Last Fall, in the closing weeks of the election, Judy Shelton spoke prophetically in her article, "A Capitalist Manifesto" in the WSJ, Oct 13, 2008. Here we are, eight months down the road from her review of Nicolas Sarkozy's call for global reform, and her discussion of the principles that define honest capitalism - the values that define the character of individuals and should underpin the legitimacy of governments.
She quoted Sarkozy, speaking before Congress last November, "America did not tell the millions of men and women who came from every country in the world and who -- with their hands, their intelligence and their heart -- built the greatest nation in the world: 'Come, and everything will be given to you.' She said: 'Come, and the only limits to what you'll be able to achieve will be your own courage and your own talent.'"
Shelton drew a picture of our history in her warnings of the future...
"You know that America's founding economic philosophy is in deep trouble when candidates for our nation's highest office refer easily to "Wall Street greed" and "predatory lenders" to explain the global financial crisis. And those are the Republicans.
"Where are the champions of free-market capitalism? Someone needs to remind us all that two great works were published in 1776, both representing game-changing advances in human freedom: The Declaration of Independence, authored by future American president, Thomas Jefferson, and "The Wealth of Nations" by Scottish economist Adam Smith. Both embrace the social wisdom of individual liberty; both extol the importance of personal responsibility.
"...If we are to build a new foundation for global financial and monetary relations...we must summon the intellectual depth and political will that can only derive from a strong sense of moral purpose."
Saturday, July 4, 2009
Wednesday, June 10, 2009
Finding Your Way
Heard on the radio, "It's easier to act your way into a new set of feelings than to feel your way into a new set of actions."
Tuesday, May 12, 2009
Entrepreneuring in a Recession
"Don't bunt. Aim out of the ballpark. Aim for the company of immortals." - David Ogilvy
"You're the only one who can make the difference. Whatever you dream, go for it." - Earvin "Magic" Johnson.
"Serving the needs of others is the only legitimate business today." - A.P. Giannini
I could go on. Or rather, Evan Carmichael did, in his site to provide inspiration and education for business leaders (scroll over the faces...new ones are added, so go back).
It takes at least a daily dose of inspiration for entrepreneurs to lead these days. Is it worth starting a business in this economic climate? Is it worth persevering in an enterprise you have started? My resources say that actually this is one of the best times. It is a boot-camp that sets the culture and the operations that provide for strong character and growth in a business.
"Everybody says this is a good time to start a business. Well, is it?" In Is this a good time to start a business? BNET Feb 12, 2009 , Steve Tobak weighs the pros and cons, as well as letting us know what the gurus at BusinessWeek, Wall Street Journal, and others have to say. "If you’ve got an idea, can get your business plan ducks in a row, can find capital, and have a long enough runway to survive until customers have money to spend, then it’s a good idea. If not, then it’s not. But that’s just me."
In the January 19, 2009 issue of BusinessWeek, Emily Thornton outlined for entrepreneurs a game plan "Managing Through a Crisis: The New Rules." "In times of turmoil, opportunities abound. But taking advantage of them will require fast reflexes, an aggressive attitude, and serious changes to the status quo."
Executive coach Marshall Goldsmith advises, "Judge less, help those who are down, focus on the future, and understand your own emotions."
Monday, April 20, 2009
What Happened to Performance?
This recession is the best thing that has happened to us in decades -- I mean it. Despite, or I'd say because of, the political and economic environment, top performers are rising out of the malaise of easy wealth, claiming their right to lead, getting beyond just surviving, and digging deep into their minds and souls to be all they can be again - innovate, develop, produce, perform.
"For the past few months you’ve had an excuse for when life didn’t go your way. . . You couldn’t pay your mortgage and your house was foreclosed on? Don’t worry, it wasn’t you, it was the recession. You lost your job and now you’re stuck at home cruising Twitter ‘looking for a new one’ all day? Don’t fret. It wasn’t you, it’s the recession. Can’t find new clients so you’re left bitterly blogging that clients suck and the frauds in the industry are stealing your dollars? Calm down, pretty, have a cookie and take a nap. It’s the recession. Actually, it’s probably not the recession. It’s probably you." I say, Right On, Lisa Barone!
