Tuesday, September 11, 2007

Create A Money Winning Business Plan Outline

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A business plan outline is the second most important starting point once you've pre-determined your audience. The business plan outline should be prepared before the actual research and writing of the business plan. Once your outline has been set; organize your research files around the layout of your plan.

Every business plan follows a generic outline but not every business plan is the same. Business plan outlines differ on 2 factors:

1. Type of Business: Details of critical success factors for businesses in your industry must be included in the plan. Technology companies will discuss R & D, intellectual property, and time to market. A retailer will feature pricing methods, inventory control, merchandising and location. Ensure that your plan is complete by addressing factors important to your industry.

2. Type of Audience: A banker business plan will be different from an investor plan. Bankers like to see risk assessment and planning, loan amounts, repayment terms and collateral. Investors want a return on investment, an exit strategy, and planned growth with the funds.

Business Plan Outline General

Executive Summary: overview of most important points of business plan and selling your business.

Company Description: mission statement, company overview, industry briefing, corporate history, legal structure.

Products & Services: description, R & D, pricing, delivery, production.

Marketing & Sales: market definition, customer profile, competitive & SWOT analysis, strategy, sales & promotion.

Operations: Legal & government issues, staffing, suppliers, alliances, policies, risk assessment, facilities, location, insurance, milestones.

Management: key job descriptions, responsibilities, management team, organizational chart, advisors.

Financials: Profit & loss, cash flow, balance sheet, financing, debt schedule, use of funds and assumptions, break-even analysis.

Business Plan Outline Extras

The extras are what takes a plan from 10 pages to 20 pages. More in-depth and detailed for higher levels of funding and a greater complexity of investors. No real need for extras if your plan does not require it. Here's a brief description of some of the extras that can be added to your business plan outline:

  • SWOT Analysis: As part of your competitor profile, adding a Strengths, Weaknesses, Opportunities and Threats analysis can show your investors you understand the competitive landscape and your business can operate within that environment.
  • Porter's Five Forces: Michael Porter's 5 forces framework is a standard business tool used by companies to evaluate an industry's key forces. This is an important extra to add to your business plan outline especially if you are a start-up or an existing business entering a new market.
  • Glossary: If your business plan audience is not well-versed in your industry jargon, a glossary adds value to your overall plan. If you are writing a biotech business plan on gene therapy agents, determine the level of knowledge your target audience has on the subject.
  • Publishing Value-Adds: These are simply publication elements to improve the readability and presentation of your plan. This can include: a cover page with logos, graphics, charts, and table of contents.
  • What goes into your business plan appendix for a complete outline?

    The Appendix

    Your business plan will require an appendix following the financials for all supporting documents. This acts as a great reference area to back up your assumptions and provide added credibility to the plan. The appendix is not part of the plan but an addition. Therefore, a 10 page business plan will be 10 pages plus the cover, table of contents, and appendix.

    What to Put in Your Business Plan Appendix?

  • legal documents
  • market studies
  • resumes
  • customer testimonies
  • photographs & maps
  • distributor/supplier list
  • articles
  • owner's personal financial statements
  • tax statements
  • advertising materials & brochures
  • credit reports
  • character references
  • equipment list
  • glossary
  • reference section/bibliography
  • Once you have a good understanding of the business plan outline needed for your company then the research and writing can begin.

    A business plan novel does not ensure success. Provide enough information for decision-makers to give you the opportunity to sell your company and yourself.

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    Why Aren't Your Ads Working?

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    Is your business growing slower than you think it should? Do you suspect its slow pace might have something to do with ineffective marketing? Most entrepreneurs feel their business should be growing faster, but few know how to isolate the problem. Today we’re going to fix that.

    The elements that affect the growth of your business will fit into one of four distinct categories. Understand these categories, and you’ll have a solid framework for self-examination:

    1. Share of Voice
    What's your percentage of the total exposure for all the businesses in your category? How much of the total signage is yours? What about TV advertising? Radio advertising? Newspaper? Direct mail? Web traffic? If there are news stories related to your category, do they mention your brand or someone else’s? What percentage of the word-of-mouth advertising is yours? Each of these things contributes to your total share of voice.

