Seven Ideas to Build Your Direct Sales or Party Plan Business outside of the
#home party businesses
Seven Ideas to Build Your Direct Sales or Party Plan Business outside of the Home Party
If you are a direct sales or home party plan consultant, you know that the power of your business lies in the party. However, there are times when your calendar might be a little bare due to the season or cancellations or you might not be able to do as many in home parties or demo s. There are many ways that you can build your direct sales or home party plan business outside of the home party. These ideas can be used for incremental sales every single month or to rev up your business when home parties are low.
Here are Seven Ideas to Build Your Direct Sales or Party Plan Business outside of the Home Party:
1. Host a Mystery Host Party at your house one night or afternoon! Everyone who attends and orders is entered to be the host of the party and get all the host credits and bonuses OR you could even draw for a winner of a FREE Business Kit use part of your commission from the sales to pay for the kit keep part of the host credits for yourself to gain a new recruit!
2. Set up a Stop n Shop party at your office or a local restaurant after work one day (or offer to do this for your customers, friends, hosts)! Set up your kit, set up some games and prize drawings and let your friends stop in and see the newest products, catalog and sales fliers and shop! If you have or can sell cash carry, bring some products and offer them as bonus buys with a minimum purchase amount.
3. Mini Parties! Get 12 friends or customers to collect $150 in orders for you. Put all the orders in one party order split the host credits between those who collected and submitted orders. Depending on how your host program works, each person would be able to receive $20-$50 in free items! (You’ll make a great commission from this too!)
4. Set up an online party and share the link on Facebook, your website, networking groups, your customer email list Offer daily order specials, share product tips and gift ideas on the event. You could do a mystery host party through the online party too. (Be sure to personally invite people, don t just add them to the event and if you do this in a FB group, definitely do not add people without their permission!)
5. Hold a fundraiser for your church, school, favorite charity or family in need. If your company does not offer a Fundraising program, consider donation a portion of your commission to a worth cause.
6. Hold a special themed / seasonal sale sale! (back to school, valentines, labor day, etc…) Offer for customers to get 15% off any 1 item of their choice when they place at least a $15 order with you by a certain date OR everyone who places an order by a certain date gets entered to win a $25 surprise pack OR gets free shipping or a free gift… Get creative be excited (but don’t give away too much of your commission either you don t want to devalue your products or lose income).
7. Don t forget about vendor events look for festivals, bazaars, fundraisers, events you can set a booth up to work to get leads, meet new people and market your business. Read more about how to have Successful Vendor Events here.
The bottom line though is to Just do it ! We can do and achieve anything we put our minds to. If we want to make something happen, we will. Be excited, share the excitement and believe that you can earn all the great prizes promotions that your company offers plus a great income. Get to work! You can do this!
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#small business administration
How is the index score calculated?
The overall rankings are determined by the agencies Best Places to Work index scores, which measure employee satisfaction and commitment.
The index score is not a combined average of an agency s category scores. It is calculated using a proprietary weighted formula that looks at responses to three different questions in the U.S. Office of Personnel Management s Federal Employee Viewpoint Survey. The more the question predicts intent to remain, the higher the weighting.
- I recommend my organization as a good place to work. (Q. 40)
- Considering everything, how satisfied are you with your job? (Q. 69)
- Considering everything, how satisfied are you with your organization? (Q. 71)
Why are agencies grouped by size?
We group agencies by workforce size to provide comparisons of agencies that may face similar management challenges in terms of numbers of employees and locations. The groupings have undergone several changes over the years. In 2003 the rankings featured only one list of agencies, including agencies as large as the Department of Defense (over 600,000 employees) and as small as the Office of Management and Budget (450 employees).
Number of Full-time, Permanent Employees by Group
Large More than 15,000 Mid-size 1,000 to 14,999 Small 100 to 999
Subcomponents, the subagencies, bureaus, divisions, centers and offices within agencies need to have at least 100 femployees.
The number of employees was determined by using OPM s FedScope database. Our criterion was based on the number of permanent employees as of fiscal year 2014, unless otherwise noted.
Why aren t past rankings shown?
We have different numbers of agencies participating in the rankings. For example, in 2007, 222 subcomponents participated in the rankings and the median rank was 111. In 2015, 315 subcomponents participated in the rankings and the median rank was 157. We also have made changes to the ranking s categories. For these reasons, the rank is not the most accurate reflection of an agency s performance over time. We recommend focusing on score and quartile trends instead.
Why would an agency not have scores in some categories?
