Business Online Today: Jun 19, 2008

Thursday, June 19, 2008

Your Suppliers Are Your Partners

Your Suppliers Are Your Partners
Forging strong relationships with your suppliers can be
critical to the success of your company. And like any
relationship you need to embrace building and strengthening
that relationship. You may only see yourself as a customer
and them as a vendor but your relationship can be much more
than that. You may say that there are other suppliers out
there and that may well be true but will having to start
all over give you more value or less. And if you do a lot
of business with other small companies will a big company
appreciate you as much as that fellow small business does.
Your relationships are not something that should be
overlooked.

Relationship building in business never ends but it starts
on that first day when your dream is born. When you take
your concept and begin to turn it into reality. And no
matter what type of business you are in you will need
suppliers of one sort or another. Whether it is for your
phone service, landlord, banker, or a soft drink supplier.
Everyone you buy something from whether it is a product or
service is a form of supplier. Now obviously some suppliers
will only require limited contact, and going to your local
office supply store and buying something won't provide
opportunities to build a meaningful relationship but plenty
of opportunities will present themselves.

Many of those opportunities will come through phone calls
with sales representatives. This can turn into sit down
meetings with them. Many times they'll come to the office
for a visit. One of my standard practices has always been
to get to know the sales reps that come to visit. And
whether you need something from them or not ask them to
drop buy. The better they know you the more they will
appreciate your business with them. Especially if they've
worked for the same company for many years. I've always
made it a point to show them around our facility. So that
they could get a feel for what we do and where we're going.
I've always made sure to tell them how much I appreciate
working with them and that I'm glad they're along for the
ride. Using the saying my success is your success may sound
kind of cliché but it has always been the point I
was trying to make. My suppliers are my partners and with
they're help I can succeed. And my business can thrive.

You do need to remember that you're still their customer
and they will look out for their own best interests first
just as you would yours. So when you are on the lookout for
new suppliers especially in the first months of your
company's existence you need to be diligent when searching
for vendors. Especially if they're going to be critical to
your existence by supplying something you have to have that
few companies offer.

So you need to realize that just as your relationship with
your customers is important so to is the relationship with
your suppliers. Because when you need something in a hurry,
or you need to stretch a payment out a little, or you have
a large job that won't pay for awhile and you need special
terms they'll be more willing to listen to you if they know
you by more than a customer number. In business all your
relationships are important.

----------------------------------------------------
Cash Miller is an experienced entrepreneur and speaker who
has spent over a decade as a small business owner. His
years of experience in small business cover such topics as
planning, management, marketing, human resources,
ecommerce, and taxation. If you are looking for more
information on this subject and others related to starting
and running a small business you can visit his website at
http://www.SmallBusinessDelivered.com

Your Suppliers Are Your Partners

Benefits of Using LinkedIn for Your Job Search and Career Networking

Benefits of Using LinkedIn for Your Job Search and Career Networking
If you are a business person and you are online, you have
surely heard of LinkedIn. In fact, with 19 million users
around the globe, the odds are good that you have already
created your own LinkedIn account.

What exactly is LinkedIn? It is an online network of people
all over the world. While technically, it is one of many
social networking sites on the web, LinkedIn is probably
the best know and most widely used business networking
site. Additionally, while it has similarities to well-known
social networking sites such as MySpace, there are also
fundamental differences that make it much more useful for
business purposes.

So, the next question, of course, might reasonably be,
"What exactly is a business networking site?" And more
precisely, "Why should I even care and how can it benefit
me?" If you are asking these questions, you are definitely
not alone! While there are huge numbers of people creating
LinkedIn accounts and building their networks, there are
relatively few who are getting the optimal benefit out of
their effort.

According to LinkedIn's own explanation, the mission of
LinkedIn is "to help you be more effective in your daily
work and open doors to opportunities using the professional
relationships you already have."

Even if you are not conducting a current job search, for
ongoing career management and personal branding efforts,
any tool that can help you network more effectively and
efficiently should be of great interest. Again, in
LinkedIn's own words:

"When you join, you create a profile that summarizes your
professional accomplishments. Your profile helps you find
and be found by former colleagues, clients, and partners.
You can add more connections by inviting trusted contacts
to join LinkedIn and connect to you.