In Why Your Marketing Isn't Effective (Geoffrey James) BNET Feb 5, 2009, and When Opportunity Knocks, It's Too Late (Steve Tobak) BNET Feb 3, 2009, the authors provoke readers to be proactive, tie compensation to performance, and "Sure, there other factors like technology and luck, but if you want to be successful in business, you need to take risks by acting on your own ideas and intuition. If you wait for opportunity to knock, it’ll likely be too late."
I'm looking forward to the book due out in August by Michael Beer and his HBR colleagues, High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage. "Starting with leaders who have the right values, Beer ... outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations."
Consider those words - "leaders who have the right values"...the mere fact that those words are being highly debated in this age is a huge plus for our society.
"For the past few months you’ve had an excuse for when life didn’t go your way. . . You couldn’t pay your mortgage and your house was foreclosed on? Don’t worry, it wasn’t you, it was the recession. You lost your job and now you’re stuck at home cruising Twitter ‘looking for a new one’ all day? Don’t fret. It wasn’t you, it’s the recession. Can’t find new clients so you’re left bitterly blogging that clients suck and the frauds in the industry are stealing your dollars? Calm down, pretty, have a cookie and take a nap. It’s the recession. Actually, it’s probably not the recession. It’s probably you." I say, Right On, Lisa Barone!
In Why Your Marketing Isn't Effective (Geoffrey James) BNET Feb 5, 2009, and When Opportunity Knocks, It's Too Late (Steve Tobak) BNET Feb 3, 2009, the authors provoke readers to be proactive, tie compensation to performance, and "Sure, there other factors like technology and luck, but if you want to be successful in business, you need to take risks by acting on your own ideas and intuition. If you wait for opportunity to knock, it’ll likely be too late."
I'm looking forward to the book due out in August by Michael Beer and his HBR colleagues, High Commitment High Performance: How to Build A Resilient Organization for Sustained Advantage. "Starting with leaders who have the right values, Beer ... outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations."
Consider those words - "leaders who have the right values"...the mere fact that those words are being highly debated in this age is a huge plus for our society.
Sunday, March 15, 2009
Treat your clients like a dog
I loved this conversation. It is especially appropriate for clients, but go ahead and substitute for "client"... child, spouse, co-worker, boss, friend, etc -- you get the message. Respect and affection make all your relationships go better.
"Let me describe to you what a proper customer-focused attitude is. First, you love the customer, no matter how smelly, stupid, or demented he, she, or they might be. They are your customer. You venerate them. You know that without them, there would be nothing left of you. You dream of new ways to please him, her, or them. Second, when there is a problem with your customer, you are not filled with resentment. You wrack your brains day and night to think of new ways to solve the problem. Finally, you search within yourself constantly to find pockets of anger, condescension, and negativity toward your beloved client. You root them out and replace them with respect and affection.
"The way you feel about your client should not be all that different than the way you feel about your dog."
How to Suck up to Stupid Clients BNET Feb 17, 2009
"Let me describe to you what a proper customer-focused attitude is. First, you love the customer, no matter how smelly, stupid, or demented he, she, or they might be. They are your customer. You venerate them. You know that without them, there would be nothing left of you. You dream of new ways to please him, her, or them. Second, when there is a problem with your customer, you are not filled with resentment. You wrack your brains day and night to think of new ways to solve the problem. Finally, you search within yourself constantly to find pockets of anger, condescension, and negativity toward your beloved client. You root them out and replace them with respect and affection.
"The way you feel about your client should not be all that different than the way you feel about your dog."
How to Suck up to Stupid Clients BNET Feb 17, 2009
Tuesday, March 3, 2009
Keep on Truckin'
Keep in mind the basic keys to stability and success:
Focus on a long-term vision.
Combat fear with knowledge.
Resist emotional reactions and think logically.
And know that God's plan is bigger than yours, so trust Him.
Focus on a long-term vision.
Combat fear with knowledge.
Resist emotional reactions and think logically.
And know that God's plan is bigger than yours, so trust Him.
Monday, February 23, 2009
Financial Opportunity Amid the Chaos
Twice in the past week I was in meetings where there was actual optimism about the economic future in Texas. As the saying goes, "Fear overcomes greed, and certainty overcomes fear." Regardless of political persuasion, having a fixed political team in place in Washington who have passed economic legislation is having a positive affect on local industry. Little by little, the known is overcoming the unknown, and this is allowing people to plan and move forward - especially leaders in industry.
