Gilbert Oloko Online Databases (GOOD / How-Tos Collection

HOW TOs Collection - Collection «Comment Faire»

How to win - Comment gagner
How to write your mission statement - Comment rédiger sa mission d'entreprise
How to learn how to live with (or without) my banker - Comment apprendre à vivre avec ou sans mon banquier
How to Prevent Employee Pilferage - Comment éviter le vol perpétré par ses employés
How to find profitable niches as for customers - Comment trouver un créneau profitable en termes de clientèle
How to speak like Sir Winston Churchill - Comment s'exprimer comme Sir Winston Churchill
How to write a media release that has a "news hook"
How to develop a "Do It Now" Mentality
How to write Bestselling books
How to succeed in reengineering
How to take advantage of business animosity
How to put customers at the center of your business
How to Franchise a Business
How to prepare for your next trade show
Comment Réussir comme Entrepreneur
Comment fidéliser le Client
How to select an Internet mall
How to start a profitable franchise
How to succeed in succession planning
How to increase your capacity for stress
How to prevent information leaks
How to develop entrepreneurial innovation

How to win (5 points Success System from Don Schulla & Ken Blanchard

DRIVE YOURSELF WITH CONVICTION:
a) keep your perspective;
b) learn by example;
c) earn respect (lots of leaders want to be popular. Don't care about that. Be respected);d) encourage strong character in your team;
e) enjoy what you do.
OVERLEARN (the best way to excel is to practice hard all the time)
BE AUDIBLE-READY (Change plans as circumstances demand)
BE CONSISTENT.
BE HONESTY-DRIVEN.

---To know more about the above success system, please read Everyone's a coach by Don Schulla and Ken Blanchard.

Comment gagner ( Système de succès en 5 points, de Don Schulla & Ken Blanchard

SE CONDUIRE AVEC CONVICTION:
a)maintenir la perspective de ses actions;
b) mener par l'exemple;
c) gagner le respect (plusieurs leaders veulent être populaires. Ne vous préoccupez pas de la popularité. Veuillez plutôt à être respecté;
d) Promouvoir le fort caractère dans votre équipe;
e) Avoir du plaisir à faire ce que l'on fait.
APPRENDRE À OUTRANCE (la meilleure façon d'exceller est de s'exercer continuellement et sans cesse).
ÊTRE RÉCEPTIF À SON ENVIRONNEMENT (changer ses plans en fonction des circonstances).
ÊTRE CONSISTANT DANS SES ACTIONS.
AGIR SUR LA BASE DE L'HONNÊTETÉ.

---Pour en savoir davantage sur ce système de succès, lire le livre de Don Schulla et Ken Blanchard intitulé Everyone's a coach

how to write your mission statement (6 points by Patricia Jones and Larry Kahammer)

Keep the statement simple. Not necessarily short, but simple.
Allow company wide input.
Outsiders can bring clarity and a fresh perspective to your statement-writing process.
The wording and tone should reflect thecompany's personality or what the company would like to be.
Share the mission statement in as many creative ways as possible and in as many languages as necessary. Keep it in front of people constantly.
Continually challenge the mission statement and judge employees by how well they adhere to its tenets. Management must say it and live it.

Comment rédiger sa mission d'entreprise (6 points par Patricia Jones et Larry Kahammer)

L'énoncé de la mission d'entreprise doit être simple. Pas nécessairement court, mais simple.
S'assurer du plus grand apport possible de la part des forces vives de l'entreprise.
Les personnes extérieures à l'organisation peuvent apporter des clarifications et des perspectives rafraîchissantes dans le processus de rédaction.
Les mots et le ton devraient refléter la personnalité de l'entreprise ou ce qu'elle aimerait devenir.
Diffuser l'énoncé de la mission autant que possible et en autant de langues que possible. Le garder constamment visible.
Tester sans cesse le degré d'adhésion des employés à l'esprit et à la lettre de l'énoncé. La direction doit évoquer et vivre le contenu de la mission.

How to learn how to live with (or without) my banker ( 6 questions) by Alessandra Bianchi

Do I really need a bank ?
Do I need more than one bank ?
What has my banker done for me lately ?
How do I know when its time to leave ?
Does my banker know my business ?
Does my banker know me ?