The Consumer Financial Protection Bureau, Federal Deposit Insurance Corporation, Government Accountability Office, Intelligence Community, Millennium Challenge Corporation, Office of the Inspector General at the Tennessee Valley Authority, Peace Corps, Smithsonian Institution, and U.S. Army Audit Agency do not participate in the OPM survey but conduct comparable surveys that include our three index questions. These agencies may or may not include the questions required for the category scores.
Why would an agency not have scores for some demographics?
To calculate a Best Places to Work index score for a demographic group at an agency, we require at least 30 respondents in the category. If there were fewer than 30, we did not report a score.
Small Business Administration
The Best Places to Work in the Federal Government rankings are produced by the Partnership for Public Service a nonprofit, nonpartisan organization committed to improving the effectiveness of government. As part of our strategy for change, we work with numerous agencies, many of which are represented in our Best Places to Work profiles and rankings, on everything from improving employee satisfaction and commitment to leadership development.
1100 New York Ave NW
Suite 200 East
Washington, DC 20005
2016 Partnership for Public Service
#business development manager
So you want to be a business development manager?
Business development managers are the cornerstone of any successful organisation because they ultimately generate new revenue and help a company grow. But what does the job involve on a day-to-day basis? We explore in more detail.
What are the main responsibilities?
The primary objective is to identify new business opportunities. What form this takes will depend on the exact nature of the company. But you ll more than likely be looking to identify new markets, new partnerships, new ways to reach existing markets, or new product or service offerings to better meet the needs of existing markets. And then you ll be expected use these opportunities to bring in more revenue.
How that happens exactly depends on the industry. It can be a combination of attending events and networking, taking stands at exhibitions and conferences, cold calling, and responding to incoming leads. You will also more than likely be expected to identify partner opportunities to cross and up sell services.
What will I be doing on a day-to-day basis?
While it can be difficult to generalise, most business development managers will be expected to:
- Generate leads and cold calling prospective customers
- Develop opportunities in target markets with support of marketing
- Nurturing and developing relationships with key customer accounts
- Attending face-to-face meetings with clients
- Providing specialist advice on the products and/or services you re selling
What are the other aspects involved in the job?
You ll more than likely be looking to identify new markets, new partnerships, new ways to reach existing markets, or new product or service offerings to better meet the needs of existing markets.
You ll need to negotiate pricing with clients in line with internal guidelines. You ll also need to keep your superiors updated on both your progress and timeline, providing them with accurate forecasting of anticipated sales.
This being a sales role, you will be subject to sales and KPI targets; this is a crucial part of the role. With face-to-face client meetings key, you ll be expected to travel although the extent to which this is the case will depend on where the job is based. If you re based in London, you may find that the majority of your meetings are in the capital. But if your employer is based elsewhere in the South-East, Midlands or the North, you may be required to travel a substantial amount.
How much can I expect to earn?
Our Salary Survey shows that salaries vary depending on sector and location. For example, an IT business development manager can expect to earn 50 70k in the North of the UK and 50 75k in the South-East. Similarly, a B2B business development manager can expect to earn 30 45k in the North and 35 50k in London and the South-East. But all these figures are basic salary exclusive of benefits/bonuses. Actual earning potential will be far higher than this.
What knowledge and experience is required?
To secure a business development manager job, you ll need a strong sales track record. Specifically, hiring companies look for a proven ability to hit targets, a consistent background of winning new business and often relevant sector experience. A good book of contacts is also looked upon favourably.
In terms of personality traits, employers generally look for people who are articulate, polished and professional who have a good telephone manner. A self-motivated and disciplined approach is essential.
How to Start a Business with a Partner
- Get to know your potential partner and learn about his or her personal and professional values, ideas and goals.
- Consult a lawyer and an accountant to draw up a written partnership agreement.
- Spell out an exit plan for you and the business.
Business partners often start businesses together with little planning and few ground rules. Sooner or later, they discover the hard way that what s left unsaid or unplanned often leads to unmet expectations, anger and frustration. Partners can clash over countless things, including conflicting work ethics and financial goals, roles in the business and leadership styles. What follows is a primer on how to avoid that and set up and sustain a business partnership.
First, ask yourself: Do I really need a business partner to build a successful company? Taking on business partners should be reserved for when a partnership is critical to success say, when the prospective partner has financial resources, connections or vital skills you lack. You may be better off hiring the other person as an employee or an independent contractor.
Communication is important at every stage of a partnership, and especially so at the outset. A common mistake business partners make is jumping into business before really getting to know each other. You must be able to connect to feel comfortable expressing your opinions, ideas and expectations.
If you haven t worked together previously, test the partnership out by tackling a small project together that showcases each other s skills and requires cooperation. This is also a way to learn about each other s personality and core values.
