Do You Make These 7 Mistakes In Your Business?

Written by Ray L. Edwards

Mistakes. Nobody likes to make them. But when we do we try to learn from them, survive them and then valuerepparttar 'experience' that we now have because of them.

As a internet marketing consultant having worked with many different businesses I've seen a lot of foul-ups in my career. In this article I'll just like to address 7 of these mistakes that have crippled or handicapped many companies that otherwise could have been very successful.

1. Failure to differentiate your business by showingrepparttar 148837 unique benefits you providerepparttar 148838 customer.

Some may call thisrepparttar 148839 Unique Selling Position (USP) or a host of other titles meaningrepparttar 148840 very same thing, but you want to show how you are different from your competition. Even if you are selling a very common product you can still differentiate yourself from your competition by picking one unique quality.

If you own a pizza place then maybe you arerepparttar 148841 only business inrepparttar 148842 area that delivers after midnight or offer star-shaped pizzas. Whatever will help you to stand out fromrepparttar 148843 other pizza places will help you to stand out inrepparttar 148844 customer's mind. Think about how many credit card companies, gas stations, bakeries … and a host of other businesses that offer similar services to other companies.

Differentiate and you'll win.

2. Failure to test your advertising strategies.

There are many companies that run various ads. This includes Yellow Pages, radio spots, newspapers and direct mail. Yet they cannot determine which ads are doing well and which are just a waste of money. This is because they do not test to see where their results are coming from.

Any business should have some parameter by which they measure where they are getting results and where their advertising is losing money. Very large corporation are particularly guilty of this because they have large adverting budgets. They can afford to do 'branding' advertising that is not intended to bring a direct measurable response. A small business owner cannot afford such luxury however.

So test, measure and use only what works.

3. Marketing to 'everybody'.

Any business should have a niche or target audience that they market to. Except you are selling water your target audience cannot berepparttar 148845 universal population. And even if you were selling water you may not be able to reach all languages and some people already have an abundance.

If you focus on your target market then you are more likely to get a greater response because your message will be more focused and direct. When you have a target in mind then you are more likely to strike it than to just throw mud up againstrepparttar 148846 wall and hoping that something will stick.

Team Building Seminars: Why New Teams Struggle

Written by CMOE Development Team

With over 25 years of research and experience, we have observed countless groups struggle with activities in our Team Building Seminars. These groups all hadrepparttar same common denominators, whether they were strangers or intact work teams, that became apparent duringrepparttar 148836 first activity in which they were asked to work effectively together.

At least four issues were found to inhibit these start-up groups from functioning as a team:

  1. Task fixation, process blindness
  2. Power struggles
  3. Fight versus flight
  4. Stereotyping
Task Fixation, Process Blindness

Individual members justify any behavior as okay if it contributes to achievingrepparttar 148837 end-product – successful completion ofrepparttar 148838 tasks needed in achievingrepparttar 148839 goal. Little or no concern was exhibited for howrepparttar 148840 group functioned duringrepparttar 148841 (teambuilding) goal –repparttar 148842 process. We were able to magnify this view by placing time limits on performance of our exercises withinrepparttar 148843 team building seminar.

With this view, any means justifyrepparttar 148844 end, like sacrificing team members, forming sub-groups torepparttar 148845 exclusion of others, or not gettingrepparttar 148846 commitment of all team members, are justified underrepparttar 148847 rubric of gettingrepparttar 148848 task accomplished: “We had to do that to getrepparttar 148849 job done.” Who can argue with success, even if there were casualties alongrepparttar 148850 way? You can, if you were one ofrepparttar 148851 casualties.

In a new group that is fixated totally on task success, individuals focus on their own needs torepparttar 148852 exclusion ofrepparttar 148853 needs of others. There is no support, recognition that individual differences are a potential benefit, deferring of egos, brainstorming, seeking commitment, or flexibility. However subtle or covert, selfish competition is justified as necessary to expediterepparttar 148854 achievement ofrepparttar 148855 goal.

Power Struggles

Internal conflicts generally make up part ofrepparttar 148856 dynamics when establishing a new group. Leadership: do we need a leader, who is going to lead, or will we followrepparttar 148857 appointed leader? Teams asked to perform leaderless tasks or act as a volunteer group struggle most with issues of leadership. In many of our team building seminars, groups explain that many of our exercises would have been easier if we had appointed a leader. Yet, after having experimented with appointing a leader, we observedrepparttar 148858 group’s behavior remainedrepparttar 148859 same. The only difference is that one person,repparttar 148860 leader, becomes frustrated by his/her inability to getrepparttar 148861 groups cooperation andrepparttar 148862 battle for influence and power still continues.

Dominant individuals scramble to be recognized and gain influence with others. Disagreements over ideas quickly are positioned as win-lose alternatives. Accepting my ideas mean rejecting yours. We have seen high-achieving executives’ egos keep them from “dimming their headlights” and deferring to other team members.

Who’s in and who’s out is another conflict which often exists as part ofrepparttar 148863 dominant-individual struggle. Cliques, groups within groups, and “We” versus “Them” are terms used to describe this situation. In new groups this struggle is fostered byrepparttar 148864 need to find someone who will support your (teambuilding) ideas. Once found,repparttar 148865 divisiveness of positions or lobbying for a majority vote starts. The “outs” resentrepparttar 148866 “ins” and will resist their ideas, sabotage their plans, or simply refuse to be fully functioning members ofrepparttar 148867 team.

Fight or Flight

Likewise, in many of our team building seminars,repparttar 148868 following fight or flight behaviors were observed:

  • Unwillingness to listen to others
  • Fear of speaking up or fighting for a position
  • Low trust in other members, causing withdrawal
  • Takingrepparttar 148869 task too lightly
  • Little group planning
  • Non-involvement
  • Silence as preferable to vulnerability

Regardless ofrepparttar 148870 behavior,repparttar 148871 result isrepparttar 148872 same:repparttar 148873 team loses resources, energy, and creativity. Decisions are made and plans are implemented with less than total group input and support. It is frustrating to be a team member when fight or flight behavior is exhibited. Unlessrepparttar 148874 team is organizationally mandated to remain in existence, this dissatisfaction and frustration amongrepparttar 148875 members will cause it to perish.


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