PROSPERITY AND ACTION

A good article from my friend Steve. You should pay his site(s) a visit and read his advice.

5 things prosperous copywriters do all day

Steve Roller, prosperous copywriter trainer

One of my favorite blog posts ever appeared exactly eight years ago in the Daily Reckoning, titled, “The Three Things Rich People Do All Day.”

In the piece, Chris Mayer concludes that reading, conversing with people who know what you’d like to know, and thinking are the three things rich people do all day.

After hanging out with some pretty high achievers the last couple years, and aspiring to be one of the wealthy myself, I have to agree with him.

On the ride home from my Ultimate Writing Retreat™ in Chicago nine days ago, I came up with my own list of 5 things that prosperous copywriters do all day:

1. Read. Read classic copywriting books by Eugene Schwartz, David Ogilvy, and Claude Hopkins. Read contemporary classics by Dan Kennedy, Clayton Makepeace, Gary Halbert, and John Carlton.

Read the New York Times and the Wall Street Journal, and your local paper (if you have local clients.) Read classic literature by Hemingway and Hugo, as well as airport paperbacks by John Grisham and Stephen King. Read!

2. Think. You simply have to spend time deep thinking about Big Ideas. How else are you going to come up with a new angle for a client promotion? It’s not all nose-to-the-grindstone, furious writing time that accomplishes that.

Or think about Big Ideas for your own business.

How are you going to convince your prospects to do business with you instead of the dozens of other copywriters who are just as good as you, in the same niche? How can you provide more value while working faster and making sure your clients get a good return on investment? What is your Big “off the chart” Idea that could send your business soaring?

3. Talk to interesting people.

I spent 67 hours recently hanging out with some very interesting people in Chicago. We coined at least three new terms that you’ll probably be hearing about in the next few months. We launched two new businesses, re-launched two more, and came up with strategy that could turn two of them into million-dollar businesses.

When I’m in my office, I probably spend two hours a day on average conversing with copywriters who are trying to get to the next level. I ask  questions to get them thinking in a different way. I challenge them. I offer critiques if they ask. I give offbeat advice.

Once in a while, I inspire someone to go out and do really big things. Very rewarding, all of it. I benefit from these conversations, too.

Be selective about the company you keep, and spend the time in meaningful discussions.

4. Write stuff that other people will pay you for. Ask yourself at every turn, “Is this making me money?” or “Is it leading me quickly to a place where I’ll make money doing it?”

If you’re writing a special report that prospects will download to get on your mailing list, which you’ll then use to market your other services to them, the answer is “yes.” Writing an article for “exposure” and the promise of possible work down the road? Your call, but I’d say “no.”

5. Write things that build your own business. One of the “eureka” moments at the Chicago retreat was that you don’t have to figure out how to write copy for clients. Create a business around something you love, and write all the marketing copy for it.

When you’re writing copy for your own high-end luxury watch tours to Basel, Switzerland, or for helping CEOs become insanely great at presentation skills, things get pretty fun! Think of copywriting as a means to an end.

If you were a fly on the wall of my office, those are the five things you’d find me doing every day. Reading, thinking, talking to interesting people, writing stuff that people pay me for, and writing to build my own business.

Do you have any others you’d add to the list? Any you’d take off this list? Where can you do all five of these at once, in a three-day intensive writing experience like you’ve never seen before? Asheville, North Carolina, of course. July 17-20.

It’ll be another one for the ages: http://cafewriter.com/asheville/

Hope to see you there. I have a few ideas of what we’ll talk about.

the copywriter's life

the copywriter’s life

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SILVERCAR AND AUDI

Audi Leads $28M Investment In Rental Startup Silvercar

Silvercar, a startup rethinking the auto rental experience in airports, already seems pretty tied to Audi — after all, every vehicle that Silvercar rents out is a silver Audi. Now the companies are deepening that relationship with a $28 million Series C investment.

Audi led the round, with the company’s North American president Scott Keogh joining Silvercar’s board of directors. Silvercar and Audi are also looking beyond airports with a new initiative called the Audi Shared Fleet, where businesses will be able to offer cars to employees on their corporate campuses.

