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Thursday, June 10, 2010

The Human Dimension of Doing Business

In This Issue
* The Human Dimension of Doing Business
* Would your company like to advertise at no charge in The 610 Business Journal? 
* Determination
* Staff Box
* News You Can Use - June 9, 2010
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The Human Dimension of Doing Business
If you are a small business owner, early on,  make it a point to get to know your potential clients, referral partners or deal partners. Yes, there is a time to talk business. But uncommon wisdom tells us that one of the best things you can do is to build a personal relationship with business contacts. Why? People choose to do business with people they like, they trust and in whom they have confidence.

You will discover an unexpected development that arises out of doing this. If you just take the time to find out who they are and what they like to do, you may find folks out there that you really like and with whom you actually want to do business. After a working relationship has been established, it is a great way to lessen the pressures of business to be able to share time at a business event with an established client and never touch on a business topic. There is nothing immediately at stake, except the opportunity to keep that relationship alive and well.  Today, the client may not be in the market for the service or product you sell. But if there is an established relationship, when they are ready to buy, you are the person they are going to call. Such clients will become a reliable source of residual sales or referrals. And when someone asks them to recommend someone to provide the services you provide, they will recommend you. So doing business is not just about advertising what you sell, pitching clients or closing the sale. Sometimes it is just about relating to the person as a human being, listening to them tell you what is important to them and really finding out about them in a context other than that of their being a client.

And the best part of this approach is that in doing so, you can even momentarily escape from your business concerns for an hour or two and just have some fun. This evening, I attended the InHouston Mixer at The Tasting Room. Among the people with whom I wanted to connect was Mark Valker, an executive and personal coach here in Houston. There was a matter I wanted to cover with him. But when I found him, the most business we talked about was what was the best attire to wear to an event like this. From there our conversation covered everything but business. 

We found out we both came from Chicago. We talked about family matters and he told me he was leaving early to go to Champps to watch the hockey game between the Chicago Blackhawks and the Philadelphia Flyers. When 7 PM rolled around, he invited me to join him at Champps when I was through at the mixer. We shook hands and he left. 

I did join him and his friends across the way at Champps. It had been a long day and it was a relief to lose myself in the hockey playoffs. I had a great time watching the game. But even better, I had the opportunity let my guard down and just share an exciting sports moment with a group of really congenial people. Anything related to business was effectively left at the front door of the restaurant before any of us entered to watch the game. When I left, I saw a side of Mark that I would not have seen in the normal course of business affairs. I expect that he saw a different side of me as well. 

So what does this have to do with doing business? The people who become our clients, our referral partners or deal partners are people first. We are  looking to establish a long-term relationship with them. We need to get to know them and they need to get to know us... it is a two way street. They are not going to necessarily do business with us immediately. And one of these folks just might be the critical person who moves our company over the tipping point at which we experience major growth. One never knows who that person will be. So we continue to do this, in order to connect with those individuals who will be the key to our growth or for whom we will be the key for their success. 

This is one of the intangibles of doing business. It is the human side of business that makes doing business a whole lot more pleasant and civilized. And you know what. Among the people with whom you forge working relationships, a few of them may become enduring and life-long friends. And that is not a bad thing. So in learning the strategies of succeeding in business, add this one to your toolbox. It is a great way to gain new friends and achieve a higher level of success at the same time. 

Howard Fireman
Editor and Publisher
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WOULD YOUR COMPANY LIKE TO ADVERTISE AT NO CHARGE IN THE 610 BUSINESS JOURNAL? 

I very much appreciate the individuals and companies which have visited this publication on a regular basis. As a way to show my appreciation, I am extending the offer to provide a limited amount of advertising space at no charge until September 30, 2010. 


We can handle two display advertisements, each no longer than six column inches long and  a display of eight business cards  each issue. This publication currently has circulation of between 400 and 500 subscribers.
Starting next Monday, The 610 Business Journal will be published every Monday morning.Issues will be published on the following future dates: June 7, June 14, June 21, June 28, July 1, July 8,  July 15, July 22 and July 29, 2010. As we get closer to August, we will list the publication dates for August and September. The deadline for submitting ads for a particular issue is the Thursday prior to publication date.

