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	<title>The Business Owner &#187; Business Strategy</title>
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		<title>Tips for Making a Great Impression</title>
		<link>http://www.tbobeta.com/business-guidance/business-strategy/2010/01/tips-for-making-a-great-impression</link>
		<comments>http://www.tbobeta.com/business-guidance/business-strategy/2010/01/tips-for-making-a-great-impression#comments</comments>
		<pubDate>Wed, 06 Jan 2010 02:01:17 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Professional Development]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/business-strategy/2010/01/tips-for-making-a-great-impression</guid>
		<description><![CDATA[Warm, healthy smile. There may be nothing more important than a warm, healthy and relaxed smile. You’ll feel happy, more comfortable and be well on your way to making a good first&#160;impression.
Eye contact. Just as important as a warm smile is eye contact. Engage people by looking into their eyes as you meet them, listen [...]]]></description>
			<content:encoded><![CDATA[<p><strong>Warm, healthy smile.</strong> There may be nothing more important than a warm, healthy and relaxed smile. You’ll feel happy, more comfortable and be well on your way to making a good first&nbsp;impression.</p>
<p><strong>Eye contact. </strong>Just as important as a warm smile is eye contact. Engage people by looking into their eyes as you meet them, listen and converse. Of course, it’s open eyes with a smile and a nod (as opposed to a cold&nbsp;stare)!</p>
<p><strong>Ask open-ended questions.</strong> When it comes to making good impressions, it’s not about you. Show genuine interest. Ask open-ended questions that begin with who, what, where, when and why.  Avoid closed-ended questions that can be answered with a yes or no (i.e., questions that begin with “Are you …” and “Have you&nbsp;…”).</p>
<p><strong>Stand tall with your hands to your sides.</strong> Healthy, confident and relaxed people tend to stand tall and display good posture. Avoid crossing your arms or holding your hands. Instead, let your arms and hands rest naturally at your sides. You’ll come across more friendly and&nbsp;relaxed.</p>
<p><strong>Lower volume is better.</strong> A lower tone of voice tends to be received as warmer and friendlier. Loudness can cause discomfort and/or&nbsp;distrust.</p>
<p><strong>Slow the pace; eliminate filler words. </strong>Filler words are words such as um, ah, well, you know and I don’t know. Although they are extremely common, they communicate uncertainty, nervousness and even lack of intellect. Slow down your rate of speech, take your time and cut out the filler&nbsp;words.</p>
<p><strong>Make short statements, then wait for a response.</strong> We’re all turned off by run-on talkers. Don’t do it yourself. Make short, clear statements, or ask brief questions, and wait for the response with&nbsp;interest.</p>
<p><strong>Say hello and extend your handshake.</strong> Why do politicians smile, say hello and shake a lot of hands? Because it makes a good impression and builds relationships. You should do it,&nbsp;too.</p>
<p><strong>Be well-dressed and well-groomed. </strong>OK, this may sound like Wally Cleaver from Leave It to Beaver, but people judge books by their covers. Dress and groom as nicely as you can. The result, combined with the other tips herein, will ensure that your presence counts when you walk into a&nbsp;room.</p>
<hr />
<em> </em></p>
<p><em>Jana Christian provided her expertise for this article. You can reach her at <a href="mailto:miss_manners@sbcglobal.net">miss_manners@sbcglobal.net</a>. </em></p>
<p><em> </em></p>
]]></content:encoded>
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		</item>
		<item>
		<title>How to Make 2010 Your Best Ever</title>
		<link>http://www.tbobeta.com/business-guidance/business-strategy/2010/01/how-to-make-2010-your-best-ever</link>
		<comments>http://www.tbobeta.com/business-guidance/business-strategy/2010/01/how-to-make-2010-your-best-ever#comments</comments>
		<pubDate>Sat, 02 Jan 2010 01:58:53 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Strategy]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/business-strategy/2010/01/how-to-make-2010-your-best-ever</guid>
		<description><![CDATA[Is your world on such a desirable trajectory you can just keep doing what you are doing and get the results you want? If so, read no further. If, on the other hand, you want to accelerate your progress, change your course or hit some definitive accomplishments, now’s the time to set your goal and [...]]]></description>
			<content:encoded><![CDATA[<p>Is your world on such a desirable trajectory you can just keep doing what you are doing and get the results you want? If so, read no further. If, on the other hand, you want to accelerate your progress, change your course or hit some definitive accomplishments, now’s the time to set your goal and develop plans for achieving it. It really is this&nbsp;simple.</p>
<h3>Less Is&nbsp;More</h3>
<p>Change is not easy. To succeed at change you need focus. So when you set goals, set just one big one. There will be plenty of action steps required to accomplish the goal. Just be sure your goal is a worthy&nbsp;one.</p>
