Wednesday, January 27, 2010

Europe’s Top 40,000 Organisations – the Celsius Enterprise Market Model


Deploying all your sales and marketing resources optimally for the Enterprise sector is never easy - but it is crucial to the sales success of your organization. Putting your marketing € and your best salespeople in the right place is what it's all about. We have designed the Celsius Enterprise Market Model to help you achieve exactly that. It provides an accurate universe of large organizations in the main EMEA countries showing all the crucial elements for accurate sales and marketing planning:


How high is the potential in each organisation – how many employees, what business activity, how large is the revenue?
How can you sell to each: how many are commercial, non-profit, government-controlled, public sector etc?
Where are decisions made – what entity makes the commercial decisions?
And specifically for the ICT sector – how much is each organisation likely to be spending on IT annually?


On-line demo
Logging in here into a limited version of the system will give you an idea of what the Enterprise Market Model can do for you. Just click on Login in the box on the right to try the model out, see the tables you can derive and click to see a list of organizations – we want you to understand what it might do for you.

We have preselected three countries (Austria, Belgium and France) and are displaying 48 companies in those countries which are in Financial Services and have between 1,001-5,000 employees. But you can change the selection and see different lists – just tick the boxes and click on ‘Show Data’. Please use any information which you display quite freely:






User name

Password




Forgot password
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Full model
In the real model, you can analyze by country, size, business activity, organization type, revenue, parent company and parent company country. The model also estimates, for example, annual IT spend and level of usage of mobile devices and telecommunications. You can download complete lists and we can integrate your customer data, so that you can understand how well you are penetrated into your key markets, which are the key prospects yet to be turned into customers and whether you are getting the right share of business from your existing accounts.

To open more of the model to you or to discuss how you can use the data tailored exactly to your organization’s needs, call Ruud Geensen at +33 4 9294 4000
or email us: ruud.geensen@celsiusinternational.com
source:https://demo.celsiusonline.com/MM/Login/Login.aspx

Business information

Business Information is one of the three main segments of the Information Industry. The other two segments are Scientific, Technical & Medical (“STM”) and Educational & Training content.

The Business Information industry is presently estimated to be a more than $358 Billion market, according to industry analysts Outsell, Inc.[citation needed] Where much of the content industry revenues are advertising-driven, the Business Information segment remains largely driven by paid content, either via subscription or transaction (pay-per-view).

The primary forms of business information include:

News
Market Research
Credit and Financial Information
Company and Executive Profiles
Industry, Country and Economic Analysis
IT Research
While Wall Street’s thirst for information traditionally drove the business information market, its use is much more widespread today. In addition to the financial markets, business information is used heavily for sales and marketing, competitive intelligence, strategic planning, human resources and many other strategic business functions.

Today, there are more than 200 [1] providers of business information. While the Internet has made it easier for business information publishers to
deliver
content directly to their users, there remains a strong market for aggregators of such content which package business information in ways to meet an industry or customer’s workflow.
Source:http://en.wikipedia.org/wiki/Business_information

Darrell's Small Business Info Blog


Organize Your Business
Sunday January 24, 2010
Poor work processes can have a bad effect on efficiency, productivity and profits. As a business owner, you have a daily, overflowing arrival of information from e-mails to an ever-building pile of paperwork. Can organization aid your business? According to a National Association of Professional Organizers survey, over 28% of workers feel organization of their work space could save up to an hour a day.

The biggest time saver can be taking control of your email. Don't fall into the trap of reading emails and thinking I'll respond later. Later never arrives and soon your inbox is full of important and unimportant mail. Scott Allen, Co-Author of "The Virtual Handshake" recommends "Most people configure their email reader to interrupt them every time an email comes in. This means you are interrupted throughout the day. Instead, we suggest keep your email reader closed most of the day. Only check email once a day."

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Flaming Homer
Monday January 11, 2010

Last night aired the 20th anniversary of The Simpsons, a mile stone in the show's existence. Besides the entertainment value of the show, Homer and friends offer valuable business insight. My favorite "business" episode is the Flaming Homer. In this show, Homer reveals his cocktail recipe to Moe. Moe steals the idea calling it the Flaming Moe and business booms.

Every good business has a Flaming Homer. A special product or method of achieving great results, a Coca-Cola-like formula. To succeed in business; sharing ideas, and getting feedback is necessary. But don't reveal your secrets to a competitor. When disclosing sensitive information, use a non-compete agreement.