If you or your company is submitting a display ad, please submit it as a scan-ready document. Please email  it as a jpeg attachment, to Howard Fireman, editor, at howard.fireman46@gmail.com, with your request for inclusion. Please include your name, your company name, your office/cell number and company address.

If you wish this publication to include your business card, please scan your business card and send me the jpeg file of your card as an attachment in an email. Please include the same information as we requested in the paragraph above.

If you have any questions, you can reach Howard Fireman at 832-754-1913.
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Determination
Lenore LeBlanc, the administrative assistant at AlfaTeck Texas Medical Systems, told me about the challenges she faced in simply trying to buy a cup of coffee at Starbucks this week. 


On the way to Starbucks, she realized that she had left her cash card at home and had no cash on her. She proceeded over to Starbucks anyway. She knew that Starbucks did not accept checks, but she asked the fellow at the register anyway. He politely told her what she already knew. 


So she left and went over to Randall's to cash a check... which was declined. Why? Because she had not cashed a check there in several months (she normally used her cash card), they would not accept a check from her. It was company policy. Oh well. She went back to her car and was driving out of the shopping center, when she spied a branch of Wells Fargo. She turned her car around and went there. She cashed a check and headed back to Starbucks. 


As she went up to the counter to order her coffee, the fellow at the register told her, "I knew you would be back. I could tell you were really determined."
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___________________________
News You Can Use - June 9, 2010


A short course in managing cash flow, by Matt H. Evans
This course contains an introduction to cash flow management. This is a great opportunity to get a grasp on one of the very critical aspects of financial management of any company
http://www.exinfm.com/training/pdfiles/course04.pdf


Data Security Remains Top Concern For CPAs, Survey Shows
Data security will remain the most pressing concern for CPAs and their clients over the next 12 to 18 months, according to the AICPA’s 21st annual Top Technology Initiatives Survey, which was unveiled this week.
http://www.journalofaccountancy.com/Web/20102984.htm


Commissions - Boy Do We Have A Deal For You
An eye-opening look at the subject of commissions.
http://www.accountantsworld.com/DesktopDefault.aspx?page=articles&category=story&faid=718

Staff Satisfaction
Your staff may not be as happy as you think.
http://www.accountantsworld.com/DesktopDefault.aspx?page=articles&category=story&faid=720


The Switch to European Accounting Standards Delayed
The move to abandon the American standards of accounting in favor of International Accounting Procedures temporarily delayed. 
http://www.xe.com/news/2010-06-02%2019:31:00.0/1187985.htm?c=1&t=


Obama says sunset of tax cuts for wealthy key step to recovery
President Obama June 2 said allowing tax cuts for high-income taxpayers to expire is an essential part of his plan to put the budget on a sustainable path.
http://www.bnasoftware.com/News_Articles/News/Obama_Says_Sunset_of_Tax_Cuts_for_Wealthy_Key_Step_Toward_Recovery.asp

Tuesday, June 8, 2010

The Decisions We Make Define Us - Section Two


Being As Good As You Think You Are
David Pippin has served as the Musical Director for many of the most memorable musicals that appeared on Broadway. He tells the story of how he came to be the Musical Director for the original Broadway production of Oliver. 

The show originated in London in the early 1960's. A few bootleg copies of the music from the show had surfaced in New York. David Pippin had snagged one of those copies and immediately fell in love with the show. He knew then and there that he wanted to be the Musical Director for the show. 

David Merrick, the renowned producer, was heading up the show in New York. Merrick's secretary had told Mr. Pippin he had no shot at the position, because all the major musical directors had already thrown their hats into the ring. But Mr. Pippin begged her to let him know if there was a brief window of opportunity to get into to see David Merrick. 

Mr. Merrick's secretary called him one day and told him to get over to Merrick's office within an hour. She could get him in but could guarantee him nothing. So Mr. Pippin grabbed the closest cab and was over there in a flash. When he was shown into Mr Merrick's office, the formidable producer looked over his resume and said little. Finally he looked Mr. Pippin straight in the eye and asked him, "Why should I make you the musical director for this show?"