    Share of voice can be purchased. But be careful--most advertisers attempt to reach too many people. A message of true importance needs to be delivered only once to be remembered. But is your message really that important to your customers? Is it safe to assume your message will be remembered after being heard only once or twice? Problem: You’re reaching too many people with too little repetition. Solution: Buy more repetition from fewer vendors.

    Tip: Be an important advertiser to one or two audiences instead of an invisible advertiser to three or four.

    2. Impact Quotient
    I’ve never seen a business fail because they were reaching the wrong people. But I’ve seen hundreds fail because they were either reaching too many people with too little repetition or delivering a message that no one cared about. You’re going to be surprised how many people suddenly become “the right people” when you begin delivering a more impressive message.

    To be impressive, your message must first be believable, so close the loopholes in your message:

    Loophole open: Advertisers often cry, “Everything Must Go!” But the listener is thinking, “Or what? What happens if you don’t sell it? You’ll just come up with some new angle next week, right?”

    Loophole closed: “Everything must go! Any jewelry not sold by the end of the day will be melted down and sold as scrap. This means that until 9 o’clock tonight, you can buy finished jewelry for slightly more than the value of the raw materials.”

    3. Personal Experience Factor
    Are you exceeding your customer’s expectations or falling short? Do you have the brands they prefer, or are you pushing a weak alternative? Are your prices higher or lower than your customers expected?

    A strong ad will only temporarily prop up a business that delivers a weak personal experience factor. Remember: Unimpressive reputations nullify impressive ads. Have you been trying to solve an internal problem with external advertising?

    4. Market Potential
    What will be the total dollar volume sold in your product or service category this year? Do you know the total potential volume for your trade area? What percentage of that financial pie is yours? If you don’t have access to this information, there are two easy ways to get it:

    1. Carefully list every competitor you face along with your best estimate of their sales volume in your trade area. This can usually be done with a reasonable degree of accuracy. How many employees do they have? How much inventory? Square footage? Estimate objectively, and don’t leave anyone out.

    2. Contact a trade organization or use Google to find a figure for total, nationwide sales volume in your category. Divide that number by the population of the United States (currently about 298,500,000) to get a per capita sales volume. Multiply that number times the population of your trade area. I think you’ll be surprised how close the two numbers are.

    It’s easier to grow small businesses than large ones. Show me a business selling only 5 percent of the market potential in their category, and I’ll show you a business with huge growth potential. Show me a competitor eight times as large--one that’s currently selling 40 percent of their market potential--and I’ll show you a business that’s going to have to work very hard to hang on to what they’ve got.

    Uncommitted customers are the easiest to steal. Consequently, early growth comes with less effort than later growth, when the low-hanging fruit has all been picked. The business selling 40 percent of their market potential must now fight to win those customers who have some degree of loyalty to a competitor. Rarely does a business achieve more than 40 percent of the total potential volume in their product or service category.

    Examine your business through the four lenses of share of voice, impact quotient, personal experience factor and market potential, and you’ll quickly identify what’s been holding you back.

    Advertising can’t change your personal experience factor or your market potential. But a focused media plan will dramatically improve your share of voice, and better ad writing will dramatically increase your impact quotient.


    Roy William's is Entrepreneur.com's"Advertising" columnistand the founder and president of international ad agency Wizard of Ads. Roy is also the author of numerous books on improving your advertising efforts, including The Wizard of Ads and Secret Formulas of the Wizard of Ads.


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    A Growing Enterprise

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    The Owner: Terry Jarvis, 59 years old.

    The Business: Sunlawn Inc., Distributor of hand-powered lawnmowers based in Fort Collins, Colo.

    The Story: Terry Jarvis describes his hand-powered lawnmower business as a hobby turned obsession turned enterprise. While that's not an uncommon route to home-based entrepreneurship, the circumstances behind Sunlawn are unusual in that two employees -- Mr. Jarvis' wife Sandra, 53, and daughter Elisa, 30 -- also work out of the home and headquarters.

