The roadmap to personal success always starts with the strong attitude, a will to make something happen, which leads you to your target. That is the engine of your internet business success. On the top of that, the driver has to know how to drive successfully in the internet business traffic and what is the destination of the drive.

If you have just started or want strongly improve your internet business results, how can you do that? Is it possible? I can tell you that the answer is positive, yes it is. Follow the KISS principle. Follow those, who have already done that and pick your strategy and actions from them. This is a follow your guru strategy, which is the best for everybody, who wants to make it in the internet business.

I remember when I started my internet business, I had a strong traditional marketing and advertising background but I saw right away that internet marketing is 100 % different. The basic idea is the same but actions are different. So I tried to think as simply as I could and made a question to myself. Who is the expert on this field? I started to dig the names and found some. I started to read their readings, what they thought, what tools they could offer?

Soon I found out that tested, real life cases were the most interesting and useful ones. I understood that if I could follow those, I could make my success in the internet business. But I also recoqnised that there were only a few marketers in internet home business, who are highly respected by others. This was a good news for me, because it made the learning even simpler.

Think how simple this formula was. To find out a guru, who gives you a collection of proven marketing tools and strategies to pick from. It sounded like quaranteed success.

I also thought right in the start that one target must be to avoid big errors. This was very important target because errors could have eaten my motivation and money. That could have been the end of my business, without motivation no one can do anything. So I tried to follow my guru as well as possible.

I also followed top forum discussion and got many useful tips and great help from there. I also found out how many respected writers I could meet there. Amazing!

And then I experienced a very pleasant moment. My Follow Your Guru project started to work. I started to get sales. One small but important thing or tool, I want to share with you is that try to get your Guru Advice and real life case studies in the form of an internet business course or ebook. This means that you will have a manual in use, which you can take and read, whenever you want to make sure what to do. A manual will keep your thoughts on the right road and you can come back to that as often as you will.

Juhani Tontti
http://www.articlesbase.com/home-business-articles/discover-how-to-start-or-grow-your-internet-business-101430.html

Do you wish to start up new business? Do you wish to invest more in your business tools?

Good news. There are numerous loans available in the loan market if you wish to borrow for business purposes. Another good thing is the availability of unsecured business loans. This means you don’t even need to pledge your property as collateral when going in for these loans.

Unsecured business loans get you access to finance, allowing you business establishment and expansion at your ease. This is as much of a customised solution to your business dreams. Unsecured business loans are a boon for the entrepreneurs as well as to the enterprising-natured. A variety of schemes and lenders can get you the loans most suitable to you.

A business loan at the right time can be the right financial motivator to enhance your business capacities. And an unsecured business loan is just the right kind of a start you need, whatever be the size and type of your business.

For an unsecured business loan, what you require is just your documents in place, as a proof of your authenticity and ability to repay the loan amount with the interest, as well as the purpose of the loan. Although small-time businessmen may have to do a bit more research to find the right deal, it is quite gettable.

Uses of a Business Loan

A business loan can be used for a variety of purposes related to your business plans. From initial capital generation and start-up costs and even refinancing business debts.

Business loan is a need fulfilled for any businessman at any stage of their business growth.

An unsecured business loan comes with the added benefit of fast approval since property evaluation is not required. And this saves a lot of your precious business time. A business loan supplies you with a quick influx of funds to keep your business machinery running smoothly.

Unsecured business loans are available at most banks and financial institutions. In fact, some lenders specialise in different kinds of unsecured business loans as well. So it is just a matter a time that you find one that suits your business needs. The range can be quite vast, such as industry-specific loans community development loans, workshop loans, and others.

Documentation

Documents you’ll require at the time of applying for unsecured business loans are:

1.Your business plan including your market and customer base

2.Proof of ownership if you have a registered business.

The lender may also require any other document that may be sufficient to convince the lender in your business and its revenue-generating scope.

Julissa Miranda
http://www.articlesbase.com/loans-articles/unsecured-business-loans-grow-your-business-without-the-worry-of-collateral-118207.html

When someone asks you about what you do, do you have a ready answer? Or do you stumble and stammer trying to explain your business?

I was recently at a writer’s conference where one of the main focuses was learning to create a successful book pitch. My instructor emphasized what a good pitch can do for a writer. She explained that when an editor asks an author about their writing project, they have one shot at sharing their pitch and getting the editor excited about their project. A great pitch makes a great first impression and can translate into a book contract. On the other hand, a pitch that is not well thought out can cost an author the chance of selling that project.

A good book pitch is a summary of the author’s idea, but more than that it’s a summary with a sizzle. At the conference, I learned that many authors spend hours crafting and memorizing their pitch. Then, when asked about their project, they are able to give a quick, concise synopsis that not only explains their idea, but makes the editor want to learn more.

I believe that the concept of creating a pitch can also apply to the home-based business world. As entrepreneurs, we can put together a summary of our business that will not only explain what we do, but grab the attention of whomever we’re speaking with.

A good business pitch summarizes the business concept in one to two short paragraphs, usually a total of 50 words or less. To begin, write out a list of the five most compelling aspects of your business. Try to think about your business as if you were on the outside looking in. What would interest you? What would make you want to learn more?

Try to answer these questions:

• Who is my target market?

• What are my top selling products/services?

• What about my company makes it stand out? If I were looking at starting a business, what would interest me about this company?

• Why did I choose this company?

Put your answers into sentences and you have the beginning of your business pitch. Try to keep your sentences short and use simple words. You want anyone who asks to be able to understand your answer, not get lost in your words. Take special care to describe what you like about your business. These same things will generally appeal to others as well.

While you want to keep your pitch simple, you also want it to give a picture of your business. Let’s say, for example, that you run health and wellness business. You wouldn’t want to use the statement, “I run a health and wellness business,” as a reply about what it is that you do. You want to add in a short description and catch the listener’s attention. For instance, you might say, “I operate my own business. We offer products such as chemical-free shampoo and natural snack foods to help others lead healthy lives.”

When I began my website, I was often caught off-guard when someone asked me about it. I would fumble for words and struggle to express exactly what it is that I do all day. I usually walked away from conversations like this feeling frustrated, and I’m sure the person I was speaking with was more confused than they were originally.

After learning the art of pitching, I can now give a short and snappy reply. “I run a Christian-based website for work-at-home moms,” I’ll say. “I offer resources to help them in their search and am able to make an income by offering advertising.” This usually leads to more questions about my website, which is exactly what I hope for. It gives me an opportunity to talk further about my business to those who are interested.

