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Getting To “Yes”: Asking The Right Questions

Keywords:

sales, questions, financial issues, solo 401k

Article Body:

See how many of the following questions you can adapt to your own sales efforts.

Situation : Despite making a good sales presentation, the customer remains uninvolved.

Your Question: "Based on the data, it looks like you can save $90,000 a year with this solution.
What needs to be done before you are completely comfortable with this?"

Situation: The client agrees that there are still a number of items that need to be cleared up
before he can make a commitment.

Your Question: "Before we get into this in any depth, can I get your agreement on the data results?
Will you look at the facts and decide for yourself if they make sense?"

Situation : The customer says he is considering one of your competitors.

Your Question: "Yes, that is a good company. But we are different.
Would you like to know why?"

Now, before you move on to pricing, you must have a commitment from your client that there is nothing other than affordability that would prevent them from saying YES. Never omit this step.
I realize that this is the scariest thing to say to a client because you are often unsure of the answer.

You are nearing the end of your presentation now and it's time to tie everything together. This process begins with reiterating the client main issues.

Ask yourself:

1. What have you found throughout the presentation that excites your client the most?
2. What is their most painful problem you can solve?
3. What are their deepest desires?

The answers to those questions are what you will cover here. If you have done a thorough presentation. You should have the answers to all of those questions

Get Agreement

Once the client is fully engaged, it's time to get the final agreement. Once again, we reach this agreement with commitment questions. Here the questions may be more open ended where you allow the client to give a fuller answer than just agreeing with you.

Open-ended questions give the client a chance to fully express why they feel that your product is right for them. They will be saying to you many of the things you have said to them during the presentation if you have done a good presentation.

When you ask these questions it will either be time to finish the sale or the client will come up with an objection you will need to address. Either way, this is another time where you need to be very conscious of the personality type of your client.

Situation : You have come to the end of the sales presentation.

Your Question: "What question should I be asking that I'm not asking?"

Any Objections?

Depending on the way your company markets, you may have clients that are already predisposed to wanting your product. Even with this high degree of interest, you may still encounter objections.

Doing an in-depth investigation of your client's needs and desires in the beginning of your presentation is key to not having objections at the end of your presentation.

The better you know your client the more likely it is that you will cover any potential objections
before they even come to the mind of your client.

Don't forget to continually ask ‘why” when you get an initial answer to a question. That one word can make a world of difference in you getting to the real needs of your client.

Objections decrease as you become more proficient at covering possible objections in the body of your presentation so they never come up at all.

Situation: The sales presentation is over. It is time to ask for the sale with one last question.

Your Question: "Why don't you give it a try?"

YES, they want to move forward with your product. Congratulate them on taking the one action that will improve their life this year.

They should thank you for taking your time to show them exactly how your product will work for them.

You have provided a valuable service to your client and that should make you proud.

Be Prepared--Not every client will say YES.

Situation: Client declines your product or service.

Your Question: “What is there that we can do to make it work for you?”

Now it's their turn to brainstorm your solution to their own problem.

Common Job Interview Questions And Answers

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In preparing for a job interview it is important to list and plan your answers ahead of time so that you don’t panic when the time comes. Jotting down some of the possible questions and then figuring out the best answer for each will help to boost your confidence.

There are ten interview questions that often times are the downfall of job seekers, especially if they are caught off guard. These top ten questions are ideal to be used when practicing for a job interview. The top ten questions are:

What are your weaknesses?

The best way to answer this question is to minimize your weakness and emphasize on your strengths. Mention professional traits that you deem as your weakness rather than concentrating on negative personal qualities. Likewise, it would be best to mention that you are doing something to improve yourself professionally in order to correct your weakness.

Why should we hire you?

This is another overwhelming question which can make any interviewee panic. An ideal way to handle this question is to start with summarizing your working experiences which may be important to the company. Remember be confident and show that you really are looking forward to becoming a part of the company.

Why do you want to work in our company?

The purpose of the interviewer for asking such a question is to make certain that you as the applicant are really interested in the job and not just simply applying because there is a job opening. As an applicant you have to convince the interviewer that you are serious and very much interested in the job you are applying for.

What are your goals? Or where do you see yourself five years from now?