Your network consists of your connections, your
connections' connections, and the people they know, linking
you to thousands of qualified professionals." Through
LinkedIn, then, you can search for jobs, you can easily
make personal "inside" connections in relation to job
opportunities, you can promote your personal brand and
qualifications and be found and pursued for job
opportunities, and you can form relationships that are
critical to your career success and progression.

But remember, effective networking requires reciprocity
through developing and nurturing win-win relationships.
Through LinkedIn, you will also have the opportunity to
help out those in your own network, answering questions,
providing relevant leads, and helping them make connections
to further whatever their goals are.

In the definitive guide to using LinkedIn for business and
career management purposes, "I'm On LinkedIn: Now What?"
Jason Alba explains that there are six major benefits to
using LinkedIn:

1) The ability to be known and enhance your personal brand

2) The ability to be found by recruiters or other hiring
authorities

3) The ability to find others and make important connections

4) The opportunity to learn and share

5) The ability to connect with group members

6) The opportunity to show you are plugged in to current
technology

If you already have a LinkedIn account and have an
established network in place. Let me urge you to take a
closer look at how you are using it. Have you fully
explored the features and benefits? Have you enhanced your
profile? Have you joined any Groups? Participated by
answering the questions of those in your network? LinkedIn
is an excellent and very effective networking tool, but
only if you use it!

If you have an established a LinkedIn account, but have
just let it sit, unused, now is the time to log on and
learn how to get the maximum benefit from it. Now-before
you are actively job searching-is the best time to work on
building up and cultivating your network. And, if you are
new to LinkedIn and haven't yet created an account, there
is no better time than the present! The more professionals
that use LinkedIn, the more effective it will be.

Happy networking!

----------------------------------------------------
Certified resume writer and personal branding strategist,
Michelle Dumas http://www.linkedin.com/in/michelledumas is
the director of Distinctive Career Services LLC. Through
Distinctive Documents http://www.distinctiveweb.com and her
Executive VIP Services http://www.100kcareermarketing.com

Michelle has empowered thousands of professionals all
across the U.S. and worldwide.

Strategic Marketing vs. Tactical Marketing

Strategic Marketing vs. Tactical Marketing
Most businesses have both a strategic marketing plan and a
tactical marketing plan, and it is important to keep these
two platforms separate. People often mistakenly assume that
when you talk about marketing, you're speaking of
"tactical" marketing, which consists of placing ads,
generating leads, sending out mailers and brochures, etc.
However, strategic marketing focuses on the message and
communication of the message. Simply put, tactical
marketing is the execution of your marketing plan - the
medium by which your message is delivered, and strategic
marketing focuses on the content of your message—what
you say and to whom you say it.

The key difference is the focus on making sure overall
customer situations mesh with your overall company
direction. Not to get distracted, or veer off course of
your overall company direction, but at every step of
development for your strategic plan, and execution of your
plan, that you are indeed on course of what the overall
vision and goals of the company are.

Content vs. Execution

Many companies try to figure out how to sell more before
they find out how to provide a solution to their consumers'
needs. The procedure for accomplishing this is exactly the
same every single time, for every kind of business. It is
the advertiser's job to pay attention to human nature, to
research human nature, and to have some insight into how
people make their purchasing decisions. Strategically,
marketing programs and advertising should get the attention
of target market prospects and facilitate their
decision-making. This lowers their risk for taking the next
step in the buying process. By understanding what's
important to your target market, you can then put together
a strategy that gets more qualified prospects to call,
reduces your sales cycle, and increases your conversion
ratios. After the strategy is in place, the tactical
execution simply consists of testing and implementing your
strategic plan. Business-to-business Strategic Marketing

There is a business-to-business aspect to many companies,
in which case these business-to-business transactions count
as customer situation. For marketing to businesses who are
your clients and customers, this means combining industry
sector segmentation and product use with other factors
related to purchasing decisions. For example, this would
include purchase criteria and decision motivations that
effect larger, enterprise sized purchases. In this case,
part of your strategic marketing plan is to build strong,
personal relationships with these larger businesses, and
focus on providing customized service, products and even
anticipate the needs of your business clients. Although a
business is obviously a larger entity than a single
customer, many of the same principles prevail; the most
important being a keen sense of service, and making them
feel they are important and that you pay special attention
to them.

A strategic marketing plan encompasses developing a
message, and developing the best way to communicate this
message—and contemplates the best strategy to deal
with communicating this message. Tactical marketing is
important as it executes the strategic plan, but it is
important to keep these two subjects divided as you develop
a successful marketing plan for your company.