The Simpsons provides many business lessons for any entrepreneur. Here are 5 good and bad business lessons for your enjoyment and education. Woo-Hoo! 5 Business Lessons From The Simpsons

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A New Plan for a New Year
Monday December 28, 2009
With the end of a crazy year for millions of economic "refugees", it makes sense to start the year fresh and re-visit your assumptions, goals and business plans. A business plan is useful if it's updated and not a forgotten document but a living document. Your business plan will help you look at what worked in the past year, what is outdated, and areas for improvement. Take a look from outside your business with a fresh perspective. What would you do differently if you were to start your business over again? Use the SMART process of business goal setting to make 2010 a memorable year.

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Customer Gifts For Tough Times
Monday December 14, 2009
In prosperous times, gifting your customers during the holidays doesn't require a second thought. This year more companies are being conscious of spending money on customer gifts. According to American Express Open Small Business Holiday Monitor, almost 70% of business owners don't believe the worst of the recession is over and nearly six in ten entrepreneurs (57%) say the economic downturn has changed their holiday gift giving behavior. Yet, 10% of those surveyed planned to increase customer gift spending this year.

With less holiday edibles and gifts for staff, sending corporate gifts can be an inexpensive means to stand out from the competition in tough times and show your clients you really value their business.

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Partner Up to Grow Your Business
Monday November 30, 2009
Resources such as time and money are in tight supply for most start ups and existing small businesses. These constraints often mean the difference between expanding into new markets or struggling to survive. However, it doesn't have to be that way. Small business is a community of like minded business owners. One of the best means to expand your business is to partner up with similar or complementary businesses.

Business partnerships and joint ventures offer a means for businesses to pool resources and grow business. Additional benefits include:

exposure to larger shared customer base
decreased marketing costs
utilize the talents of others

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What Your Small Business Can Learn From Vampires
Monday November 16, 2009

Vampires have become a pop culture phenomena spanning TV, books, movies and even Vampires on Facebook. The spark for this current craze can be traced to the best selling vampire book Twilight by Stephanie Myers. The author redefined the genre with vampires who could love and created a cultural trend.

The vampire craze provides an interesting glimpse into what drives a hot trend for a valuable lesson to small business. Getting in early on any trend wave requires keeping in tune with pop culture. Best selling books are often the catalyst for movies and the precursor to a large trend. Looking at best selling book lists can provide a glimpse of what is popular in the public conscious. Other media such as magazines can tell you what is up and coming. Many leading visionaries often read all types of media from fashion news to nano technology to see the broader trends in society.

One of my favorite ways to test for trend development is Google Insights. This nifty tool will allow you to enter in search terms and see the trends over time whether consumer search volumes are increasing, decreasing or flat. Tracking trends can provide your business with the opportunity to see the road ahead and possibly capitalize on the trend.

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Finding Venture Capital or Angel Investors
Monday November 9, 2009
It's no surprise that the capital markets have been running low for entrepreneurs wishing to take their business to the next level with a fresh infusion of cash. According to the University of New Hampshire Center for Venture Research, angel investments in the first half of 2009 were over $9 billion, a drop of 27 percent from the first half of 2008. Venture capital fared no better with only $5 billion in the third quarter, a 6% decrease from the second quarter of the year. The upside is while the total value of angel investing has dropped the number of deals has increased.

The news is less promising for start ups. In the first half of 2009, angel investors have decreased their start up investing, with 27 percent of angel investments in the seed and start-up stage, a decrease of 19 percent over the same period in 2008. This simply boils down to risk.

Investors are less likely to put money into a business early when the risks are greatest. Early stage companies are best to look for funds from family and friends or there is always the "reality VC" route by attempting to get on venture reality shows such as Shark Tank or Dragon's Den.

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Home Business Comes of Age
Sunday October 25, 2009
The scruffy haired, unshaven, pajama-clad home business worker is an iconic symbol of the past. Over a decade ago, with the Internet still in its infancy, home businesses based on scams and lowing paying data entry companies; not too many people took home business seriously. Small business magazines and experts featured tips on how you could be more professional by keeping the kids out and the marketplace even had audio recording of office chatter to play while you're on the phone to hide the fact you were at home.

Home business has come of age. According to findings by Emergent Research, Homepreneurs: A Vital Economic Force:

There are about 6.6 million home businesses that generate at least 50% of the owner's household income
Homepreneur businesses employ over 13 million people
35% of home businesses generate more than $125,000 in revenue; 8% more than $500,000
The small business landscape has changed dramatically with a host of low cost technologies (gMail, Skype, BaseCamp, etc.) and a wider acceptance of home business. The timing couldn't be more perfect for many recession strapped individuals looking for low cost ways to start and run a business.