At that moment, Mr. Pippin knew that this was going to be the most important answer he would ever have to give to anyone and it had better be the right one. He said, without hesitation, "Mr. Merrick. I have heard this music. I love this music and I am the best person you will find to be the musical director for this show."

Mr. Merrick studied him for a moment. "I am giving you the job. But you had better be as good as you think you are."

Well all the rest is history. The show opened in 1963. At the Tony's for that year, Oliver swept 8 awards, including best Musical Director. At the awards ceremony, Merrick leaned over to Pippin and whispered to him,"Well, I guess you are as good as you think you are."
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Seminars and Mixers in Houston, June 7 to June 15, 2010
Springboard Works
"I am LinkedIn. Now what?"
Friday, June 11, 2010
11:00 AM to 1:00 AM
J Tyler Office Furniture & Sevices
5920 Milwee
Houston, Texas 77092
Cost: $59.00
You will learn:

  • Getting connected and building your network
  • Using advanced search tools
  • Joining and participating in groups
  • Asking and answering questions to establish your brand
  • How to make money using LinkedIn
  •  LinkedIn subscription levels
  • Asking & giving recommendations
  • LinkedIn 3rd party applications
Lunch is included. Seating is limited. Register for Early Bird Special

Houston Networking News
Southeast Houston Regional Mixer
Tuesday, June 8, 2010
5:00 PM to 9:00 PM
Cullen's
11500 Space Center Blvd.
Houston, Tx 77059
Cost: Free

North Houston Regional Mixer
Thursday, June 10, 2010
5:00 PM to 9:00 PM
Crescent Moon Wine Bar
440 Rayford Rd
The Woodlands, 77380
Cost: Free

InHouston
InHouston Katy Business Professional Networking Mixer
Tuesday, June 8, 2010
4:00 PM to 8:00 PM
Vida Loca Mexican Bar and Grill
21810 Kingsland Blvd
Katy, Texas
Call: Gail, 281.493.1955 or Newell, 713.385.3622

InHouston, The Largest Regular InHouston Mixer - Uptown Park
Wednesday, June 9, 2010
3:00 PM to 8:00 PM
The Tasting Room - Uptown Park
1101 Uptown Park Blvd
Houston, Texas

Shakers and Stirrers Houston
Business Networking Mixer
Wednesday, June 9, 2010
Starts at 6 PM
RA Sushi Bar
City Centre
12880 Queensbury
Houston, Texas, 77024
Cost: Register online: NFP members - $10.00,
Non-Members - $15
Pay at the door: Everyone - $20.00 (Only cash at the door)

Techcess Group &SMBology, Inc
Harnessing the Power of Cloud Computing
Tuesday, June 15, 2010
11:00 AM to 12:30 PM
Microsoft Office (Houston)
One Briar Lake Plaza
2000 W. Sam Houston Pkwy. S, No. 350
Houston, Texas 77042
Cost: Free
Executive briefing, identifiying several core issues faced by businesses today and how cloud computing services or a hybrid software + services approach can powerfully and effectively solve these common challenges. Business-use cases will also be discussed featuring the true benefits attained through Microsoft Exchange Online and Microsoft Sharepoint Online.

TEDxHouston
Saturday, June 12, 2010
10 AM to 6 PM
University of Houston

Limited Seating, Tickets available through lottery
Fee: $50.00 per ticket
For more information, go to the following url:
www.tedxhouston.com
TEDxHouston is striving to challenge each of us to find that goal or passion that fires us up to do something really innovative with our lives. The outstanding speakers will show us pathways to making a real difference in our city and to make a difference in our community.

TEDxHouston will highlight Houston as a city in which innovators and innovation has made this city great. The speakers will include outstanding Houstonians who are innovators in the arts, in theater, in science, in architecture, in design and in aerospace engineering. All are visionaries who have developed new ideas and technologies and whose work has changed life in Houston and beyond our city boundaries.

This conference is part of a global movement to put a spotlight on Ideas Worth Spreading. It is a locally organized event modeled on the first such event held on California 25 years ago. Since then TED events have been held in most major cities around the world.

