that good.

There are many companies that provide online meeting services (also known as web conferencing), and they all work in a similar fashion. After choosing a vendor, you sign up for the service online, then download the web conferencing software. This software will enable you to manage the entire meeting, see who’s online and manage polling, and provides other features that vary depending on the service used, such as allowing you to have audio or video conversations with your participants. You’ll also be able to share your desktop and applications with meeting participants so you can conduct demonstrations, show presentations, conduct sales or product training sessions and more.

The number of people you choose to have in your audience depends entirely on your budget. You should expect to pay $100 and up for five to 10 users. (Your participants pay nothing to view your web conference.) Prices vary considerably from service to service, so if price is a concern for you, be sure to shop around.

In order to verbally communicate with your conference participants, you have two options, depending on the online meeting service provider you've selected. Participants can either dial in to a telephone conference number or be connected via the internet. If they're dialing in, they'll have to pay toll charges, or you'll be paying per-minute charges if you decide to use a toll-free number. Connecting through the internet will either be free or very low cost.

If you want to enable video, you’ll have to have a "web cam" that connects to your computer. Fortunately, these are relatively inexpensive, running as little as $50 you’re your local computer or technology retailer.

You’ll never know the benefit and value of something until you try it. Since most web conferencing services offer a free trial, there’s no excuse not to test it out by conducting a web conference with one or two of your employees. Then, once you're familiar with it, consider using it for real. And the next time you think about declining a meeting half way cross town or half way round the world because of a tight schedule or budget, don't: You now have another option.

Ramon Ray is Entrepreneur.com's "Tech Basics" columnist and editor of Smallbiztechnology.com. He's the author ofTechnology Solutions for Growing Businesses and currently serves on the board of directors and the technology committee for the Manhattan Chamber of Commerce.

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The Entrepreneur: Mentors Are A Must-Have

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One of the biggest influences on my business career has been my mentors, and I have had a handful of them. I can say without question that I wouldn't have achieved a quarter of what I have accomplished without their guidance and support.
Some of my mentors were business Gods such as Pete Musser, who founded or funded Safeguard Scientifics, Comcast and QVC; the late Hubert Schoemaker, who built biotech juggernaut Centocor; and Betsy Cohen, chairman of two public companies, The Bancorp, and RAIT.
Others were my first full boss, who was a vice president at a tax administration company that lived by the One Minute Manager book written by Ken Blanchard, and another was my third manager, who ran Penn State University's Great Valley Campus and now is the associate provost at West Virginia University, my alma mater.
All of them taught me something different. The one thing they all had in common was that they liked sharing their knowledge and experiences. Nothing is more gratifying to a teacher than a willing pupil, and I was probably more eager than most. I was hardworking but academically average, so I had self-confidence, but not so large an ego that I wasn't receptive to advice and suggestions.
There are plenty of quality mentors available, and people are usually honored that someone would respect them enough to ask. Mentors are people who:
* Share their experiences
* Listen to problems without solving them, but help their proteges think through problems so they can solve them on their own
* Ask the tough questions
* Point out mistakes
* Rebuke their charges when they are out of line
* Provide guidance on how to methodically nurture a career
* Make introductions to people who bring different skill sets that will improve the protege
* Rebuild broken psyches
There is no age requirement, but I typically always sought out mentors that were 20 or more years older than me. I wanted coaching from people who had enjoyed tremendous success and great failure. People who only experienced success lack humility. They believe that they are infallible.
The areas I wanted to improve in for which mentors were a great help were the following:
Dealing with Top Executives: I always wanted to work with top-tier executives either through writing or through my business ventures. I needed to know how they thought, acted and what they expected.
Selling the Big Idea: I have read innumerable numbers of business success stories and I wanted to know how you sell your concept to successful people.
Managing People: There is a certain skill to driving people whose aspirations are just to make a paycheck to maximize their potential and different skills to get people who think they should be doing your job to work together.
Raising Capital: I wanted to learn the art of raising cash. Getting someone to part with their hard-earned money or their company's capital is more difficult than selling the product or service you plan to sell after you raise the money to start your business.
The profile of the right mentor depends on where you are in your professional life and your aspirations. In my case, I had always wanted to run a company, so I was looking for the following profile:
Entrepreneur: Someone who had started companies. I wanted to learn what it took to build a company from scratch.
Overcame Adversity: Leaders who went through highs and lows, but never gave up.
High-Level Contacts: Someone who could show me how to deal at the highest levels.
Raised Capital: I knew one day I would need to raise money, and I wanted to learn how to develop the pitch and what to say and not to say.
Board Experience: When you are developing a company, you will want to build an advisory board and/or board of directors, and I want to know how to select companies.
Evaluating Employees: To build a great company, you have to know how to attract talent and evaluate it. It's a skill that is learned.
Where do you find mentors? There are a variety of places you can find them.
Work: If you have a boss you admire, speak to him or her about the fact that you are looking for a mentor and what you want a mentor for.
Professor: When I was an aspiring journalist, I went to one of my professors who was an on air reporter for CBS in the 1950s and '60s and asked him to read my writing and give me feedback.
Place of Worship: Every place of worship has experienced professionals in a variety of fields.
SCORE: Senior Core of Retired Executives are people who have either run businesses or were high-level managers.
Family Friends: You might have a family friend who could be a great mentor or a family friend might know someone.
Online and Traditional Publications: I have contacted business executives I have seen featured and asked them to breakfast or lunch to pick their brain.
Conferences: I like to sit in the front rows of conferences and introduce myself to the speakers.
If you are launching a new business, a division of a company, entering the management ranks or aspire to be a leader, a mentor is invaluable. A good mentor can be an incredible boost to your career, and you are never too old to seek out people more experienced than yourself who can teach you the ropes, provide constructive feedback and encouragement.
Marc Kramer is the author of five business books on topics related to venture capital, management and consulting. He is a faculty member at the Wharton School of Business at the University of Pennsylvania and the veteran of over 20 startups and four turnarounds.
Couple lets Web visitors choose their next hometown