The next time someone asks you about your home-based business, remember to share your pitch with them. Take the time to hone your pitch to be as short, yet descriptive as possible. Over time, you’ll find yourself refining your words and your answers will become well-crafted summaries that pique the interest of anyone who asks. Word of mouth is one of the easiest ways to build your business and your pitch is a great way to get others talking.

Jill Hart
http://www.articlesbase.com/home-business-articles/how-a-book-pitch-can-grow-your-business-131166.html

Even with the most disciplined cost control and effective collection of money your business can run short of cash. As a matter of fact, this is a fairly constant situation when you are growing your business.

 There are two key periods of capital consumption you should consider: the launch phase and the growth phase. Sources of available capital differ somewhat during each of these periods. But raising money never comes easily.

 The Launch Phase

 This period includes the time from the day you crystallize your business concept through the first six-twelve months after you officially open for business. You can look at your business during this phase as a “money sponge”–everything you do seems to require cash.

 You can feel very conflicted during this period regarding your money. You have read or been told that you need to conserve your cash in the early days of your business, and yet there seems to be so many expenditures you must make. The key question to answer is: Can you successfully pursue your marketing strategy while keeping tight control on your available cash? If not, you will find yourself visiting the bank for a cash advance more often than you may wish.

 Sources of Start-Up Capital

 Savings
The is probably the most commonly used source of start-up capital, as it should be. Be realistic — why should anyone else take a financial risk on you until you have proved that you can make a profit with your own money?

 The ideal scenario would be for the new business owner to have planned ahead enough that she accumulates all of the seed money she needs before she quits her job and opens for business. The reality is that the personality type that will undertake a new business launch is also characterized by impatience. This often leads to fudging on the amount of money you start with.

 Your family’s active help can make the money go further by pitching in on necessary tasks, such as typing billing, stuffing envelopes, answering the phone, doing the bookkeeping, passing out flyers, etc.

 Credit Cards
If you enjoy good personal credit, you will receive at least several offers of “cut rate” credit cards. A common technique is to offer you a “special introductory interest rate” of between 6.5% and 8.0%. If you read the financial pages in the newspaper, you know that this rate is below the current prime rate.

 So what is the catch? The rate is usually only good for six months, at which time it typically rises to 6.5% over prime (around 15%). Obviously if you plan to carry a significant balance more than six months, you may want to reexamine the use of these supposed special deals.

 It is, however, very convenient to be able to walk into a bank and walk out with $5000$6000 in cash, without having to deal with a bank officer. We recommend that you apply for at least one of these reduced-rate cards and put it away safely until you find your business in a first-year emergency or until a very certain selling opportunity comes along.

 Family Loans
This source of capital is probably the second or third most-widely used source of seed money. If you have thought out your business idea even a little you can usually approach at least one family member for a $1000-$3000 loan. We call this “love money” because they lend it based more on their love for you than from a thorough review of your business plan. Dollar amounts above this level are more difficult to obtain without some more formal commitment, such as a promissory note. If you fall behind in paying, don’t be surprised if at Thanksgiving dinner you are approached by the lender for a “heart to heart” talk.

 One key guideline to follow: Don’t borrow from a family member who can’t afford to lose the money. Unfortunately, you probably only have a 60% chance of paying the money back so default is not uncommon.

 Home Equity Loans
During the 1980’s, borrowing money on the equity in your house was a popular way to finance a business launch. The most important fact to remember with this type of loan is: If you default, you don’t just walk away and chalk it up to experience. The bank will be on your trail fast! They usually don’t really want to have to sell your house, so they will press you to agree to a repayment schedule, which will often require that you find a JOB very quickly.

 Be aware: Apply for a home equity before you quit or lose your job, unless your spouse brings in a substantial income.

 Insurance Loans
Although it is less frequent today than it was in the ’70’s and ’80’s, many people today own a type of insurance known as whole life. This policy is a combination of life insurance and savings, as part of your premium goes into a pool which is invested by the insurance company. After the first 3-4 years, the dollar value of the savings portion, known in insurance parlance as “cash value” starts to increase fairly dramatically. For example, on a seven-year old $100,000 face value whole life policy, the cash value is $8,000 or more. You have the right to borrow all of the available cash value (total value less any previous loans) at very attractive interest rates–averaging 8%. You are charged interest only, once per year. If you die before repaying, the loan amount is deducted from the death proceeds.

 Barter Exchange
Barter is defined as “to trade without the exchange of money.” The key to the exchange is a method for acceptably valuing each parties offer. This is where barter exchanges come in. These are businesses whose business is to introduce traders to each other, establish fair dollar values and record the transaction for the IRS.

 Active traders use the barter exchange’s computer to keep track of how many barter “points” they have accumulated and how many points it takes to buy certain products and services. A typical barter exchange might start with a carpet installer offering $ 1000 of installed carpet in return for $ 1 000 in oil changes which are traded to a trucking company, for $ 1 000 in trucking which is then traded by the carpet installer to a printer who offers $ 1 000 in printing.

 As a new business owner, you can create your own barter exchanges simply by approaching suppliers of goods and services you need and don’t want to pay cash for.

 Informal Investment Groups
Some very successful business concepts derived their initial funding by putting together a group of private investors among the founder’s friends and acquaintances, We are personally familiar with a start-up that was funded by obtaining a $ 1 000 investment from each of 25 investors, all members of the same softball league, who bought shares of stock in the new corporation with the clear understanding that they could lose all of the money, but that they would enjoy some very fun stockholder meetings.

 If you desire to explore this option, we suggest that you consult first with a small business attorney experienced in equity investments for new corporations.

 The Growth Phase

 Growth can be fun, but it also can introduce additional money worries as you realize that you can’t buy materials or inventory fast enough to keep up if you use only the money being generated by your new customers. This is particularly true when the typical payment time in your business is over 60 days.

 At this point it is not uncommon to become frustrated–you can see the sales ready for the taking, if only you could find some more money to pay your sales reps or to restock that hot-seller in your store.

 It is time now to approach more traditional sources of financing to assist in the expansion of your business.

 Introduction to Bank Loans
Once you have successfully turned your personal investment in your business into a profit, financial institutions may be interested in talking with you about borrowing their money.