----------------------------------------------------
Christian Fea is CEO of Synertegic, Inc. A strategic
Collaboration Marketing consulting firm. He empowers
business owners to discover and implement Integration,
Alliance, and Joint Venture marketing tactics to solve
specific business challenges. He demonstrates how to create
your own Collaboration Marketing Strategy to increase your
sales, conversation rates, and repeat business.
Contact: christian@christianfea.com
http://www.christianfea.com

Strategic Marketing vs. Tactical Marketing

Content vs. Execution

A Checklist to Properly Document Your Meals and Entertainment Expenses

A Checklist to Properly Document Your Meals and Entertainment Expenses
One thing you can always count on during an audit is a
request for documentation supporting meals and
entertainment expenses. The IRS has found that these
expenses are heavily abused and are an easy way to generate
additional tax revenue, not to mention additional revenue
from penalties and interest.

You don't have to spend a lot of time reading tax cases to
find one where meals and entertainment expenses were
disallowed specifically because of improper documentation.

*Here are a few examples from recent cases:

The taxpayer's business meal expenses did not satisfy the
substantiation requirements because they did not include
the taxpayer's relationship to the parties involved or
specify the business purposes of the meals.

The taxpayer's meals and entertainment deductions were
disallowed because the taxpayer couldn't provide anything
to tie the deductions to specific copies of receipts,
checks, or other documents. Plus, in the few records the
taxpayer did provide, there were duplications and other
irregularities in the records making them unreliable
altogether.

A spreadsheet listing the numbers the taxpayer put on his
return was insufficient to substantiate or use to
reconstruct business expenses for meals and entertainment.

This means that even if a meal or entertainment expense is
perfectly legitimate, it can be disallowed if the
documentation is not proper!

How to Protect Your Meals and Entertainment Expenses:

In my teachings, I dedicate an entire session to Travel,
Meals and Entertainment. One of the strategies I share is
how to use the IRS rules to make money on your meals and
entertainment by turning your current non-deductible
expenses into legal tax deductions. One of the key parts
to making this strategy work is protecting your meals and
entertainment deductions by keeping proper documentation.

Use this short checklist for all of your meals and
entertainment expenses and your deductions will be well
protected:

____ Amount of each separate expense

____ Date of expense

____ Location of expense

____ Business purpose of expense

____ Names and business relationship of the people involved

It may seem like quite a bit for each and every meal and
entertainment expense, but here are a few ways to make this
process very simple:

Get a receipt! The first 3 items - amount, date and
location - are usually printed on the receipt. Then simply
write the remaining 2 items - business purpose, names and
business relationship on the receipt.

I always recommend scanning your receipts so you have an
electronic copy. Many receipts tend to fade in just a year
so your documentation could disappear! A scanned copy
won't fade and can help reduce the clutter of receipts.

If you don't get a receipt, then document all of the items
listed above (either write them down or type them up) and
then attach support for the payment. Here are a few
examples:

If you paid by check, attach a copy of the check and your
bank statement showing it cleared your bank account.

If you paid by debit or credit card, attach a copy of your
bank or credit card statement showing the debit or charge.

If you paid by cash, try your best to get a receipt!
Otherwise, make sure your documentation is precise and make
sure a very small percentage of your expenses fall into
this category of paid by cash and no receipt.

**Important Tip!

Don't force it! If a meal or entertainment expense doesn't
meet the business purpose requirement because it was a
personal expense, then don't deduct it. If the IRS finds
personal expenses being deducted, then all of your other
expenses will be heavily scrutinized, putting your
legitimate deductions at risk for the slightest reason.

----------------------------------------------------
Tom Wheelwright is not only the founder and CEO of
Provision, but he is the creative force behind Provision
Wealth Strategists. In addition to his management
responsibilities, Tom likes to coach clients on wealth,
business, and tax strategies. Along with his frequent
seminars on these strategies, Tom is an adjunct professor
in the Masters of Tax program at Arizona State University.
For more information please visit
http://www.provisionwealth.com

A Checklist to Properly Document Your Meals and Entertainment Expenses

You don't have to spend a lot of time reading tax cases to
find one where meals and entertainment expenses were
disallowed specifically because of improper documentation.

