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Other Added - A New Idea For Venture Capitalists
There are times when I really wonder what I should do. Like the time that a window was broken by a friend who installed it as a favor to a customer. Do I have a responsibility because I knew them? Where does my involvement start and end? I mean, I want to be a good guy, but I'm also in business to make a profit, not to lose money.To resolve the issue in my own mind, I think about the way that Randy Meitler, a metal artist reacts when things go wrong (www.meitlermetalworks.com). Randy bends over backwards to satisfy the client. He often goes and does work for a client when he had little or nothing to do with a problem. I have seen him lose money time after time, fixing problems that oth
By the way, this article calls addressing these kinds of risks a new idea for venture capitalists because I've yet to see it discussed or even mentioned in the public press.
Fortunately, you can put the kind of PR we're discussing to work immedi
As a business owner, you know you should be attending networking events. But, it is hard - not everyone can walk into a room full of strangers and jump right into business discussions. You will need to prepare, practice and implement the following suggestions to make the most of these business networking meetings.Before the event, ask what the dress code is. Depending on the type of event, dress could be formal, or informal. You will feel much more relaxed if you are dressed as everyone else is. Make a list of what your goals are for this event. Do you want to make sure you meet specific people? Are you wanting to work on existing relationships? Do you want to meet new potential
But while you point to many possible causes, seldom do you attribute the wreckage to a lack of effective communications that might have modified the behavior of sales prospects in a positive way, thus averting a money-losing shutdown.
Is it not possible, Mr. or Ms. Venture Capitalist, that aggressive publicity and promotion might salvage the occasional, marginal investment?
I believe it could, so here is a suggestion.
Make it standard operating procedure, starting with your next venture, (a minor cost compared to your investment) that any project you back MUST include an adequately funded, top-notch plan to aggressively publicize the venture.
Here's why. In public relations, we know people will act on their perception of the facts before them about your new venture. Further, we know that those perceptions will lead to predictable behaviors, good or bad, about which something can be done.
So when we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action those folks whose behaviors affect your new venture, your public relations effort is a success.
I know you have startup worries beyond public relations concerns, but consider for a moment some very serious PR exposures faced by that new venture of yours, and especially by the new management you recently installed.
If sales prospects are not made aware of your product or service, you will not get them as customers. And, as customers, if they don't remain convinced of the value of your product or service, you lose them.
If employees believe your new management doesn't care about them, productivity suffers, and if a minority person believes your new venture discriminates when it doesn't, a host of unnecessary problems may ensue.
For that matter, if community residents perceive your new business as a lousy place to work, you have employee hiring and retention problems. And if insurance carriers perceive your new management as a bad risk, they don't provide the needed business coverage.
There's more. If journalists are suspicious of your new management's motives and they are not convinced otherwise, the venture gets "bad press." And if business people believe what some competitors say about the new business, that strategic alliance your managers want so badly may not come about. Plus, as you grow bigger, if government regulators believe the venture's products are not completely safe, sales will almost certainly be negatively affected.
By the way, this article calls addressing these kinds of risks a new idea for venture capitalists because I've yet to see it discussed or even mentioned in the public press.
Fortunately, you can put the kind of PR we're discussing to work immedi
Have you ever wondered just why we work so hard in our life? All that getting up in the mornings and travelling to work through dirt, grime and congestion. We spend a third of our lives working or getting to work and another third sleeping. When you add in the chores, household duties and the downtime, there isn’t much left.And why do we work? Some of us enjoy our jobs. That’s a bonus. But for most of us I suspect we work to earn money to pay for our commodities – including the very fuel we use to make our cars take us to work. Or the bus or the metro.Yet, how many of us would give up our jobs if we did not need them? Probably 99% I think. We do not need the daily grind and hassl
Here's why. In public relations, we know people will act on their perception of the facts before them about your new venture. Further, we know that those perceptions will lead to predictable behaviors, good or bad, about which something can be done.
So when we create, change or reinforce that opinion by reaching, persuading and moving-to-desired-action those folks whose behaviors affect your new venture, your public relations effort is a success.
I know you have startup worries beyond public relations concerns, but consider for a moment some very serious PR exposures faced by that new venture of yours, and especially by the new management you recently installed.
If sales prospects are not made aware of your product or service, you will not get them as customers. And, as customers, if they don't remain convinced of the value of your product or service, you lose them.
If employees believe your new management doesn't care about them, productivity suffers, and if a minority person believes your new venture discriminates when it doesn't, a host of unnecessary problems may ensue.
For that matter, if community residents perceive your new business as a lousy place to work, you have employee hiring and retention problems. And if insurance carriers perceive your new management as a bad risk, they don't provide the needed business coverage.
There's more. If journalists are suspicious of your new management's motives and they are not convinced otherwise, the venture gets "bad press." And if business people believe what some competitors say about the new business, that strategic alliance your managers want so badly may not come about. Plus, as you grow bigger, if government regulators believe the venture's products are not completely safe, sales will almost certainly be negatively affected.
By the way, this article calls addressing these kinds of risks a new idea for venture capitalists because I've yet to see it discussed or even mentioned in the public press.