For additional information, read the coverage of the event in The Houston Chronicle, Business Section (Section D), Saturday, May 29, 2009, page 1.
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The Decisions We Make Define Us - Section One

IN THIS ISSUE
* The Decisions We Make Define Us (Section One)
* Being As Good As You Think You Are  (Section Two)
* Seminars and Mixers in Houston, June 7 to June 15, 2010 (Sections Two)
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The Decisions We Make Define Us
If you are the owner of a business, at some point in the past you probably worked for someone else. One day, you took a step back and said to yourself, "I could run this company better than the boss does." Then you made up your mind to start your own company. You created a new company of your own. Now you are the owner, the CEO, and the guy who gets to make all the final decisions. And only now do you fully appreciate the admonition, "Be careful what you wish for."

As you have painfully discovered, being the Boss and getting to make the decisions in the company isn't all that much fun. You are learning now that there is another side to that coin. You face a daunting challenge now, because your vendors, your customers/clients and your employees fully expect you to make consistently good business decisions every day. And make no mistake, these same vendors, customers and employees cut the owner no slack whatsoever. A CEO or owner of a company will only be perceived only as good as he or she is doing the job today. When a company stumbles, who takes the heat? The CEO or the owner. Just look at the flack that the CEO of Toyota is taking lately. How many of you would like to be running BP today? Precious few of us.

As the owner of the company, it all comes down to the decisions he or she makes. Are they informed and well-thought out decisions? Are decisions made in a timely manner? Do the decisions move the company in the right direction? Do the decisions help to create a productive environment for the employees who work in the company? Is the new marketing plan a good one? As business owners of companies large and small discover, the list and scope of the decisions they will have to make only becomes longer and bigger as the company grows. There will be an endless stream of   new decisions to be made every day. It will be the quality of the decisions and choices the company owner makes that will distinguish a successful business owner from one who either fails in business or gets replaced.

However, let's assume you know all this even before you set up your company. What strategies and ideas can you utilize to develop the required skills and the perspective and insight you will need to make solid, effective business decisions.

1. Get an understanding of the process of business decision-making, studying both good and poor models 
As you move from one stage of development of your company to the next, make an effort to learn from others in business who have been there and done that. You can glean the wisdom they have picked up along the way at seminars, college courses, in business related books or in the vast amount of  resources to be found on the internet. Better yet take one of these fellows to lunch and pick their brain. Ask every question you can think to ask and listen carefully to what they have to say. You would be amazed how much you can learn over a lunch with the right mentor. You do not have to make the mistakes they made. 


At some point in the development of your company, you may need to bring in a business consultant to mentor you, to enable you to effectively respond to the emerging new realities of running your company. As your company grows, each new stage of development will demand of you ever higher levels of expertise and skill sets which you may not possess. Working with a consultant you can acquire these personal assets with greater speed and efficiency.


Always remember that actual experience, in conjunction with what you learn from others, can be a great teacher, if one makes a point to learn from his or her mistakes..


You are going to make your own set of mistakes, but you can minimize the extent that you will make mistakes by learning what not to do and what strategies work most effectively in a given situation. Use the perspective you gain from others and your own actual experience, to become more aware of the decisions you are considering making and the probable outcomes for each option you are considering. 

2. Recognize that for every decision made, there are going to be costs and consequences. 
When contemplating a course of action, one must play the "what if" game. "If I do this, what is going to be the fallout? Who is going to get impacted? How will the customers or the employees of the vendors... or government... react." If it is an action that is something which needs to be done, like a recall of a product, what are the options to acting, and which carries with it the least costly implications? So any course of action must be carefully weighed with a consideration of what will happen if it is carried out, before a decision is made. If there is fallout, the excuse that "it seemed like a good idea at the time," will just not cut it.

3. Change is the rule, so learn how to be creative in one's thinking and by necessity to think outside of the box
Thirdly, never allow yourself to get too comfortable with the status quo, either internally or in the external business environment. The only constant is change these days. So always be observant of social changes and preferences, government developments, the evolving business environment and new technological changes. These changes are continually transforming the business environment. Any contemplated decisions must take into consideration where the world is at that very moment in time, because the realities that govern our decisions are always changing.