    Mr. Jarvis told Working From Home how he started and runs a business with employees based at his residence:

    A constant source of annoyance for me on weekends was the hours-long droning of power mowers, leaf blowers and other outdoor power equipment, including my own power mower. I remembered the heavy, clunky hand mowers I used when I was young and I reasoned that hand mowers were by now bound to be lighter and less clunky. I bought one and found out that it was the same design, a bit lighter, and did a good job of mowing so I used it for the rest of the season.

    After one season's use I pondered whether there were better hand mowers available and by spring I had purchased five or six to try. One impressed me as light, quiet, easy to push and easy to maintain. My wife, Sandra, gave it a try and within three weeks we were having discussions about how much fun it was to mow and who would get to do it.

    At that point the business opportunity occurred to me. There were few vendors; reel mowers were barely visible in the U.S. market. I researched the market for a year and in 1997 my idea of importing and selling reel mowers became Sunlawn. The company grew well from the start. We found the Internet to be a superior way to sell our products. In 2002, Sunlawn experienced a growth spurt that brought on the necessity of hiring additional help, so Sandra came to work for the business.

    We had discussed working together for at least a year and she had followed the company's progress closely so the change occurred with harmony. But, as growth increased, evening discussions became common, causing too much crossover between family and business time. Growth also caused a paper spillover out of the home-office area and into the dining room. Separation of home and family became a problem.

    Happily, we moved to another house that had a finished, detached garage. We found that when the paperwork was out of the living area we were much more able to separate business from family issues and business time from family time. The detached office building has become a valuable asset.

    Now Sandra and one other employee -- my youngest daughter who commutes from 20 miles away -- work in the office. Our long driveway and front area allows for sufficient parking since we do get visitors at the office. I don't have any space in the office because I travel a great deal. My laptop and an area in the house are sufficient for me. A wireless network allows me to sit outside on the patio.

    Our warehouse, advertising and logistics groups are all in different cities. The accounting group is local and manufacturing is all overseas. The office in the garage serves mostly as the order processing, customer service and communications center.

    While our space is fine for now, my wife says we'll have to move to a different facility in about two years, when we expect to hire someone who isn't part of the family.



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    How Midlife Crisis Helped Spark A New Business

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    http://heartschallenger.com/ 

    I had my midlife crisis early, at age 25. I was designing uniforms and interiors for Andre Balazs Properties, including the Standard Hotels and the Chateau Marmont in Hollywood. I got the job when I was a single mother - it was good money, but after four years of feeling that I'd end up working for someone else forever, I decided to launch a truck-art empire, an idea that came from pondering the typical ice cream trucks of childhood.

    Why did they sell only one type of product? It didn't make sense - an American truck with no international flavors, considering all the nationalities that make up this country. I liked the idea of a shop on wheels that sold a mix of art, ice cream and toys - an entertainment source outside a venue.

    I do taste tests in different communities to find my products. I go to Armenian delis and Little Tokyo and buy the novelties, then work backwards, tracking down distributors online. Our stock depends on what's available at that moment to be shipped from overseas, and includes Japanese ice cream mochi balls, Russian ice cream bars and white-chocolate hearts filled with raspberry sorbet. Some can be shipped to the U.S. only three times a year.

    My first big gig was ArthurFest, a two-day music festival held in Los Angeles two years ago. More than 3,000 people attended, and it was just me standing on piles of empty cartons. I didn't stop working for 12 hours, serving a line of 40 customers the entire show.

    Now I have three trucks and ten employees. We charge customers $350 to $3,000 an hour for us to be at an event; some clients, at after-hours parties and bar mitzvahs, buy out the truck's inventory.

    At gigs like music festivals, we sell our treats at cost, turning a profit on nonperishables such as buttons and CDs from local artists. We don't park and sell products on the street. We just did South by Southwest Music Festival in Austin and are booked to work festivals in London, Paris and Tokyo this year.


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    Miscellaneous Businesses

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    For many consumers today, travel is more than just a change of scenery--it's a journey with a sense of purpose, whether it's eco-tourism, cultural immersion or adventure. Creating an experience for jet-setters can be your ticket to success in this $600 billion industry.

