I am looking for an entrepreneur who wants to earn £100K a year

Opportunity Presentation

This business cost me about £200 to start and has returned more than £1 million in income.
I have several people who also joined in with me and they earn the same or more.

This business is for those who are prepared to work hard in exchange for a six figure income.
Only suitable for business minded individuals who enjoy training, recruiting or managing people.

UK based only to call 0845 056 9325 and I will tell you more

Firstly click on the link at the top of this article

Risk failure also stand a chance of success

If the business equivalent of Simon Cowell came across your company, would he think it had the X-factor?

For every business that succeeds, there are many more that go up the tubes.

Some people attribute this to luck, some people seem to be lucky over and over again

I agree that those who risk failure also stand a chance of success and both groups deserve a BIG pat on the back!!

Does such a thing as the business X-Factor exist and if so, how do you know if you’ve got it?

Practice makes perfect

In his best seller, Outliers, Malcom Gladwell explains that talent is a necessary, but not sufficient requirement for success on its own. Years of effort are also required and ten thousand hours of practice seem necessary to achieve world class performance. This principle is epitomised by the who famously said “the more I practise, the luckier I get”.

Gary Player golfing legend

We may think that Beckham could bend the ball with natural talent, but he spent a large part of his childhood practising. In fact, if you ask Alex Ferguson for the footballers secret, he'd say that “the important thing is practice”.

Did Bill Gate just do one thing and crack it?
Sorry, turns out that Bill Gates did huge amounts of programming – ten thousand hours - before he hit the big time.

The list goes on much longer than we have time for, I have seen this first-hand in direct sales business with (most) some agents not listening, not working hard enough and quitting because it is really harder than a job.

Some however, get rejected, get back in the game, get rejected, get sworn at, people cross the road to avoid a pitch and they get back in the game and just keep going

The result is a million or two, not in one lump, certainly in income from the day the buy that first starter kit and by the time the heirs to the estate and finished spending it... and perhaps they leave it as an heirloom and it is worth multiple millions. Those who do this don't just like driving all night after late night long distance meeting, or enjoy spending the food money on national adverts, or enjoy speaking with 70 or 80 phone callers from marketing and neither do they really want to phone 100 people on the list of a distributor that they just sponsored..... Some do because they know that a dynasty is being built

Direct Selling and Traditional Business is no different, and hard work in gaining the right knowledge and skills is crucial. Luck also plays a big part, being in the right place at the right time, but that won’t do any good if you haven’t put in the graft.

I come from a Chicken Farming background. But I soon escaped, my goal was the largest tyres on the pub car-park, not on a tractor, something very fast with huge servicing bills and would look good on a day at the races, firs selling, then started my business, Manufacturers Agent, I studied sales and marketing extensively and had been involved in marketing smaller businesses at board level for several years. I saw the whole marketing thing was try it, fail, try it, fail, try it, IT BLOODY WORKS, hang on to that, find another marketing tool.... Then the selling process, wwatch your appearence, manner, words.... try varioius things, fail, try again, fail, fail, and then you find that you convert more as the system works .....In other words, I practice first.

Dare to fail

Some people start a business because they want to get rich, others want to change the world, no one wants to fail.

To succeed in businesses you have to make a profit. Profit is oxygen, and is necessary even if the principle objective isn’t about money.

The biggest show stopper.........No profit means no reserves which means that the slightest setback kills you. So forget the X Factor if you haven’t set profitability as an early objective – you won’t be around to find out whether you’ve got it or not. If you know that part of what you do will take a medium term then do something to make short term cashflow

Having a compass

To arrive at your destination, you need to know where you are going.

Occasionally a business succeeds by accident, but that’s unusual. You must create a plan which gets to your objective.

So spend time working out who are your customers, what you are going to provide, what they will pay and how you will market. Then you need to understand your costs and find out what the competition is doing.

Customer obsession

SIMPLE

Customers pay the wages; if we forget this we’re in trouble. All successful businesses need to centre on their customers.

Flexibility

The newspapers take great delight in recounting stories about hapless travellers whose satnavs took them up a track, across a river or over a cliff. They thought they had the route cracked.

It’s is no different in business, when disaster is imminent it’s critical to be flexible.

Fun makes good business sense

If we find something enjoyable, we are generally good at it. Starting a business takes a lot of energy, and it is much easier to focus on an area where you have some expertise and interest. These are the same areas where we are likely to exhibit the X-Factor. If we are exceptional at something, we are very likely to enjoy it. So try to find a business you will enjoy, it makes sense on every front.

X-Factor

I wonder if any of this comes naturally? Concentrating on customers, having a plan yet being flexible enough to change it and enjoying the whole process is a tall order. Is this the business X-Factor?