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Stevie Awards Finalists Announced
Sunday October 18, 2009

Finalists were announced today in the 6th Annual Stevie Awards for Women in Business, an international competition recognizing the accomplishments of outstanding women executives, business owners, and the organizations they run.

The Stevie Awards for Women in Business are produced by the creators of the prestigious American Business Awards. The Stevies are widely considered to be the world's premier business awards. This year I have the honor again to be on the Board of Distinguished Judges & Advisors.

The final results of the 6th annual competition will be announced at an awards dinner in New York City on Friday, November 13. More than 1,100 nominations were submitted this year for consideration in 54 categories by organizations in Australia, Canada, China, Germany, India, Japan, South Korea, New Zealand, South Africa, the United Kingdom, and the U.S.A.

Applying for an award is often overlooked as a form of marketing. Yet, business awards marketing can help your business get PR exposure, recognize the efforts of your staff and generate more revenue.

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Generating Business with Slides
Monday October 12, 2009
Business presentations are a normal part of generating business. One useful social media site centered around presentations is SlideShare. This is site allows business or individuals the opportunity to upload presentations, share comments and more. With over 23 million monthly visitors, the company has grown a vibrant community.

Now the company has launched SlideShare Business offering new services called LeadShare and AdShare. For small business, these offers provide a low cost way to generate leads or to have ads appear in a sponsored content box next to related slides. This new service seems like another way small business can use the Web to connect with their target market especially those selling to the business market.

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Read Archives
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US Government Resources for Exporting to China


Find market information that describes opportunities in China for international sales, explore government resources that can help your company do business in China, learn about opportunities in China's Emerging Markets, learn to protect your IPR in China, take an assessment to determine if you are ready to do business in China, or learn about Suspicious Chinese Business Practices. Spotlights

Learn the details of Getting Paid in China.
Selling Services to Chinese businesses operating in the US? AccessAmerica may be the program for you!
Read the China Pulse: The Commercial Service's Monthly Newsletter with Events, Markets Research, and Partner Updates.
Learn about becoming a supplier for Taiwan's Yacht Manufacturing Industry.
Access Sinoversity Webinars, MP3 files, & Videos from your Desktop.

Email a Question to chinabic@mail.doc.gov


Trade News

China Energy News (December 2009)
China Standards Notes (December 11, 2009)
Sherman Li of the consulate in Guangzhou discusses the Dietary Supplemt Market in South China (November 2009)
USTDA Expands Commitment to Support Clean Energy Development In China (November 17, 2009)
Request for Information - US China Clean Energy Foundation (November 17, 2009)
Remarks at USA Pavilion at Shanghai Expo (November

source:http://www.export.gov/china/

Tuesday, January 26, 2010

Professional Business Plan Writer




Why have your business plan prepared by The Business Plan Store?

We provide an outside perspective which helps improve your marketing, sales, and operating strategies.
We flesh out many of the unknowns in your business.
We stage your business concept with its best foot forward.
We prepare you for lender/investor scrutiny with solid financials and great marketing ideas culled from our combined years of experience in the corporate world.
We create a living document that can be useful as you grow and evolve in the business world:
"Almost three years ago The Business Plan Store assisted UpSideDown Lighting with our business plan. Believe it or not we are still using the plan today. It is a "living" document. Working with Linda and Gene was an incredible experience. Trust me, they are the best!"
John Carruthers, CCO, UpSideDown Lighting, LLC, San Clemente, CA. (website)

We are well qualified to help you with your business plan:

We have over 10 years of experience writing successful business plans.
We engage and energize your ideas with our creative interviewing style.
We have a forward-looking approach that will help you explore your opportunities and describe them convincingly to your audience.
Our business plans offer:



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We Write Business Plans!


Business Plan writing is our profession. We are professional business plan writers who become collaborators to convey your business vision clearly and to describe and illustrate its expected financial performance. We clarify your goals and vision and combine our experience in finance and market research to create a winning business plan for a hard-sell audience of investors, venture capitalists, and bank loan officers.

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Financial feasibility Business plan writing and business financing are things we understand. The Business Plan Store values entrepreneurs and respects them for the backbone they bring to the world of business. Their passion and ideas for their businesses need appropriate and careful expression. Often times you only get one chance with a potential investor/lender audience. We can articulate your company's core ideology and uncover your unique selling proposition.

A well-written business plan that concisely, precisely, and fully explains your company's goals and methods of operation is required in order to obtain funding. It is essential that your business plan presents investors and/or loan officers what they need to see in a business plan and in the proper format. It is crucial to understand which type of financing best fits your business and personal goals in order to target your business plan to the appropriate audience.