Comment apprendre à vivre avec ou sans mon banquier (6 questions) par Alessandra Bianchi

Ai-je vraiment besoin d'une banque?
Ai-je besoin de plus d'une banque?
Qu'est-ce-que mon banquier a fait pour moi ces derniers temps?
Quand est-ce que je sais le moment de partir?
Mon banquier connait-il la nature de mes affaires?
Mon banquier me connait-il?

How to Prevent Employee Pilferage (5 tips) by Robina Gangemi

Dont hire problems (screen candidates);
Establish checks and balances (don't put too much on only two hands);
Control inventory ;
Educate employees ;
Take a preventive approach.

Comment éviter le vol perpétré par ses employés (5 trucs) par Robina Gangemi

Ne recrutez pas les problèmes (évaluez bien les postulants)
Établissez des contre vérifications (n'en donnez pas trop à deux mains seules)
Contrôlez l'inventaire
Éduquez vos employés
Adoptez une approche préventive

How to find profitable niches as for customers (9 questions) by Thomas Winninger

What makes me different from my competitors ?
If I ceased to exist, why would my costumers miss me ?
What do customers ask for that I don't have ?
What need do I fill that no one else in the market fills ?
What need could I fill for my customers if I wanted to ?
Have I segmented my market precisely enough ?
Who are my best customers ? Why ? What needs of theirs do I fill ?
Do customers buy my whole line of products and services? What part of the line is most popular? Most profitable ?
Where are the customers I want to capture ?

Comment trouver un créneau profitable en termes de clientèle (9 questions) par Thomas Winninger

Qu'est-ce qui me rend différent de mes concurrents?
Si je cessais d'exister, en quoi est-ce que mes clients s'ennuieraient-ils de moi?
Qu'y a-t-il que mes clients demandent et que je n'ai pas?
Quel besoin remplirais-je que personne d'autre sur le marché ne remplit?
Quel besoin de mes clients pourrais-je satisfaire si je le voulais?
Ai-je suffisament segmenté mon marché?
Qui sont mes meilleurs clients? pourquoi? Quels sont ceux de leurs besoins que je satisfais?
Les clients achètent-ils toute ma ligne de produit et services? Quelle partie de la ligne est-elle la plus populaire? La plus rentable?
Où se trouvent la clientèle que j'aimerais développer?

How to speak like Sir Winston Churchill ( 5 rules) by Duncan Maxwell Anderson

Begin strongly ;
Use simple language ;
Paint word pictures ;
Stick to one theme;
End with emotion .

Comment s'exprimer comme Sir Winston Churchill

Débuter avec force
Utiliser un langage simple
Utiliser un langage coloré
Ne s'en tenir qu'à un seul thème
Terminer sur une note d'émotion

How to write a media release that has a "news hook" (3 tips) by Allan Bonner Communications

Piggyback on existing news. Offer a local angle to an international story; explain the national implications of a local story or offer your reaction to a continuing story ;
Time hooks are as close as your calendar. Give Editors their seasonal content: People travel and shop at christmas; start school in September and finish in April or June; and the unemployment rate goes up in winter.
Offer a human interest angle or quirky story. Your plant expansion may become news if you are the largest local employer of women because of your on-site daycare.

How to develop a "Do It Now" Mentality (12 tips) by Kerry Gleeson

Become as clever about completing things as you've been about putting them off. Don't procrastinate ;
Eliminate the little things that pull your attention away from your major tasks ;
Work in block of time, rather than piecemeal ;
Tackle problems as they're small ; Catch problems before they become big crisis ;
Cut down on interruptions by completing work on time ;
Build decisiveness into your work (Successful people take little time to make a decision and a long time to change a decision once it has been made) ;
Work toward the future (People who live in the past tend to focus on lost opportunities and what might have been) ;
Stop worrying ;
Increase productivity by spending time at the beginning or end of each day to plan your activities ;
Be realistic ;
Clear your desk and mind (Separate the useful tools from the useless) ;
Schedule your objectives.