Fortunately, you can put the kind of PR we're discussing to work immedi
So assuming you're a self publisher or book publisher and you've already published your book; you need to immediately implement a strong, no-holds barred, book marketing and promotion program to sell your books fast if you haven't done so already. Your book selling, book marketing, and book promotion planning should begin well before your manuscript is completed. In today's publishing marketplace, the success of a book entirely depends on a strong marketing plan.Make sure you have at least one good timeless press release, written in AP style. You can send it out for the lifetime of your book. Make sure it's written in a timeless fashion. Using press releases can be a very effective mar
I know you have startup worries beyond public relations concerns, but consider for a moment some very serious PR exposures faced by that new venture of yours, and especially by the new management you recently installed.
If sales prospects are not made aware of your product or service, you will not get them as customers. And, as customers, if they don't remain convinced of the value of your product or service, you lose them.
If employees believe your new management doesn't care about them, productivity suffers, and if a minority person believes your new venture discriminates when it doesn't, a host of unnecessary problems may ensue.
For that matter, if community residents perceive your new business as a lousy place to work, you have employee hiring and retention problems. And if insurance carriers perceive your new management as a bad risk, they don't provide the needed business coverage.
There's more. If journalists are suspicious of your new management's motives and they are not convinced otherwise, the venture gets "bad press." And if business people believe what some competitors say about the new business, that strategic alliance your managers want so badly may not come about. Plus, as you grow bigger, if government regulators believe the venture's products are not completely safe, sales will almost certainly be negatively affected.
By the way, this article calls addressing these kinds of risks a new idea for venture capitalists because I've yet to see it discussed or even mentioned in the public press.
Fortunately, you can put the kind of PR we're discussing to work immedi
All of us are busy working in a particular area to earn our living. Some of us are business persons and some are employed. Some are engineers, others doctors, carpenters and so on. We have painters, architects, firemen and all types of professionals.The question is - Why did you choose a particular profession? Were you tested scientifically in our childhood about your aptitude, or whether it was your family profession, or you wanted to become one because you had fancy for that, or you had nothing else to chose so you chose your current profession?Along the way in life, we stop asking these questions and continue doing what we are doing. We never think about why we are doing a par
For that matter, if community residents perceive your new business as a lousy place to work, you have employee hiring and retention problems. And if insurance carriers perceive your new management as a bad risk, they don't provide the needed business coverage.
There's more. If journalists are suspicious of your new management's motives and they are not convinced otherwise, the venture gets "bad press." And if business people believe what some competitors say about the new business, that strategic alliance your managers want so badly may not come about. Plus, as you grow bigger, if government regulators believe the venture's products are not completely safe, sales will almost certainly be negatively affected.
By the way, this article calls addressing these kinds of risks a new idea for venture capitalists because I've yet to see it discussed or even mentioned in the public press.
Fortunately, you can put the kind of PR we're discussing to work immedi
One crucial factor to the success of your job search is confidence. Being unaware of your own potential, or being too timid to apply for suitable could result in your ending up in a job which does not stretch you and will become boring very quickly.No-one feels supremely confident all the time and a little anxiety before a job interview is perfectly normal. So is the thought that other people might be better qualified that you. However, being so anxiety that you don’t apply for any jobs, or jobs for which you are over-qualified shows a lack of self-esteem. It’s important to remember also that no-one is confident in every aspect of their lives. A student who is an excellent basketball pl
By the way, this article calls addressing these kinds of risks a new idea for venture capitalists because I've yet to see it discussed or even mentioned in the public press.
Fortunately, you can put the kind of PR we're discussing to work immediately on behalf of your newest venture by introducing the new program to its managers with a brief, no-nonsense charter. Possibly along the lines of "yes, yes, I know you're very busy but it's our money on the line here and we're going to do everything possible to make it work!"
From that might flow these "marching orders" to your managers.
You will take the time to meet with members of your most important audiences and evaluate their feelings and beliefs about you and the business.
You commit to take action when you discover troubling perceptions that could lead to negative behaviors.
You accept that what people BELIEVE to be true, versus the truth, defines your public relations problem.
You will raise your profile, and that of the business, by regularly speaking before business and fraternal clubs, by meeting with the media and by promoting your business as appropriate, thus building the kind of good will you will need should things go awry.
You will prepare carefully thought out, persuasive messages that directly address the misconceptions you discover during your periodic fact finding sessions.
You will select effective communications tactics that will carry those messages to your key audiences in a timely manner. And you will choose from a wide array of tactics such as meetings, speeches, luncheons, facility tours, promotional events, emails, media interviews and many more.
And finally, you will track the progress of your public relations effort by speaking regularly with members of those key audiences, and monitoring both the media and the reaction of community residents and other businesses, adjusting your strategy and tactics accordingly.
Yes, Mr. or Ms. Venture Capitalist, it does hurt when a promising project you backed goes down the tube.
Of course, you are, and must be concerned with a host of financial, human resource, legal and competitive issues for each new venture.
At the same time, in my view, you must remain vigilant as to how a single issue - potentially dangerous, unattended perceptions among a key audience -- can nudge a fledgling business closer to failure than success.
Fortunately, the "marching orders" outlined above will lead your venture management team to resolve such issue
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