Right now, the refinance boom - though not a great thing usually for the housing industry - is getting money flowing through the economy. Interest rates are unbelievable right now for buying houses. Prices are very low for industrial goods like cement and steel.Producers, those who have traditionally moved the economy in a positive direction, are once again seeing the opportunities in the midst of crisis, and see a narrow window in which to move forward before inflation looms over us -- at which time their strategies will change, but not their initiative in finding opportunity.
BusinessWeek author Ben Steverman wrote, in A Changed World for Financial Advisers on February 11, 2009, about the lessons learned by financial advisers through the past couple of years. In the article, the ideas to better protect and plan for clients get tied up in the debate between actively managing portfolios versus "buy-and-hold" strategies, which are less expensive and acknowledge the difficulty of timing due to the unpredictability of markets.
The article's bottom line gets back to three basics:
• risk assessment,
• emphasizing cash flow, and
• a wholistic approach to nest-egg building.
Mr. Steverman says advisers have found they should spend much more time with each client to determine an appropriate level of risk, often in spite of clients who calculate their risk-tolerance level as being higher than it actually is, especially in a downturn in the markets. He says that investment advisers are also going to have to pay more than lip service to their responsibility for their clients' total financial outlook, rather than just investment returns. Regarding retirement dreams, Steverman says that, "advisers can help clients make sure they are earning enough, saving enough, not borrowing too much, have realistic retirement plans, and have enough insurance."
Right now, the refinance boom - though not a great thing usually for the housing industry - is getting money flowing through the economy. Interest rates are unbelievable right now for buying houses. Prices are very low for industrial goods like cement and steel.Producers, those who have traditionally moved the economy in a positive direction, are once again seeing the opportunities in the midst of crisis, and see a narrow window in which to move forward before inflation looms over us -- at which time their strategies will change, but not their initiative in finding opportunity.
BusinessWeek author Ben Steverman wrote, in A Changed World for Financial Advisers on February 11, 2009, about the lessons learned by financial advisers through the past couple of years. In the article, the ideas to better protect and plan for clients get tied up in the debate between actively managing portfolios versus "buy-and-hold" strategies, which are less expensive and acknowledge the difficulty of timing due to the unpredictability of markets.
The article's bottom line gets back to three basics:
• risk assessment,
• emphasizing cash flow, and
• a wholistic approach to nest-egg building.
Mr. Steverman says advisers have found they should spend much more time with each client to determine an appropriate level of risk, often in spite of clients who calculate their risk-tolerance level as being higher than it actually is, especially in a downturn in the markets. He says that investment advisers are also going to have to pay more than lip service to their responsibility for their clients' total financial outlook, rather than just investment returns. Regarding retirement dreams, Steverman says that, "advisers can help clients make sure they are earning enough, saving enough, not borrowing too much, have realistic retirement plans, and have enough insurance."
I’d love to talk with you and help you navigate the options, so you can get on with the life you’d love to build. Send me a note about what you are looking for. Call me … 
214-440-2483.
Sunday, January 25, 2009
President Online - Managing Perceptions with Technology
Last November, Tom Hayes and Michael S Malone convicted traditional marketers in their challenge to retailers regarding the "profound changes" in marketing requiring the use of online communities. They said, "Marketing 3.0 is not only different from its predecessors, but actively undermines them. If your marketing program fails to adapt to this new world, it won't just become irrelevant -- it will actually work against you."
Though many before Barack Obama used new technology in politics to communicate and track and measure response, our new president has made using the latest communication technologies and online communities standard protocol - not only for his political campaign, but going forward in determining public policy.
As Hayes and Malone said in their November 29th WSJ article, "The online community concept is already becoming a powerful tool for everything from creating customer loyalty, to assistance in product design, to a sounding board for company strategy."
Over the next several years, we will get an opportunity to see how this methodology works in answering Obama's statement, "The question we ask today is not whether our government is too big or too small, but whether it works."
In his January 22, 2009, WSJ article on whether economics, like politics, can be accurately "explained and charted," Daniel Henninger observed that Obama's "economic team consists of a new generation of so-called data-driven intellectuals who insist on reasonably hard empirical support for their policies."