How to write Bestselling books (25 Tips) by John Westermann and Paul McCarthy (John WESTERMANN)

Write story as if you are telling it to someone you love to entertain ;
Outline if you can (Writing is architecture) ;
Put as much of the good stuff as you can upfront (Pack your beginning with enough tension and suspense) ;
Edit ruthlessly ;
When you work from real life, adjust those vividly remembered scenes to the demands of the story's structure ;
Choose mere mortals as characters ;
Build worthy opponents for your heroes, not sraw men ;
Try to see every scene from the viewpoint of each character in it ;
Practice empathy . Even sympathy. If the people don't feel real, the story sounds like a lie ;
State your most outlandish positions boldly.. Like a politician, allow no equivocation to invite reader disbelief ;
Skip gracefully past you don't know (or do the research) ;
Consider the tone of the writing (Is it appropriate to your plot and characters?) ;
Consider the pace of the story. Spend words where they are needed. Slow down for the dramatic; whisk us through the mundane.
Make your dialogue sound like real people speak ;
Make your ending better than your beginning . Make your middle better than both.

(Paul McCARTHY)

Write with a particular audience in mind;
Study the novels of your favorite writers in the category ;
Before you start writing, think the story through ;
Once you've started writing, stop frm time to time and mentally review what's written and where the story is going ;
In the best stories, the hero has a goal and he must care deeply about achieving that goal ;
Plot simply. readers should never be confused by what's going on, but should find the action unpredictable, which is quite different ;
The hero must be likable ; This obvious but too important not to repeat ;
Motivation is critical . Every character must act for reasons that make sense even if only to him or her ;
The characters must be interesting, and the more important they are to the story, the more sugnificant thet quality becomes ;
If the story isn't moving, yo're going to lose your readers.

How to succeed in reengineering (9 principles) by Michael Hammer

Make sure what you're doing really is reengineering ;
Apply reegineering to processes, not company units ;
Set a time limit for analysis - and keep it ;
Leadership must commit to rengineering wholeheardtedly ;
Be bold in redesign ( the leaders of the reengineering effort must create an environment in which people not only feel it is safe to have breakthrough ideas, but required) ;
Test your ideas ;
Move quickly ;
Put all parts of your organization on the table ;
Attend to the concerns of people.

How to take advantage of business animosity (9 benefits) by Anne Murphy

You must know that animosity has its advantages. They include :

Visibility (feisty rivals tend to attract attention) ;
A do-it-or-die drive to innovate ;
Continuous feedback (obseessive benchmarking means you'll know if and when you fall behind or pull ahead) ;
A Market development subsidy ( the costs of growing a market or building an industry are shared) ;
A brand boost ( it's easier to differentiate and promote your stuff when there's somebody else's stuff you can call inferior) ;
Price protection ( Unless price wars erupt, a competitor's pricing practices can help set an industry standard that protects your margins and supports your premiums) ;
Entrance barriers ( Potential entrants might be deterred by a good fight between two rivals who look as if they mean business) ;
Better moral ( A rivalry keeps employees psyched, battle ready, loyal, and proud) ;
Fun (You get to play and replay a grudge match every day. You're bound to win at least some of the time) .

How to put customers at the center of your business (6 imperatives) by Bert A. Spector

Refocus on customer-defined value (structures, systems, and operating styles should allow employees to focus on the needs of customers) ;
Demand responsiveness from the top ;
Enable frontline employees to meet and exceed customer expectations;
Create and maintain cross-organizational teamwork;
Continuously diagnose and improve performance;
Allow employee discretion within a well-defined set of parameters.

How to Franchise a Business (8 must-...) by Katherine Callan

Your business must have national appeal;
You must have an operating prototype;
You need sufficient capitalization;
Your business must be teachable;
Every aspect of the business must be documented and systematized;
You must have a system for recruiting, hiring, and training people;
You must know your competition;
You must be fair to franchisees.

How to prepare for your next trade show (20 success tactics) by Jeffrey Gitomer

Develop your game plan before you leave the office;
Get there a day early;
Have your presentation material ready and rehearsed;
Stay at the main/best hotel;
Work the trade show during set-up;
Be the first to arrive and the last to leave every day;
Target five important people in your industry youn want to get to know;
Target 10 customers;
Target 10 prospects;
Find out about every hospitality suite after-hours party being given;
Have fun and be funny
Stay sober all the time;
Attend seminars and lectures where you can neywork with your customers and prospects;
Don't waste time doing non-productive things;
Regroup at night and plan (or re-plan) for the next day;
Be a presenter (Give a talk or seminar that will establish your expertise and position you and your company as industry leaders);
Write notes on the backs of business cards immediately (if you make a lot of contacts, you,ll never remember everything);
Have a memorable handout or ad specialty;
Get a list of attendees from the association host after the show;
Stay focused