Drive Traffic To Your Website Using The Right Keywords

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Search engines are the #1 tool people use when shopping for products, services or information online. Optimize your website with the proper keywords or keyword phrases for your content and watch your traffic explode. If you gain an understanding of how to properly promote your website your efforts will reach it's full potential.

To rank relevantly within search engine results, each website must be considered relevant to a particular search algorithm for a given keyword or phrase. Keyword selection can be a challenge to both experts and neophytes. While anyone can come up with various words that may be used when searching for their product or service, these words may not be the ideal mix for search engine ranking. Why? If a marketer chooses a popular keyword phrases, he or she and a million other businesses compete for top placement. Top SERP placement is dense, searchers typically giving up after the first three pages. To succeed, one must use relevant keywords that are not being used by everyone else and that are searched for quite often. This may include misspellings and other alternative data. After finding relevant keywords and phrases, the results must encourage conversion or success based on each business' criteria. For example, while it may be possible for a DVD rental firm to get top listings under the search criteria "free DVD rentals", the person who visits is looking for free merchandise and will leave if its not found.

For optimal search engine rankings, a page will be optimized for only one to two popular but non-competitive keywords or keyword phrases.

Keyword Coding

HTML coding are two words most people never want to hear, especially in a learning environment. But it's important to understand the basic web page header structure and where the search engines look to find key words for search engine ranking pages (SERP).

Sites rank highest when each page is optimized separately. For instance, a business may have one website with unlimited interlinking pages. The top page must be named "index.HTML." While each sub-page may be named according to the designer or programmer's preference. Ideally sub-pages are named according to the strongest keywords or phrases for each business. Both the domain name and the URL or complete web address string, are important factors in determining search engine relevancy

Three important META tags are on each individual HTML page located between the "head" tags: description, keywords and title. The webpage description is the short sentence that displays after the listing name is the SERP's. The keywords are not viewed by the casual surfer, but offer a clear-cut description of what is found on the website or who's behind it. The title is the most condensed of all metatags. The title should repeat the top 1-2 keywords and describe what the site is about.