“Silvercar represents not just the future of the car rental industry, but a vision for the future of mobility,” Keogh said in the funding release “We want to utilize the company’s strengths in technology and innovation to merge connectivity and mobility for today’s consumer.”

Silvercar has raised a total of $60 million in funding. Previous investors Austin Ventures and Facebook co-founder Eduardo Saverin also participated in the new round.

The service doesn’t just offer every customer access to the same high-end vehicle. It also streamlines the reservation and payment process, allowing you to make bookings through a mobile app and unlock the car by just scanning a QR code.Writer Ryan Lawler (now sadly departed from TechCrunch) tried the service out three years ago in Dallas-Fort Worth, Silvercar’s very first airport. He came away impressed with “the ease of getting in and out of the airport rental dock,” and he suggested that business travelers, in particular, might be willing to pay a premium to get a better experience. (The exact pricing varies from market to market.)

The company says its business tripled in 2015, and it’s now launching in its twelfth market, Las Vegas, just in time for this week’s Consumer Electronics Show.

FEATURED IMAGE: SILVERCAR

OBJECTIVES AND GOALS – THE BUSINESS OF BUSINESS

What I have to say below on the topic of Objectives and Goals (and the differences between the two) was sparked by a Linked In post on a Consulting Blog. What follows is my response to the question posed on the blog:

 

OBJECTIVES AND GOALS

To me these words have very specific, practical definitions for my own Work, though they might very well be used interchangeably by clients or others. By my own definitions, which are pragmatic and geared towards utility, an Objective is a wide-scale enterprise or endeavor, strategic in nature, and therefore separate and distinct from a Goal which is carefully and tightly targeted and tactical in nature.

Let me use a warfare analogy. An objective might be to “take a town,” (I am using a narrow strategic objective, whereas it could just as easily be that my objective is wide-scale, to “defeat an enemy”) but my goals in doing so might be as follows: cut off enemy resupply routes, attrit enemy forces, reduce the number of enemy fortified hard-points, and constrict enemy fuel and power resources. Each Goal then is a clear and very specific and tactical aim which when taken all together, and if each is successfully executed then I achieve my overall Objective (which is strategic in nature.

I could use the very same type of analogy and apply it to a business or investment enterprise. Suppose I or my client wanted to begin a new start-up. The Objective would be to obtain sufficient Capital and investment to properly fund operations thereby increasing the odds of a successful launch and the building of a profitable enterprise.

My specific goals therefore in pursuing this strategic Objective would be as follows; construct a viable business plan with acceptable financial projections, create a pitch capable of exciting investors, secure angel or venture capital sources to fund the project, develop a strong operational team to run the day to day business operations of the Start-Up, etc.

Each goal to me therefore has a very specific and tight aim which I can easily measure and that contains a very specific time-frame for completion. Complete all of the Goals successfully, or most of them successfully, and you eventually reach your Objective which is also successfully concluded and obtained.

Therefore to me Objectives are always strategic and large-scale (and because of this somewhat flexible in nature), whereas Goals are always specific and targeted and tightly measured.

Objectives to me are always Objective (in nature, as is implied by the denotation of the word) and general but state the desired end-point aim, whereas Goals are always tactical, pragmatic, (and to some degree subjective in nature) and consist of the necessary sub-components used to achieve the overall Objective.

The point to me is a pragmatic and practical one, to differentiate between the overall strategic Objective and the specific and tactical Goals necessary to obtain that Objective.

In that way you neither confuse your Goals and how they operate, nor do you lose sight of your True Objective(s).

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Ardbrin Enterprise Goals Optimisation Platform

ARE OBJECTIVES AND GOALS THE SAME THING?

Ok, so let’s be pedantic for a minute. Are goals and objectives the same thing? Their usage seems to cause a certain degree of debate, and this is certainly the case amongst our own team. Both words describe things that a person may want to achieve or attain but are used specifically at certain times and situations for differentiation. Some would argue that goals are broader than objectives as goals are general intentions and are not specific enough to be measured, whereas in most cases objectives are measurable. Or some would say that goals are longer term with objectives being used on the short to medium term.