 Be careful. Bankers are pretty savvy people. Even when you can show a strong credit rating and possess collateral they still demand that you explain in sufficient detail how you will use their money, what profit you expect to make with it and how you win pay it back. Bankers are loath to advance money to you just to improve your lifestyle.

 Bankers when considering your request for a loan-they would like to see you produce $3 of profit for every $1 of their money borrowed often use an unspoken formula. In order to produce this financial result you must invest a substantial portion of your loan in well focused marketing activities, such as magazine ads, direct mail promotions and adding inside and outside sales assistance.

 Keep one fact in mind when considering a bank loan: more than anything else, bankers must assure that they get paid back, on time. Be prepared to offer several ways that they can use to get their money back if the worst happens to your business. Don’t take this attitude as a personal insult. It is simply how the world of commercial banking works.

 The Eight Step Approach to Asking For A Bank Loan
Be realistic however, when you are considering the request for bank financing–it can take several months to finish your business plan summary and pull together the necessary documentation to satisfy the bank’s demands. Allow enough time before you apply. Avoid waiting until you are desperate for cash!

 Step 1 — Why Do You Want Money?

 Most common reasons:

•  Pay off debts
• Substitute new debt for equity
• To buy equipment, vehicles, and buildings
• To expand business through more marketing, inventory, people,etc.
• Be honest. Have you really checked out sources of money other than banks?

 Examples: Credit terms from suppliers, payment advances from customers, loans from family, friends, private investors

 Step #2: How to Check Out Banks

•  Check out how financially sound the banks are you are considering.
• Ask for the bank’s latest annual report. Read the description of how their business was last year and look at their financial statements
• Ask the banker to compare their capital reserves to the requirements of the federal regulators.
• Ask to be shown a sample loan application package before you decide which bank to choose
• Read the package over, making notes on anything you question or don’t understand
• Contact the bank lending officer with your questions. If you are not comfortable with how they are answered, look elsewhere.

 Step #3: Communicating With The Bank

 May not require full-blown business plan, but at least:

•  The history of your company
• Summary of market conditions, including competition, and your marketing strategy the 5 P’s– People, Product, Price, Place & Promotion.
• Historical financial results & future projections — Profit & Loss and Cash Flow
• Err on the side of conservatism
• Best to have past financials on accountants letterhead
• Your resume–Why are you qualified to run the company?
• Examples of products or services (photos, brochures, videos, etc.)
• Personal financial statement
• If applicable: inventory requirements; accounts receivable aging

 Step #4: What To Expect When You First Visit the Bank

•  Try to meet the loan office first outside of the bank, say for lunch–this is “neutral turf.”
• Come prepared with a combination one-page business plan summary and loan request

 On the loan request –indicate how much money you are looking for; what you win use it for (be specific); how long you want to borrow it; how you will pay the loan back; and what you plan to do if your revenue isn’t enough to cover the loan payments.

•  Expect them to examine your personal credit history, so do it before they do by contacting one of the three big credit agencies: TRW, Equifax, & Trans Union.
• Think in advance what you will use as security for the loan–that is collateral.
• Expect the loan officer to ask some pointed questions about your certainty of attaining the future sales and profits you are projecting.
• Know your personal and company finances forwards and backwards!

Step #5: Realize The Importance of Cash Flow & Credit

 Realize the essential reality of borrowing from a bank: They want their money back! And they want it on a regular schedule. They don’t really want to have to take over your company or sell your collateral.

 This reality results in the banker doggedly pursuing your projection of cash flow for the year or two after you will receive the loan.

 The “C” of cash flow is one of five “Cs” that bankers look for from good loan applicants. The list of ” 5 C’s” is:

•  Capacity – Ability to repay.
• Character – Your willingness to show discipline and keep your promises to repay
• Capital – How much have you and other investors put into the business?
• Conditions – How is your industry doing?
• Collateral – Your security.

 Step #6: Understand the Types of Loans

 The most commonly used loan types are:

 Short-term loans. For one year or less. Normally used for short-term uses, such as inventory. Need for loan and repayment occur in the same 12 month period.

 Working capital loans. Also short-ten-n, usually to cover your cash needs after you make and sell your product, but before you get paid.

 Seasonal loans. Loan is paid off at the end of season.

 Term loans. Maturities of one to five years. Used primarily to purchase capital equipment and to give semi-permanent increase in working capital. Paid back in monthly payments.

 Long-term loans. Over five years in length. Used to build, buy real estate, acquire an existing business or buy a franchise.

 SBA loans. Loans where the principal repayment is partially guaranteed by the U.S. government. Line of credit. Similar to a credit card loan.

 Step #7.- Learn How Loan Decisions Are Made

 Banks use the following process to evaluate your request:

•  They assess the 5 C’s
• They look for a persuasive marketing strategy
• They look for determination on your part
• They look for financial projections that support your marketing strategy
• They look at how much they can make on your proposed loan
• They look for significant experience in managing your type of business
• They look at how much of your own (or family’s) money you have put into the company
• They look at what you will do with the money.
• They examine the most recent financial results for your business.
• They examine what security (collateral) you can put up.  

What to negotiate with the bank:

 Interest rate–Get two banks to bid and compare their rates.

 Length of loan–Set a maximum monthly payment you wish to make and drive for a repayment length that will allow this.

 Personal guarantee–Hard to avoid, particularly if you are a corporation. But you’ll never know if you don’t ask. 

Collateral–Try to get by with only business collateral. If they insist on personal collateral, DO NOT up your house. Try putting up a CD instead.

 Shop around–Don’t settle for the first bank offer. If you proposal package is good enough to be considered for any bank loan, it is good enough to show to several banks.

 Step #8: Understand What Happens After the Loan Request is Accepted

 You should review the paperwork with your accountant to make sure it is in your best interest. You may wish to use your accountant as your negotiator with the banks offering you financing. At the loan closing, you must:

•  Produce title to your collateral.
• Usually sign personal and commercial guarantees.
• If a corporation, sign a corporate resolution to borrow” which says you are the authorized corporate officer allowed to sign agreements.
• Sign signature cards if you open business bank accounts.
• Sign a promissory note(this is where you sign your life away).
• Sign a disbursement request to release the funds to you. On term loans, you receive the whole loan at once. On credit lines, you only receive what you need initially. The remainder is approved but not drawn, which saves you interest cost.