*Here are a few examples from recent cases:

A spreadsheet listing the numbers the taxpayer put on his
return was insufficient to substantiate or use to
reconstruct business expenses for meals and entertainment.

This means that even if a meal or entertainment expense is
perfectly legitimate, it can be disallowed if the
documentation is not proper!

How to Protect Your Meals and Entertainment Expenses:

Use this short checklist for all of your meals and
entertainment expenses and your deductions will be well
protected:

____ Amount of each separate expense

____ Date of expense

____ Location of expense

____ Business purpose of expense

____ Names and business relationship of the people involved

It may seem like quite a bit for each and every meal and
entertainment expense, but here are a few ways to make this
process very simple:

If you don't get a receipt, then document all of the items
listed above (either write them down or type them up) and
then attach support for the payment. Here are a few
examples:

If you paid by check, attach a copy of the check and your
bank statement showing it cleared your bank account.

If you paid by debit or credit card, attach a copy of your
bank or credit card statement showing the debit or charge.

**Important Tip!

Start a Conversation With Your Customers

Start a Conversation With Your Customers
The secret to making people sit up and take notice of you
and your company is to identify and address the problems
they are facing. This is really the only way that you'll
get their attention and any resulting action on their part.

Sure, people may take a second glance at your flashy
brochure or your great looking website, but they won't
"stop to have a conversation" if you haven't shown them
that you understand their needs and wants, and have a
solution to offer.

The first stage in trying to form a relationship is usually
to approach someone and offer a simple smile or hello -
establish some contact. It's the same with a marketing
relationship - you want to give people an opportunity to
"get to know" you.

At this stage in your marketing, your goal is to have
people notice you so that you can start introducing
yourself. Use everything from your business card to your
web site to direct mail to free speaking engagements, and
start attracting attention.

Don't expect people though, to immediately call you up and
book an appointment with you or purchase your products
right away. Some might, but the majority of people need
time to get to know you and to feel comfortable with you
and what you're offering.

Prospective clients also need to be convinced of the value
of your services. How can you convince them without
actually "doing" the service for them so they can see the
great results you provide?

The best way is to provide a sampler - you know, like they
do at your local supermarket and liquor store. Not too many
people pass those little freebies by. It doesn't cost them
anything and there are no strings attached to purchase.

You can accomplish the same thing with your business by
offering something like a report that allows them to "test
drive" the benefits of your services or products. Just make
sure the free give-away addresses a key concern or issue
your prospect is experiencing and gives a suggested
solution - one that your service provides.

There are lots of marketing tactics you can use to offer
people a taste of your products and services - an
introduction to you and your business:

* teleseminar

* ebook

* special report

* audio e-course

* tip sheet

* complimentary consultation

* introductory seminar

* an online assessment

* mini-course

* ezine or newsletter

* self-evaluation test

* articles

Offering something of value for free is a very important
step in marketing. It is a way of introducing yourself to
prospective clients in a non-intrusive, friendly manner.
People are naturally more cautious and skeptical these days
so you need to make it as easy as possible for them to get
to know you at their pace - which will be different for
each person.

The thing that many businesses forget to do with this free
give-away is to ask for the prospect's name and email
address. These people have indicated an interest in finding
out more about you by asking for your "sampler" and you can
offer it in exchange for their name and email address.

In this day and age of internet selling and buying, the
majority of people are comfortable with giving you this
information. Once you have this information you will now be
able to continue developing the relationship with these
prospects and moving them through the other steps in your
marketing process.

This simple step let's you get around having to ask
prospects to make a big initial commitment by contacting
you directly. All you're doing is simply offering them an
introduction and an invitation to start a conversation.

----------------------------------------------------
Jody Gabourie, The Small Business Marketing Coach, delivers
simple, innovative and powerful marketing strategies to
help business owners find and keep their most profitable
clients. To learn more about how she can help you take your
business to the next level, and to sign up for her FREE
special report, ezine and articles, visit her site at
http://www.JodyGabourieMarketingCoach.com

Start a Conversation With Your Customers

Prospective clients also need to be convinced of the value
of your services. How can you convince them without
actually "doing" the service for them so they can see the
great results you provide?