 

Regardless of whether we choose to use the word ‘goal’ or ‘objective, in order to get the best results, they must all be measurable. At Ardbrin, we have drawn our own conclusions and use the word ‘goal’ in our model, but only because it’s shorter and easier to spell! All of our goals are measurable as we apply SMART criteria to them. For us therefore smart goals = objectives. In case you need reminding, SMART is the acronym for specific, measurable, assignable, realistic and time related. So when we speak to our customers, our advice would be to have the confidence to use either word interchangeably, as when it comes to strategic planning we know what you mean.

IN NEED OF

IN NEED OF

I am in immediate need of the following things:

  1. BETA READERS for my fictional writings and novels and (if you wish) the poetry and songs that I intend to publish. I want only brutally honest opinions, and I want a wide range of readers/reader-types. (There will be no pay but I will exchange favors and see to it that you are provided with free copies of the finished works). Confidentiality regarding my writings will be expected of course, and I will restrict my beta readers to maybe 6 to 8 people, but I will treat you right.
  1. A good, decent, hard-working, and ambitious LITERARY AGENT (to match myself).
  1. An EMPLOYEE TEAM for my start-ups. (People to run the businesses, handle marketing, and run day to day operations while I and my partners handle funding and investors, etc.) More on that later.
  1. A TEAM OF BUSINESS BUILDERS/DEVELOPERS AND INVESTORS (start-ups primarily but we may also handle brokerage and turn-arounds on rare occasions) to be put together to found and profit from new business ventures. More on that soon.
  1. PARTNERS to work with me on developing and designing (CAD and prototype designs) my inventions and app designs.
  1. GAME DESIGN PARTNERS who can take the games I’ve designed and/or written and either build physical products out of them or in the case of computer and video games program basic builds that we can use to pitch to game studios.

 

A brief word of explanation on the above:

Beta Readers – I tend to write my fictional works, short stories, and novels in the following genres: children’s stories, detective and mysteries, espionage, fantasy and myth, historical fiction, horror, and science fiction. My current novel is a high fantasy/myth about Prester John and the Byzantine Empire. I tend to insert a lot of historical and literary references into most of my works. I would not expect my Beta Readers to provide me with detailed critiques or edits, though if you wished to do so that’s up to you. I’m really just looking for basic opinions and do you like the plot, stories, works, etc., and do you have any advice for improvements? As I said I’m open to favor exchanges and free copies of my works.

Also, when it comes to my songs I write the lyrics but I have no real time right now for composing. If you are a composer or lyricist and you wish to enter into a song-writing partnership with me then we will split the credits and your contributions and shares of any successful songs will be protected by contract.

Literary Agent – I want a literary agent with a wide range of interests and one with whom I can develop both a professional relationship and a personal friendship. (I much prefer doing business with people I enjoy.) I want a literary agent who is ambitious, as I am, and one who can help me make my writings successful so that we may both profit handsomely.

Employee Team – more on this later but I’m looking for a good employee team as well as a strong, tight, efficient, and profitable team of administrators, managers, and officers.

Business Builder/Investor/Investment Team – more on this later but I need good people from all areas/sections of the country, and possibly members from outside the US, who can look realistically at start-ups and help develop and fund them into successful enterprises. Backgrounds in brokerage, business building and development, communications, entrepreneurship, investment, and deal-making most desired. But we can also look at other backgrounds. Realistically risk will be high, and loss always possible, but profits should be considerable on successful ventures. This will be both a business creation and development and investment team, sort of like an Investment Club but with a far wider range of interests and with more hands on developmental involvement.

Invention Partners – partners in design and prototyping and product development. We’ll start out with my inventions and maybe yours as well and possibly graduate to taking stakes in other inventions and related businesses if the idea seems solid and viable.

Game Design Partners – people who can take my game designs, and your own, and build programs or physical products out of them. Depending on how much you contribute we’ll take profit shares on sales of the games, regardless of whether it is by the game or we sell the designs outright. As with the inventions your work will always be attributed in the design and protected as a share of profit by contract.