If you watch the ITV show you know that the truly talented are sometimes hesitant about their capabilities. The crazy ones often come with the most certainty and the least talent. The best ones always want to improve, and maybe that’s it. The X-Factor could be a commitment to listen to advice, practise and continually improve.

It could be that’s what really matters. Or the bank manager might be your Simon Cowell and wipe the floor with you .....

Start a business on thin air! by Doug Richard

Ship Early, Ship Little, Ship Fast.

Product, Price, Promotion, Place, the Four P’s that historically have defined marketing operations have long been a road map for businesses who want to bring a product to market.

• Develop a product that packages a set of features and benefits
• Determine the proper price for that product
• Decide how to promote it
• Determine how to distribute it.

Product, Price, Promotion, Place, the Four P’s that historically have defined marketing operations have long been a road map for businesses who want to bring a product to market.

• Develop a product that packages a set of features and benefits
• Determine the proper price for that product
• Decide how to promote it
• Determine how to distribute it.

That’s how you market a product. At least it used to be.

For many businesses the traditional interpretation of the 4 P’s is is misleading at best and toxic at worst. Online games and iphone apps, open source software and social networking sites blur the line between promotion and product. Grocery stores now take orders online for home delivery. Print shops let you upload documents that are subsequently printed and couriered to clients. Many schools now consist of students and faculty that never meet face to face. Aren’t we all Internet businesses these days?

Understanding What Has Changed . . .

The reality is that over the last decade the process by which products are brought to market has changed radically and many otherwise competent business professionals are still struggling to cope with new realities.

For example, many software startups still identify their product as being a long series of specific features that let the customer achieve a given set of objectives. When you ask these businesses to add a form that lets someone invite a friend to use the application, or to create a Facebook widget that lets the product communicate with customers through their favorite social network, these developers say “We need to work on core features first. Lets save that for Version 2.”

• They see all “code” as a component of the “product”.
• They don’t understand that they, like everyone else in the market, must create the code required to connect their product to customers and their customers to one another.
• They don’t understand that they never get a version 2 if they haven’t integrated their product or service into its marketplace by creating the necessary code.
• They seem to believe, despite the fact that they have no customers and usually haven’t done much in the way of classic marketing research, that they know what the customer wants and it is embodied in their feature list.

The last decade of software successes demonstrates that this is “flawed” thinking. Twitter does one thing very well and everyone that uses it invites others to use it. There is no clear division between the Twitter service and its methodology. Facebook, Linkedin, Google, Magento, and many other very successful businesses have discovered the same solution.

More traditional businesses face other cognitive challenges.

• Brick and Mortar companies believe they have a “core business” which may be anything from producing cast iron pots to selling accounting services.
• They use the web for this thing called “marketing” which is seen as an auxilliary operation they undertake in order to increase product sales.
• Annually, or quarterly, the marketing budget is calculated. Some money is spent on advertising, some is spent on the website, some is spend on bulk mail. There is no adherence to any kind of specific strategy or methodology for this development which is considered “marketing”. Companies still think in terms of campaigns.

These businesses do not see the Internet and other communication connectivity as a necessary core element to their product or service because they do not see themselves as a “software” or “internet” company. Over the last fifteen years, Amazon, Lulu, Netflix and Ebay are just a few of the businesses that have re-envisioned traditionally brick and mortar businesses leveraging new communication options.

There is a new road map for bring products and services to market because what businesses are now expected to sell is a good “customer experience” that extends all the way from presales, to product adoption, to long term use. Actually, businesses have always been in the business of selling “good customer experiences” it is just that these days that requires that elements of “marketing” and “software development” be incorporated into almost every successful widely-adopted product or service.

Ship Early, Ship a Little, Ship Fast.

Given the changes in how products are developed, priced, promoted and distributed, there has been a concurrent change to how most enterpreneurs should launch their businesses.

• Create a very stripped down version of your product or service with a very small number of features, maybe even just one really great feature. Ceate all the code required to connect this product or service to its target market.
• Launch the product aggressively, so people who need the tool can find it and share it with friends.
• Wait for the “wall of sound” that comes as customers adopt the product and begin providing feedback. Release new versions of the product based on what actual customers want from the product rather than what they imagine the “ideal feature set” to be.

This methodology for bringing a product to market offers many advantages over more traditional strategies.

• It allows startups and small businesses to start their business with a minimum of debt or outside investment and in a relatively short period of time. The objective is to create a very elegant, very useful, very simple solution to a given customer problem.
• It lets them leverage the Internet for solution distribution at a minimum cost and for a minimum purchase price at a reasonable profit.
• It lets them refine the product over time based on feedback from paying customers.

The Ship Early, Ship Little, Ship Fast methodology works for almost any new product or service because it leaves behind traditional understandings of what a product is, how it is promoted and how it will be delivered.