<p><b><a href=”http://www.bizstarters.com/pages/ultimate.html”>Learn how to become the master of your own business, in just a few short weeks</a></b></p>

Jeff Williams

If you are in business today, it has become almost imperative that you have a website. If you are in business and are planning to make a significant long term income off of your business, it is an absolute must. And, most businesses have jumped on the website bandwagon, filling the internet with millions and millions of websites.

On the other end is the user. One person, often looking for just one thing. With so many options to choose from, how do you get them to focus in on you, on your product, your service, or your store location?

One of the most recent answers to this question is Social Networking. With all of the buzz around Social Networking and Web 2.0 you’ve probably had at least minimal exposure. You might even have a Myspace.com account. But, how does this help your business?

There are actually hundreds of ways, but today I’m only going to focus on one with concrete steps for you to take so that by the end of the day you will have a whole new lead and customer generation stream.

Although Myspace isn’t necessarily the absolute best social networking site, it is the biggest, so that is where we are going to start.

1. If you don’t have a myspace account, go to http://myspace.com and sign up for one. Use a name that is as close as possible to your business name for your account name, as it will show up in your URL as Myspace.com/YourBizName

2. Once you have an account, take ten minutes to fill in a profile. Load in a picture. If you are a consultant or individual service provider, put a picture of yourself. If you are a retail location, put a picture of your store. If you manufacture a product, put a picture of the product you make. Then fill out profile questions that match your business. Keep it professional, and fill out the questions from the standpoint of your business, and don’t be afraid to do a bit of promotion. If you have your own website, it should definitely be included in your About Me section.

3. Once you have a profile, you need friends. If you have a business email list, that is by far the easiest way. Simply write to them, tell them about your new myspace account, and ask them to be your friend! This is perfect because it then locates you in a social circle that is already targeted to the types of people who are your customers. If you have a retail store, make up little cards with your site on it, and give them to customers inviting them to become your online ‘friends’.

4. Joint venture with other users. Find people in myspace who are in your market, and ask them if they will post a bulletin introducing your site to their friends.

Once you have built up a small friends list, you can then truly start some promotional magic. Myspace allows you to post blogs and bulletins. The blog is on your Myspace page, and the bulletin actually gets posted to all of your friends ‘Bulletin Board’ area.

As often as you can, you want to come up with a creative little promotion, and post it to your blog and send it as a bulletin. If you were a restaurant, maybe you would send out daily meals specials. If you were a software company, maybe you’d post articles about the different cool points of your software.

Bulletins move quickly, as if anyone else posts a bulletin to one of your friends after yours was posted, yours will get moved down the board, and will eventually disappear. This is why it is important that you post regularly, and if you are only posting once a day, try to make it at a time when you think that the demographic of people who are your friends will be online.

Keep this up, and you will see growth in your business. You will be exposed to new potential customers, and if you are lucky you might just get big enough to be featured, which can generate a huge buzz for your business.

Estimated time: 20 min. Set Up, 4 minutes daily posting a bulletin

Justin Handley
http://www.articlesbase.com/marketing-articles/utilizing-social-networking-to-grow-your-small-business-139638.html

Copyright (c) 2008 Linda Feinholz

Much of my work with entrepreneurs focuses on building their business. Depending on their company’s stage of growth, that has meant showing them various options, many they’ve given only a moment’s thought to, and some they’ve never considered.

A manufacturer that I’ve been working with the past few months has grown from $2 million in sales to nearly $6 million in the past five years. Daniel, the owner, knows he doesn’t want to continue running the company, so he’s decided to sell his business.

He’s savvy about the challenges in that arena – finding a compatible buyer who can appreciate the business, its client base, and the staff who have created the company’s success. Yet he’s found himself disappointed in the candidates his business broker has been able to bring to the table this past year.

He’s come to recognize that a sale of his business might take many months, even a couple of years. And that means he needs to keep his attention on running and growing his business.

As we worked through his avenues for growth, we outlined 5 options. Some of these he’s been using to build the growth to date. Others hadn’t occurred to him.

Sell More to … Daniel is in a high margin business, with few competitors. He and his sales team spend their time in maintaining their relationships with their long-term clients. As a result, he knows at a very early stage what his clients plans are, and how to package work that meets their needs.

His commitments from those steady customers have grown more than 10 percent each of the past 3 years. Additionally, one of his clients signed a single contract that brought in 20 percent more business to the company overall.

Sell To More … The core industry Daniel’s business has served is aerospace. In the past few years they’ve been a reliable flow of business, and will be for the next five years. However, regulatory changes have imposed a long stream of documentation requirements on vendors. The technical work has not changed, yet the overhead to deliver it has grown substantially.

In order to rebalance the business, Daniel’s head of Sales has focused on bringing in clients from less regulated industries. As a result, the business has grown 30 percent per year without adding overhead.

Sell Other… Because Daniel had to set up a stringent documentation system, he’s had a new opportunity. Part of his sales is now focused deliberately on clients who need a reliable production audit trail. They value a vendor who meets the relentless demands of government and has the system set up.

So Daniel has two paths for grown: A new target market, and a new service offering for customers. It’s one they’re ready to pay a premium for, too!

Sell For Others… As a result of being in his market for over 35 years, Daniel is very well respected. In the past 3 years he’s formed strategic alliances with complementary businesses. As he works with his clients, it’s become a regular part of his discussions to identify their needs for those other vendors.

He’s broadened his role for his customers to one of a trusted advisor. And those other vendors are making referrals to him when they’re with their own clients.

For industries where it is not a conflict of interest, Daniel can actually create a strategic alliance and earn a share of the revenue generated by his referrals to those complementary services.

Sell to Other… In addition to selling his business to a new owner, Daniel has the option of selling to one of his own competitors. The deal will only meet his personal needs if he’s able to step out of running the business, so he’d have to find a new owner who knows his business and can let him move on in six months or so.

A Bonus Option… Be The Buyer What Daniel hadn’t considered is flipping that option on its head: Daniel could actually go looking for a business to buy, with a younger owner or management team. They’ve have the understanding of the industry AND the energy needed to integrate the two businesses, and Daniel could shift to an ‘owner’ and ‘chairman of the board’ role and leave the daily operation to the new management team.

Having these options is a neat way for Daniel to continue his company’s growth while he looks for his exit in coming months. And every one of these options can be high payoff for his company, and for yours.