Finally you should know that in working with me my very basic and fundamental Worldview is that I am a Christian by religion, spirituality, philosophy, and nature, a Conservative (with some strong Libertarian leanings) in cultural and political and social matters, and a Capitalist when it comes to economics and monetary affairs.

Therefore I am a disciple and proponent of the teachings of Christ (Truth, Justice, Personal Honor, Honesty, and Fair Treatment of all based on individual behavior are extremely important to me, and I tend to like Charity and Philanthropy), God is my mentor and my best friend, I am Conservative in nature and very much believe in Hard Work and Personal Effort and Individual Initiative and Self-Discipline, and I am pro-Business, Development, Entrepreneurship, and Wealth. I also like to see people exploit their own talents and benefit and profit thereby. I set extremely high goals for both myself and others, and I expect much, but think I am fair and just to work with. I do discriminate and unapologetically so, but not regarding matters of background, class, race, or sex. I only discriminate between good and bad behavior, and between industry and laziness. As a boss or partner I will not long endure intentionally bad or destructive or self-destructive or foolish or apathetic behavior. I am not at all bothered by failure if you seek to improve and advance the next time.

If that all sounds fine by you and you are interested in any of these ventures then please contact me via email or by my Facebook or Linked-In pages or through my blogs or other webpages. We’ll begin Work.

NEW BUSINESS PROPOSAL – BRAINSTORM

Much of my morning will be spent writing up my proposal for a new business project and the functional and operational structure of the business itself. Or, to be more accurate, transcribing my formulation notes into a proper form for developing the body of the actual proposal.

Later today, in the afternoon, I’ll be devising much of the pitch, assessing the projected financials (it should be able to generate more than one income/revenue stream, and should be able to be funded in more than one way), and so forth.

By the end of the week I plan to present the idea to some potential partners and maybe even an investor or two.

I’m looking forward to this as it is an excellent idea and in a field/industry that interests me a great deal.

THE PIIN – BUSINESS OF BUSINESS

This is part of the Abstract and Introduction I wrote for a paper for the DHS on PIINs, a concept of my own. I am writing a much lengthier essay/paper (perhaps even a small book) on the same subject which will include information on how to form PIINs of various kinds and in different industries using the same basic techniques and procedures and networks.

I use these same principles in the development of all of my PIINs regardless or industry or purpose. Although each PIIN is modified to service the particular requirements of how it is constructed and what exact purpose it serves.

Although this is a little out of order for my publishing schedule I offer this post up as my Business of Business post this week.

 

First of all, let me summarize the nature of the PIIN. The Personal (or Private) Intelligence and Investigative Network, like all networks is almost entirely dependent upon a series of established contact points. This is both the strength of the PIIN and the inherent weakness thereof. Therefore it is imperative that high-quality and functionally useful, as well as accurate and practical contact points be created, assessed and reassessed, and maintained over time. This is true whether the contact point is physical, biological, communicative, informational, electronic, technological, or computational. Every asset is a tool and the quality and functionality of those tools are the essential elements in the creation, maintenance, and performance of your PIIN. The Value of any Network is circumscribed by the acute and chronic qualities of those components, which within themselves compose the actual circumference, and separate elements of that real network. If the components of the network are of inferior grade, if the contacts are defectively impositional or of little practical use, or if the contact points are weak or insecure then the entire network is suspect and prone to failure at any and every point of transmission. The PIIN therefore should avoid both obvious and subtle deficits at all times by being practically and pragmatically useful, flexible, adaptable, in a state of constant positive growth and change, accessible, composed of superior components and contact points, secure, and most of all accurate and reliable.

Each and every network is therefore dependent upon the depth and breadth of the human contacts established interior to and exterior to that particular network and subject to the limitations of accuracy and the quality and quantity of valuable information that network can generate. The first real action needed to establish any PIIN and to make it fully functional is the recruitment, development, and maintenance of quality contacts. Contacts are always of the most absolute importance in the establishment of any PIIN. In addition the nature and quality of those contacts should be viewed as central and formative to the capabilities of every other contact point in the configuration and to the network as a whole. After an initial establishment of contacts those contacts should be immediately vetted and/or tested for accuracy and quality. This process of discrimination should be both an immediate tactical and testable undertaking and a long-term strategic process of recurring verification and reverification. Do not expect any particular source to be always accurate, but do not allow any particular source to function in an important role unless it has proven itself capable of both consistent reliability and trustworthiness.