    Baby boomers are the biggest market, with the highest volume of travel, says Cathy Keefe of the Travel Industry Association of America. They took a staggering 268.9 million trips in the U.S. in 2003, according to TIA's "2004 Domestic Travel Market Report." They not only have the time and disposable income to travel, but their sense of youth and yen for exploration is also spurring opportunity in the adventure-travel niche. While this segment can include extreme adventures like rappelling or white-water rafting, boomers typically seek out "soft" adventures like safaris, bird-watching and sailing. Keefe also notes a rise in luxury adventure tours, where days might be spent roughing it, but nights are spent in cozy quarters.

    Other sizzling markets include women (think culinary tours and spa getaways) and adults who want to learn a new skill, sport or hobby--30.2 million adults, in fact, took an educational trip in the past three years, according to the same TIA report. Millennials (those born after 1982) hold tremendous opportunity for entrepreneurs as well. Millennials are an adventurous bunch and will go online to research and book trips. To learn more about offering travel services to any generation, Keefe suggests attending adventure and travel expos and industry conferences.

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    Inventor passes on his tips

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    DAYTONA BEACH -- Jim Cairns was a boy, he invented a way to hang pictures in his room without making the holes in the wall that so irritated his mother.

    He mixed iron powder with paint and spread it on the walls, then he put magnets on his pictures and stuck them to the iron treatment.

    It worked for a while until the walls started rusting.

    His mother was not amused.

    A few years later, his high school principal was equally unimpressed with Cairns' antics and asked him to leave school.

    "I was a bit of a cut up," Cairns said, recalling those days.

    But his early urge to push the envelope has served Cairns well in later life. He went on to found Ocean Design Inc., and to invent electric and fiber-optic connectors that have led to more than 50 patents.

    Now, Cairns has written a book, "The Inventor's Pathfinder: A Practical Guide to Successful Inventing," which encourages people to invent and gives them the steps to follow.

    If necessity is the mother of invention, Cairn's book is no exception. He discovered most books about inventions were written by lawyers and focused on obtaining patents. "There was nothing to walk someone through the process," Cairns said. "I wanted to provide a road map, a path to follow. Anyone who wants to spend the time to do it right, can."

    Cairns self-published his book through iUniverse and it is available online at Amazon and Barnes & Noble. "I thought at the end of my career, if I could set out my experiences and help anyone, I wanted to do that," said Cairns, 69.

    Cairns said when he talks to groups, he asks for a show of hands from those who've had ideas for inventions. Almost everyone raises a hand. Then, he asks how many did anything with their ideas, and no hands come up. "The beginning inventor's biggest problem doesn't seem to be getting interesting ideas; it's knowing what to do next," Cairns said.

    He recently spoke to the Volusia Manufacturers Association. "The members were in awe," said Jayne Fifer, the group's president. "I think he opened quite a few eyes on the thought process for coming up with inventions."

    It's often a matter of building a better mousetrap. Cairns likes to point out there are 100 patents on toothpicks and 500 patents on golf tees.

    If they didn't know otherwise, his listeners might not suspect this down-to-earth man with an engaging smile invented highly sophisticated fiber-optic connectors. He makes it sound as easy as inventing toothpicks.

    After he was kicked out of high school in Pennsylvania, Cairns took the GED. When he wasn't accepted to the University of Pittsburgh, he just started going to classes anyway. College administrators finally noticed after two semesters when Cairns was named to the honor society. The dean called him in and, after admonishing him in terms not printable, begrudgingly agreed to admit him.

    Cairns went on to obtain a Ph.D. in physics. He was working for the Navy when he applied the first principle he now describes in his book on inventing: find a problem that needs a solution.

    Tired of making so many underwater dives to readjust or replace underwater connectors, Cairns was inspired to develop a better connector. The first connector he invented was licensed for $1,500, but was never made. He kept trying.

    Cairns continued to invent underwater connectors, which have been compared in laymen's terms to regular wall sockets, while working at The Scripps Institution of Oceanography in California and as a chief scientist for NATO in Italy. Then, Cairns decided to take the leap of faith that would change his life. "I decided to take a couple of years off to see if I would make money as a inventor," he said.