<p>Now’s the time to set your goal for 2010. What will it be? What is the one thing you really want to&nbsp;accomplish?</p>
<h3>Words from an Accomplished&nbsp;Man</h3>
<p>Lou Holtz is known for keeping it simple. He’s also known for setting big goals and achieving them. For being born with little and accomplishing a lot. He says that to be a winner takes just three&nbsp;things:</p>
<blockquote><p>Do&nbsp;right.</p>
<p>Do your&nbsp;best.</p>
<p>Treat others as you want to be&nbsp;treated.</p>
</blockquote>
<p>He also says that if you want to be successful, all you have to do&nbsp;is:</p>
<blockquote><p>Define exactly what success is for&nbsp;you.</p>
<p>Be&nbsp;persistent.</p>
</blockquote>
<p>To be sure, 2010 is going to come and go. There will be 365 sunrises and sunsets. 252 official workdays. So what do you say we try to make the most of them? Make 2010 a year of real progress? Make sure that one year from now you’ve accomplished something exciting? Rewarding? Worthwhile?&nbsp;Breakthrough?</p>
<p>It’s up to you. It’s also in your hands. Either you dictate what 2010 will be or let it give you whatever it wishes. Either way, 12-31-2010 will be here before you know&nbsp;it.</p>
]]></content:encoded>
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		<title>The Key to Enduring Business Growth and Success</title>
		<link>http://www.tbobeta.com/business-guidance/business-strategy/2009/10/the-key-to-enduring-business-growth-and-success</link>
		<comments>http://www.tbobeta.com/business-guidance/business-strategy/2009/10/the-key-to-enduring-business-growth-and-success#comments</comments>
		<pubDate>Wed, 07 Oct 2009 15:00:24 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Management]]></category>
		<category><![CDATA[Caterpillar]]></category>
		<category><![CDATA[Continuous improvement]]></category>
		<category><![CDATA[Intel]]></category>
		<category><![CDATA[microsoft]]></category>
		<category><![CDATA[Nike]]></category>
		<category><![CDATA[sacrifice]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=3065</guid>
		<description><![CDATA[Continuous investment is the one absolute key to a successful business. Take Microsoft, Intel, Caterpillar and Nike as prime examples. All of these companies reinvest major amounts of their revenue and annual profit to build a stronger, more profitable business. When you invest, you delay gratification and forego the enjoyment of something else – usually dollars – in exchange for potentially higher rewards in the future. Heed this advice and your business will stand the test of time.]]></description>
			<content:encoded><![CDATA[Continuous investment is the one absolute key to a successful business. Take Microsoft, Intel, Caterpillar and Nike as prime examples. All of these companies reinvest major amounts of their revenue and annual profit to build a stronger, more profitable business. When you invest, you delay gratification and forego the enjoyment of something else – usually dollars – in exchange for potentially higher rewards in the future. Heed this advice and your business will stand the test of&nbsp;time.]]></content:encoded>
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		<item>
		<title>Opportunity in the Economic Downturn</title>
		<link>http://www.tbobeta.com/business-guidance/business-strategy/2009/09/opportunity-in-the-economic-downturn</link>
		<comments>http://www.tbobeta.com/business-guidance/business-strategy/2009/09/opportunity-in-the-economic-downturn#comments</comments>
		<pubDate>Tue, 01 Sep 2009 15:00:06 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[economic cycle]]></category>
		<category><![CDATA[economic downturn]]></category>
		<category><![CDATA[economic opportunity]]></category>
		<category><![CDATA[Growth]]></category>
		<category><![CDATA[long-term rates]]></category>
		<category><![CDATA[revenue]]></category>
		<category><![CDATA[top talent]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/business-strategy/2009/08/opportunity-in-the-economic-downturn</guid>
		<description><![CDATA[With every recession or economic downturn come business opportunities. Even though revenue is down, there are other ways to improve your business. Locate and hire some top talent who may have been laid off. Make that capital investment you’ve been putting off since you can probably get more for less. And, negotiate and lock in low long-term rates for business functions such as advertising, rental of a facility or a deal for computer network support.]]></description>
			<content:encoded><![CDATA[With every recession or economic downturn come business opportunities. Even though revenue is down, there are other ways to improve your business. Locate and hire some top talent who may have been laid off. Make that capital investment you’ve been putting off since you can probably get more for less. And, negotiate and lock in low long-term rates for business functions such as advertising, rental of a facility or a deal for computer network&nbsp;support.]]></content:encoded>
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		<item>
		<title>Business Basics: Gross Profit and Gross Profit Margin</title>
		<link>http://www.tbobeta.com/business-guidance/accounting/2009/09/business-basics-gross-profit-and-gross-profit-margin</link>