After establishing a few reliable and trustworthy contact points the network must grow in order to gain new sources of information and intelligence as well as to develop and generate new capabilities. Therefore always view already established contacts and contact points as generators of new contacts, informants, intelligence and perhaps even secondary and tertiary networks, or sub-networks. Consider as well every potentially useful new contact or acquaintance as a possible future contact point in your greater network. Contact points should also be capable of redundancy and potential verification of information and intelligence gathered from other points along the nexus and for information gathered from sources outside the network. This is to say that contact points are more than simple sources of information; they will also function as multi-capable nodes along the operational structure of the entire network. I will expound upon the importance of and briefly discuss some of the details regarding contact points later in this paper. For now it is important to remember that contacts and sources provide information and possibly intelligence, but contact points can potentially serve many varied functions, such as; information retrieval, intelligence gathering, analysis, communications, coding, encryption, decoding/decryption, collation, research, as reliable and secure relay points, as information nodes, computational capabilities, disinformation and misinformation dissemination, and even serve as a sort of network disguise, and misdirectional cover or front.

Constantly look for, search out and develop new contacts, contact points, information and intelligence sources, and informants in order to successfully grow your network. Your network’s ultimate effectiveness will depend upon both the quality and quantity of your contacts, contact points, and your contact’s network. In the initial stages of building and developing your network concentrate on the quality of your contacts and contact points, but in the larger and long term concentrate upon both the quality and quantity of those contacts and contact points which comprise the elements of your network. Always develop and maintain quality to the greatest degree possible within all elements of your network, but also always grow and encourage quantity in the most consistent manner possible throughout all aspects of your network. This will assure that your network has both great depth and breadth and that it is capable of the widest and most valuable range of flexible and functional capacities possible.

It does not matter what the major focus of your network is, what it is most well designed to do, what it in actuality best does, or what the functional intent(s) or objective(s) may be, this introductory advice applies equally well to any possible network you might desire to establish in any field of activity or enterprise. The PIIN is a potentially invaluable tool for both the amateur and professional alike, for both citizen and official agent, and no matter the function or objective, the real capabilities of any established PIIN will be determined by the inventiveness, innovation, flexibility, enterprise, imagination and quality of the component parts of the network. And those component parts are composed and arranged by the originator of the network, that individual who is responsible for first establishing the nature and parameters of the own individual PIIN. The originator therefore will establish the genesis of the network and how well it grows and develops in the initial stages, but as the network grows it will develop capabilities never earlier imagined by the originator and will eventually become functional in an almost independent sense, as long as quality contacts and sources are developed and as long as those contacts and sources continue to grow and establish new capabilities and contacts of their own. A PIIN begins therefore as an idea and individual construct but over time develops into an almost biological organization of vast complexity and capacity. Drawing upon the collective skills and capabilities of the PIIN for whatever is desired or needed makes the PIIN a worthwhile and profitable venture for all individuals associated with that network, and because of the potential for continued and even exponential growth the PIIN is an extremely advantageous system of achieving complex objectives rapidly and of multiplying capabilities well beyond the individual level.

Because of the limitations of space regarding this essay I cannot describe all of the potential advantages that would possibly be gained by the formation of individual PIINs, either those advantages that would be enjoyed by agents or officers in the service of some official organization, or those advantages that would be enjoyed by citizens who have formed and are employing their own personal PIIN. But the potential advantages would be numerous, and such networks could beneficially overlap, inform, and service each other in times of national emergency or crisis. More importantly, if such networks were allowed to “cluster” and interact/interface in an efficient, secure, and positive manner then they would serve as invaluable intelligence gathering and investigative tools for the anticipation of disaster and the effective prevention and thwarting of many forms of malicious harm intended by the enemies of the United States.