Ideally partners professional skills should complement one another, but not overlap too much. For example, you may be detail oriented and your partner may be a big-picture thinker. Or you may be an expert in marketing and sales, while your partner prefers to stay in the backdrop poring over financials.
To gauge how well you might work together, have a chat with each other s colleagues and family members. Key questions to answer include:
- Do you and your partner share personal and professional values, ideas and goals?
- Do you trust your partner s motivations and character?
- In what areas of everyday life and business do you agree?
Other points to consider:
- What if a spouse or kid later wants to join the business?
- How will it be handled if one partner acts unethically?
- What if one partner wants to move out of the country?
Potential partners may want to consider taking a two- or three-day retreat together to go over their individual expectations for the business and partnership, one by one, and compare notes. It can help the conversation to have the partners guess each other s expectations before revealing them to each other.
Be especially careful when partnering with close friends or family members. Like many marriages, business partnerships can end in bitter divorce. Consider whether you re willing to risk hurting your relationship if the partnership falls apart.
Approach a partnership with close friends or family as you might with strangers: Thoughtfully plan and prepare for every aspect of it in advance so there s no question about how difficult situations will be handled.
A note about partnering with a spouse: Working together puts an added strain on a relationship, and couples can quickly discover there is a little too much togetherness. Those who succeed often have learned to set boundaries keep the business from dominating every aspect of their lives. For example, they may have agreed to leave the office at 5 p.m. and put all conversation about work on hold until after the kids are in bed.
Once the decision is made to start a business together, you should create a partnership agreement with help from a lawyer and an accountant. Take this step no matter who your partner is. People with strong personal connections may feel certain that their supposedly unbreakable bond will help them overcome any obstacles along the way. Big mistake. Get a written agreement.
Every agreement should address three crucial areas: compensation, exit clauses, and roles and responsibilities. Include who owns what percentage of the business, who is investing what, where the money is coming from, and how and when partners will be paid.
Typically partners set up equal ownership and each contributes 50% of the initial investment. But terms can vary greatly. For instance, one partner might contribute more money if the other partner can bring in expertise or business contacts. As the business grows and changes, adjust compensation accordingly. For example, partners may agree to work initially without compensation, and to get paid after a certain revenue target is reached. In addition, if the business partnership brings on more people or if a particular partner is putting in more or less time, building some flexibility into the contract can let you adjust payments.
The agreement should also cover how you plan to exit the business. Include clauses that spell out cases in which one partner is obliged to buy out the other s interest for instance, if one wants to quit the business. For instance, it can state that the other partner must buy him or her out for a prenegotiated percentage of the business s value.
If neither partner wants to continue the business, partners can also liquidate and divide all assets. It s also a good idea to settle on in advance how to assess the total value of the business upon dissolution. The agreement should specify who appraises the business and the methodology to use.
Outline your expectations for how you ll operate your business. Clearly delineate the roles and responsibilities of the partners based on their skills and desires. This will eliminate turf wars and clearly show employees to whom they should report.
Establish routines for daily communication. For example, agree to talk twice a day at designated times and to re-evaluate their goals on a regular basis. At least once a quarter, sit down and discuss how you envision the future of the business and what steps to take in getting there.
Addressing these issues up front will help you better focus on your business later. How you work out the details of setting up a partnership could be an indicator of how well or poorly your prospective venture will operate. Inevitably, some potential partners will realize through the process they weren t meant to be.
Related WSJ Articles and Blog Posts:
- Sample Partnership Agreement — A sample document of how to structure your partnership agreement, from Small Business Notes, a small-business resources and information provider.
- Corporate Buy-Sell Agreement — An example contract that spells out how stock can be sold or transferred, from software maker Jian.
- Creating a Partnership Agreement — A list of subjects to discuss with your partner when structuring a partnership agreement, from Nolo, a publisher of legal information for consumers and small businesses.
- Plan Ahead for Changes in Partnership Ownership — A briefing on buyout agreements for planning what will happen when a partner leaves the business, from Nolo, a publisher of legal information for consumers and small businesses.
- Plan Now to Preserve Your Partnership — A look at what you need to plan beforehand to keep your partnership successful, from Score, a nonprofit for entrepreneurship education.
- Chart: Ways to Organize Your Business — A chart of ways to organize your business, from Nolo, a publisher of legal information for consumers and small businesses.
#business christmas cards
Client Christmas cards – how to get it right
by HCA | Dec 19, 2013
The holidays are a time of comfort and joy—not a time to unleash your inner cynic. The fact remains, however, that nearly everyone on your corporate holiday mailing list knows your gift, card or e-greeting is really an end-of-the-year marketing pitch. A soft sell to be sure, but a marketing pitch nonetheless.