The Business Plan Store writes business plans that win financing:
source:http://www.thebusinessplanstore.com/

Business Planing


The Plan For Business Plans ©Wolfsons, Inc., 2000-2010

Download fill-in form for your business plan (MS Word)


For more information contact:
James W. Wolfson, PhD.,MBA, CPA
610 Philadelphia Avenue
Chambersburg, Pennsylvania 17201
Tel (717)(263-0531) FAX (717)709-1143
Email: wolfson.james@gmail.com

Section 1 - Overview and Plan Objectives

Objectives of business plan / current situation analysis in the marketplace

What the business wants (in terms of time goals, profit goals, productivity goals, and required financing) Break financing into large segments – startup, pilot testing, operations, progress monitoring, etc.

Brief description of business opportunities (including overview of client/customer needs to be served)

Obstacles to be overcome

How client/customer needs (in detail, hopefully, based on research described below) are to be served by the business.

Brief Description of business resources (all, including human, financial, and intangible)

Be sure to answer these questions at the outset: where is your seed money? What is it for? Then, where is the collateral? If you don’t have this funding, do not continue with this plan until you raise it.

The following section requires you to write a paragraph summary for each succeeding topic.

Section 2 – Experience and Capabilities

Principals

Partners, Community Partners

Current Business Accomplishments
Related Past Businesses, their accomplishments
Work Force Experience and Capabilities
Business Assets

Create summaries for each topic here.

Section 3 – Marketing Plan and Forecast

Statement of marketing objectives
Market research (must demonstrate need for proposed services)
Description of opportunity in the marketplace, including building the case for why
people will say, “I would be an absolute fool to do business with anyone but you, regardless of price.”

Analysis of competitive environment – Exactly how is this business better?
This must be seen through the eyes of the potential client/consumer

source:http://www.nonprofitexpert.com/business_plan.htm

Monday, January 25, 2010

business

Learning Systems, Inc. (LSI) - Business Plan - CONFIDENTIAL – NOV. 2001
2
Table of Contents
1. Executive Summary .........................................................................................................................................................3
1.1 Objectives ......................................................................................................................................................................3
1.2 Mission ..........................................................................................................................................................................4
1.3 Keys to Success ............................................................................................................................................................4
2. Company Summary .........................................................................................................................................................5
2.1. First Year Budget Summary..........................................................................................................................................5
3. Products...........................................................................................................................................................................7
3.1 E-learning private label course products:.......................................................................................................................7
3.2 E-Train-the-Trainer™.....................................................................................................................................................7
3.3 Other Products...............................................................................................................................................................7
3.4 Product Description........................................................................................................................................................7
3.5 Competitive Comparison................................................................................................................................................8
3.6 CAM Content .................................................................................................................................................................8
4 Technology .....................................................................................................................................................................10
4.1 Content Delivery System .............................................................................................................................................10
4.10 High-Availability Systems...........................................................................................................................................11
4.11 Future Products .........................................................................................................................................................11
4.2 System Architecture.....................................................................................................................................................10
4.3 Course Enrollment Options..........................................................................................................................................10
4.4 Tracking and Reporting System...................................................................................................................................10
4.5 Course Tutoring ...........................................................................................................................................................10
4.6 Collaboration Tools ......................................................................................................................................................11
4.7 Testing and Assessment..............................................................................................................................................11
4.8 Full Integration with Corporate Infrastructures..............................................................................................................11
4.9 Scalable Architecture ...................................................................................................................................................11
5. Market Analysis Summary .............................................................................................................................................12
5.1 Market Segmentation...................................................................................................................................................14
5.2 Market Needs & Trends ...............................................................................................................................................14
6. Business Model..............................................................................................................................................................15
6.1 Key elements of the strategy .......................................................................................................................................16
6.1 Strategy........................................................................................................................................................................16
6.2 Competitive Edge.........................................................................................................................................................16
6.3 Website Strategy..........................................................................................................................................................16
6.4 Sales Forecast .............................................................................................................................................................17
7. Management Summary..................................................................................................................................................18
7.1 Organizational Structure ..............................................................................................................................................18
7.2 Management Team Gaps ............................................................................................................................................18
7.3 Personnel Plan.............................................................................................................................................................18
8. Financial Plan ................................................................................................................................................................20
8.1 Important Assumptions ................................................................................................................................................20
8.1.1 General Assumptions................................................................................................................................................20
8.2. Exit Strategy and Financing ........................................................................................................................................21
8.3 Projected Profit and Loss.............................................................................................................................................22