As just one small example of how PIINs would make highly effective and useful tools for the benefit of both the citizenry and the government let me outline this scenario. A hostile entity decides upon a coordinated and simultaneous cyber-attack against both the American civil government and the Pentagon. These attacks overwhelm official servers who are the obvious targets of offensive action. During such periods of particular and isolated cyber attack against governmental and/or military networks, or even during periods of general and on-going netcentric engagement or warfare the PIIN can act as an emergency secondary or redundancy system of information and communications exchange, intelligence gathering, an investigative force as to who is attacking, why, from where, and how, and for coordinating a necessary and effective counteraction or response. While main systems are under attack, disabled, or malfunctioning PIINs can serve as ancillary and even secretive means of continuing vital operations or responding to attack. It is relatively easy to attack and at least temporarily paralyze large-scale and centralized networks efficiently given the proper time, coordination, planning, resources, incentives, and information on system vulnerabilities, but it would be nearly impossible to simultaneously disable all small-scale private and personal networks. PIINs are the private enterprise of innovative intelligence and investigative networks.

Other examples of the potential usefulness of the PIIN are easy enough to construct, such as creating and fostering “bridging links” between individual citizens, law enforcement agencies, governmental entities, and the military. PIINs can also be used as investigative networks and resources, as research hubs, as communication nodes, as a pool of expertise (both amateur and professional), as an emergency system of collective and clustered capability, as a functional and ever growing database of information, as an ancillary or auxiliary analytical network, and as an exchange for valuable contacts, sources, and useful informants. Perhaps just as important to the overall value-added aspect of the usefulness of the PIIN is the fact that most PIINs can be constructed at little to no cost using already available personal, technological, and organizational resources. It is simply a matter of redirecting already available resources to the construction and maintenance of the PIIN, or of simply reformatting the way in which contemporary networks are thought of and how they currently operate, or fail to operate, effectively.

The next administration would do very well to consider encouraging the development of Private and Personal Intelligence and Investigative Networks throughout our society, and to encouraging the exploitation of such networks for the benefit of all the citizens of the United States of America.

 

 

UNFINISHED PROJECTS

Had a superb idea for a new on-line business venture (start-up) called Unfinished Projects. I’m going to be approaching some potential partners with the idea later this week.

At this point I am merely creating the design sketches and outline for the business, but in a relatively short period of time I could easily develop both business and operating plans.

THE 20/88 PLAN

THE 20/88 PLAN

Today is the first official day of my Spring Offensive. I had planned to begin yesterday but a back injury prevented my proceeding.

In conjunction with my Spring Offensive I have developed a new Operational Plan for further building both my Businesses (including my inventions) and Careers (as a fiction writer, songwriter, and poet).

The new plan is what I call the 20/88 Plan.

It covers most all of my efforts during my current Spring Offensive. It is very simple in construction and should be simple in execution, though it might also possibly be somewhat time-consuming in execution, at least to an extent, depending on how events actually transpire.

I developed this plan as a result of my experience as a Contacts Broker and a Consultant. Basically it says this,

“Every month I will submit to 20 potential Agents or Contacts who will be able to help me achieve my ambitions. At the same time I will seek 8 Partners to work with me on various projects.”

Since I am basically pursuing Four Basic Fields of Endeavor, or Four Separate Types of Enterprises for my Spring Offensive that will equal twenty agents, new clients, etc. in each field, and two partners for each enterprise.

Four times twenty in each Field of Endeavor equals 80, plus the overall eight partners (two in each Enterprise) equals eight, and added all together equals 88.

Therefore 20 in each Field plus 8 partners equals 88.

If in the first month I fail to secure at least one agent or client or so forth in any given Field of Endeavour or at least one partner in any given Enterprise then I will just move on to the next list of 20 or 2 that I have prepared until I secure worthwhile, productive, and profitable agents or partners.

These are the actual details of my Current 20/88 Plan.

General Fields of Endeavor:

20 Agents Contacted (for my Writings)

20 Publishers Contacted (for my Poetry, Songs, and Writings)

20 New Clients Contacted (for my Business Enterprises and for Open Door)

20 Capital Partners and Investors Contacted (for my Business Enterprises, my Crowdfunding Projects, and my Design and Inventions Laboratory)

Enterprise Partners:

2 Songwriting Partners (composers primarily, since I am primarily a lyricist)

2 Publishing Partners (for my books and writings)

2 Business Partners

2 Major Capital or Investment Partners

REFERENTIAL TREATMENT

Wise advice when referring to such enterprises.