For example, the very notion of marketing one's company and products has been turned on it's head by new computer technologies, the internet and the social medial sites as used in business. Do whatever it takes to constantly be aware of the most recent trends and changes in your niche market. Be flexible and know when it is time to abandon strategies/products that are now outdated and adopt early on new innovative approaches and products ideas.

4. Next, take possession of your administrative and accounting departments. 


  • Be able to identify what is critical data you need and know how to access that quickly. Sales data, Inventory Data, Financial Data. Personnel data. Data on the sales performance of salesmen.
  • Know where that data is to be found. Nothing is more costly to a company than constantly having to search for a document because the filing system is sloppy. 
  • In general, know what tools you can use to extract that data (Databases, spreadsheets, CRM software, project tracking software, accounting software, etc.) 
  • At least have a passing understanding of what these specific pieces of software do and what kinds of reports they are capable of producing. Minimally, learn how to use Excel, Word and Access; and learn how to design and create a functional management report in Excel and Access. Constantly evaluate the software being used to determine if it is still adequately serving the record keeping or analysis needs of the company as it continues to grow. 
  • Have a general idea of how to package into useful management reports the data that has been extracted from business documents and computer files. Have a clear understanding of what common types of management reports there are, which ones you are going to use most frequently and in general the formats with which you personally are most comfortable.
  • Have effective management reports prepared on a regular basis for you to your specifications, so that you will have the critical facts/data available when you are getting ready to make important, strategic business decisions. 
5. Overcome the fear of the internet and learn how to effectively exploit what it has to offer. 
An effective leader must be able to take full advantage of all the tools and resources to be found on the internet. In the 21st century, the internet has emerged as one of the most transforming technologies of the last 25 years. The way companies find information, market themselves, communicate withing the company and the business community, and build new business relationships has been utterly turned on its head. We live in a brave new world, but a really engaging world. Business applications of Social Networking has absolutely transformed the way we build connections in the business community. Email... everything that needs to be said about this has really been said. 

6. Utilize and take full advantage of all the new technologies that have and will continue to emerge
When you have to work through the decision-making process, make sure you have all the tools that are available for you to do that. Start out with a brain that works reasonably well and the hard won business experience that gives you an advantage in being able to understand the situation. But in business, as in life, the more efficiently you can get action tasks done and decisions made, the easier and less stressful your job becomes. So whether is getting a good PDA, smart phone, iPad or video-conferencing technologies, find out what they are and when it is really cost-effective to use them. It will cost you less to get where you need to go, get the facts you need, find out what something costs and the real scoop on a fellow you are considering hiring. Being the boss is mostly about knowing what is going on in your company and making the decisions that will affect the growth and direction of the company. Buy the tools that will make those tasks more efficient and your life a lot easier. 

7. Don't be afraid to make a mistake
There is always going to be an inherent danger that a decision is going to backfire. Just remember that a mistake is an opportunity to learn something. While one should be thorough when making a decision, it is counterproductive to be overly cautions. The danger  in using that approach is that one ceases to make real decisions and begins just to react to a specific situation. The outcome is that nothing gets resolved and one ends up just putting out one fire after the next.

In general, if you have done everything humanly possible to get the facts, study the options, weigh the costs and consequences, and make the decision, the outcome is usually a positive one. However, sometimes things turn out badly and the decision may prove to be costly or disastrous. However, if it was your decision to make, take full possession of your responsibility for the outcome. Do a post-mortem, assess what went wrong, implement corrections and move on. You will make mistakes. But you will learn valuable lessons and insights from decisions that go wrong. You cannot grow in understanding or stature if you never make a mistake.

As business owners, our careers are measured in the quality of the decisions we made along the way. If the quality of those decisions improved over time, then we are deemed to have achieved some level of success. We start out by learning about an organized approach to making a decision. we seek out mentors to help us hone our judgment, and do our best to overcome a paralyzing fear of making a mistake. We learn to weigh the costs and consequences for each option we might consider as a resolution to a problem. We learn to embrace and master the wonderful new tools available to us as businessmen. Finally we gain a working overview of the two departments of the company about which most owners least understand: the administrative office and the accounting office. It is a journey we make which transforms us into effective administrators who actually possess the capacity to guide our companies with a sure hand.