Linda Feinholz
http://www.articlesbase.com/business-articles/5-paths-to-grow-your-business-686679.html

If you’re a business owner and looking for skilled professionals to take your business forward, it would be the right choice to grow your business with a PEO company. A PEO or professional employer organization provides human resources services to client companies. In effect, PEOs can take over the entire human resources management of your business. Functioning as your outsourced HR department, a PEO allows you to focus on your business objectives and devote your time, finances, workforce and other resources to those goals. You save costs from not having to maintain a HR department, and you get all your resources diverted to the one objective you’re interested in – increasing the performance and profitability of your business so it can stand high in the midst of intense competition.  

A PEO or employee leasing company offers integrated services that help in effectively managing all human resource responsibilities. Association with a PEO company helps businesses to successfully streamline their business processes. PEOs provide payroll and tax administration, employee benefits administration, workers’ compensation administration, risk management, regulatory compliance, recruitment and selection, and employee liability management services among others. The co-employment relationship established by the PEO with the client company enables the PEOs to share employer responsibilities and risks. You can be sure your employees are managed well by the PEO and are motivated to give their best to your organization.

It’s easier to grow your business with a PEO company or employee leasing firm by your side. You’re free to concentrate on your business goals, while the PEO manages your most important asset – your workforce. The services of a PEO company are especially useful for small and medium size companies which are in the growing stage. However, any business stands to gain a lot from the managerial skills and experience of a PEO company.

Christopher S Walton

Growing your FHTM business may seem like a difficult thing to do. Especially when you follow the company’s instructions on making a list and other things. So, what I’m going to do is share with you tips on how to grow a FHTM business.

That way, you will be able to build your downline the easy way.

The tips to growing your FHTM business are:

1. The first tip to growing your downline is to know your target market (identify the right people). These are the people that will either gladly join you and help you grow your business or who would gladly purchase products from you for years to come.

2. The next tip on how to grow a FHTM business is to know the benefits of your products. What I mean is, you need to know how the products will help people. This will help you understand what people are looking for. Which will make it easier for you to identify the right people.

When you do this, it’s just a matter of how many people you want in your downline. You simply pick how many people you want, how many hours a day you want to work, and how often you want to travel. That’s just how powerful the first two tips are.

3. The next tip is to have a system set up for your FHTM downline. This will ensure them that they can succeed just like you. So, make sure you have a simple and effective system set up for your downline members to use.

These are some tips on how to grow your FHTM business. If you are serious about growing your downline, you should do something about it now. Don’t continue to wait. You deserve to financial freedom and the life of a top income earner.

Tony Bernard

To reach the top, personally and professionally, you must act like the people who are already at the top. Top CEOs like Oprah Winfrey and Donald Trump, no matter how different their approaches, have one key quality in common: they are enterprising. Enterprising CEOs manage life from the driver’s seat. They choose their destination, make their own road rules and cash the big checks.

Reward doesn’t have to appear as dollars in the bank, but an enterprising CEO does expect a payoff. What ultimate reward will you receive from rising to the top as an entrepreneur? A new Porsche? An Italian villa? An exotic vacation to Poughkeepsie? A promotion? Or simply making a difference in the world? Getting in touch with that payoff, knowing the “why” in the “want” sustains your commitment to follow through, rise to the top and reap the payoff you desire.

When you think about it, life is the grandest enterprise of all – and you’re in charge. Top CEOs know they are not only CEOs of their companies, but enterprising CEOs of their lives. You manage your personal development, finances, public relations, transportation, commissary, entertainment, janitorial services and even human resources. You’re already the CEO of the business of running your life, fully vested in the payoff, so why not act the part and take on your next exhilarating enterprise as a consultant or small business owner?

I bellied up to this concept in 1982 when I decided it was time to act like the CEO of my life and career instead of acting like an employee. I discovered the enterprising secrets of top CEOs, left my hospital job as a registered nurse earning $28,000/yr, and launched what is today a multimillion-dollar business.

I used my 12 CEO Secrets of Enterprise to launch my business and grow it annually for 26 years. These same secrets will help you rise to the top as CEO of your business.

CEO Secret 1: Everything Is Marketing

The old saying among entrepreneurs, that nothing happens in business until “somebody sells something,” is equally true in life. From the moment you were old enough to realize that a smile could “sell” your parents on giving you another cookie, you’ve been marketing your ideas.

• Getting a promotion or pay raise means selling your supervisor on your abilities, attitude and experience. That’s marketing.
• Convincing your spouse it’s okay to leave the dishes and cuddle up for some intimacy may require charm and persuasion. That’s marketing.
• Convincing your property owners’ association to resurface the tennis courts might require a benefit analysis and presentation. That’s marketing.
• Corralling a widely separated extended family for a reunion will mean selling the idea, date and place to all family members. That’s marketing.

When I received my master’s degree in nursing, I learned the hard way that this valuable asset had no value unless I marketed it. No one at the hospital said, “Thank you for pursuing higher education, Vickie. Here’s the pay raise you deserve.” I attempted to market that idea to my manager, but she didn’t buy in, so I marched my asset out the door to start my own business.

I had a new idea, legal nurse consulting. I learned very quickly the best idea goes nowhere without strong, innovative marketing behind it. Starting your business means selling you and your expertise.

Marketing has three simple parts: First, find a need. Second, fill that need. Third, convince people to buy in. As CEO, start viewing everything you do from this three-part marketing perspective.

Envision your bold enterprise. Visualize your venture and answer the question, “What will this do for me?” Write down in detail the payoff you desire – more money, more free time, more happiness or all three. Embellish your vision with sensory detail. See, hear, taste and feel it. The more real it is to you, the more you’ll believe in your ability to make it happen.

Communicate your enterprising idea with energy and confidence. You have a story to tell about your new business, and you have to make it interesting, believable and irresistible. Is your story intriguing? Does it highlight your knowledge and expertise?

• Be authentic. Your message must be not only interesting but also real. “Own” your message. Build the core of your presentation around the concept of filling a need. Demonstrate how your expertise will benefit your clients, then prove why you’re the right match for that client.
• Connect with your audience. Companies we call “super brands” make customers feel special just for buying their product and smart for owning it. Make sure you connect with prospects in a way that allows them to trust you and your expertise. Reinforce your message in everything you do. More than “service with a smile,” give “service with bold competency.” Make businesses want to seek you out to work with you again.
• Repeat your story often. Not everyone will get it, not everyone will buy in. But every aspect of your life is a marketing opportunity. Keep polishing your presentation and spreading the word.