    He moved to Florida and started a company, which he sold to Lockheed Martin Corp. in 1985. Then, he returned to Italy, kicked back, enjoyed the food and wine and waited. When his agreement not to compete with Lockheed expired, he came back to Florida. He established Ocean Design in his garage in Holly Hill to manufacture and sell the connectors he invented.

    The company has grown to 225 employees and has worldwide customers that include the offshore oil and gas industry and the military. Cairns said the company's connectors have expanded energy exploration by allowing deeper ocean searches for oil and gas.

    Last summer, Teledyne Technologies, Inc. bought a majority interest in ODI at a price valuing ODI at a minimum of $60 million. ODI stockholders have the option to sell their shares to Teledyne until June 2009 when Teledyne will have complete ownership.

    Cairns remains on ODI's board of directors and lives half of the year in Ormond Beach. He spends the rest of the year with his Italian wife, Annamarie, in a 700-year-old monastery near Urbino, which they converted into their home. He also became an Italian citizen.

    Now that he is known as an inventor, people come to him with all sorts of screwy ideas. In Italy, Cairns agreed to go to a man's house to look at an invention. It is a "perpetual motion machine," the man told Cairns. "Just a minute, let me go turn it on." The memory still makes Cairns laugh.


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    Local entrepreneur not too busy to get Cleary business degree

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    A local entrepreneur has achieved a measure of distinction in the world of commerce by starting three businesses and developing a business plan for a fourth.

    Patrick Wyman, who lives just outside Brighton in Hamburg Township, founded Freedom Corp. in 1990 and Freedom Dental Co. in 1999. The 48-year old Wyman is chairman of the board and CEO of the companies, which have offices in Brighton, Grand Rapids and Traverse City.

    "We are small in terms of the global economy but have a niche market,'' Wyman says.

    A December graduate of Cleary University, Wyman was honored for his business acumen with the 2006 Cleary University Trustee Entrepreneurial Award at winter commencement exercises Dec. 10 in Ypsilanti.

    His most recent effort is "Fruitrition,'' a plan to place vending machines that dispense fresh fruit in offices, schools and college campuses.

    However, Wyman is in the process of selling the business plan for Fruitrition to a group of investors.

    Fruitrition was in its embryonic stage, with Wyman having placed several vending machines in test markets, when he was approached by the investor group.

    "They were really excited about the plan,'' he says.

    Pending completion of the deal, the group will purchase the contracts that give Wyman the rights for placement of fruit vending machines in several states. Since his umbrella company, Freedom Corp., deals in medical supplies, Wyman decided it would be in the firm's best interests to stay in its chosen field.

    "Our intent was to make (Fruitrition) the next division of our company, but it's not in our long-term strategy,'' Wyman says. "I saw it as a need being unmet, with the schools pulling all of their soda vending machines out.''

    Cleary Dean of Students Donna Franklin likes the fact that the hard-working Wyman formed three new businesses, and yet saw the need to get his degree. "In addition to having been successful in business, he needed that degree for career advancement,'' Franklin says.

    Wyman was recognized as the student whose new product or business venture was judged as the best of those submitted. He was nominated by several faculty members for his "outstanding work, leadership and involvement in the classroom.''

    "One of the things I loved that he said to me was he learned (new) skills in the classroom,'' Franklin says. "That really impressed me and validated what we do.''

    Wyman is married to Lynn Wyman, and Franklin says she was impressed with the fact that both Wymans enrolled at Cleary at the same time, each graduating with degrees in business management. They have three children who are enrolled in the Brighton Area Schools.

    "We've been very blessed, being in this community,'' says Wyman, who has been active in church and community recreational programs.

    The President's Award, the other major award presented at the ceremonies, went to James M. Smith Jr. of Lansing, manager of IT services at Ogihara America Corp. in Howell. The President's Award is given for demonstrating "teamwork, scholarship, communication and presentation skills and an application of the course work into the business world.''

    Tom Tolen can be reached at ttolen@livingstoncommunitynews.com or at 810-844-2009.


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    Many of the Self-Employed Are Simply on Their Own - New York Times

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    The small businesses that struggle the most with health insurance may be the smallest of all: those with only one employee.