Comment Réussir comme Entrepreneur (9 étapes) par Marguérite Wolfe

Faites le point sur votre vie actuelle ;
Rêvez en technicolor. Avant de passer à l'action, laissez-vous aller à rêver un peu ;
Faites-vous un plan d'action "idéal" ;
Voyez-vous déjà réussir et goûtez au plaisir. Voyez-vous déjà dans une vie de rêve ;
Organisez-vous ;
Décidez que RIEN ne vous arrêtera ;
Devenez un "super-vendeur" . Apprendre à vendre directement est la meilleure garantie de succès pour un entrepreneur;
Entourez-vous d'entrepreneurs ;
Félicitez-vous de vos bons coups .

Comment fidéliser le Client (10 commandements) par Carl Sewel (adaptation de Jean-Marc Chaput );

Garder le contact (demande aux clients ce qu'ils veulent et le leur donner jour après jour) ;
Travailler pour le client ;
Livrer la marchandise ( les clients aiment les promesses tenues) ;
Savoir dire oui ! (Lorsqu'un client demande quelque chose, il faut être en mesure de dire oui ;
Abolir le service des plaintes ( chaque employé doit avoir suffisamment de latitude pour régler les problèmes des clients) ;
Encourager les clients à dire ce qu'ils n'aiment pas ;
Tout se mesure. Vous devriez en faire autant ;
Savoir rémunérer ses employés de façon juste et équitable ;
Respectez les clients ;
Regarder la façon de faire des Japonais et en apprendre des meilleurs pour s'améliorer.

How to select an Internet Mall (4 things to consider) by Daniel Janal;

Make sure the mall has high-quality connectivity to the Internet, which means a T1 line or better;
The mall must have an address (URL) that is both easy to type and easy to remember;
It should have an attractive and easy user interface;
the company that runs the mall should have experience in publicizing and promoting the site

How to start a profitable franchise (10 rules) by William B. Davidson & Tonia L. Shakespear;

Know thyself;
Research the market;
Investigate the franchisor;
Scrutinize the prospectus;
Come to the table withmoney;
Seek out support services;
Estimate all costs;
Scout out a location;
Create an advertising budget;
Devise an exit strategy.

How to succeed in succession planning (8 factors) by Cassandra Hayes;

Target individuals with the technical, leadership and administrative skills and competencies required for the job;
Ask yourself, how does this person interact eith co-workers?;
Talk to your potential successor;
Give your chosen successor increased responsibilities;
Set up a career development plan;
Discuss with your successor your department's long-range plans and seek their feedback;
Don't set someone up for failure;
Keep in mind that you may be judged by how your department functions without you;

How to increase your capacity for stress (4 principles) by Jim Loehr;

Strengten your midsection (have 100 stomach crunches daily);
Practice interval training (on the field oi in business, you've got topush yourself and then recover by sleeping, eating well, and establishing outlets for stress, which can be as simple as laughing or listening music);
Develop performer skills (asting "as if" you feel a particular way can get the chemistry moving in that direction);
Practice winning rituals (establish a consistent schedule of eating and drinking, with a minimum of five small meals a day. With so much of your life out of control, highly ritualized routines will increase your effectiveness).

How to prevent information leaks (3 teps) by Nation's Business;

Create a hush-hush policy. Regularly remind workers not to talk about company activities in public places;
Get it in writing. Have all employees promise to safeguard company secrets;
Display trade-show savvy. Tradeshows are notorious arenas for eaves dropping. Competitors typically check out rivals' booths to examine their product and catch stray conversations. Be on guard for corporate spies

How to develop entrepreneurial innovation (2 tips) by Teresa M. Amabile

Make sure you build a creative organization by recruiting people who display these three critical qualities: passion, expertise, and creative thinking skills;
Develop a workplace with these qualities:
Freedom for individuals to decide on their own how to accomplish a task;
Good project management;
- Sufficient resources;
- Organiszational athmosphere that prizes innovation and allows room for some failure;
- Sufficient time to consider creative approaches to a problem;
- Pressure - a sense of challenge that is personalized to the individual's skills, and a sense of urgency based on the desire to accomplish an important goal.

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