It is better to answer this question with reference to short-term and intermediate goals rather than talking about some distant future. It is also advised to involve the company in discussing your professional goals. For instance, say that you see yourself as becoming a part of the company and helping it in achieving it goals and missions. Most interviewers asked this type of question to gain insight on the real motive of an applicant since there are some applicants who will just make a company their training ground and then after they have gained some experience leave to search for another job.

Why did you leave or why are you leaving your current job?

This is another question used to weigh the professionalism as well as the ability of an applicant to stay on a job. As an applicant it is not nice to say anything negative about your current or previous employer since it may reflect a badly on you. This will also create a “big question” in the mind of the interviewer why you are making such discriminatory remarks regarding your previous job. To prevent falling into this trap just say that you are looking for additional opportunities to enhance further your professional knowledge.

When were you most satisfied in your job?

Again, be very careful in answering this type of question since this will reflect a lot about you as a potential employee. A not so convincing answer may cause you to lose the chance of getting that job you want. Try to answer this question without any prejudice to your previous job, and concentrate more on discussing things that motivate you professionally. This will create the impression that you are a good employee since you refrain from creating any bad remarks regarding you previous job plus this will provide your future employer with ideas on how to motivate their employees.

What can you do for us that other candidates cannot offer?

Some applicants usually go blank when asked this question for fear that they may answer inadequately. Be confident and concentrate on discussing your positive traits and work qualifications that you deem as important and relevant to the job you are applying for.

What three positive things would your last boss say about you?

Simply tell them of your positive traits both as a person and as an employee which are noticed not only by your previous employer but likewise by your co-employees. Think of positive remarks that your previous boss may have told you and read through any performance related assessments you may have had for inspiration.

How much salary are you seeking? Or how much salary are you expecting?

When an interviewer asks you your salary requirements, it usually means they like you and considering hiring you to become a part of their company.

Some employers would even ask your salary history from your previous jobs. This will provide them with an idea of how much you would consider asking from them. A safe way of answering such a question is to ask for a salary that is similar or close to what you is previously receiving. Or simply tell them that you are willing to receive any amount that is rightfully commensurate to the position or the job you’re applying for.

If you were an animal, what can of animal would you be?

This question is geared more on knowing the personality that you have. Try to think of animals that are not harmful but rather exhibits good qualities that match with the type of position you are applying for.

Computer Consulting: 3 Questions To Ask Your Clients

Computer consulting clients can be asked some simple questions for to help you get more customers and keep your current ones satisfied. Listen to the answers and use them to help grow your business of computer consulting.

Keywords:

computer consulting, small business computer consulting, IT consulting

Article Body:

From a customer service perspective, you can ask your computer consulting clients three questions that will explode the growth of your company.

Question Number One:

“How Can We Improve the Level of Service That We Provide Your Company?”

Ask your computer consulting clients this question on a regular basis; at least a couple times a year. You will be amazed at the type of suggestions they give you.

They will tell you some things you’ll be able to implement without charging them another nickel or penny more because they’re simple no-brainer kind of things. For example, “Could you send us an email reminder the day before you’re coming in?” Obviously you don’t have to charge for something like that.

Some of the others may say, “It would be great if you could guarantee this kind of response time” or “It would be great if you could also take over finding someone who can help us with our PBXs.”

You’re going to get some ideas, some of which are going to make sense for you, some won't. Some of them may require a little more legwork and some of them may be great opportunities for additional revenue.

Question Number Two:

“Is There Anything Else IT-related That Your Company Needs Help With?”

Question Number Three:

“Do You Know Anyone Else Such as Business Associates, Friends, Family Members in the Greater Area That Could Use Some Help With Their Computer-related Problems?”

Help Your Computer Consulting Clients Help You

Spend a minute or two to tell your computer consulting clients what they should look out for. If they happen to be on the phone with a vendor or supplier or family member and they’re complaining and moaning that everything’s running slowly or that the LAN’s down again or email’s not working or the server crashed.

Get your computer consulting clients trained to listen for those clues and let you know that there’s an opportunity out there. If they’re a long-term client of yours and they’re happy with you, they should be more than happy to recommend you. All you need to do is ask and train them to be looking for these clues.