Henninger also remarked that, "the cost of mistakes is getting a bit high," which is another reason that Obama is pushing his team to use every means to continue to gather information before finalizing policy. This includes staging and tracking blog discussion on his administration's theories, such as the recent "Who is Nouriel Roubini?" by Alice C. Chen posted in a January 7 BNET Briefing. Responses to the blog ranged from critical analysis of the posed economic policy debate, to recommendations for other theories and financial experts.
Using technology in this way effectively gauges and gathers public opinion, but using online communities and blogs also SHAPE public opinion. Obama's team will need to continually be interfacing with these online communities in all of the media channels to effectively continue the swaying of public opinion toward his policies, as he was able to do during the campaign.
In the January 23 Business Week "What Data Crunchers Did for Obama", Stephen Baker indicates that however public opinion is gathered, quantified, segmented, the policy promises that were made will also be tracked and measured. "Even if Barn Raisers exist as a tribe only in a database, they take broken promises very seriously. And they probably won't object if data-mining politicians figure that out. "
Though many before Barack Obama used new technology in politics to communicate and track and measure response, our new president has made using the latest communication technologies and online communities standard protocol - not only for his political campaign, but going forward in determining public policy.
As Hayes and Malone said in their November 29th WSJ article, "The online community concept is already becoming a powerful tool for everything from creating customer loyalty, to assistance in product design, to a sounding board for company strategy."
Over the next several years, we will get an opportunity to see how this methodology works in answering Obama's statement, "The question we ask today is not whether our government is too big or too small, but whether it works."
In his January 22, 2009, WSJ article on whether economics, like politics, can be accurately "explained and charted," Daniel Henninger observed that Obama's "economic team consists of a new generation of so-called data-driven intellectuals who insist on reasonably hard empirical support for their policies."
Henninger also remarked that, "the cost of mistakes is getting a bit high," which is another reason that Obama is pushing his team to use every means to continue to gather information before finalizing policy. This includes staging and tracking blog discussion on his administration's theories, such as the recent "Who is Nouriel Roubini?" by Alice C. Chen posted in a January 7 BNET Briefing. Responses to the blog ranged from critical analysis of the posed economic policy debate, to recommendations for other theories and financial experts.
Using technology in this way effectively gauges and gathers public opinion, but using online communities and blogs also SHAPE public opinion. Obama's team will need to continually be interfacing with these online communities in all of the media channels to effectively continue the swaying of public opinion toward his policies, as he was able to do during the campaign.
In the January 23 Business Week "What Data Crunchers Did for Obama", Stephen Baker indicates that however public opinion is gathered, quantified, segmented, the policy promises that were made will also be tracked and measured. "Even if Barn Raisers exist as a tribe only in a database, they take broken promises very seriously. And they probably won't object if data-mining politicians figure that out. "
This week the DFW Interactive Marketing Association is holding a forum regarding the role of social networking, mobile marketing, video, and other emerging media in the recent Presidential election, and the discussion will continue...
Friday, October 10, 2008
Become a Toothache Marketer
When you have a toothache, it's all you think about. If it's not the pain, it's the fear.
When your target audience is being bombarded with messages about and/or experiencing the effects of a financial crisis, that is all they think about.
Under these conditions, how can you get your prospects to hear and focus on your message? How can you continue to grow prospects into converted buyers?
1. Sell solutions.
Focus on the customer, not the economy.
Everyone is looking for solutions - ways to increase value - and take away the pain. Right now, toothache marketers are in the money - people are looking for solutions to minimize the effects of the crisis. Just make sure your "crisis message" isn't going to make you invisible when there is no crisis.
As described in My Tooth Doesn't Hurt, Seth Godin's Blog, July 31, 2008, toothaches are a double-edged sword for "toothache" marketers...when someone has a toothache, they have no trouble getting conversions, but when there are no toothaches, dentists and other toothache marketers are invisible.
Become the obvious choice, whether or not there is a toothache.
2. Be innovative.
Everyone gets better in a down market.
As Seth Godin said in "My Tooth Doesn't Hurt", "create new products and services that build engagement and revenue among members of the population that aren't in pain...such as teeth whitening."
But be truly creative. "There are only two things riskier than being innovative: being gimmicky and doing nothing." Online Marketers Can Weather the Financial Crisis, FutureNow, October 10, 2008.