		<comments>http://www.tbobeta.com/business-guidance/accounting/2009/09/business-basics-gross-profit-and-gross-profit-margin#comments</comments>
		<pubDate>Tue, 01 Sep 2009 13:27:03 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Accounting]]></category>
		<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Risk Management]]></category>
		<category><![CDATA[fixed expenses]]></category>
		<category><![CDATA[gross profit]]></category>
		<category><![CDATA[Gross Profit Margin]]></category>
		<category><![CDATA[profitability]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/business-guidance/risk-management/2009/09/business-basics-gross-profit-and-gross-profit-margin</guid>
		<description><![CDATA[Your gross profit and gross profit margin are two of the key ingredients in a successful business. Even though revenue is important, your firm’s gross profit is more relevant. In addition, the gross profit margin provides the cash your business needs and it drives the bottom line. Maintaining healthy profit margins on individual sales is critical since one losing product line can have a significant negative impact on your company.]]></description>
			<content:encoded><![CDATA[Your gross profit and gross profit margin are two of the key ingredients in a successful business. Even though revenue is important, your firm’s gross profit is more relevant. In addition, the gross profit margin provides the cash your business needs and it drives the bottom line. Maintaining healthy profit margins on individual sales is critical since one losing product line can have a significant negative impact on your&nbsp;company.]]></content:encoded>
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		<title>Time to Exercise Your Option to Buy Out a Partner?</title>
		<link>http://www.tbobeta.com/business-guidance/business-ownership/2009/08/time-to-exercise-your-option-to-buy-out-a-partner</link>
		<comments>http://www.tbobeta.com/business-guidance/business-ownership/2009/08/time-to-exercise-your-option-to-buy-out-a-partner#comments</comments>
		<pubDate>Sat, 01 Aug 2009 15:00:51 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Ownership]]></category>
		<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Investments & Capital]]></category>
		<category><![CDATA[Profit Enhancement & Cost Reduction]]></category>
		<category><![CDATA[ownership]]></category>
		<category><![CDATA[shareholder]]></category>
		<category><![CDATA[valuation methodology]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=2071</guid>
		<description><![CDATA[There’s no doubt business profits are down so now might be a good time to buy a shareholder out and increase your ownership percentage. Just hope that shareholder doesn’t have the same idea.]]></description>
			<content:encoded><![CDATA[There’s no doubt business profits are down so now might be a good time to buy a shareholder out and increase your ownership percentage. Just hope that shareholder doesn’t have the same&nbsp;idea.]]></content:encoded>
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		<slash:comments>0</slash:comments>
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		<title>Read This if the BBB Confuses You</title>
		<link>http://www.tbobeta.com/business-guidance/business-strategy/2009/08/read-this-if-the-bbb-confuses-you</link>
		<comments>http://www.tbobeta.com/business-guidance/business-strategy/2009/08/read-this-if-the-bbb-confuses-you#comments</comments>
		<pubDate>Sat, 01 Aug 2009 15:00:28 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Professional Development]]></category>
		<category><![CDATA[BBB]]></category>
		<category><![CDATA[Better Business Bureau]]></category>
		<category><![CDATA[Better Business Bureau of Eastern Oklahoma]]></category>
		<category><![CDATA[complaints]]></category>
		<category><![CDATA[Rick Brinkley]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=2060</guid>
		<description><![CDATA[Confused about what the Better Business Bureau does for its member businesses? You’re not alone. Each member certainly pays annual dues and for what? The biggest reason for joining that we found is you’ll be making a statement that you stand for integrity and business ethics. Is that sufficient to warrant the hundreds of dollars you’ll pay in dues? That decision is up to you.]]></description>
			<content:encoded><![CDATA[Confused about what the Better Business Bureau does for its member businesses? You’re not alone. Each member certainly pays annual dues and for what? The biggest reason for joining that we found is you’ll be making a statement that you stand for integrity and business ethics. Is that sufficient to warrant the hundreds of dollars you’ll pay in dues? That decision is up to&nbsp;you.]]></content:encoded>
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		<title>Should You Pay for Audited Financial Statements?</title>
		<link>http://www.tbobeta.com/business-guidance/accounting/2009/07/should-you-pay-for-audited-financial-statements</link>
		<comments>http://www.tbobeta.com/business-guidance/accounting/2009/07/should-you-pay-for-audited-financial-statements#comments</comments>
		<pubDate>Wed, 01 Jul 2009 15:00:04 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Accounting]]></category>