Copyright MMI-MMVI, Computer Consulting 101 Blog. All Worldwide Rights Reserved. {Attention Publishers: Live hyperlink in author resource box required for copyright compliance}

Greg Winteregg, DDS – Questions to Answer Before Adding an Associate

When should you get an new dental associate? How do you structure their pay? What are the important points to cover when interviewing a Dental Associate? Thirteen years in private practice and close to as many as a trainer/consultant at MGE (http://www.mgeonline.com) have taught me one hardbound rule: there is definitely a right and wrong way to go about this associate business. This two-part article covers specifics on the right way to go about getting a Dental Associate for your practice.

Keywords:

Greg Winteregg, MGE, dental associates, dental practice

Article Body:

This is "Part II" of a two-part article on the subject of Dental Associates. (Part I is available at: http://www.gregwinteregg.com)

Perhaps now or some time in the future, you'll think about adding an associate. Whether that time is today or ten years from now, it is best to be informed on the subject. Part one of this article offered guidelines to help determine the need for an associate in your practice.

In this article, we'll pick up with questions you should ask once the decision is made to hire an associate. Specifically:

1. Do you want an associate or a partner?

2. What type of work do you expect the associate to do – i.e. what would be his or her job description?

3. How should you pay an associate?

4. How do you find the right associate?

5. How does the associate's treatment philosophy match up with yours?

6. How can you tell if the associate "fits in" with your office, staff and patients

Let's start with the first one: "Do you want an associate or partner?"

You should never enter a relationship saying "Well – come on board and we'll see how it goes and work out the details later." If agreements are not clearly delineated, each party has their own "idea" of what the agreement is and they seldom match! The associate starts with the idea he or she will be offered a partnership and eventually buy the owner/doctor out. The owner/doctor is entertaining the thought but is ambivalent. The associate makes the schedule easier so the owner/doctor, who originally planned on retiring in three to five years, has more time off, feels better, and decides to work another fifteen years. The associate feels abused and taken advantage of and decides to leave. The owner/doctor finds himself back at square one. What happened? In this case the doctor failed on both the communication and leadership fronts.

Had good communication existed from the get go, with a clear reality of where the relationship was headed, things might have turned out different. You don't have to offer a partnership right up front. If partnership is a possibility though, at least have some benchmarks in place and get these agreed upon by both parties beforehand – and stick to the agreement. For example, you both agree that you will work together for a set evaluation period before talking partnership, etc. One excellent example I saw was a doctor who had his new associate (potential partner) sign three agreements: a) associate, b) buy-in and c) buy-out. If the associate met certain guidelines and the relationship was good, he could buy in. If the owner then wanted to sell the remainder the associate could buy him out, etc. Either way – you might not want a partner – ever. This should also be made clear. Talk it over with your accountant or other advisors and decide what you are shopping for before you start on this journey.

The next question is: "What type of work do you expect the associate to do – i.e. what would be his or her job description?"

Do you expect them to take all operative and root canals off your schedule and see all the children that come in? Will they treatment plan and present their own cases? Determine issues like this prior to interviewing, much less hiring. Keep in mind that the associate is there for you and your office. They either fit or they don't. Imagine you were selling your house. If the realtor brought in a potential buyer that asked you to add a pool and two more bedrooms, you wouldn't do that to make it work. The realtor would find another buyer. Same concept with an associate. For example: You want an associate to free up your schedule by taking all of the fillings, kids and root canals. The prospect you are interviewing refuses to do root canals and doesn't really like kids. Next… You get the idea. While some things are of course open to negotiation – don't go crazy attempting to accommodate. If you needed a full time receptionist and you interview someone who can't work Mondays and Wednesdays– why hire them? You eventually will find someone who can.

The third question is "What should you pay an associate?"

This depends on what you expect the associate to do. If they are to find their own new patients, present their own cases, etc. the percentage would be higher. Conversely, if you handle all of the treatment planning and fill their schedule for them, the percentage would be lower. Sit down and do the math. If you had an associate producing X amount at Y percentage – what would that equate to and how would that impact your bottom line? Also consider how this would impact your schedule. If you are booked out for several weeks and you give an associate all of the operative, root canals, single unit crowns, etc. you would be able to move all of the major work on your schedule forward making you more productive. For a GP associate, anything over 35% of collections in compensation is too high in my opinion (specialists are an exception). I've seen some doctors who pay their associates 25% if all they do is work on patients with no treatment planning responsibilities. You can also mix a per diem and percentage. If you are going to do this, you have to ensure it is viable for the office.