"Creative merchandising, creative buying, creative offers, creative marketing, creative cost-cutting, and creative customer-relationship-building will make a difference between who thrives and who dives...I'm talking about offering customers more perceived value at less cost to them and you. I'm talking about finding innovative ways to cut through the clutter of our media-crazy environment and the pain people are feeling from this crisis by increasing message relevance and spending less...that involves much more than screaming louder, telling a funnier joke, or changing the color of the "buy now" button."
3. Become efficient.
Don't think you are immune. Become bulletproof.
Bryan Eisenberg continues in the October 10, 2008 FutureNow blog, "Your customers are already acting more efficiently. You should too."
"The more you master the craft of doing more for less, the more secure you'll be in the coming months. Don't try to do three jobs with one person until that person begs for mercy. Instead, make marketing dollars go much, much further. That includes cutting fat from marketing budgets and creating a culture of marketing optimization that leaves no penny unturned. It takes work, but it will bulletproof you internally with the bosses and externally with the customers."
4. Become a leader.
Regardless of whether you are in charge.
From an Interview with Seth Godin regarding his new book "Tribes" at http://www.gapingvoid.com/, October 8, 2008, "Everyone isn't going to be a leader. But everyone isn't going to be successful, either."
"Success is now the domain of people who lead. That doesn't mean they're in charge, it doesn't mean they are the CEO, it merely means that for a group, even a small group, they show the way, they spread ideas, they make change. Those people are the only successful people."
When your target audience is being bombarded with messages about and/or experiencing the effects of a financial crisis, that is all they think about.
Under these conditions, how can you get your prospects to hear and focus on your message? How can you continue to grow prospects into converted buyers?
1. Sell solutions.
Focus on the customer, not the economy.
Everyone is looking for solutions - ways to increase value - and take away the pain. Right now, toothache marketers are in the money - people are looking for solutions to minimize the effects of the crisis. Just make sure your "crisis message" isn't going to make you invisible when there is no crisis.
As described in My Tooth Doesn't Hurt, Seth Godin's Blog, July 31, 2008, toothaches are a double-edged sword for "toothache" marketers...when someone has a toothache, they have no trouble getting conversions, but when there are no toothaches, dentists and other toothache marketers are invisible.
Become the obvious choice, whether or not there is a toothache.
2. Be innovative.
Everyone gets better in a down market.
As Seth Godin said in "My Tooth Doesn't Hurt", "create new products and services that build engagement and revenue among members of the population that aren't in pain...such as teeth whitening."
But be truly creative. "There are only two things riskier than being innovative: being gimmicky and doing nothing." Online Marketers Can Weather the Financial Crisis, FutureNow, October 10, 2008.
"Creative merchandising, creative buying, creative offers, creative marketing, creative cost-cutting, and creative customer-relationship-building will make a difference between who thrives and who dives...I'm talking about offering customers more perceived value at less cost to them and you. I'm talking about finding innovative ways to cut through the clutter of our media-crazy environment and the pain people are feeling from this crisis by increasing message relevance and spending less...that involves much more than screaming louder, telling a funnier joke, or changing the color of the "buy now" button."
3. Become efficient.
Don't think you are immune. Become bulletproof.
Bryan Eisenberg continues in the October 10, 2008 FutureNow blog, "Your customers are already acting more efficiently. You should too."
"The more you master the craft of doing more for less, the more secure you'll be in the coming months. Don't try to do three jobs with one person until that person begs for mercy. Instead, make marketing dollars go much, much further. That includes cutting fat from marketing budgets and creating a culture of marketing optimization that leaves no penny unturned. It takes work, but it will bulletproof you internally with the bosses and externally with the customers."
4. Become a leader.
Regardless of whether you are in charge.
From an Interview with Seth Godin regarding his new book "Tribes" at http://www.gapingvoid.com/, October 8, 2008, "Everyone isn't going to be a leader. But everyone isn't going to be successful, either."
"Success is now the domain of people who lead. That doesn't mean they're in charge, it doesn't mean they are the CEO, it merely means that for a group, even a small group, they show the way, they spread ideas, they make change. Those people are the only successful people."
Saturday, September 13, 2008
Cold Calling and the Elevator Pitch
Knowing your market's interests, opinions, and behaviors - much more than knowing age and location - and communicating a message that engages your audience relative to their persona, is still key to succeeding, even in an entrepreneur economy.