CEO Secret 2: Be Your Own Number One Fan

CEOs promote their company and their achievements. They know that buyers don’t want to purchase from losers. Announcing your achievements may feel boastful, but can you imagine Oprah or Donald being shy about broadcasting their triumphs?

With humility, let your target market know any time you score – whether it’s finishing a high-profile project, winning a relevant award or expanding your services. Who you know is important, but even more important is who knows you. Achievements are your resume and expand your credibility. Announcing your achievements also validates the choices people have made on your behalf – the business who hired you or the client who recommended you wants to know he bet on a winner.

• Write a note. Send newsworthy communications to your clients, friends, family, colleagues and acquaintances. Be concise, stir in a little humor, and people will look forward to receiving your news.
• Roll out a news flash. Craft a short, punchy message and tack it onto your voice mail message or place a hyperlinked tagline under your email signature to take recipients to your website.

CEO Secret 3: Expect Icebergs

No enterprise is unsinkable; the Titanic sank its first time out. Plenty of entrepreneurs have made and lost millions on their rise to the top. But when you act like a CEO, you’ll create such a solid foundation and framework for your business that only an enormous iceberg could knock you off course.

• Assess your strengths and challenges. The stability of your business comes not only from how you handle day-to-day routines, but more importantly, from how you engage your strengths when an iceberg pops up unexpectedly. Challenges may involve limited expertise, competition or getting along with a difficult client. By knowing what you have in reserve and frequently reassessing the waters ahead of you, you can maneuver with confidence. Be honest with yourself. A fair, honest assessment will help you develop the necessary strengths or marshal the outside resources you’ll need.
• Be willing to risk hitting icebergs. You have to sail before you can fail. You can maneuver around icebergs, but if you never leave the dock, you’ll never have an enterprise to keep afloat. If you’re not out there in a big way, you won’t risk but you also won’t win. Often it’s not hitting the iceberg but the fear of hitting it that drowns you. How many people resist changing jobs or leaving a bad marriage only to realize after they do that it was the best decision they ever made? Jane Austen, the famous English novelist, chose not to marry out of her poor background but to pursue her dream of writing – in a time when women writers were considered “scandalous.” She braved the iceberg. Soon she’d written six of history’s most important works of English literature. If she’d married any of her suitors, she might have lived a more comfortable, but less fulfilling life.
• Have a rescue plan. Knowing and planning for the worst contingency alleviates the worry that can prevent you from making bold choices. When I started my legal nurse consulting business, I simply wanted to match my modest nursing salary. What did I have to lose? Any time I needed extra money to keep my enterprise afloat, I could work a few shifts at a hospital. Knowing I wouldn’t sink entirely gave me courage.

Write your rescue plan. Look at your savings, your earnings and how long you’ll need to float your business before it generates adequate income. You’re probably in better shape than you suspect. If not, you have two choices:

• Go all in anyway; or
• Set a reasonable time period to succeed, then engage your rescue plan. Just don’t bail out too early or too easily.

Either way, at least you’ve launched your ship.

CEO Secret 4: Solve Problems Quickly and Decisively

Top CEOs move so quickly they exhaust the people working with them, but speed is one of their success secrets. Not haphazard, as some might believe, fast-moving CEOs are constantly developing the concepts and principles that guide their rapid decision making as they continuously strengthen the foundation of their enterprise.

Act like a CEO: Put the fundamentals in place so you can implement creative and effective decisions. Then apply this problem-solving template and you’ll leave people around you scratching their heads:

• Define the situation. Define why it’s important, the relevant facts, your goal in solving the problem and the strategies you’ve already implemented.
• List the people. Include family, consultants, peers, your housekeeper, your son’s basketball coach – everyone who can help you solve the problem.
• Sleep on it. The moments between sleep and consciousness are fertile ground for creative problem solving. When you awake, the solution will often be waiting for you. Meditate on the issue or think about it while you exercise. I’ve often had to unwind from a yoga pose and pop out of the class to jot down a solution after having an “ah-ha” moment. When your conscious mind is quiet, your subconscious can work its magic.
• Identify the necessary actions. Identify any actions you will personally take to resolve the problem. Look to your past successes and acknowledge that you have the inherent strengths. Identify the actions you will delegate. You don’t have to do it all yourself – even if you are a one-person business. Top CEOs delegate extensively.
• Evaluate the results. Apply what you learn to the next challenge that comes. Healthcare mistakes can be deadly, so as nurses when an incident occurred, we always asked ourselves, “What did we do wrong? What did we do right?” Evaluate each problem you solve and ask, “What can I learn that will help me in the future?”

An enterprising CEO never allows problems to thwart momentum. Resolve negative situations promptly and seek inventive ways to turn them into opportunities. As CEO, you’re responsible for making decisions. No one can move or decide as quickly as you can. Accept that responsibility and keep the forward momentum going.

CEO Secret 5: Don’t Be a Commodity

Top CEOs build businesses that are not easily duplicated. Ease of duplication creates commodities, and a commodity business is the kiss of death. Water used to be a commodity until companies like Fiji and Perrier changed our perception. Then Coca-Cola and PepsiCo got involved, and today, water, available just about everywhere for free, outsells almost every other bottled drink at a high price.

My company sells an educational experience. We don’t sell seminars, DVDs or CDs, although those are the media we employ. Instead, we sell a lifelong relationship that includes mentoring and the fact that our students are learning from the pioneer and leader in the industry. Our ideas are often duplicated, but no one can duplicate our relationships, our knowledge or our 26-year advantage.

No matter what you do or what your enterprising idea is, don’t be a commodity. If you turn your business into a commodity, you’ll go bankrupt.

To avoid becoming a commodity:

• Build relationships. Be interested in others. Create genuine connections built on trust and caring. Quietly persuade the prospect that no one else can duplicate your exceptional service and work product, and you’ll never be a commodity because you can never be duplicated. In return you will receive and keep business from the best clients
• Demonstrate trust. Trust has to be earned. Never promise what you can’t deliver or you might not get a second chance. Instead, promise small and deliver big.
• Go all in. Don’t shrink into your chair and become invisible. Clients pay you to speak up even when that means disagreeing about significant issues.
• Strive to stand out. Demonstrate your ability to bring new ideas to the table. While you don’t want to have “verbal diarrhea,” you do want your client and other members of their team to notice you and your contributions. It’s easy to stand out when you pay attention and speak up.

CEO Secret 6: Don’t Underprice Yourself

Top CEOs reject the common thinking that “if you drop your price – you’ll get the job” or “lower price equals higher sales.”