For example:

You guarantee a doctor $450 per day. He works 16 days per month, making the guaranteed salary $7,200 per month. You decide you don't want to exceed, let's say, 30% in compensation for the associate. So we take that $7,200 and divide it by 30 and multiply by 100. We do this to determine what $7,200 is 30% of.

Here's how the example works out:

1. Associate Monthly Base = $7,200

2. $7,200 Divided by 30 equals 240.

3. 240 multiplied by 100 equals $24,000.

4. $7,200 is 30% of $24,000.

So, if we are going to give a percentage on top of the base, we tell the associate that they get 30% of anything they collect over $24,000 in a given month and distribute that amount at the end of the month.

On the other side of this, what happens if this associate who you are paying $7,200 a month and, after ramping up, their average collections are only $15,000? In that case, you had better do something as they are costing you more than they are worth – in this case 48%!

In my experience, if an associate can't do $40,000 per month, no one is going to be happy. They won't be making enough money and below that level of production you aren't making enough of a profit to keep them around. You must have enough business to make it worth everyone's while and they must be confident enough clinically to produce it.

The next question is: "How do you find the right associate?"

You've filled in the blanks and decided what you want and what you have to offer. If no prospects are immediately to hand, you need to go out and find someone. The question is: where to look? The answer: Everywhere! Here are some ideas:

1. Advertise in the paper.

2. Ask various sales reps (i.e. your supplier, etc.)

3. Call your friends and colleagues.

4. Advertise in local and state dental journals and newsletters.

5. Advertise online.

6. Have your office manager help you contact doctors in your immediate area to see if they know anyone.

7. Sign up for an associate "headhunting" service (these can be pricey).

8. Contact residency programs in your state. Dental schools are also an option, but if you need someone who can hit the ground running from a production standpoint, this may not be the best option as you may have to deal with a learning curve.

Just keep in mind that if you outflow enough, you'll eventually find someone who will be a good fit.

The fifth question is: "How does the associate's treatment philosophy match up with yours?"

Let's say you've worked out the need for an associate, what the level of compensation is, the job description and the hours that he or she will work. You also searched for an associate and are now interviewing an associate prospect. He or she seems like a nice person but what is his or her treatment philosophy? Divergent treatment philosophies between a senior doctor and his or her associate is the cause of more turmoil than you'd suspect.

How can you prevent this in lieu of having to work together for six or more months? Try this approach: During the interview with your prospective associate, take ten charts, along with accompanying x-rays, models (if there are any) and temporarily remove the treatment plans. Now, ask the associate to draw up a treatment plan based on the information to hand. Match up the associate's treatment plan with the treatment plan you made for the case. If they are relatively the same, you may have a good match. You could also describe a number of clinical scenarios and see what course of action he or she would take and see how that agrees with what you might do.

Ultimately, the MOST important thing to consider with an associate is their level of clinical competence.

You may not be able to establish this for yourself without working with him or her. There are a couple of things you can do to get an idea of where they are at clinically.

1. They could treat you. (Even if it is a prophy, you'll see their chairside manner and the like.)

2. You could have them bring in models and pictures for cases they have completed.

Other than that, you'll have to check up on their work with your patients.

If you feel you have found the right candidate, you could possible have them treat you and some of your staff. If the team isn't sold on them as a clinician they'll be reluctant to have patients see the 'new guy/girl'. You'll end up just as busy as you are now while paying the associate to sit around because "none of the patients wants to see the associate." It may be a great ego-trip to a have an associate but if it doesn't move you in the direction of lightening your load or expanding the practice, it's not worth it.

I once had a doctor tell me that there was no way he would let his associate work on him. Excuse me?! They represent your office. Their treatment is your treatment! You are responsible for their work. And no one wants to be re-doing dentistry for free after a sub par clinician leaves the practice, not to mention the effect this has on your patients and practice.

These are a few of my thoughts on a subject that could easily fill a book. Try these simple guidelines and get good advice from your advisors. In the end, the decision ultimately is YOURS. Choose wisely. If you would like to get more information on this subject, or on how to get more fee-for-service new patients to keep your practice healthy, to expand or to make it possible to add an associate the "New Patient Workshop" from MGE (http://www.mgeonline.com) is the solution.