In my opinion references are not only a two way street, they are a multi-lane overpass leading in so many possible directions that you never know where the road might eventually end. If it does end.

References should be looked upon the same way you look upon clients and employees, as Human Capital.

 

5 Things Super-Smart People Do to Prepare Their References

Great references can help you clinch a job offer or new client. So why not help them help you?
IMAGE: Getty Images

You’ve applied for a job or pitched a new customer. Interest seemed high, and you’ve provided a list of references in hopes of closing the deal. But do you know exactly what those references will say, and whether–even inadvertently–they’re failing to make you seem like a top contender?

Before you give a reference, your best strategy is to know exactly what that reference will say. And while it can seem awkward to prepare a reference for questions he or she may receive, that’s exactly what you should do. That advice comes from career counselor Peter K. Studner, author of the book and website Super Job Search IV. Here’s the approach he recommends:

1. Choose your references carefully.

You want your reference to not only sing your praises, but also support any claims you’ve made about your skills, or the qualities of your product and service. So try to choose people who’ve had specific experiences that will show you and your work in the best light. If you’re referring customers, look for those who can tell a good story about how your product or service solved a problem in exactly the way you want to promote. If you’re applying for a job, consider former managers–but also people you’ve managed and helped to mentor, particularly if you’re looking for a managerial position.

“In addition, put some thought into how your references might present you to potential employers,” Studner advises. “Effective references are good communicators who can discuss you and your work in an objective manner without exaggerating.” A reference who’s bad at communication, impossible to reach, or will offer an unnecessarily long-winded tribute might do you more harm than good.

2. Figure out how each reference can best help you.

An innocent comment about your personality or approach can easily raise a red flag with a hiring manager or cautious customer, so try to have as good an idea as you can of what your reference might say. If you can, set the stage by letting each reference know the specific skills or benefits of your product you would like them to mention. This might be different from reference to reference, and depending on the customer or job you’re seeking.

3. Meet with your references.

Ideally, Studner says, this should be an in-person meeting, but you can also talk by phone or video chat if that’s impractical. Keep in mind that, both for the meeting and for the reference itself, you’re asking someone to sacrifice their time–the most precious commodity any professional has these days. So use that time wisely, and express your appreciation.

4. Ask the tough questions.

That is, the same tough questions that a prospective customer or employer is likely to ask. An employer might ask why you left the company, what your greatest areas for improvement were, and whether they would hire you again. If you’re applying for a managerial position, they will ask about your leadership skills. They are also likely to ask who else in the company managed you–and then also contact these others and ask for their thoughts as well, even if you did not list them as a reference. Both you and your reference should be prepared for this question.

A prospective customer may ask about anything that went wrong with your product or service, whether they would purchase it again, and may also ask if your reference can refer them to any other of your current or past customers. They may also ask about any price concessions you made. Your reference should be prepared to answer all of these.

5. Keep in touch.

Don’t think of your references as a one-time need. They’re an asset to your career just like your resume or branding materials. So keep them in the loop about jobs you’ve applied for or customers you’ve pitched so they’re not caught by surprise when these companies get in touch. If appropriate, ask the reference to let you know if they’ve been contacted and how the conversation went.

Going forward, nurture the relationship. Look for opportunities to send your reference useful articles or make introductions that might benefit him or her. Remember that references can make or break your career. “Don’t treat references as an afterthought,” Studner says.

A VALIANT EFFORT

I have to admit that if I were Valiant comics, and given Valiant’s roster of characters, having a Chinese entertainment company as a capital and marketing/production partner would probably seem like a near ideal arrangement.