• Place a high value on everything you know. In the information age, education doesn’t come cheap and wisdom is gold.
• Place a high value on everything you do. Outsource whatever you can. My first job every morning is to make sure my staff is doing as much of my work as I can delegate. That frees me to develop new tools, skills and strategies for moving forward.

You may need to give up something to pursue your enterprise. Get your spouse to help with the dishes, the dinner and the carpool. Stop chairing every volunteer committee. Your time is one of your most precious assets. You only get 24 hours a day – choose to spend them wisely. If a project isn’t supporting your enterprise, ask yourself how to drop it, delegate it or find another way to accomplish it.

• Become irreplaceable. Give the client what she wants and more. Ultimately, no one is irreplaceable. You render yourself “irreplaceable” by making the client think of you first for any case and feel they will profit measurably from your input and enterprising ideas.
• Be original. Stamp your performance with originality so that you are not easily duplicated by a cheaper hire. Clerical assistants are commodities. Clerical assistants with the ability to organize, handle customers, keep a CEO on-target and stay calm in the face of a crisis become executive assistants. A nurse is a commodity. A Certified Legal Nurse Consultant who understands the legal nurse consulting process at its most complex and deepest level is a highly paid and valued consultant to the litigation team.
• Quote high fees. My executive assistant quoted one of the highest salary requests I have ever encountered for that position. I weeded out the candidates who underpriced themselves, assuming they wouldn’t work at the level I expected, and hired her at her asking price. It turned out she was worth it (but don’t tell her I said that).

CEOs drive luxury cars, stay in luxury hotels and dine at fine restaurants for a reason beyond personal gratification. They always present themselves and their work in a style that demonstrates value, and others see them as priceless.

CEO Secret 7: Don’t Overrate Networking

Sometimes I joke that time spent networking is time spent “NOT working.” Enterprising CEOs are selective about where and with whom they network. You won’t find them at your breakfast club meeting. CEOs research what they need, locate the source and ask. They create a network of colleagues, clients, consultants, vendors and acquaintances they can depend on to deliver anything from information to referrals.

Networking clubs can absorb time while distracting us from what we really need to accomplish. It’s easy to convince yourself that heavy networking is productive when it’s not. And you could be taking advice from people who mean well but are not qualified to give it.

I built my business on selective networking. I’m always asking people I trust and respect, “Who do you know who…?” I’ve gotten our company’s marketing director, investment counselor, graphic design firm and health insurance provider this way, not by trading business cards at a mixer.

• Cast your net selectively. Don’t confuse networking with socializing. Choose opportunities that put you in the middle of people who are even more successful than you are. Cultivate your network using your relationship skills to include successful entrepreneurs in other industries.
• Don’t just hang around waiting to be introduced. After being named one of Inc.’s Top 5000 Fastest Growing Private Companies in America I attended the Inc. Conference, I mixed with CEOs and representatives from some of the country’s top corporations. You can bet I had formulated different introductions for each of the different situations in which I found myself. Networking is sometimes a “once in your lifetime” opportunity – be prepared to make it pay off. Don’t be a wallflower. If you don’t feel comfortable introducing yourself to people, role-play with a friend and practice until you do. You have to step out to step up.
• Give generously and demand reciprocation. Expect high performance from your network and reward performance. Say “thank you” with a note, flowers, a bottle of wine or a nice lunch. Also, don’t hesitate to cull out any person, business or organization that repeatedly fails to perform.
• Stay connected. Send handwritten notes, emails and other thoughtful communications to create a lasting bond with clients, coworkers and all members of your network. Something as simple as a “happy birthday” jotted on a card or a handwritten “thank you” instead of an email will go far.
• Strategically widen your net. Get in the habit of passing along names – your hair stylist, your plumber, your lawyer, your banker – not to just anyone but selectively and with high praise. Their time is valuable too. They’ll appreciate the selectivity as you would.

CEO Secret 8: Invest in Win-Win Relationships

Top CEOs make sure they’re not the only ones gaining from their initiatives.

• Initiate alignment. When building your business, look at what’s in it for everyone – clients, family and vendors. You’ll get better participation and results when everyone benefits.
• Initiate alliances. Create strategic alliances with people who can advance your business while you advance a goal of theirs. You never know how you can help out a friend or colleague until you ask. People will appreciate your offer of help even if they refuse it. In the business world, it never pays to alienate anyone. Ripples spread wide from rocks thrown in the lake. You never know who is aligned with whom. Never gossip and don’t hesitate to say you’re sorry. Treat everyone as an ally, even those who can’t advance you. Never be condescending. Practice integrity with everyone at every level. It’s always better to have allies than enemies.
• Stay cool and clean. Avoid whiners, complainers and the wrong crowd. Although the wrong crowd might appear popular, it won’t be popular among the people who count – successful business owners. Keep your hands and your nose clean – it’ll pay off in the end.

CEO Secret 9: Compete Only with Yourself

Mushing a loaded dogsled across an Alaskan snowfield, I learned firsthand that it’s true – if you’re not the lead dog, the view from the rear never changes. And the rear is exactly where you’ll be if you compete only with others.

To excel as an enterprising CEO, you must be aware of competition, but don’t allow that awareness to veer you off course. If you focus on your competition (someone brighter, richer or better looking), you’ll always be one step behind them. If you focus on your own enterprise and compete with your own best performance, you’ll be the lead dog your competitors imitate, leaving them in the rear.

• Be an innovator, not an imitator. Top CEOs know what works today won’t work tomorrow. That’s why they focus on innovation. If you copy your competition today, you’re already a step behind because she’s already working on tomorrow.
• Continually improve your education and skills. The world doesn’t stand still, and neither can you. The only way to stay ahead in this fast-paced era is to learn something new every day. Research what you don’t know. Hire other consultants to fill in the gaps in your expertise until you either have time to learn it. If you try to learn it all, you won’t have time to do anything else. Hire specialists, consultants and sharp employees.
• Make advancements every year. Every CEO knows that a company advances, declines or stagnates according to the expectations of its management team. When you expect to grow and you put a growth plan in action, you’ll see results. Greet each new year with an attainable, detailed growth plan that includes goals, strategies and target dates.
• Keep physically fit. Being a CEO is demanding. Life is demanding. To live life at its fullest and create an enterprise that makes you love getting out of bed every day, you have to feel your physical best. Your health is your most important asset. Put fitness at the top of your priorities. Schedule time at the gym. If you’re physically fit, then you’re more likely to be mentally fit. Schedule some quiet time. Innovative ideas emerge from silence.
• Keep financially fit. A competitor once commented sarcastically that my clients pay for my big house, my big vacations and my big smile. Of course they do. Any enterprise is profitable or it isn’t an enterprise – it’s a charity. The word profit stems from a Latin word meaning “advancement or improvement.” As CEO, you must expect to profit from every investment.