		<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Business Valuation]]></category>
		<category><![CDATA[Audited financial statements]]></category>
		<category><![CDATA[company-prepared financial statements]]></category>
		<category><![CDATA[compiled financial statements]]></category>
		<category><![CDATA[GAAP]]></category>
		<category><![CDATA[M&A transaction]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=2068</guid>
		<description><![CDATA[Should you, the owner of a privately held business, pay for an accountant or accounting firm to compile, review or audit your financial statements? For the vast majority of business owners, it’s a choice. The correct answer to “should I” is not readily apparent. It’s a judgment call.]]></description>
			<content:encoded><![CDATA[Should you, the owner of a privately held business, pay for an accountant or accounting firm to compile, review or audit your financial statements? For the vast majority of business owners, it’s a choice. The correct answer to “should I” is not readily apparent. It’s a judgment&nbsp;call.]]></content:encoded>
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		<title>Consistent Advertising Is Essential, Smart Strategy During a Recession</title>
		<link>http://www.tbobeta.com/business-guidance/business-strategy/2009/07/consistent-advertising-is-essential-smart-strategy-during-a-recession</link>
		<comments>http://www.tbobeta.com/business-guidance/business-strategy/2009/07/consistent-advertising-is-essential-smart-strategy-during-a-recession#comments</comments>
		<pubDate>Wed, 01 Jul 2009 15:00:02 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Public Relations]]></category>
		<category><![CDATA[Sales & Marketing]]></category>
		<category><![CDATA[Ad-ology Research]]></category>
		<category><![CDATA[advertising]]></category>
		<category><![CDATA[marketing]]></category>
		<category><![CDATA[McGraw-Hill Research]]></category>
		<category><![CDATA[Meldrum & Fewsmith]]></category>
		<category><![CDATA[recessions]]></category>
		<category><![CDATA[research]]></category>
		<category><![CDATA[revenue growth]]></category>
		<category><![CDATA[Strategic Planning Institute]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=2028</guid>
		<description><![CDATA[When sales drop and the economy tanks many business owners automatically cut advertising and marketing expenditures. It’s not necessary, they say. But wait, did you know companies that maintain or increase their advertising budget during recessions averaged significantly higher revenue growth – both during and after the recession – than those businesses that did otherwise? Research from the last 80 years confirms it. Never allow a gap in your marketing efforts. The name of the game is consistent, continuous advertising. You’ll be glad you did.]]></description>
			<content:encoded><![CDATA[When sales drop and the economy tanks many business owners automatically cut advertising and marketing expenditures. It’s not necessary, they say. But wait, did you know companies that maintain or increase their advertising budget during recessions averaged significantly higher revenue growth – both during and after the recession – than those businesses that did otherwise? Research from the last 80 years confirms it. Never allow a gap in your marketing efforts. The name of the game is consistent, continuous advertising. You’ll be glad you&nbsp;did.]]></content:encoded>
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		<title>Reconciling Value with “Offer for Purchase”</title>
		<link>http://www.tbobeta.com/business-guidance/business-strategy/2009/05/reconciling-value-with-%e2%80%9coffer-for-purchase%e2%80%9d</link>
		<comments>http://www.tbobeta.com/business-guidance/business-strategy/2009/05/reconciling-value-with-%e2%80%9coffer-for-purchase%e2%80%9d#comments</comments>
		<pubDate>Fri, 01 May 2009 14:30:07 +0000</pubDate>
		<dc:creator>Stephanie</dc:creator>
				<category><![CDATA[Business Strategy]]></category>
		<category><![CDATA[Business Valuation]]></category>
		<category><![CDATA[business-buying strategy]]></category>
		<category><![CDATA[market value]]></category>

		<guid isPermaLink="false">http://www.thebusinessowner.com/?p=1165</guid>
		<description><![CDATA[An offer for purchase says almost nothing about the value of a business. Why? Because "value" (as in market value) is the price a buyer is willing AND ABLE to pay. An offer, by its very nature, does not say much about ABILITY to pay. Heck, it may not even say much about actual willingness! You know, it's easy and ego-stroking to throw around big money and big plans, for investors or company managers to talk about buying another business.]]></description>
			<content:encoded><![CDATA[An offer for purchase says almost nothing about the value of a business. Why? Because "value" (as in market value) is the price a buyer is willing AND ABLE to pay. An offer, by its very nature, does not say much about ABILITY to pay. Heck, it may not even say much about actual willingness! You know, it's easy and ego-stroking to throw around big money and big plans, for investors or company managers to talk about buying another&nbsp;business.]]></content:encoded>
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