BLACK COCKTALE

• KAREs COLLECTS your junks or old items which it considers as reusable valuables rather than have them thrown away; SORT, PROCESS, PACKAGE & DISTRIBUTE them neatly to the needy in the community. These items may vary from shirts, trousers, shoes, bags… etc.

• Store up-cycled item and make them readily available to NGOs, Individuals, and Charities to distribute

Entrepreneurs advantage

The Key To Unlocking The Entrepreneurial Advantage

Jay Abraham’s 9 Drivers of Business for Unlocking The Entrepreneurial Advantage

1). Marketing

“…if you can get people who were selling 1 out of 7 prospects to sell 1 out of 3. The sales leverage available to you is profound. If you can get sales letters that were pulling 0.5% to pull 4%…if you can people who were buying $250 to now buy $400…if you can get people who were buying once a year to buy once a quarter or once a month…if you can get people who weren’t referring anyone to you to start referring five new customers each a year…the combined effect of that kind of marketing leverage is exponential growth.

That’s exactly how you increase your business, your revenue, your sales, your profits, your wealth, and your net worth by factors of ten times or more. That really is.”

“First thing you do is you do an internal marketing audit and inventory. You identify all the marketing activities, processes, and elements going on and then you start looking at the best performing ways to improve upon it. How do you find them?

There are three approaches:

• Look within your organization and see who else does what you want to do better. Model, codify and replicate the highest performing people in your company doing various selling or marketing processes. And get everyone else in the organization to start applying it or adding its best elements to their previous method.

• Go outside your company. Look at other enterprises in the same field outside your market (or even in your market) that have better ways of marketing, of selling, of lead generating, of conversion, of re-selling and of up-selling¾and borrow their success processes.

• Go outside your industry, to related industries, and look at their best practices. Look at the spectrum of opportunities out there that other people have found, uncovered, discovered, refined and are using each and every day with massive success¾to either identify prospects, sell direct, run ads that pull great response, make better sales presentations, get appointments, or attract people to trade shows.

Then borrow, adapt, adopt, and directly funnel and apply those processes and approaches to your business and start doing this exercise as a regular on-going process in which you measure, monitor, analyze, quantify and figure out how many different things you can add to your current success approach by either adding new additional elements or replacing the underperforming ones that are not justifying their time, their effort, their opportunity cost or their existence.”

2). Strategy

“Strategy is the master purpose your business is all about. It’s different than your business model. Strategy is literally the explanation of the entire operating approach your business is following and why and how every element of it integrates, advances and deploys the big picture outcome that you’re after.”

“1.) The first thing is by understanding that you do have strategy you are currently following even if it’s a reactive one. You’ve got to adopt, first and foremost, a proactive long-term strategy.

2.) You’ve got to figure out what it is you’re trying to do, accomplish, build and sustain with your business.

3.) You’ve got to figure what big operating approach will get you the greatest outcome you want in the fastest period of time on the most sustaining and enduring basis. Once you figure that out then you’ve got to think through your tactics.

These are the actions or vehicles that help deliver the strategic result you’re after. What actions, what activities, what concepts, what approaches will deploy your “big picture” strategy best. Meaning what are the best moves and maneuvers to achieve the big outcome you are after.”

3). Capital

• Human Capital:

• Intellectual Capital:

• Financial Capital:

4). Business model

“Let’s say that your business, basically, is a one-shot business. And your business model is you advertise or direct mail market to get leads. You convert them to a one-time sale. You do nothing else with them after they buy or even if they didn’t buy and that’s your business model.

Well, if you added one more dimension to it, after the people that didn’t buy from you and you figured out how to do something else with them for other products and services that are complementary to the need they came to you originally to help them solve or fill. And for the people that do buy, you figure out how to sell them other people’s products or services afterwards. You’ve just added two new dimensions, elements, or layers to your business model and that simple shift in thinking could triple or quadruple your profit.”

5). Relationships

• Business Relationships: people you met during the course of doing business; clients, suppliers, employees, partners, etc.

• Professional Relationships: people in the same field as yourself; colleagues,

• Collegial Relationships: people you attended school with; course mates, school mates, etc.

• Mastermind Relationships: brilliant minds, mentors, business coaches, fellow entrepreneurs, you brainstorm together.

“If I were you and I had relationships in any kind of other business in any field of endeavor, I’d tap into it regularly. Anybody who, knowingly or otherwise, could be a vessel for you to gain greater expanded understanding or hone in on better performing approaches, strategies, etc., I would first and foremost start picking their minds.

I’d ask them questions. I’d tell them your problems. I’d tell them your goals. I’d ask them questions of whatever their area of skill was, what the highest performing thing they did to accept or solve the issue or objective you’re intent in learning about, what was the secret to be successful at it, what they saw, find out what their company or their employer or their industry did best that you don’t do well and learn how to improve from the discussion.

I’d ask them a myriad of questions that would expand my knowledge base proficiency and perspective. I’d write them down. I would record them. I’d add it all to my current operating system. I would keep borrowing the success processes I learned from these activities, from all kinds of different people I know, and apply them to my business opportunities or challenges.”

6). Distribution channels

“You have a number of unrecognized distribution channels you don’t fully maximize and there’s enormous leverage in them. For example, let’s say that you distribute your product through five hundred retailers. Well, that is a distribution outlet for all kinds of other products.”

• Increase your distribution channels: this is quite obvious, just like the example above. If you have only one distribution channel, adding more will increase your company’s capacity to grow.

• Offer more products through your existing distribution channels: this is less obvious, and if well executed can increase your company’s growth potential with less investment on your part. Here’s a fantastic case study from Jay Abraham;

“We had a company that had two products in the athletic clothing field. They were doing about $2 million and making half a million in profit. They came to me because their products were starting to slow down. They wanted me to give them a breakthrough idea. I looked at their business and I saw that their real assets weren’t their two products. They had accounts with 5,000 retailers. Amongst them all were Nordstrom’s, K-Mart, Target, JC Penney and Parkway and Hosiery.

I showed them that all they had to do was secure the rights to other people’s athletic products then give those people a royalty for their clothes design, start having those products manufactured for my client, put their licensed products through the same distribution pipeline and they’d make ten times as much selling these other products through their distribution channel as they did from their main products. They did it and I was right. They made a fortune.”

7). Products and services

8). System

9). Ideology

Conclusion

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