Five Interview Questions You Should Always Ask

Keywords:

interview help, interview tips, career, new job, questions, advice

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These five questions go beyond the obvious ones, such as the title of the job, the job description, to whom it would be reporting, and other such basic questions. In fact, it's unlikely you'll even need to ask those questions, as they're usually outlined for you.

With some preparation and thought, you should be able to easily come up with 15 - 20 first-interview questions to ask. But these five - in some form - should always be asked.

Not only will they help you to ascertain if the job for which you are interviewing meets the criterion of your perfect job, but the answers, when put together, will give you a fairly accurate picture of what's really going on behind the interview.

1. WHAT ARE THE PRIORITIES THAT WILL NEED TO BE ADDRESSED IMMEDIATELY IN THIS POSITION?: A title alone tells you nothing. The job description won't reveal much either, except whether or not you're capable of doing what's required functionally on a daily basis.

For the same reason that you put your accomplishments on your resume - and not just the job description - here, too, you want to get a sense of the individuality of this job in this company.

Was everything left running smoothly? Is it pretty much picking up and continuing daily functions as normal? Or is there damage control that needs to be done? If so, is there a time line for the repair, and is it an achievable one considering your capabilities? Is it realistic regardless of who holds the position?

If you don't have any information already, this will begin to clue you in about both the supervisor and the previous employee. If you have been provided with some detail already, then the answer should track with what you've already learned.

2. HOW LONG WAS THE PREVIOUS PERSON HERE? WHY DID THEY LEAVE? Generally, in answering the first part, the interviewer will answer the second part as well. But if they don't, then ask it. And if that person was there an oddly short time, you also want to know how long the previous person before that was there.

See where I'm going with this? If the job is in disarray, and the last two people were there a short period of time and were fired, you don't need to ask any of the other questions here.

Exit gracefully and then run! Because before long, you, too, will be terminated for not achieving whatever it is they want done - regardless of if the stated time frame sounded realistic or not.

3. TELL ME ABOUT YOUR MANAGEMENT STYLE. HOW DO YOU BRING OUT THE BEST IN YOUR EMPLOYEES?: Is he a micro manager? Is he an information hound that needs to be kept informed of everything? Does he leave people alone to do what he hired them for and simply keep on top of what's going on? Does he help you if you have trouble? Do any mentoring? Or is he a berating, derogatory, jerk?

Obviously he's not going to come right out and tell you he's a micro manager! Instead he might say, "I like to keep a very close watch on what's going on in my department," or "I visit with each member of my department on a daily basis to make sure they're staying on track," or something similar.

You'll find that the person will be fairly straight forward in sharing their management style with you. What you want to pay attention to is how they word it.

4. WHAT TYPES OF PEOPLE TEND TO EXCEL HERE?: Workaholics? Ones who are self-motivated and manage themselves well? People who work well in teams or committees? Employees who keep their supervisor informed of "where they are with things" on a daily basis?

This tells you something about the pervasive culture in the company or department. Generally speaking, companies - or departments - tend to be made up of similar types of people that are in harmony with the company culture and philosophy.

An entrepreneurial person won't function well in a committee environment. While sales personalities can vary greatly, the top achievers are goal driven and motivated to achieve, rather than complacent.

People who are accustomed to thinking for themselves will find themselves chafing in a company that has a more dictatorial style, while those who perform better when they're told what to do will find themselves adrift in a company that requires its employees to think for themselves.

5. HOW LONG HAVE YOU BEEN HERE? WHY DO YOU STAY?: The answer to this question will give you an indication as to the feeling or health of the department or company. The way in which he answers the question will also give you additional insight into your potential boss, his management style, and what type of people excel in the department or company.

These are informational questions, not challenges. Be genuinely interested in the answer, because you're gaining valuable information that has to do with your future. When you leave the interview and process it within yourself, you'll be matching what you learned with what you are looking for.

Pay attention to the interviewer's body language and facial expressions. Is he relaxed? Does he fill in some of the spaces? Does he speak to you - or AT you? Does he answer the question briefly and then quickly fire off another one?

These, too, are valuable cues, and after the interview, you'll need to piece them together with the verbal information you received.

Your perfect job might land in your lap by grace and good fortune. But more likely, you'll need to look for it. It's there - but to recognize it, you'll need to know what it doesn't look like, as well as what it does.