Howard Fireman
Editor and Publisher
__________________________________________________


Please patroninze the companies who support this publication. 




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Thursday, June 3, 2010

Strategy for Creating Strong Planning Structure at Start-Up


IN THIS ISSUE
* The Importance of Incorporating Strong Planning Structure Into A Start-Up Venture
* News You Can Use - June 3, 2010
* Would Your Company Like to Advertise at No Charge in The 610 Business Journal?
* Say It Again Sam - Things we wish we had said.
____________________________________________


The Importance of Incorporating Strong Planning Structure Into a Start-Up Venture
You are ready to move forward in your business. You have developed a core vision for your company. You have refined your product and identified the compelling benefits for purchasing the product. You have defined your niche market and established a probable demand for the product. You may have even built a prototype of your product and confirmed that it does what it is supposed to do. You are ready to launch your product and your company, right? Not exactly.

Eddie Sajjad, the Marketing Director of Innovative Solutions (Houston, Tx), explains that for any company to move forward from this point, it must create solid structure in the way that it plans for growth and development. In this context, the word, "structure" takes on a very specific meaning. By infusing planning with structure, he means that the plans we make to carry out our objectives become very chronological and very concrete, the execution of each task item critical to the execution of the subsequent task items. The sequencing of each task is set in stone and once the company moves forward, the die is cast and all the rest will become history.

A company at this stage of development is still at base one. The company is nowhere near ready to have a public launch. So what should the principals of the company be doing at this point? They should be building this structured strategy for transforming an idea into a successful business entity. This is the time to identify what will be the important milestones of the company as it prepares for the official launching event. Then the next step is to start with where the company is, to list all the important task items that have to be accomplished  to get to the first milestone and to arrange the tasks in the order they need to be completed. After that, create a list of tasks to be completed to get to the next milestone and to again put the tasks in chronological order. And so on, until the planning reaches the actual launch event. When this planning structure has been created, it can be translated into a checklist that guides the company through each phase. This is the battle plan that is as detailed and as organized as thoroughly as a military campaign. It is the creation of this structured strategy that truly marks the real beginning of the company.

Milestones are significant events on the time-line of the project. Here are some of the more usual milestones for most companies:
  • Define the product concept. 
  • Complete product design specifications.
  • Finish a prototype.
  • Raise capital.
  • In the market place, test out the product
  • Refine the product and market the final product to the customers
  • Achieve Breakeven
(from The Art of The Start, by Guy Kawasaki, 2004)

The emerging game plan takes the shape of an outline, with the tasks being broken down into Phases, with the first heading being: Phase One. Under Phase One will be each task in sequence that needs to be accomplished before the first milestone has been reached. Then Phase Two follows with a new set of critical tasks, culminating in reaching the second milestone, as defined for a particular company. And so on, until the company has reached a defining milestone, which marks a delineating point in the company development, such as the official roll-out of the company. By the time the company has reached this defining milestone, a new period of development will have already been planned, with it's own subset of milestones and phases.

Companies have an additional compelling reason to create this structured strategic plan. As the company moves forward, the original organizing group will need help to carry out the increasing work load. As the plan becomes more detailed and concrete, it also becomes easier to identify what professional types the company needs to recruit to build the production, marketing and administrative staffing. So throughout this period of development, having a gameplan makes it possible to bring in new associates in an orderly process, adding associates at the very time they will be required.

This structured approach to planning also makes it possible to hold people accountable, when they take on a task. Each task will need to be done to a certain standard and will have a clear deadline for completion. When it comes time to reward individuals for having played a role in building the company, defined criteria can be utilized to make a metric evaluation of each person's performance and relative contribution to the cause.