That doesn’t give you full reign to impersonate Ebeneezer Scrooge, however. According to etiquette expert Thomas P Farley—known colloquially as “Mister Manners”—holiday business greetings are a rewarding exercise and a great way to improve client relations, provided you get it right.
“This is an opportunity to get back on the radar with your clients in a meaningful way,” Farley said. “If it’s not meaningful, you’re better off not doing anything at all.”
With that in mind, here are five timely tips for wishing your clients a happy holiday season.
If possible, send a personalized, handwritten card. Operating on a tight budget may prevent you from sending mass-mailed holiday cards to all your clients, but if you can afford the extra effort, it’s worth it.
“An e-greeting can be annoying because they’re often difficult to open and they may not make it to the individual,” said Dianne Gottsman, a national etiquette expert and owner of the Protocol School of Texas. “Handwritten cards breed goodwill.”
Farley agrees, adding that generic e-greetings often “get deleted the moment they’re sent.”
Instead, Farley recommends putting pen to paper and using the opportunity to make a comment specific to the individual, perhaps drawing on a business lunch or meeting the two of you attended.
Choose a tasteful, appropriate design. As head of custom design at California-based Tiny Prints, Heidi Reichert has seen a lot of corporate holiday cards over the years. The best, she said, always “reflect the professionalism” of the company.
“We’ve seen really silly photos or things that might be construed as offensive—maybe it’s a photo of the employees doing shots or something like that,” Reichert said. “It might seem funny at the time, but you never know what your audience might think when they get it.”
Instead, Reichert recommends using photos that are appropriate and professional, along with designs that stand out from the ubiquitous red-and-green that don most holiday greetings. Lime greens and blues are especially popular this season.
Avoid blatant endorsements of religion or cultural traditions. One thing Farley, Gottsman and Reichert all agreed on was that it’s best to “assume nothing” when it comes to recipients’ religious or cultural traditions.
“Being very safe and respectful is the key,” said Gottsman, who added that a neutral “Happy Holidays” is preferable to endorsing Christmas, Kwanzaa, or other holidays.
However, Farley said this rule applies only to the card design itself. Inside, it’s appropriate to wish someone a “Merry Christmas” or “Happy Hanukah,” provided you definitely know your client celebrates that holiday. “It makes your greeting that much more meaningful and warm,” Farley said.
Keep out logos and business cards. Resist the urge to plaster your greeting with your company logo, or stuff the package full of coupons or business cards.
“This is the time for the soft-sell. You’re not pitching, you’re not doing client business,” Farley advised. “The card itself is all the selling you should really be doing.”
While logos do have a place on a corporate card, it should be done in a tasteful way, said Reichert. Placing the logo below your signature or on the back of the card is a nice way to make the card stand out as something personalised by the business, she said.
Send cards and gifts as soon as possible. Now is the time to send out your holiday greetings and gifts, if you haven’t already. The earlier the better, given many companies close up shop the week of Christmas.
If you’ve missed the deadline, however, Gottsman says you can never go wrong with a New Year card, which should be in the mail before Christmas Day.
The bottom line with all these dos and don’ts, however, is that despite your business, your budget or your byline, your holiday greeting should come from the heart.
“If someone is actually taking the time to write a personal message, that’s going to trump even the worst card design,” Farley said. “Even if the card itself is something you get for 50% off at the local dollar store, the fact that you’ve included a personal message is far more impressive than the most stunning card with nothing inside.”
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#hot shot business
How to Start a Hot Shot Trucking Business
If you own a small rig and are looking for a way to bring in more income, learning how to start a hot shot trucking business may be the answer.
Hot Shot Trucking
The term “hot shot trucking” is applied to truckers who drive rigs smaller than the standard semi-truck and trailer. It also refers to moving less than a truckload or LTL. Unlike hauling conventional cargo that can be scheduled regularly, hot shot cargo is often time sensitive in nature. Hot shot loads vary and will depend on the type of rig you operate. Items hauled cmay include things like a trailer full of urgently needed parts, hauling fresh flowers, or something as small as delivering one envelop for a same day delivery.
How to Start a Hot Shot Trucking Business
If you’re seriously thinking of starting a hot shot trucking business, before you buy your rig think through what type of hauling and deliveries you want to make. Another consideration will be whether or not you plan to build your own customer base as an owner operator. This takes time, and time is money when it comes to hauling loads, especially when you have truck payments to make. If you already have connections to get you started, though, you can build your hot shot trucking business into an independent and profitable venture.
The quicker route to getting your business going is to lease your services or sign on with a trucking company looking for hot shot truckers. This option not only takes the pressure off for finding loads to haul, but it also removes the responsibility of paperwork and billing from your shoulders. Typically the trucking company finds the loads to haul for a fee. Generally this arrangement puts about 75% of the freight charge into the pocket of the trucker, and the other 25% goes to the trucking company.