Since the turn of the millenium, people have been moving to self-employment in huge numbers. Driven by new technologies and a series of economic downturns - leaders who are underemployed, unemployed, or are, as discussed in a 2006 USA Today article, simply fed up with the cost of labor, are starting their own businesses. Over the past decade this emerging "entrepreneur economy" has been changing the paradigms and protocols for doing business. However, much of what it takes to succeed remains the same.
These business start-ups are most often a micro-business made up of one self-employed sole proprietor with a dream. Yet, starting up a business takes more than a great idea, as all of these entrepreneurs have learned. High on the list are "guts" and perseverance. It also takes soul-searching and self-evaluation to identify strengths and skills that provide a sustainable competitive advantage. This is called "market research" and "business planning" - which many skip over until they are floundering and need to get back to basics.
In books like Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (1991, revised 1999), by Geoffrey A. Moore, and Stage-Gate method books by Robert G. Cooper, including Winning at New Products: Accelerating the Process from Idea to Launch, Third Edition, strategists describe many keys to success, but all say that producing specific to the interests of your market is fundamental to succeeding in business. This goes for companies of any size, including a small organization made up of one.
As data pours in from new communication technologies, marketers are finding that demographics hardly matter in defining buying behaviors. Yesterday, Bryan Eisenberg, said that demographics "are only loosely correlated to behavior and often horrible in predicting marketing response" in The Case for Persona-Based Lead Generation,
So, how does this tie in with cold calling and your elevator pitch? Knowing your customer's psychographics well enough to empathetically tell them how you can make a difference is critical to moving forward in business.
Robert Gerrish, Aug 5, 2008, BNET makes this connection more specifically - "The need for cold calling frequently accompanies the launch of a new business, or the launch of a new offering" and "trying to sell a product or service to an unknown and unqualified prospect can be so confronting that it’s easy to get frozen into a state of inaction."
This brings us to the "so what" - what actions you personally can take as an entrepreneur.
Since the turn of the millenium, people have been moving to self-employment in huge numbers. Driven by new technologies and a series of economic downturns - leaders who are underemployed, unemployed, or are, as discussed in a 2006 USA Today article, simply fed up with the cost of labor, are starting their own businesses. Over the past decade this emerging "entrepreneur economy" has been changing the paradigms and protocols for doing business. However, much of what it takes to succeed remains the same.
These business start-ups are most often a micro-business made up of one self-employed sole proprietor with a dream. Yet, starting up a business takes more than a great idea, as all of these entrepreneurs have learned. High on the list are "guts" and perseverance. It also takes soul-searching and self-evaluation to identify strengths and skills that provide a sustainable competitive advantage. This is called "market research" and "business planning" - which many skip over until they are floundering and need to get back to basics.
In books like Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers (1991, revised 1999), by Geoffrey A. Moore, and Stage-Gate method books by Robert G. Cooper, including Winning at New Products: Accelerating the Process from Idea to Launch, Third Edition, strategists describe many keys to success, but all say that producing specific to the interests of your market is fundamental to succeeding in business. This goes for companies of any size, including a small organization made up of one.
As data pours in from new communication technologies, marketers are finding that demographics hardly matter in defining buying behaviors. Yesterday, Bryan Eisenberg, said that demographics "are only loosely correlated to behavior and often horrible in predicting marketing response" in The Case for Persona-Based Lead Generation,
So, how does this tie in with cold calling and your elevator pitch? Knowing your customer's psychographics well enough to empathetically tell them how you can make a difference is critical to moving forward in business.
Robert Gerrish, Aug 5, 2008, BNET makes this connection more specifically - "The need for cold calling frequently accompanies the launch of a new business, or the launch of a new offering" and "trying to sell a product or service to an unknown and unqualified prospect can be so confronting that it’s easy to get frozen into a state of inaction."
This brings us to the "so what" - what actions you personally can take as an entrepreneur.
- First, use the technology to know your prospects. Use the multitude of outsourcing resources developed in this "entrepreneur economy" to compile and test your message. Some examples are listed in an earlier Finding the Upside blog post.
- Second, tool your message down to a very few words that are "designed to pull the prospect into the story" as described in How to Rewrite an Elevator Pitch
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