We can take the keyword theme as far as necessary, yet success through search engine optimization is not a 100% guaranteed way to gain top rankings and can often dilute the site and information quality by becoming a string of repetitive keywords, not value-added information. Some of these tactics include adding pages of keyword-rich articles solely to rank high. Another is developing a mini-empire of interrelated sites not for expert information, but solely to make the sites appear more important and relevant to the main site focus.

To ensure a small 30-page website is optimized, it must first renew keyword use each month to find the most popular terms for the three major search engines, Yahoo!, Google and MSN. Each page must be optimized for different but interdependent terms to strengthen the site as a whole. This involves new keyword research and website content for each page every month.

An example of a good ecommerce site using paid advertising instead of keyword optimization is buy automotive.com. Notice the content is relevant to the visitor entering and seeking the product. In contract, auto anything.com, a competitor site, relies heavily on keyword content, uses text that has no purpose and confuses the visitor with too many navigation links and useless words meant for search engines alone. Though this may gain rankings with work and keyword saturation, it can also damage a business reputation and ultimately lead to less sales.

Needless to say there are far more aspects to choosing the right keywords than I can cover in this article but the information provided here should give you a good insight into understanding how important it is to design a website that is keyword friendly.

Let's face it, there is no magic bullet when it comes to successfully promoting your online business. There are pros and cons to almost everything you do. If you never develop a plan and put that plan into motion, you'll never know if that's the plan that will ultimately be the "magic bullet" that launches your online business to new found success.

Do give up! If at first you don't succeed, TRY, TRY, AGAIN! There is a lot to learn when starting a online business. Give yourself a break and don't set unrealistic goals. Contrary to popular beliefs, having a successful, profit making, online business doesn't happen overnight.

So, Good Luck, Make Money and Have Fun Doing It - Shirley Kelly

Shirley Kelly is a full-time internet marketer who has written over 200 articles in print and published 5 ebooks. To read her latest book, "The Newbies Guide To Internet Marketing" visit her at http://www.websitemarketing2.com
Homebusiness Millionaires - Laura Dahl

Podvertising To Grow Fivefold, But Remain Niche

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ADVERTISING ON PODCASTS, DUBBED "PODVERTISING," will remain a niche channel through 2011--albeit a $400 million niche. That's according to new research from eMarketer, which predicts a fivefold podvertising spending increase from $80 million last year to $400 million by 2011.

The growth projection is even more dramatic if compared to the mere $3.1 million that marketers spent on podcast ads in 2005.

Still, the fact that most widely consumed podcasts still have audiences numbering below 50,000--and most have far fewer--will secure the format's niche status for years to come.

"Despite an incessant buzz about the medium, regular podcast users are still rare," explains James Belcher, eMarketer senior analyst, in a new report, "Podcast Advertising." "As such, podcasting is a niche marketing channel; it may be the right niche for some marketers, but it's still a niche.

"The fact that podcasts are supplemental ad channels for most marketers is not for lack of choice, however," says Belcher. "Downloadable serialized short-content format is increasingly available, and iPod sales are seemingly unstoppable."

Forward-looking agencies now push clients to set aside about 5% of their marketing budgets for immature media like podvertising--a percentage not expected to rise dramatically through 2011, according to Chad Stoller, executive director of emerging platforms at Omnicom Group's Organic.

"I definitely see growth in podcasts because they're free and targeted," said Stoller. "But it's still going to get lumped into that experimental media category until measurement improves and audiences grow."

The number of marketers including podcasts in the mix grew last year.

Publicis Groupe's Arc Worldwide developed what it calls a "consumer-experience planning team," and created Purina-branded entertainment and informational packages for iPods and phones.

Dimension Entertainment created a podcasting channel for its comedy "Scary Movie 4." Also, National Public Radio reported revenues from new-media operations--including podcasts--equaling 10% of total revenues. Acura is one of NPR's main podvertisers.