There are lots of marketing tactics you can use to offer
people a taste of your products and services - an
introduction to you and your business:

* teleseminar

* ebook

* special report

* audio e-course

* tip sheet

* complimentary consultation

* introductory seminar

* an online assessment

* mini-course

* ezine or newsletter

* self-evaluation test

* articles

Culture and Collusion- Condoning Corporate Anarchy (Part Two)

Culture and Collusion- Condoning Corporate Anarchy (Part Two)
Culture is ubiquitously defined as "the way things are done
around here". Note the distinction between how things are
done and official mantra, company rhetoric, policy and
even, relevant instruments of law. It's what we do and
allow others to do that says more about who we are and what
matters than any elegant vision and values statement
sitting behind perspex in board rooms with marble and fresh
flowers everywhere.

I would characterise organisational culture more pointedly.
I would rather define culture as what we are and aren't
prepared to put up with. It is when we are tested that one
understands the true character of both a person and an
enterprise. Jan Carlsson, former CEO of the Swedish
International Airline referred famously to watershed
moments in customer service as "moments of truth".
Organisations face "moments of truth" in the context of
culture. Behaviour that is committed (when it didn't have
to be) is one moment of truth. Bad behaviour called once
it's committed says something about the integrity of people
who won't sit by and watch bad stuff perpetrated. But the
third and very telling moment of truth is when behaviour is
consequenced.

At the risk of appearing to be name dropping (shamelessly
and sorry, without names) I was doing coffee with an AFL
Football Club president some time back when he politely
excused himself to take a call following "Mad Monday". He
was particularly interested in whether or not anything was
likely to blow up in the media that could cause anguish for
the Club. When assured by the senior player who'd rung him
that nothing untoward happened, I heard my coffee companion
ask why. The simple answer coming back was "because we
knew there was no way (Coach) would wear it". If clear and
reasonable boundaries of behaviour are set in a healthy
culture where people are committed to the team, it's vision
and are protective of brand, most if not all can be relied
on to do the right thing.

Having said that, many if not all of us have had a sudden
rush of blood to the head and said or done something we
wished we could take back. But when we do step over the
line, is that behaviour called? Religious dogma would
suggest that if we witness and don't act, it is as if we
committed the act ourselves. It is not just when we're
young and at school that others drop their gaze, shift
uncomfortably in their seats, laugh nervously for fear of
being next; sheepishly and tacitly condoning aggressive or
ridiculing behaviour. It is undoubtedly happening in a
boardroom somewhere near us all right now.

Have you ever wondered about corrupt business practices?
Do those who do never get witnessed by those who don't.
Unlikely. How does a crooked cop, (and I believe they are
in the overwhelming minority), a drug-addled athlete or a
defiant trading floor sharebroker keep doing what they're
doing and remain part of an insidious in-crowd? At the
risk of sounding naive, how shameful to think that supposed
cleanskins working in corrupt environments sit by
apathetically, or gutlessly and turn a blind eye to shonky
practices, intimidation of others or smear campaigns. And
if fear of retaliation is the reason, how reprehensible to
think that anyone might work in such a climate of fear that
speaking up could result in harm to themselves or their
families? Something or someone has undoubtedly failed them.
But potential dramatic and life threatening consequences
for speaking out are not the common condition. In many
situations there will be those bystanders who unreservedly
disapprove but hold anti-dobbing policy as sacrosanct as
ethical business practice or clean policing.

How many of us come forward when push comes to shove?
According to the magistrate who heard the case, certainly
not the bus driver (who "could have done more") or other
members of the drunken group of Ocean Grove footballers
watching a mate torment an orthodox Jew walking down the
street with his two small children; not former Amcor
executives listening to others talking about Nazis and gas
chambers and how Hitler should have done a better job; not
staff of the West Coast Football Club who counselled and
cajoled errant players but evoked no consequences until it
was too late. And why? Because Cousins was a demigod and
only mere mortals have substance use problems.

And what of behaviour consequenced? The Amcor Board took
decisive action and sacked several of its executives in the
wake of the price fixing allegations that emerged in 2004.
Christine Nixon attempted to do that months ago when she
sought powers to suspend and/or dismiss police over serious
matters and still some police members cried foul and still
the Police Association defended them to the death. What
does someone have to do in this country before an
organisation can cut the tangled parachute for the sake of
others? The smear campaign against Janet Mitchell, former
Police Association President eventually wore her down and
ran her out of town. Ultimately the OPI will determine
whether or not the infamous Kit Walker affair and the
defamatory emails allegedly sent by someone in the
Association are worthy of further scrutiny or punishment
but what about the casualties of war along the way
including organisational brand and public confidence? Why
should thousands of other dedicated and decent sworn and
unsworn staff of Victoria Police have to pay a price?