    In 11 states, self-employed people have some of the same legal rights as small companies when it comes to dealing with insurers: Colorado, Connecticut, Delaware, Florida, Maine, Massachusetts, Mississippi, New Hampshire, North Carolina, Rhode Island and Vermont.

    But elsewhere, in dealing with insurance companies, the nation’s estimated 20 million self-employed are on their own.

    In Virginia, a state with relatively few controls on insurance rates, Clay Williams, a 59-year-old self-employed real estate agent in Falls Church, said the cost of health insurance for himself, his wife and two sons, had tripled in six years. After it ballooned last year to $1,956 a month, he angrily refused to renew.

    When he shopped for a new insurer, one company rejected his 20-year-old son, a student, because six months earlier he had had mononucleosis, a common disease on college campuses.

    Another company would have set limits on the coverage Mr. Williams could buy. And it planned to raise the annual deductible because of his age and his noncancerous prostate problem.

    Mr. Williams finally decided last May to go with an Aetna plan with a deductible of $8,250 and monthly premiums of $680. Last December, he said, he was notified that the monthly rate would jump 27 percent, to $864, on Feb. 1.

    Then, a few weeks ago, he said, the company told him it had incorrectly recorded his wife’s application and was again raising the monthly premium, to $1,020.

    Aetna confirmed Mr. Williams’s version of events.

    “As an individual,” Mr. Williams said, “I have absolutely no clout. What’s my payment going to be in six years — $4,000 a month?” MILT FREUDENHEIM

    Source: Many of the Self-Employed Are Simply on Their Own - New York Times


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    Marketing With Myspace?

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    For those who may not have heard of it, http://MySpace.com is an enormous "social networking" website that has taken the internet by storm. As of early 2007, it was estimated that nearly half of the American populace over the age of 14 had at least one account at MySpace, with the result of account numbers approaching 150 million as of this writing. Every day thousands of new accounts are created at MySpace, many of these for marketing purposes. But is it a good idea to use this vast resource for marketing and attempts at making money online?

    The story goes that MySpace was originally designed with musicians and artists in mind, even thought its founders Tom Anderson and Chris DeWolfe were clearly tried-and-true businessmen themselves whose previous businesses included selling email addresses to marketers, resulting in numerous complaints about spamming. The long and tumultuous history of MySpace ended up with young Tom and Chris making a fortune when MySpace was bought by megamedia maven Rupert Murdoch for hundreds of millions of dollars. Murdoch promptly aimed to turn MySpace into another of his corpulent cash cows.

    With such a background, it would seem that MySpace would be a rich mine for marketing and marketers, and many people believe that it is. In fact, many marketers have made thousands - some, rumor has it, even millions - of dollars on MySpace, and an entire industry of MySpace marketing techniques and products has cropped up, including ebooks, video courses and software. Some of these methods and products are legit, in the sense that they play by the MySpace rules, but a number of them violate MySpace's rigid "anti-marketing" terms of service. This fact has not stopped either unwary or unscrupulous individuals from using these services to create a massive amount of accounts with automated software that includes the ability to add thousands of friends per day, for example, essentially developing a huge "mailing list" to send messages and bulletins to. MySpace's non-marketing population, however, becomes peeved with the endless solicitations to download ringtones and engage in other marketing ploys. With enough complaints from the MySpace community, these accounts are quickly deleted, without notice. With such a large number of accountholders, however, not a few innocent individuals have gotten caught in this trap as well and had their accounts summarily removed. The question remains then, can the MySpace community bring fruits to its laborers? Technically, yes, because MySpace's purported purpose is to showcase talent and creativity, such that musicians and artists, for example, are actually encouraged to market or "show themselves off."

    All of the marketing prohibition appears odd in consideration of the fact that MySpace itself appears to have been devised with the desire of targeting the youthful demographic of 18-35, with its large amount of disposable income. MySpace itself uses the personal information provided by users to sell to them, but its TOS are evidence that it is jealously guarding its market. Nevertheless, even while adhering strictly to MySpace's terms of service there are certainly "kosher" ways to make money on this megasite, and many will continue to do so. With an enormous online presence that has eclipsed even Google, it seems that MySpace and its bevy of hungry artists and marketers are here to stay.