According to podcast search engine PodNova, consumers can presently choose from roughly 90,000 podcasts online. But, explains eMarketer's Belcher, podvertising's strengths will continue to be overshadowed by its barriers to entry.

"Podcast sponsorship uses the medium's strengths: self-selected subscribers, host endorsements and low-waste ad impressions," says Belcher. "Yet the time and effort required to develop an effective sponsorship will keep podcasting from cannibalizing ad dollars in other channels anytime soon."

Currently, only a minority of U.S. Internet users listen to podcasts, but according to the "Podcast Downloading" report from the Pew Internet & American Life Project, roughly 12% of Internet users say they have downloaded a podcast to listen to or view at a later time. That number compares to 7% of Internet users who reported downloading a podcast in Pew's February-April 2006 survey.

"The bad news is that in surveys only 1% of respondents reported downloading a podcast on a typical day," says Mr. Belcher. "In other words, the frequency level remains very low."

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Time Management for Sales Pros

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If you want to make more money, you have to spend more time selling, right? Yes, but there are only 24 hours in a day, and who wants to spend them all working? The key is to work smarter--not harder.

For busy salespeople, working smarter means spending more time focusing on your No. 1 skill--selling--by giving up less important tasks. You may be the company rainmaker, but if you're running a small company, chances are you're also its CEO, custodian and everything in between.

Yes, all that needs to get done, too. Undoubtedly, every time you walk into your office, half a dozen projects clamor for your time. But the big question is: At the end of the day, how many hours have you actually devoted to selling? If you're not satisfied with your sales revenue, the answer is: not enough.

My, How Time Flies!
To get a handle on how you really spend your time, document it. For one week, keep an hour-by-hour activity log. Sound like a pain? It is. But it can also be very enlightening. By the end of the week, you may be stunned by your findings.

Here's another way to do it: Give yourself daily points for sales activities. You might want to set a goal of 15 points a day based on a point system like this:

• Making a phone call to set up a meeting: 1 point
• Asking for a referral: 1 point
• Setting an appointment: 2 points
• Getting a solid referral: 2 points
• Attending a networking event: 3 points
• Meeting with an existing client: 3 points
• Meeting with a prospect: 4 points
• Making a sales presentation: 4 points
• Closing the sale: 5 points

Tally your points each day, and you'll have a pretty good idea if you're dedicating enough of your time to essential sales activities. Going forward, you can use the points system--or your own customized version of it--to keep yourself on task.

OK, Now What?
If you conclude that you need more hands-on sales time, there's just one thing to do--get rid of the tasks that get in your way. One of my favorite mottos is: Don't do well what you shouldn't do at all. Here are some easy ways you can delegate some of your sales work.

• Lead generation: Cold-calling probably isn't the most effective use of your time. Why not outsource it? There are plenty of telemarketing firms, direct-mail experts and internet marketing pros to do the legwork for you. Yes, you have to invest some time upfront to choose one that will best represent you. And once you've made your pick, you'll have to work with them to develop compelling materials. But once they're up and running, they'll be able to produce a steady stream of leads, allowing you to concentrate on what you do best.
  
  
• Administrative work: If you're spending too much time in the office shuffling papers, get some part-time office help. Surely there are tasks you can hand off. Many entrepreneurs I've worked with have an initial reluctance to delegate. If you're one of them, well, get over it. You'll never be able to grow beyond a certain point by flying solo.
  
  
• Customer service: Go beyond administrative help and get some serious backup. Good customer service is essential to ongoing sales, but you don't have to answer every phone call yourself. In fact, your customers might be relieved to know you have real support in place.

Protect Your Time
When you're selling, your time is your most valuable asset. Protect it vigilantly, even if it means learning to do business differently.

Do you jump every time someone requests a meeting? Do you allow yourself to be at your clients' beck and call? Slow down. Put your own schedule first. Will the customer drop you if you ask to meet on Friday instead of Thursday? Probably not. At the very least, ask.

Selling requires unwavering focus. If you want to make more money, create an operation that allows you to keep your focus squarely where it should be--on sales.