Create an income and spending plan. Make a budget and stick to it. Keep the cash flow positive. You owe it to yourself and your family to be financially fit, and being free from financial worry allows you to pursue your enterprise with passion.

CEO Secret 10: Get Your Hands Dirty

I joke that I’m a working CEO, the kind who makes things happen. Successful CEOs get their hands dirty. All great chefs start by working in the kitchen. You can’t cook from behind your desk, so get up, get out and chop some onions.

The best leaders lead by example. If you get down in the trenches, instead of always standing on the sidelines giving orders, it is easier to convince others to fall in with you. And you’ll demonstrate the results you expect. You don’t have to organize every medical record, mail every invoice or empty the trash every day. Be in the space; demonstrate that you understand the job that each subcontractor or employee is doing. Ask questions and listen to the answers. Be willing to work.

In teaching and mentoring nurses for 26 years, I’ve observed that for many the vision is the easy part. Committing to the dirty details that convert that vision into reality is tough. This often involves early mornings, late nights, working weekends and carrying out the trash. If you don’t do the dirty work or have someone do it for you, your enterprise will fail.

• Clean the kitchen. In my company, everybody takes a turn at kitchen duty. In my household, everybody is expected to clean up their own messes and pitch in at meals. As CEO, you have to set the example – then demand that everyone follow it. You’re responsible for your gains and your mistakes. Responsible people gain respect, so clean up your own messes and be responsible.
• Make the coffee. The first one in makes the coffee, right? That’s responsibility on a small scale. A CEO shoulders responsibility for getting many projects started. You show how it’s done, set the pace, then offload some of that responsibility so you can pioneer the next project. Just remember to check in and have a cup of coffee now and then to make sure your standard is being upheld.
• Turn off the lights. The last person out locks up. Someone has to sign off that a project is finalized with all the T’s crossed. Enterprising CEOs don’t take this for granted. The best ideas can bomb when final details are overlooked. It’s your name on the door – so be sure the right people are focused on those details.

CEO Secret 11: Make Perpetual Lists

CEOs have assistants to remind them what to do. Like executive assistants, lists can save you hours of fumbling and head-scratching. Lists keep you organized and prevent wasted time going back for an item you forgot.

I maintain a perpetual grocery list on my computer, which I simply update and print out when it’s time to shop. I keep a list of travel items to pack no matter where I’m going. I also keep a list of future business ideas so I won’t forget them. Which of your routines would benefit from being perpetualized on a grab-it-and-go list, freeing you to work on your business?

• List the steps. Anything you do repeatedly that requires specific steps – from shopping for the kids’ school supplies to publishing an electronic newsletter – can benefit from a checklist. Break the job down into the smallest steps. Update your lists as you go – adding, deleting and recategorizing items as necessary.
• List the people skills. How can you possibly remember all the aptitudes and expertise of every person in your network? It’s easy when you have a list. List everybody you know alphabetically. Beside each name, write down what they do professionally, the organizations they belong to, their pastime interests and any other skills, abilities and talents they have. Every time you learn something new about a person, add it to your list. What a priceless resource you’ll have!
• List the essentials. For any situation that requires take-alongs, such as meetings with clients, list every item necessary or even desirable to make the event successful. You can always elect to eliminate something on the list, but if it’s listed, at least you have the option before you go rather than when it’s too late.

CEO Secret 12: Put Systems to Work for You

CEOs like to spend their time creating, so they’re adept at systemizing routine tasks. Anything you do repeatedly can be systemized so others can do it. Systemize everything, and don’t reinvent the wheel every day (only on the days you really, really need a new wheel).

• Ask “How can I do it faster?” Write down all the steps you take to accomplish a routine task. Don’t cheat; put in absolutely everything. Now look at all that work. Which steps can you eliminate or reduce and get the same result? If you can systemize a task so that it’s reproducible, you can delegate it, which means you have more time to do more important things.
• Ask “How can I do it easier?” What tools would facilitate this task? When you have to pound a lot of nails, you want a heavy hammer. Better yet, a pneumatic nail gun. Or would a staple gun work better? The right tools can smooth any process.
• Ask “How can I do it cheaper?” A CEO’s time is the most costly in the entire company. I’ve known business owners who claim it’s faster to do things themselves rather than delegate and train. Using their high-dollar time on tasks that should be delegated is costly to the success of their business. What can you effectively systemize and delegate that would result in a better allocation of your time and resources?
• Create templates. Emails, letters, forms and other documents that must be created or updated frequently can be systemized. For any new document, first review what already exists. Then copy, adapt and pull from previous efforts.
• Automate online processes. Use the tools that make your Internet use faster and easier. Beyond bookmarking your favorite sites, rent a web-savvy geek for a day to show you how to automate searches, postings, news you need and email. Make it a habit to look for ways to systemize processes. As CEO, you can accomplish more in less time with less stress by using available systems or creating your own. If you systemize one process a week, think of all the vacation time you’ll earn, or the time you’ll have for other parts of your business.

Take the Driver’s Seat

You can be successful at many endeavors. Even though we all have to do things that are not our top favorites, successful self-development lies in selecting and focusing on the enterprising activities you like to do and continually improving what you do well. People often think I go after all kinds of ideas, and I’ll admit to constantly aiming for higher levels, but over the years I’ve rejected many ideas because they didn’t meet my criteria for an enterprising life, a life of choice.

Top CEOs like Oprah Winfrey and Donald Trump are masters of selection and masters of enterprise. Use my 12 CEO Secrets to apply the CEO strength of enterprise to whatever you want to accomplish, and you’ll always be in the driver’s seat. You’ll choose your own destination, make the road rules and cash the big checks. Everyone will yearn to discover your secrets and replicate your success.

Life, the grandest enterprise of all, is as thrilling a ride as you want to make it – and you’re the CEO in charge. So act like it today and you’ll rise to the top tomorrow.

Vickie L. Milazzo, Rn, Msn, Jd