To sign on with a trucking company, you’ll have to get in touch with the terminal manager to learn what steps need to be taken to submit your application. To get accepted, you’ll have to pass a drug test and a DOT physical.
LTL Job Resources
If you decide you want to operate independently as an owner operator, the Internet provides resources to help truckers secure less than a load hauling jobs. This short list of resources can be used to initiate you to the world of hot shot trucking job banks, how to navigate them and to learn what they have to offer.
- FindFreightLoads.com. This site conveniently lists jobs by state, so whether you want to drive loads locally, or state-to-state, options exist. Truckers can also register and be added to the pool of available drivers.
- uShip. This site provides thousands of hot shot job possibilities. Truckers bid for the chance to haul specific loads. Registration is free and the forum boards open an avenue of communication with other hot shot truckers.
- TruckDriverJobs.co m. This resource provides all kinds of trucking opportunities including expediate, hot shot trucking and LTL.
Buying Your Truck
If you don’t already own a rig and your want to start a hot shot trucking business, it is best to buy a used truck to get started. Buying used over new will save you thousands in start up costs. Sites like TruckerToTrucker.com offer a large inventory of previously owned hot shot trucks. However, a word of caution must be extended with buying a used truck. Take the time to research manufacturers and models. Learn what’s dependable and look for a truck that can be flexible in regards to what type of load it can carry. The most common features for trucks used in hot shot trucking include:
- Dual tire
- Tandem axle
- 24,000 lb gross weight rating
Disadvantages to Hot Shot Trucking
Figuring out how to start a hot shot trucking business isn’t too hard. It’s building the business and keeping up the chaotic pace that’s difficult. Hot shot hauling is demanding, and generally doesn’t allow for breaks between pick-up and delivery because of the time sensitive nature of the cargo. This kind of schedule can take its toll on truckers physically, mentally and can create a challenging life on the home front. Before you start your hot shot trucking business, be sure your family understands the demands it will make on family life.
Stocks Basics: What Causes Stock Prices To Change?
Stock prices change every day as a result of market forces. By this we mean that share prices change because of supply and demand. If more people want to buy a stock (demand) than sell it (supply), then the price moves up. Conversely, if more people wanted to sell a stock than buy it, there would be greater supply than demand, and the price would fall.
Understanding supply and demand is easy. What is difficult to comprehend is what makes people like a particular stock and dislike another stock. This comes down to figuring out what news is positive for a company and what news is negative. There are many answers to this problem and just about any investor you ask has their own ideas and strategies.
That being said, the principal theory is that the price movement of a stock indicates what investors feel a company is worth. Don’t equate a company’s value with the stock price. The value of a company is its market capitalization. which is the stock price multiplied by the number of shares outstanding. For example, a company that trades at $100 per share and has 1 million shares outstanding has a lesser value than a company that trades at $50 that has 5 million shares outstanding ($100 x 1 million = $100 million while $50 x 5 million = $250 million). To further complicate things, the price of a stock doesn’t only reflect a company’s current value, it also reflects the growth that investors expect in the future.
The most important factor that affects the value of a company is its earnings. Earnings are the profit a company makes, and in the long run no company can survive without them. It makes sense when you think about it. If a company never makes money, it isn’t going to stay in business. Public companies are required to report their earnings four times a year (once each quarter). Wall Street watches with rabid attention at these times, which are referred to as earnings seasons. The reason behind this is that analysts base their future value of a company on their earnings projection. If a company’s results surprise (are better than expected), the price jumps up. If a company’s results disappoint (are worse than expected), then the price will fall.
Of course, it’s not just earnings that can change the sentiment towards a stock (which, in turn, changes its price). It would be a rather simple world if this were the case! During the dotcom bubble, for example, dozens of internet companies rose to have market capitalizations in the billions of dollars without ever making even the smallest profit. As we all know, these valuations did not hold, and most internet companies saw their values shrink to a fraction of their highs. Still, the fact that prices did move that much demonstrates that there are factors other than current earnings that influence stocks. Investors have developed literally hundreds of these variables, ratios and indicators. Some you may have already heard of, such as the price/earnings ratio. while others are extremely complicated and obscure with names like Chaikin oscillator or moving average convergence divergence .
So, why do stock prices change? The best answer is that nobody really knows for sure. Some believe that it isn’t possible to predict how stock prices will change, while others think that by drawing charts and looking at past price movements, you can determine when to buy and sell. The only thing we do know is that stocks are volatile and can change in price extremely rapidly.