Ray Silverstein is the "Sales" columnist at Entrepreneur.com and president and founder of PRO: President’s Resource Organization, a network of advisory boards for small-business owners.

Why People Raised With A Silver Spoon In Their Mouth Seldom Develop That Fire-In-The-Gut Motivation.

Pithy Insights On Startup Marketing

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1. Most Startups Have A Marketing Problem: Most startups I know today do not have a technology problem. It is much more likely that they are capable of building a product than they are marketing that product and finding customers.

1. Seek Leverage: Startups need to be efficient about how they go about distributing their product. Few can afford the expense of a direct sales force. Instead, startups should seek activities that have leverage (i.e. where a small expenditure of resources can result in disproportional success). The best way to find leverage is to try lots of small, creative things and figure out what works.

1. Don’t Look For Customers: This one’s a little controversial. I think in today’s world, it’s very expensive and difficult for a startup to go out into the market looking for people or organizations that will be great customers. Instead, I think it’s much more effective to instead help your best customers find you. This one’s really important so I’m going to give you a sound bite:

Instead of spending money trying to seek our your best customers, startups should instead focus on helping their best customers find them.

Reduce Time To Enjoyment (TTE): In most markets today, customers are impatient and demanding. Try to find ways to reduce the customer’s time to enjoyment for your product. The time to enjoyment is basically the time it takes from when a customer decides to try/buy your product to when she actually gets some enjoyment/benefit from it. Many startups focus on increasing the level of enjoyment (i.e. “if you just spend 15 more minutes, you’ll get so much more value…”). This is the wrong approach. Don’t increase the level of benefit, but decrease the time it takes to get the minimal benefit.

It’s Easier To Market A Product Customers Like: This is an obvious one, but still needs to be said. If customers like the product, they are more likely to tell other people. This is one of the highest points of leverage there is and the most efficient ways to get distribution. It’s important to note here that you may not actually know what it is that customers like (what you think makes your product valuable may be very different from what customers actually see as valuable). When in doubt (which is most of the time), ask the customer.

Non-Dead Products Sell Better: Potential customers like to see that a product is evolving. Demonstrate to your market that there are signs of life in your startup. Don’t go “dark” for months at a time with no updates or news on what you’re doing to improve the product. A product that is not changing is a dead product. Nobody wants to buy a dead product (however good it might be).

Be Transparent: We live in an age of abundant options and lots of “noise” in the market. Customers have become skeptical and cynical. Most startups don’t give their customers enough credit. They’re smarter than you think they are. Be honest. Be transparent. Trying to lure customers into buying something by misleading them may work in the short-term and get you a few customers, but almost always fails in the long term.

Your Customers Should Be Selling: Everyone knows that customer referrals (where a customer refers another customer) is a great way to market a product. In this case, everyone would be right. Referrals are a great way to market a product. I’d go so far as to say if at least some of your sales are not happening as a result of customer referrals, there’s something wrong. If you’re doing things right (and being transparent and not misleading), then customer referrals should be a natural outcome of your activities.

Be Objective and Empathetic: It amazes me how exceptionally brilliant people can often delude themselves about their product offering. Sometime today, take some quiet time when you’re all alone and ask yourself the question: “If I were a potential customer, knowing everything I know about the company and product, would I buy?”. Stated differently, if you left your startup tomorrow and knowing everything you know, would you buy your own product? When selling something, empathy is often the most underrated skill. If you can be honest with yourself and truly put yourself in shoes of the customer, amazing things start to happen.

Go to source.

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Sexy Chef As A Niche

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http://www.seductionandspice.com/

Romantic-Minded Entrepreneur: Alexi Faucher, 47
Name of Business: Seduction and Spice
What the business does: Caters romantic dinners
Founded: 2003, though it wasn't a full-time business until last year
Location: Phoenix, Arizona
Employees: 0, but she occasionally uses contractors

There's something about this business: Faucher's business is still in the startup phase, but with projections of $70,000 by the end of this year, she's making a living--and racking up a lifetime of interesting memories. She has catered meals in the back of a limousine for a surprise birthday, as well as in someone's hot tub and another person's hammock. The best part of the business, though, is knowing that she's helping create memories for her clients. "After the stage is set, I take one last look to make sure everything's as perfect as it can be," says Faucher, who then generally disappears, since after all--John Ritter's classic sitcom excepted--two is company, but three's a crowd.