 

Valiant Comics Plans to Launch Its Own ‘Cinematic Universe’

By

Fear not: There will be no shortage of comic-book movies in years to come, even if DC and Marvel give up on constantly rebooting Batman and Spider-Man. The independent comic-book publisher Valiant Entertainment has secured an eight-figure equity investment from Beijing-based DMG Entertainment, plus an additional nine figures for the production of film and TV projects. The publisher has a library of 2,000 characters, including X-O Manowar and Harbinger, and films based on the titles Bloodshot, Shadowman, and Archer & Armstrong were already in the works. Valiant says its partnership with DMG — which co-produced and co-financed Iron Man 3 — will allow it to “begin to establish its cinematic universe in the United States, China and beyond.”

The two companies plan to develop more superhero films for simultaneous release in the U.S. and China, and to expand Valiant’s Asian audience via Chinese-language publishing, animation, online games, merchandise, and theme parks.

“Audiences in China and the rest of the world are hungry for heroic stories that they can more easily relate to … and with the international box office accounting for the biggest piece of the total gross, the time is right for a truly international superhero franchise,” said DMG President Wu Bing in a press release. “DMG will bring its unique global perspective to the task of transforming the Valiant Universe into the first international comic-movie universe.”

 

NO MAN IS A CHAMILLIONAIRE UNLESS HE WANTS TO BE

I don’t know this guy from Adam, and I don’t care much for modern rap. But I will say this, many rappers (not all, but many) seem to have a good eye for business and turn out to be excellent entrepreneurs. So it is no surprise to me at all that they would turn their attention to or be involved in Capital Ventures and Start-Up operations.

So I say let the boy run as far as he can run, and Godspeed to his ventures.  Hope they are enormously successful.

And I fully and definitely agree with this sentiment on the part of the author of this article: No man should restrict himself to a single venture when he could master many.

 

Chamillionaire Is Now An Entrepreneur In Residence at a Venture Capital Firm

In a letter penned by VC Mark Suster explaining the head-turning week he’s had at Upfront Ventures in Los Angeles, he explains the presence of a new face around the office: Chamillionaire. The same Chamillionaire who was showing us how to get our respective shines on not a decade ago. But if Kanye has taught us anything, it’s that we can find success in multiple creative outlets. In the past five years or so, Cham has been quietly but actively involved in the tech startup scene, from speaking on social media engagement in the music industry to hanging out with Y Combinator associates.

He’s also been making some investments himself. He was one of the earliest investors in Maker Studios, an online video network founded in 2009 and sold to Disney for $500 million last year. The firm he’s currently hanging with and advising, Upfront Ventures, has a vast portfolio that includes some acquired startups such as Bill Me Later (Rick Ross may or may not have been referring to this method of monetary transaction on his verse for Nicki Minaj’s “I Am Your Leader”). Suffice it to say that Chamillionaire has transcended the days when he explained on YouTube how Michael Jordan sonned him, or maybe that was just an early example of his Internet savvy and ability to manipulate viral stories and plant social media engagement. At any rate, in a world in which Internet entrepreneurs like Ben Horowitz make business decisions through the inspiration of rap songs, it’s not surprising to see that we now have rappers getting their own piece of the pie.

We can all agree that Chamillionaire should be given a platform to speak at the next TechCrunch Disrupt conference.

 

 

WORKS IN PROGRESS

For the rest of this week I will not be posting any original content to this blog or any of my blogs. Recently, due to my work schedule and other obligations, I have had very little time to work on the overall construction and the technical aspects of my blog(s). I had planned to complete those aspects of my blogs long ago but other things kept interfering.

So this week I have decided to spend the entire week finishing my originally conceived construction-plans of my blogs to make it easier for new business partners, business writers, inventors, investors, manufacturers, and venture capitalists to find me and to communicate and work with me.

To that end I will spend the rest of the week finishing my original plans and retooling this site.

As I said, as it stands now I plan to add no more original content this week so as to finally finish my original designs without interruption or any more delays.

However you can still find a great deal of useful content in the various Categories already present on this blog, and on the Categories of all of my other blogs. Just pick the categories that interest you and browse at will. Uncategorized will allow you to find everything.

I will also be sharing useful articles, content, and posts I find on other sites as I run across them and time allows. But most of my time this week will be spent on blog development.

Thank you for being a Reader and Follower of my blogs, I appreciate your patronage and hope you find my blogs enjoyable, entertaining, and most especially, useful.

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