The important things to grasp about this subject are the following:
1. At the most fundamental level, supply and demand in the market determines stock price.
2. Price times the number of shares outstanding (market capitalization) is the value of a company. Comparing just the share price of two companies is meaningless.
3. Theoretically, earnings are what affect investors’ valuation of a company, but there are other indicators that investors use to predict stock price. Remember, it is investors’ sentiments, attitudes and expectations that ultimately affect stock prices.
4. There are many theories that try to explain the way stock prices move the way they do. Unfortunately, there is no one theory that can explain everything.
#investor business daily
Five Investing Pitfalls To Avoid, According to Investor s Business Daily
Big stock market winners look a lot alike — they have strong earnings and sales growth, a dynamic new product or service, leading price performance and rising mutual fund ownership. Interestingly, successful investors share similar traits.
Top investors always keep their losses small; they never average down in price; they don’t immediately shun a stock because it has a high price-earnings ratio (P/E Ratio); and finally, they pay attention to the general health of the market when they buy and sell stocks.
Yet, at the same time, many investors still operate using unsound principles. Successful investors learn to avoid the common pitfalls, and follow these insights that can put you well on your way to becoming a better investor.
Buying Low-Priced Stocks
What sounds better? Buying 1,000 shares of a $1 stock or buying 20 shares of a $50 stock? Most people would probably say the former because it seems like a bargain, with more opportunity for big increases from owning more shares. But the money you make in a stock isn’t based on how many shares you own. It’s based on the amount of money invested.
Many investors have a love affair with cheap stocks, but low-priced stocks are generally missing a key ingredient of past stock market winners: institutional sponsorship.
A stock can’t make big gains without the buying power of mutual funds, banks, insurance companies and other deep-pocketed investors fueling their price moves. It’s not retail trades of 100, 200 or 300 shares that cause a stock to surge higher in price, it’s big institutional block share trades of 10,000, 20,000 or more that cause these great jumps in price when they buy — as well as great price drops when they sell.
Institutional investors account for about 70% of the trading volume each day on the exchanges, so it’s a good idea to fish in the same pond as they do. Stocks priced at $1, $2 or $3 a share are not on the radar screens of institutional investors. Many of these stocks are thinly traded so it’s hard for mutual funds to buy and sell big volume shares.
Remember: Cheap stocks are cheap for a reason. Stocks sell for what they’re worth. In many cases, investors that try to grab stocks on the cheap don’t realize that they’re buying a company mired in problems with no institutional sponsorship, slowing earnings and sales growth and shrinking market share. These are bad traits for a stock to have. Institutions have research teams that seek out great opportunities, and because they buy in huge quantities over time, consider piggybacking their choices if you find these fund managers have better-than-average performance.
The reality is that your prospect of doubling your money in a $1 stock sure sounds good, but your chances are better of winning the lottery. Focus on institutional quality stocks.
Avoiding Stocks With High P/E Ratios
“Focus on stocks with low P/E ratios. They’re attractively valued and there’s a lot of upside.” How many times have you heard this statement from investment pros?
While it’s true that stocks with low P/E ratios can go higher, investors often misuse this valuation metric. Leaders in an industry group often trade at a higher premium than their peers for a simple reason: They’re expanding their market share faster because of outstanding earnings and sales growth prospects.
Stocks on your watch list should have the traits of past big stock market winners we mentioned earlier: leading price performance in their industry group, top-notch earnings and sales growth and rising fund ownership, to name a few. A dynamic new product or service doesn’t hurt either.
Stocks with “high” P/E ratios share a common trait: their performance shows there’s plenty of bullishness about the company’s future prospects. For example: In Aug 2003, stun-gun maker Taser International had a P/E of 44 before a 900% increase. At the time, the market was bullish about the firm’s earnings and sales growth prospects. The market turned out to be right. For five straight quarters, Taser has posted triple-digit earnings and sales gains.
More great examples come from the medical, retail, and oil and gas sector, which were all strong performers in the 2003-2004 period. The table below shows leading stocks in the sectors that staged big price runs from seemingly high P/E ratios. In every case, it was explosive fundamentals that drove their stock price.
At end-Oct 2004, the average P/E Ratio of stocks in the S P 500 Index was around 17.
Letting Small Losses Turn Into Big Ones
Insurance policies help us minimize risk when it comes to our health, home or car. In the stock market, most people don’t even think about buying insurance policies with individual stocks but it’s a good practice.
Cut your losses in any stock at 7% or 8% and you’ll never get hit with a big loss. This is your insurance policy. If you buy stocks at the right time, they should never fall 7-8% below your purchase price.
A small loss in a stock can easily be overcome. It’s the big ones that can do serious damage to a portfolio. Take a 50% loss on a stock, and it would need to rise 100% to get back to break-even. But if you cut your losses at 7% or 8%, a single 25% gain can wipe out three 7%-8% losses.