    By: Jamie Clarkson -

    Jamie Clarkson has been making money online since 1997. For more information about Internet Marketing, you can go to supermarketingaffiliates.com.


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    Website Writting Tips From a Copy Veteran

    10 Steps to Making Your Franchise the Next McDonald’s
    Mind improvements

    ..When I joined my first London ad agency 40-something years ago, the copywriting department was presided over by a lapsed genius who beat into me a number of immutable copy principles. These precepts, which are as valid now as they were then and which have helped me shift truckloads of product worldwide, apply to all types of promotional writing. They apply even more so to selling on the Internet, where do-it-yourself copy is the norm rather than the exception. In the old days, very few serious advertisers wrote their own material. Today, they do so as a matter of course simply because the technology allows it.

    Anyway, this little article is aimed at those who write their own web pages and also at those who hire a writer and may wish to check that he or she is working on the right lines. Below you'll find just a few principles of good promotional writing. If the editor wants more, I'll gladly provide them.

    Keep it very simple

    All copywriting should speak to its audience in everyday, uncomplicated language. People don't like to be talked down to. And they grow tired of clich's and buzzwords. Also, keep your sentences short and punchy, with the minimum of clauses. Long and involved sentence structure is death to readership. (The six sentences above are examples of what I'm talking about. They are easy to scan and understand.)

    All web pages should carry a headline

    But this must be a pertinent headline. A selling headline. This headline will be, or should be, powerful enough or intriguing enough to draw your target into the compass of the body copy. If it can do that, you are on a winner.

    It may go without saying that the entire thrust of your webpage should revolve around an offer or a promise. This offer or promise will be unique to you - it's your unique sales proposition. It's the one thing that sets you apart from your competitors; and it can be price, performance or service related. Given this, the headline should be a snapshot of the sales message - a pr'cis of your offer or promise. In other words, a headline that says: Buy this product and get this benefit. I'm sure you already know that people don't buy products, they buy the benefits of owning those products.

    And when I say that every page of your site should carry a headline, I mean every page. Experience shows that a person will read a headline before looking at any accompanying pic or body copy. They do so preparatory to scooting off to someone else's site. But if your on-going headlines tell them things of interest, they will almost certainly hang around to explore the site more fully.

    Keep headlines relevant

    Around 30% of all headlines on the Net are both useless and irrelevant. The worst of them are so convoluted, so desperate to say everything all at once, that they are unintelligible. The offending lines also employ tired buzzwords. The word leverage, for instance, in completely ungrammatical context; and words like solutions and focus are thrown around like generous confetti. The moral is this. State your sales proposition cleverly, wittily, stridently or emotively, but never, ever employ a clich device simply because it's the easy thing to do. If you can't be original, at least be positive. And if you honestly don't have very much to say, there are some really clever ways of saying nothing that will endear you to your audience.

    Emphasise the benefit

    Copy should be more than just a description of your product. All body copy should make some kind of selling proposition. If it doesn't, it isn't advertising - it's an announcement. So many writers these days fail to understand that copy is nothing more than salesmanship in print. They describe every conceivable facet of their product, what it does, how it does it and why it does it, without once producing a decent argument for buying the damned thing! They lose sight of the fact that they should be trying to sell something.

    Thus, copy must use the psychology of the salesman; and it must say, right up front: Here's what's in it for you. Nobody ever went broke promoting the benefits of owning their product.

    Raising value

    All copywriting should be geared to fulfilling one very important task. And this is to raise the value of your product or service in the potential customer's mind. This has nothing to do with a policy of low pricing or, indeed, cut-price offers. But it has everything to do with making a sales pitch that immediately demonstrates the outstanding value of your goods and services - no matter how much you are charging for them.

    Look at it this way, a gallon of petrol costs around 5, but if your car runs out of gas on a lonely, rain-swept moor in the middle of the night, with the prospect of a 30-mile walk to the nearest filling station, how much would you pay for a gallon of petrol from a passing stranger? 10? 20? 50? It all depends on how badly you need it and how the circumstances have raised its value to you.