In an era where companies are obsessing (yes, right word)
about how to hold on to good people, why give them the
cringe factor about their employer as collateral damage?
What does scandal, corruption and poor culture mean for the
collective esteem of those who work in an organisation
where bullies, sociopaths, misogynists, bigots and
narcissists rule the roost either formally or informally.
What respect exists for senior managers who may not
perpetrate such examples of bad behaviour but effectively
condone it because the perpetrators are popular and
charismatic, opinion leaders or money makers or
well-connected to the right people and therefore become
Teflon-coated?

It is imperative in a civilised democracy country like ours
that there are laws and regulations that obstruct
impassioned managers wishing to jump the gun on process and
punish or exit staff without the punishment fitting the
crime or worse still, where no 'crime' was committed. Thus
the means to uphold the principles of natural justice must
be fundamental to any workplace relations regime. The
system must make it difficult to do the wrong thing but if
we are going to jealously guard good culture, it must not
be almost impossible to do the right thing. Undoubtedly
many organisations make brave decisions every day about
what they will or won't put up with. The context in which
they operate must support that and where an employee can
always cite custom and practice as a reason why things
shouldn't change, ethical management will draw a new line
in the sand, ensure everyone can see it and demand that
everyone respect it or expect to face the consequences. A
Spanish proverb notes that every cask smells of the wine it
contains. We will inevitably be judged by the company we
keep and what we condone and reward in the people that work
in our companies. © Leanne Faraday-Brash

----------------------------------------------------
Leanne Faraday-Brash is an organisational psychologist,
Principal of Brash Consulting and co-founder of the
Workplace Justice Consortium
Visit her websites at http://www.brashconsulting.com.au
http://www.workplacejustice.com.au

Culture and Collusion- Condoning Corporate Anarchy (Part Two)

Professional Profile - The 10 Things Your Professionally Polished Profile Must Have In It

Professional Profile - The 10 Things Your Professionally Polished Profile Must Have In It
What does your professional profile say about you and your
business? Does your professional profile attract clients,
vendors, suppliers, contractors, venture capitalists, and
even potential employees?

A captivating and polished professional profile will
provide the reader with a thorough understanding of your
company's vision and mission, the products and services you
offer, your USP (Unique Selling Proposition), your
credibility and your history.

What do you need to include in your professional profile?
What does your professional profile need to accomplish?

~ It needs to tell your company's story in a way
that effectively engages your audience.

~ It needs to be creatively crafted, well written
and professionally polished.

~ It needs to be about the heart and soul of your
company. Your professional profile needs to tell your
readers what your business is all about.

~ It needs to tell the story of your company's
vision and mission. What are the dreams you have for your
company? What is the purpose of your company?

~ It needs to be about how your company began, how
it grew and what it is today. Why did you start your
business? How did it begin?

~ It needs to include key personnel. If you aren't
the only key player in your company, include a few tidbits
about the others. Who are your managers or other key
players? What roles do they play?

~ It needs to include product and service
descriptions. What types of products and services do you
offer and how do these help your visitors solve their
problems?

~ It needs to include a sense of the culture
surrounding the business

~ It needs to be honest. You need to be honest to
establish credibility. Don't embellish! Honesty is always
the way to go!

~ It needs to be attention-grabbing

Highly influential persons determining if your company is
the one they need and want to do business with, may use
your company profile in making that determination. Vendors
may also use your company profile as a source of
information when you are seeking services, credit, funding,
loans or venture capitalists.

It is very difficult to write about yourself or your
company. Take it from me, even as a professional writer,
even I have trouble when I need to write about my business
or myself. Your company profile is more than an
autobiography about the owner of the company.

Don't take a chance with your professional profile. If you
find it difficult to write about yourself, find a
professional to work closely with you to create exactly
what you need to portray your company in its best light.

Whatever you do, make certain that your professional
profile is well written and polished.

----------------------------------------------------
You are invited to learn more about writing your company
profile at my website: http://www.anitaspen.com Download
your complimentary copy of my latest report: "Top Tips to
Writing Company and Personal Profiles: 20 Do's and don'ts
to Creating a Powerful and Influential Marketing Tool".
This report is sure to help you as you write your profile,
whether it be personal or for your company.