Frequently Asked Questions about Consulting

Consulting means to give professional advice in the area of your expertise. Consulting can be performed in a wide range of topics such as law, marketing, finance, accounting, communication and any other area in which you are an expert. When you become a consultant, you are essentially declaring yourself as an expert in that particular field.

Keywords:

consulting,consultants,consultant management consulting,business consulting,computer consultants,computer consulting

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What is consulting?

Consulting means to give professional advice in the area of your expertise. Consulting can be performed in a wide range of topics such as law, marketing, finance, accounting, communication and any other area in which you are an expert. When you become a consultant, you are essentially declaring yourself as an expert in that particular field.

What type of work is involved in Consulting?

In consulting, the consultant provides a company or client with a specific service or their expert knowledge in their field for a specified amount of time. The job of a consultant is to enable the client to find a lasting solution to their specific problem by offering them advice and new information in that field. In consulting, you are required to give the client complete focus and use your skills of thought, analysis and brainstorming to come up with a solution and new ideas.

In consulting, what makes a great consultant?

When you decide on a career in consulting, you should be able to provide your client and their organization with intense motivation and excellent ideas. You should also be prepared to deal with situations that are often complex and perhaps even hostile. You should use your assessment skills and competency to know what needs done in any situation.

The different types of consulting

There are two general types of consulting available to those who wish to enter this career. These are called specialists and generalists. A consulting specialist tends to focus on one area of practice such as a specific area of expertise or a specific industry. A generalist focuses on a wider area of consulting. These types of consultants typically go to work for a firm that gives general type of advice to many different companies.

What do you need to get into the field of consulting?

People looking for consultants are looking for a person who has the ability to not only offer advice, but also create ideas, insight and share knowledge in their area of expertise. You must be able to provide your client with new and innovative ideas for creating and implementing solutions.

Some companies and firms that deal with consulting will look for those who have college degrees in business administration or other similar fields. You also must possess the desire to help provide service to your clients in the areas that are needed. Furthermore, in consulting, you must be a people person in all aspects. This is important because you will certainly not want to work those long, hard hours with someone you simply cannot get along with. You should enjoy working with all types of people.

In consulting, it pays to do your homework. If you are considering becoming a consultant, you should conduct thorough research to decide if consulting is right for you.

Frequently Asked Questions about Articles of Incorporation

Articles of incorporation are a set of rules that determines how a corporation should be managed and they are filed with the government in your area. In order for a business to become a corporation, the Articles of Incorporation must be filed with the appropriate agency. It is important to know that in...

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What are Articles of Incorporation?

Articles of incorporation are needed when a business decides to incorporate. Articles of incorporation are a set of rules that determines how a corporation should be managed and they are filed with the government in your area. In order for a business to become a corporation, the Articles of Incorporation must be filed with the appropriate agency. It is important to know that in, they may not be called Articles of incorporation in your area. They may also be referred to as Certificate of Organization, Certificate of Formation or Certificate of Organization.

Where do I file the Articles of Incorporation?

Articles of Incorporation must be filed with the government in the area in which you intend to incorporate. Typically the forms are filed with the Secretary of State. However, if approved you may use another regulatory agency or company. There will be a fee associated with filing Articles of Incorporation and this will vary depending on where you live.

The forms needed to file the Articles of Incorporation should be readily available to you from a variety of venues. You can obtain them by printing them on your computer from the web site of the Secretary of State. You can also obtain the forms needed by writing to or calling your Secretary of State and asking them to mail the form.

What information is contained on the Articles of Incorporation?

There is a variety of information that is required when you file the Articles of Incorporation. These are the basics in all areas. However, your local government may require additional information. It is important that you conduct full research on what your area may require.

The first piece of information to be listed on the Articles of Incorporation includes the name of the corporation. This will be the legal business name under which the corporation will conduct business. This should include any designators at the end such as Inc. or Corp.

You will also be required to determine the purpose of your corporation as stated by the government in your area. The name and address of the person responsible for accepting any legal notices in regards to the business named, such as an attorney.

Another piece of information that is required on the Articles of Incorporation includes the number of shares the business is allowed to issue. The type of business the corporation is conducting will determine the amount of shares issued and how many people can hold them.

The final requirement for the Articles of Incorporation are the signatures. This should be of the incorporator or any directors along with the addresses of all signatories.

Other requirements that may be required in your specific area could include the duration of the corporation, if the corporation will have preemptive right or cumulative voting and if the business will offer various classes of their stock shares. It is important that you research all areas of the Articles of Incorporation and understand what is required and what additional items may be added to your filing.