Here’s a set of hypothetical trades to illustrate the point. Even if you had made these seven trades over a period of time – and taken losses on five of them – you would still come out ahead by more than $3,700. That’s because the two stocks that worked out resulted in a combined profit of $5,500. And the five losses – all capped at 7% or 8% – added up to $1,569.
The rationale for that 7% Sell Rule was never clearer than in the bear market that began in Mar 2000. It caused unnecessary, severe damage to many investors’ portfolios. Small losses in tech stocks snowballed into huge ones. Some stocks lost 70%-80% or more of their value. Some will never reclaim their old highs. Others may, but it’ll be a long road back. All successful investors share one trait: they firmly recognize the importance of protecting hard-earned capital by selling fast when a stock declines 7% or 8% from where they bought it.
If a stock you own starts to fall on expanding trading volume, it’s usually better to sell first and ask questions later, rather than the other way around. Keep losses small to avoid severe damage. You can always re-enter the game if you’ve only lost 7%. Don’t ever look back after a smart sell, even if the stock rebounds. You have no way of knowing its future, so you are best off reacting to what your stock is telling you right now. Learning this trait is hard — but it will save you a great deal in the long run.
Averaging down means you’re buying stock as the price falls in the hopes of getting a bargain. It’s also known as throwing good money after bad or trying to catch a falling knife. Either way, trying to lower your average cost in a stock is another risky proposition.
For example, take Amazon.com between June and Oct of 2004. Its chart revealed much institutional selling by mutual funds and other big investors.
In June, it was a $54 stock. In July, it was a $45 stock. Investors who bought in at $45 may have thought they were getting a bargain, but they weren’t paying attention to multiple heavy-volume declines in the stock. What’s the sense of buying a stock when mutual funds and other big investors are selling big blocks of shares? That’s a tough tide to swim against.
When Amazon released its earnings on Oct 21, it fell another 10% to around $37. In general, stock charts tell bullish or bearish stories long before headlines do. In Amazon’s case, heavy volume declines between July 8 to 23 told a bearish story.
Buying Stocks In A Down Market
Some investors don’t pay any attention to the current state of the market when they buy stocks. And that’s a mistake.
The goal is to buy stocks when the major indexes are showing signs of accumulation (buying: heavy volume price increases) and to sell when they’re showing signs of distribution (selling: heavy volume price declines). Three-fourths of all stocks follow the market’s trend, so watch it each day, and don’t go against the trend. It’s not hard to tell when the indexes start to show signs of duress.
Distribution days will start to crop up in the market where the indexes close lower on heavier volume than the day before. In this case, a strong market opening will fizzle into weak closes. And leading stocks in the market’s leading industry groups will start to sell off on heavy volume. This is exactly what happened at the start of the bear market in Mar 2000.
When you’re buying stocks, make sure you’re swimming with the market tide, not against it.
CAN SLIM™ and the IBD Way
If you are a reader of Investor’s Business Daily (IBD) or any other of William O’Neil’s writings, you may have noticed that these five pitfalls compliment the CAN SLIM methodology of stock selection. By avoiding low-priced stocks, looking beyond the P/E, implementing a stop-loss plan, not averaging down and monitoring the overall market, you’ll be well on your way to a sound investing strategy based on years of studies and research from IBD.
For more on CAN SLIM, see Finding The Magic Mix Of Fundamentals And Technicals or Guide To Stock-Picking Strategies .
#starting your own business
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How To Start Your Own Business
Starting your own business is one of the most powerful ways to take control of your life and make extra money month after month. You can start with just a few hours a week. And best of all, you get to choose your hours, pick projects you find exciting, and meet interesting people. With the help of the step-by-step systems you’ll find here, you can start getting clients faster and boost your earnings when you want to.
I’ll even show you how to build enough steady income that you can quit your day job, if you want to.
I’ve covered how to make more money elsewhere on this site. Right here, I’m revealing the advanced strategies behind launching a successful business that gives you the freedom to share your skills with the world and create something people will pay you for, even when you aren’t working.
These are the same techniques I’ve spent over a decade and a million dollars refining. I’ve gathered over 1,000,000 data points while creating 15 different products that cost anywhere between the price of a latte to over $12,000… and I’ve helped over 1,000 students launch their own businesses, too.
You’ll learn the systems, strategies, and shortcuts I only dreamed of having when I started out… so you can launch faster and earn more.
Of course, all the business-building knowledge in the world isn’t very helpful unless you have the right psychological mindset and tools. That’s why I’ve invited some of the world’s leading experts on time management, productivity, and work/life balance to share their best secrets with you.