    Raising value isn't difficult to do when people are in the market for your product. They come to you with certain preconceived notions, they are excited about owning whatever it is you make, they can already picture themselves using it, they want it now. All you have to do is exploit their desire. Bear in mind that advertising doesn't create desire, desire creates advertising.

    Say it, then say it again

    It has been scientifically proven that most of us take in only around 40% of what we actually see. Our brains edit out the other 60% of visual information as unimportant. On these grounds, if you have a serious proposition to make in your website it would be wise to repeat it. And not just once, but several times.

    Just because you are deeply immersed in your offer or promise, it doesn't follow that your market will be likewise informed after only one reading. Websites are the most negligently read materials on the planet. Aside from you, nobody has any real or abiding interest in them. Always remember that you are preaching to the indifferent.

    Resist the urge to talk about yourself

    A lot of website writers seem compelled to talk about themselves. They talk about their business, when it was founded, why it was founded and by whom. Not content with this, they tell us all about their employees one by one; about the size and location of their offices or plant; and about the lengths they go to in order to satisfy their customers.

    A little of this sort of thing goes a long way, but a lot of it goes right over people's heads. And they lose more customers than they gain with such naval-gazing.

    The simple truth is that nobody gives a damn about other people's achievements. All most of us are interested in are our own achievements. Good enough reason, then, when writing your next website is to talk more about your potential customers and what you can do for them, than about yourself. Six-to-four, you?ll get a bigger response.

    If this has been helpful, maybe you'll let me know.


    About the Author: Pat Quinn is an award-winning UK copywriter who also operates a search engine optimisation service. Because it's all in the writing! Here: http://www.search-engine-mechanics.co.uk.


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    Bush unveils health plan tied to tax deduction

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    By JULIE APPLEBY, USA TODAY

    President's Bush's State of the Union health care proposal couples an old idea, capping tax-free benefits for health care, with a new one: a standard deduction for all who buy health insurance.

    If approved, and the plan faces a chilly reception in the Democrat-controlled Congress, the administration says it would give people who buy their own health insurance equal tax breaks with those who get coverage through their jobs. The tax savings could help 3 million to 5 million of the nearly 47 million now-uninsured people buy coverage, the administration says.

    For the rest, the president proposes moving some money that currently goes to hospitals and nursing homes into subsidies to help lower-income people buy health insurance through state-sponsored insurance programs.

    Opponents, such as liberal advocacy group Families USA, says the proposal mainly benefits wealthier Americans. Others say it could lead some employers to drop insurance, forcing workers onto the individual market, where some may not be able to afford coverage.

    A similar plan to cap tax-free health benefits offered by employers was proposed by President Reagan in 1986 but failed to pass Congress.

    Rep. Pete Stark, D-Calif., chairman of a key health subcommittee in the House, said he would not even consider hearings on the proposal. He says it would give wealthier Americans with health insurance a far larger tax break than the lower-income uninsured that the plan purportedly aims to help.

    The White House outlined some elements of the plan:

    • Health insurance offered through jobs would become taxable income. But insured workers' taxable income would be reduced by a deduction of $15,000 for a family plan or $7,500 for an individual. Currently, the average family health plan offered by employers costs $11,500 for families and $4,300 for singles, a Kaiser Family Foundation survey says. Only people with insurance worth more than the deduction would pay more tax.

    • People who buy their own insurance would get the same deductions: $15,000 for families, $7,500 for singles, lowering their taxable income by that amount - even if their health plans did not cost that much. Currently, only the self-employed who buy their own insurance get a tax deduction.

    • The administration says more than 100 million workers - out of about 175 million - who now get their insurance through their jobs would see their tax bills go down.

    "For a lot of people, it would be a bonanza," says Joe Antos of American Enterprise Institute. He and other supporters of the plan say it would encourage employers to offer less-generous insurance plans. They say generous plans drive up the cost of health care.

    Paul Fronstin of the Employee Benefit Research Institute says the proposal might lead more employers to drop coverage. Some employers might also find that younger, healthier workers would opt out of company plans to buy their own insurance, leaving sicker, more expensive workers behind, he says.


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