Employers – 10 Questions to ask a Recruitment Agency

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If you are an Employer looking for permanent staff, using agencies can be an efficient and cost effective method of recruitment. Do your homework carefully and you can concentrate on what you do best, running your business.

Here are some example questions to ask

How will they charge? - Most agencies these days supply permanent staff on a contingency basis. This is where, you only pay the agency if you select and recruit one of their candidates. The popular term for this is “No placement no fee”.

What will they charge? - You need to make sure you understand how much using an agency will cost you. This is normally expressed as a percentage of first year salary. This will depend on a number of factors such as industry, location, level of role etc, but fees can often be between 10% and 30%. You might at first consider this to be rather a lot of money but just think how much its worth to you getting the right candidate with the minimum of fuss.

Is there a rebate structure? - Make sure that you agree to some form of rebate structure. Like it or not, some candidates will start a job and decide that its not for them and leave after a short time. You need to make sure that if this happens you can reclaim some of the fees paid to Recruitment Agency. This is normally done via a rebate structure. A typical example of this would be

If they leave within 4 weeks 80% of fees paid are refunded
If they leave within 8 weeks 50% of fees paid are refunded
If they leave within 12 weeks 20% of fees paid are refunded

However these scales vary between agencies. It is also becoming more common in competitive areas to see 100% refunds if the candidate leaves within 12 weeks.

What is their CV policy? – You need to make sure that they are going to make things easier for you and not just send through dozens of CV’s that they have on their books, just on the off chance. Most reputable agencies will have a definite policy on this and be able to give you an idea of the number and quality of CV’s in advance.

Any Client testimonials? – This is to help you ensure that you are dealing with the right agency. You don’t want to have to spend a lot of time explaining to them what your company does or how they do it etc etc. The best way to avoid this is make sure that they have satisfied clients in similar business to your own. This will also give you an idea of how experienced the agencies and their consultants are in your business area.

How many agencies should I appoint? – It is a good idea to have a small number of agencies working for you as long as they are all on a contingency basis. This way you maximise your exposure to potential candidates while not spending all your working day dealing with agencies. A good idea is to start with 3 to 5 of them & see how it works out. You can always add more if you need to later.

What about a specialist agency? – Where possible you should consider industry specific agencies this if possible. Although they may charge more in fees this may be offset by the fact that they will probably be able to advise you more knowledgably about the type of candidates available, market salary rates etc.

Are there any trade bodies? – A number of agencies are members of the REC (Recruitment and Employment Confederation), which represents the industry within the UK. You should try to confirm that they are members and that they conform to their code of conduct.

Will they do Candidate referencing? – You should check to confirm that the agency you plan to use both will confirm the identity of the candidates they send you but also if required can take up their references on your behalf.

And finally

Any other useful facilities?
Do you have an interview suite? – very useful facility as it means that you can interview prospective candidates at their offices.
Do you offer Psychometric testing / ability testing?
Can you provide salary survey information? – This enables you to offer the candidates a realistic salary

Remember, recruitment agencies can charge you quite a lot of money so make sure that they are working for you!

E & O E - Copyright 2005 CVwriting.net

Helpful Questions and Tips on Niche Marketing

Keywords:

niche marketing, market niche, niche market, small business, self promotion, marketing, offer

Article Body:

My clients and students are surprised and delighted to discover that a refined niche marketing strategy not only attracts significantly more business but also provides richer opportunities for self expression. To help you discern your own market niche, try using "where" and "who" questions like the following:

"Where" Questions

Where do you consistently find kindred spirits?
Where are you most credible?
Where is there the greatest need coupled with the greatest appreciation for your work?
Where do the people who need your work most often have breakdowns that would cause them to hire you?

"Who" Questions

Who is naturally drawn to you and to your work?
To whom are the things that seem obvious to you a revelation?
Who is traveling a path that you have successfully walked yourself?
Whose language do you speak?
Whose concerns can you reliably anticipate and address?
Whom is it easy for you to serve?

Knowing and working from your strengths are essential parts of developing your niche marketing strategy

There are probably several ways in which your strengths can add value in the marketplace. Therefore, developing a niche is a process of exploring several possibilities and gradually refining them.