The hardest thing about running her business isn't setting the mood or the table; it's marketing. Faucher has to convince couples that romantic dinners aren't just for Valentine's Day or a birthday or anniversary. Sometimes, "just because" is a good enough reason to give that special someone a romantic dinner.

Entrepreneur.Com

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How To Run A Business From A Yacht

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For most of his career, Neville Hockley has faced the tech headaches that confront the owner of any small design firm: finding time to read the hundreds of e-mails he receives each day and waiting for high-res graphics to upload. But in a few months he'll face a new set of challenges, such as preparing his workstation for an oncoming nor'wester or searching for a satellite signal off the Caymans.

For the past decade Hockley has worked ten-hour days building his i&D Media Group (iandd.com), a New York City-based graphic-design company with eight employees, more than $3 million in annual revenue, and clients that include Discovery Networks and Hyperion Software.

In June he plans a considerable change of tack. He and his wife, Catherine, will cast off aboard their 41-foot cutter-rig sloop Dream Time for a trip around the world. The oceans are full of baby-boomer couples doing the same. What's different about Hockley, 37, is that he will remain i&D's full-time creative director - running the firm with the help of designers back home and a satellite-based communication system that will let him do, in the middle of the South Pacific, everything he does in New York.

"Having freedom on a boat without the clutter of the day-to-day work of running a business will enable me to focus on the best part," he says, "doing good design work and coming up with ideas."

Half he plan's success depends on Hockley's senior designers, Ben Delfin and Tracy Klein, both 27, who will hold down the home office in his absence. The other half hinges on technology. Hockley began to outfit his floating office in 2005, starting with an Ampair Pacific (ampair.com) wind-powered generator ($1,500) and solar panels ($500 to $1,000 each) to ensure that he has enough power to boot up each day. His primary workstation will be a $3,000 ToughBook - a rugged, weatherproof laptop from Panasonic. He'll also have a wireless ToughBook tablet that lets him sketch digitally with a stylus pen anywhere on the boat - including the hammock.

In coastal areas where he can get a cell phone signal, Hockley will communicate with his staff and clients via BlackBerry and a broadband modem card. He'll use Skype software for videoconferencing over the Internet.

Offshore communications will be trickier - and much more expensive. Hockley will spend more than $10,000 for hardware plus installation on a networked satellite system called Inmarsat (inmarsat.com) that offers telephone and Internet service for between $1.59 and $3.49 a minute. Inmarsat's file-transfer rate is considerably slower than broadband, so Hockley plans to compress graphic files before sending them. And because he won't be out of cell phone range for the first year, he hopes the satellite technology will improve before he has to rely on it.

One of Hockley's longtime vendors, Andy Perni of Vermont-based Design Art Ltd., will serve as technical troubleshooter for the journey. Perni, who shares Hockley's passion for sailing, will maintain a list of all of Dream Time's equipment, from bilge pumps to backup batteries. He'll be at the ready to rush service, parts or replacements to any port.

But Perni suspects that the plan's weak link won't be equipment. Rather, he predicts it will be clients' reactions. "I think it's going to bother some clients initially, until they figure out that Neville is going to be there for them wherever he is in the world," Perni says. "The only problem will be getting him on the phone immediately, but people are used to that on land. They're used to voicemail."

Hockley says that the clients are his biggest concern too. But he's convinced that they don't care where he works. "When I started in the business, you had to be on Madison Avenue, but people no longer care about your physical address," says Hockley.

And Delfin says that he has faith that his boss will keep the company's best interest in mind, even as he hits the high seas. "He sees this as a way to see the world and bring it back to the company," Delfin says. "He's not going to be passed out on deck with a drink in his hand."

[Via - CNNMoney.Com]

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