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Business

3 Strategies to Excel in a Tough Market

by Daria Steigman on January 12, 2012

Business strategy is a balancing act. Are you a pioneer, a pouncer, or a hedger?How do you manage uncertainty when, by definition, it involves wrestling with stuff that’s difficult–and sometimes impossible–to predict?

It all starts with understanding (and then leveraging) your competitive advantages, says Keith Bickel, author of Mastering Uncertainty. The book posits three different business models to optimize your competitive edge.

Are you a pioneer, a pouncer, or a hedger?

Read about the three strategies in my book review.

Photo by Steve Snodgrass (Flickr).

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“Just Because” is a Stupid Way to Run a Business

by Daria Steigman on January 10, 2012

Mix Matched Socks are a Brand StatementIt’s a new year, but are you still doing the “same old, same old?”

I wrote recently about knowing when to fold–giving up a product or a service or even a business development strategy that’s run its course. But there’s another thing business owners need to consider: what might be working, but doesn’t make sense.

This can show up in the people you engage with and the processes you follow. For example:

  • Are you loyal to an accountant, a lawyer, or even an insurance agent who does an okay job year after year rather than making the switch to someone who will really shine? (For the record, I have an awesome accountant if you need one.)
  • Do you keep using that cumbersome e-mail marketing system or time-management software rather than switching to something faster and more user-friendly?
  • Are you still faxing documents because you don’t have an electronic signature on file? (Oops, that’s me.)

Make every business action a conscious choice (not “just because”).

A case in point: My condominium association raises the parking fee by $5 every other year. But no one knows why they’re doing it. It’s just what they do. What they’ve done. You know why they’re doing it? Because over 10 years ago when I was condo board president I said I thought it was ridiculous to nickel and dime people with $2 and $3 raises. Somehow that translated into the current “policy.”

It’s a good practice to evaluate your business processes and policies from time to time. Now I’m off to find a scanner.

Photo by Evelyn Giggles (Flickr).

Have you signed up to receive the Independent Thinking newsletter? Now’s the time! Once a month I’ll send you exclusive, subscriber-only content highlighting interesting articles I’ve found, as well as tips on marketing, social media, and how to grow your business. Sign up today!

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Why I’m Not an NFL Owner

by Daria Steigman on January 5, 2012

Green Bay Packers, Business, Sports, and Reading the Fine PrintYou might have read that the Green Bay Packers are selling ownership shares. Which means that, for $250, you can own a share of the franchise. You can’t sell you share (or shares) and it won’t increase in value–but it makes you an owner of the NFL-Super-Bowl-winning franchise that was once coached by Vince Lombardi.

It would look really cool on my LinkedIn profile. But I’m not going to be an NFL owner.

$250 is real money. It maybe buys my next smartphone. It definitely buys lots of pints of beer at the ballpark this spring. But that’s not the problem.

The fine print is.

Ownership has its privileges. And its price.

Page 5 of the Common Stock Offering Document has a clause entitled NFL Rules that reads, in part:

The NFL Rules prohibit conduct by shareholders of NFL member clubs that is detrimental to the NFL, including, among other things… publicly criticizing any NFL member club or its management, employees, or coaches or any football official employed by the NFL.

Which means that, as an owner, I could be fined by the commissioner and/or required to sell my stock back to the organization–for $0.025 per share. (Come to think about it, that’s better than zero. But I digress.) Which means I couldn’t opine about whether Dan Snyder is the worst sports franchise owner since Marge Schott. And I couldn’t tweet that even a 2-year-old has more discipline than the Oakland Raiders. Not to mention that “what’s up with [insert name of player here]” would be off limits.

There’s a point here. And it’s not about American football.

It’s about reading the fine print.

Fining fan-owners of the only public NFL team would be a public relations nightmare. It’s not going to happen (unless someone really provokes it, or behaves in “conduct unbecoming” that defies public mores). But the business reality is that buying into this deal requires limits on your free speech. Not illegal limits–it’s not a 1st amendment issue. But limits nonetheless.

Business is about choices and trade-offs. Before you make your next deal, make sure you understand both.

Photo by Jeramey Jannene (Flickr).

Have you signed up to receive the Independent Thinking newsletter? Now’s the time! Once a month I’ll send you exclusive, subscriber-only content highlighting interesting articles I’ve found, as well as tips on marketing, social media, and how to grow your business. Sign up today!

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Three Words for 2012: Crayons and Continuity

by Daria Steigman on January 3, 2012

Dancing Crayons, Business, WorkflowFor 2012, I’ve decided that I don’t need to reinvent the wheel.

Last year, I picked out 3 little words–crayons, velcro, and abandon–to guide my business. The whole point was to keep me focused on moving forward, while giving myself permission to take risks again. And to have fun and be creative.

I found the right guiding principles.

Since “a continuous or connected whole” (aka, continuity) is an asset, I’m going to keep these words front and center for another year.

What are your guiding principles for 2012?

Photo by evoo73 (Flickr).

Have you signed up to receive the Independent Thinking newsletter? Now’s the time! Once a month I’ll send you exclusive, subscriber-only content highlighting interesting articles I’ve found, as well as tips on marketing, social media, and how to grow your business. Sign up today!

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1BandID is Branding, 1 Customer at a TimeWhat do you do when the big boys own all the shelf space?

One approach is to build a virtual shelf, one person at a time. That’s what Joe Vukson is doing.

I met Vukson via Twitter earlier this year after I saw a press release about a new runner ID product. I tweeted to a friend that I didn’t understand how the product was any different from what was already on the market. Vukson chimed in, asking me what I meant. So we started tweeting back and forth as I tried to explain that I didn’t see any competitive differentiation. (I was wrong, but more on that in a minute.)

It wasn’t until the conversation had run its course that I learned that 1BandID is his product.

The Virtual Shelf Works

1BandID has a competitive differentiator: Vukson himself. In addition to engaging with people one-on-one, the budding entrepreneur moderates an on-point bimonthly Twitter chat (#trichat) and manages an active Facebook page. And he’s a runner and triathlete, so he’s walking the walk as he builds his community.

The big boys may own the storefront space, but who would you rather buy from?  I’m sending people to 1BandID–because I know Joe.

Disclosure: Vukson sent me the red 1BandID pictured above. The best part: my running motto, “Forward Motion,” etched in there with all the contact info. But I hope you know that free swag does not influence what I choose to write.

Have you signed up to receive the Independent Thinking newsletter? Now’s the time! Once a month I’ll send you exclusive, subscriber-only content highlighting interesting articles I’ve found, as well as tips on marketing, social media, and how to grow your business. Sign up today!

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