You might think about developing a market niche as akin to planting a garden. You start by planting lots of seeds rather close together. As these germinate, you keep the strongest sprouts and remove the others. As your garden grows, you will continue to thin and prune until only the strongest and healthiest plants remain. Along the way you give away or compost the seedlings and trimmings; nothing is lost.

As you refine your niche marketing strategy, you'll grow in integrity and confidence. With time, you'll know with certainty which customers are right for you, and you'll attract more of them.

Are You Afraid of Using Niche Marketing Because it May Turn Away Business?

As you refine your market niche, you may experience some anxiety that focusing on your niche will deprive you of needed business. What do you do if someone outside of your niche wants to hire you?

Talk to them. See how well you fit. There is nothing about a focused niche that says you cannot work with a variety of clients. The point of a niche is not to confine you, but to create the healthiest ecosystem for your business. Focusing your market niche is like focusing a great searchlight that can be seen for miles around. Your searchlight may attract people from beyond your niche precisely because you have defined that niche.

While you always have the option of working with anyone who is attracted by your focused niche, do beware of trying to be all things to all people. Not only are you likely to fail at this, but you run an increased risk of coming across as inauthentic and insincere. The cost of not applying a niche marketing strategy is not being recognized for the offer that you are and not having a fulcrum from which to leverage that offer for increased effectiveness, service, and prosperity. The longer you persist in marketing to everyone and anyone who could conceivably hire you, the more certain it is that you will burn out, leaving yourself and your clients or customers dissatisfied. In order to make a compelling declaration of what you are up to, you must be willing to say "no" to those clients, projects, and possibilities that are not well within the scope of your passion and your expertise.

It is important to look to the market to see what your prospective customers and clients want. But look with a keen eye for how the needs and desires of the market match your strengths, talents, and passions. Say "no" to the opportunities that are a poor match, so that your vision and resources can be focused on the projects and relationships that are most likely to succeed.

Five Questions to Ask Before Forming a Team

Keywords:

team building, team success, project team, work team, teams, planning, starting teams

Article Body:

A project or challenge comes up and many people, without thinking, immediately form a team to research, solve the problem and implement the solution. Teams can be a very powerful way to solve problems and implement massive improvements. But teams aren’t the right answer to every situation.

To get the best possible results from the resources available, it is important that a leader answer a question they typically don’t ask - “Is a team the best way to address this situation?”

Unfortunately when they assume the answer to that first question they jump to “Who should I put on the team?” When they start there, they may have already doomed the organization to less than the perfect solution, before they even get started.

This article poses five questions designed to help you answer this important first question.

Is the goal clear? If the goal isn’t crystal clear yet, don’t form a team. A team can develop a problem statement and solve a problem, but they can’t work successfully (at least not quickly and efficiently) with a goal that isn’t clearly articulated. Once the goal is clear (you might want to meet with a couple of people in a one time meeting to get this clarity), you can continue on with the rest of the questions. Until then, don’t form a team!

Will the team have the resources they need to succeed? You may be the person who needs to provide those resources, or you may need to negotiate for them. Teams need to know what resources they have in terms of skills, budget, time, support and more. While a lack of resources will challenge people and teams to be creative, there is a limit to this! Teams will falter and struggle without the necessary resources to succeed. Proceed with out them and you risk massive frustration and low productivity.

Does this really require a team? This is perhaps the biggest of the questions. We all value collaboration and teamwork – but they don’t have to go together. Collaboration can be achieved without a team. Perhaps what you need to do is assign or find a person to run a project, and encourage others with valuable input and experience to collaborate and help as needed. Remember there is a big difference between putting people on a team and asking them to help on an as-needed basis. When you remember that you can foster collaboration without a team you allow yourself to really answer this question successfully.

What is the relative importance? Not all projects or problems are created equal. It is important to consider the relative importance of a situation before dedicating lots of resources to it. Think about your overall plan and your people resources. See where this fits into your big picture before you decide to form a team, versus assigning it to a single person to manage.

Is there time? It takes time to schedule, form, acclimate and help a team get a good start. Is there time for all that, relative to the need for a solution or answer? If not, get someone, get and decision and move on.

If you get yes answers to all of the questions above, congratulations! Form your team and help them succeed.

But if you get one or more no answers - do yourself and those you might put on a team – a favor. Think a bit longer before automatically forming a team.