Now the #1 requested IWT topic of all time :
How to start an online business
I want to show you the truth about starting a successful online business. Unlike unscrupulous marketers whose entire business is creating ebooks about creating ebooks, I’ve spent years teaching over 100,000 readers how to live a rich life automate their finances and get out of debt. find their Dream Jobs, negotiate better salaries. and finish tasks they’ve put off for years .
Why do my students keep coming back? Why do they buy at a rate 1,235% higher than prospects? And how do I still have a refund rate much lower than the industry standard, despite a generous money-back policy? I’ll share how I do it — and how you can, too .
It’s easy to get stuck with a low-profit business that sucks your time and money. I’ll show you how to avoid the mistakes I’ve made.
Want to know exactly what’s the best kind of online business to start? I could give you a bunch of theory, principles, and a long history of the relative pros and cons of each. Or I could just tell you the answer:
When I launched my first product, I thought I had to beg people to buy it. The funny thing is, it was a $4.95 ebook.
Now, I’ve had to turn people away from $4,000+ courses, and someone even hacked into my sales page to buy a course before I opened it to the public.
What the hell? How did I go from $4.95 to successfully launching a $12,000 flagship course that people lined up to join?
I’ll reveal the critical decisions and strategies I used to get to where I am now.
If you wanted to learn how to start an online business, would you want to learn from someone who’s sold 1 or 2 products about selling products, then kept milking that cow for years… or would you want to learn from someone who’s sold over 15 different products ranging from $4.95 to $12,000 ?
When you’re the same as everyone else, you’re a commodity. And that means crummy pay, long hours, and bad customers. You do NOT want to compete against everyone in the world.
It doesn’t matter if you’re a man, a woman, a life coach, a stylist, an analytics guru, or a language tutor. Whether you’re trying to get a date or start an online business, if you’re the same as everyone, you’re doomed.
This is where the concept of ZIGGING and ZAGGING comes in. Where others zig, you zag .
I’ll show you how to stand out, so people will see that your product is unique and be happy to pay you more.
Do you have a friend who constantly asks you for advice, but then always makes excuses for not following through?
Have you ever heard this:
- “Why doesn’t she ever call me back?” (Perhaps it’s because you make yourself way too available and desperation oozes off you.)
- “I hate my job…” (yet you’ve done nothing to change it except complaining)
- “Ugh, I really need to go to the gym” (but instead, these people will continue making excuses, like how they can’t afford the $50 even though they pay that much in late fees every month)
If we’re honest, WE’RE guilty of the exact same thing. I’ve spent a decade studying and testing the best ways to stop sabotaging yourself and start following through.
Here’s the brutal truth. PASSION ISN’T ENOUGH.
You need business systems. I’m talking about repeatable, reliable, automated (or nearly automated) ways of completing key business processes. I couldn’t run I Will Teach without the systems I invented and I definitely wouldn’t have the great work/life balance I enjoy.
IWT has thousands of systems now, but if you took it all away tomorrow, all you really need are these three. I spent years perfecting them, and you can use them right away.
Afraid or launching an online business?
I struggled with the same fears for years … until I discovered the psychological breakthroughs and systems that make it easy and fun to get started.
We’ll deep dive into the 3 major FEARS around starting an online business, so you’ll know how to ignore the critics, focus on doing your very best, and be confident enough to laugh at your own failures and become successful faster.
I’ll show you how you can grow an online business with a tiny email list — or even without a website at all.
You don’t have to have a huge email list or wait until you have 100,000 followers. You can actually start NOW. Once you find the right people, you can build a successful online business with fewer people than you’d ever thought possible .
My students will show you how they launched their online businesses and scaled them up one student even got 5-figures in just a few months, without any email list.
How top performers balance profitable businesses with free time
We all have the same number of hours in the day, but some people top performers seem to get 10x the amount of work done as the rest of us. In these case studies and interviews, you’ll understand how.
Cal is totally dominating his post-doc while maintaining a successful blog. His trick: ruthlessly optimizing his schedule and saying “No” a lot.
Tim Ferriss of the Four Hour Work Week asks me about false starts and success rates.
Erica sold her company for over $1 million at age 26. When she talks, I listen.
I want to introduce you to one of my most influential mentor, whose insights have changed my life. If you’ve ever wondered who I study and learn from, here’s your answer.
I’ve put together a step-by-step guide so you can start launching a profitable online business in your spare time. You’ll see some of my juiciest case studies, strategies, and more insights I’ve spent over $1,000,000 and thousands of hours discovering. Just sign up for my free Insider’s List below, and you’ll hear when my step-by-step program, Zero to Launch, opens for enrollment:
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