It goes without saying, that there are numerous specific tasks one needs to be aware of. In truth, successfully rolling out a company means attention to an almost overwhelming number of details  As author of this piece, I acknowledge that fact. But this posting is really not about any of the specific tasks in the list. It is about that bigger picture of what is happening from the standpoint of planning/strategizing as a small company tries to launch itself.

You have to imagine the pilot of a jetliner as he revs up the jet engine on the runway. The crew is trying to get enough forward momentum to gather enough speed to get the plane off the ground. What a start-up company is trying to do is pretty much the same thing. Everything has got to happen at the right time so that the company can get enough forward momentum to launch. itself into existence. That takes planning, organizing and focused execution of the game plan. Building a strong, concrete business strategy and staying on track can make the difference as to whether any start-up company succeeds or founders.

Howard Fireman
Productivity Consultant/Accounting
howard.fireman46@gmail.com
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News You Can Use - June 3, 2010

Merely wanting to win is never enough
A sports analogy that serves as a reality check for those in business. Editorial comment that it takes more than having the right attitude to succeed at anything. (Courtesy of The Boston Globe Online)
Please input the URL below to access this article. 
http://www.boston.com/jobs/news/articles/2007/09/02/merely_wanting_to_win_is_never_enough/

5 Principles in  Managing Cash Flow Successfully
Managing Cash is basic to the success of  all business. Managing cash is a struggle for many businesses, from sole proprietors to large corporations. Understand 5 principles to successful cash management. (Courtesy of Biznik)
http://biznik.com/articles/5-principles-to-managing-cash-flow-successfully?utm_source=articles&utm_medium=email&utm_campaign=2010-05-26

The Entrepreneurs Guide To Tech
A look at the technology that is enabling the new crop of  entrepreneurs. (Courtesy of AccountantsWorld)
http://www.foxsmallbusinesscenter.com/technology/2010/06/01/entrepreneurs-guide-tech/

5 Secrets of Self-Made Millionaires
Many modern millionaires live in middle-class neighborhoods, work full-time and shop in discount stores like the rest of us. 

http://shine.yahoo.com/event/financiallyfit/5-secrets-of-self-made-millionaires-1370279/

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WOULD YOUR COMPANY LIKE TO ADVERTISE AT NO CHARGE IN THE 610 BUSINESS JOURNAL? 

I very much appreciate the individuals and companies which have visited this publication on a regular basis. As a way to show my appreciation, I would like to offer a limited amount of advertising space at no charge until July 31, 2010. The 610 Business Journal publishes on Monday and Thursday of each week. We can handle one display advertisement no longer than six column inches long and  a display of eight business cards  each issue. This publication currently has circulation of between 400 and 500 subscribers.

Issues will be published on the following future dates: June 7, June 10, June 14, June 17, June 21, June 24, June 28, July 1, July 5, July 8, July 12, July 15, July 19, July 22, July 26 and July 29, 2010. The deadline for submitting ads for a particular issue is 4 days prior to publication date.

If you or your company is submitting a display ad, please submit it as a scan-ready document. Please email  it as a jpeg attachment, to Howard Fireman, editor, at howard.fireman46@gmail.com, with your request for inclusion. Please include your name, your company name, your office/cell number and company address.

If you wish this publication to include your business card, please scan your business card and send me the jpeg file of your card as an attachment in an email. Please include the same information as we requested in the paragraph above.

If you have any questions, you can reach Howard Fireman at 832-754-1913.
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SAY IT AGAIN, SAM
On Excellence: 
"The quality of a person's life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor."
Vincent T. Lombardi








On Goals:
"The world has the habit of making room for the man whose words and actions show that he knows where is going."
Napoleon Hill

"If you know where you're going, you're already gone."
Stephen Sondheim, lyrics from Sunday in the Park With George



On Excellence in Leadership

"A lot of people conclude that all you need to win is to have the right attitude. They think that if you want to win badly enough, you'll win. And so they go around working at wanting. Bull... Merely wanting to win is never enough... Don't worry about being great, worry about being better. Don't just try hard; innovate hard. If you want to motivate people, don't give them a great speech, give them great tools, great preparation, great products. Find the daylight, and then run for it."
Dale Dauten, September 2, 2007, Boston Globe Editorial