Avoid the “Lowest Price” Strategy…..

Having the lowest price isn't a strong position for anyl business. Large competitors with deep pockets and the ability to have lower operating costs will destroy any small business trying to compete on price alone. Avoiding the low pricing strategy starts with looking at the demand in the market by examining three factors:

1. Competitive Analysis: Don't just look at your competitor's pricing. Look at the whole package they offer. Are they serving price-conscious consumers or the affluent group? What are the value-added services if any?

2. Ceiling Price: The ceiling price is the highest price the market will bear. Survey experts and customers to determine pricing limits. The highest price in the market may not be the ceiling price.

3. Price Elasticity: If the demand for your product or service is less elastic, you can then have a higher ceiling on prices. Low elastic demand depends on limited competitors, buyer's perception of quality, and consumers not habituated to looking for the lowest price in your industry.

Once you understand the demand structure in your industry, review your costs and profit goals as set in your business plan or financials. The low price strategy is best avoided by small business but there are conditions such as a price war that can drag a company into the lowest price battle.

Evading a Price War

A price war can wreck havoc in any industry and leave many businesses, out of business. In the early 90's,  the competitive exercise equipment market entered a price war in a large city. Profits were plentiful but a price war took the gross margins from 42% to 12%. In less than 18 months, over 60% of the retailers were out of business while my division went national. Take these tips to evade a deadly price war:

·  Enhance Exclusivity: Products or services that are exclusive to your business provide protection from falling prices.

·  Drop High Maintenance Goods: There may be products or services in your business that have high customer service and maintenance costs. Drop the unprofitable lines and find out what customers don't want.

·  Value-added: Find value your business can add to stand out in the marketplace. Be the most unique business in the category.

·  Branding: Develop your brand name in the market. Brand name businesses can always stand strong in a price war.

Leave the price-cutting and price wars to big business. Small businesses with solid pricing strategy can escape a price war and low price position. Carefully, consider your price decisions. Your business depends on it.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

Brainstorming technique for problem-solving, team-building and creative process....

Brainstorming with a group of people is a powerful technique. Brainstorming creates new ideas, solves problems, motivates and develops teams. Brainstorming motivates because it involves members of a team in bigger management issues, and it gets a team working together. However, brainstorming is not simply a random activity. Brainstorming needs to be structured and it follows brainstorming rules. The brainstorming process is described below, for which you will need a flip-chart or alternative. This is crucial as Brainstorming needs to involve the team, which means that everyone must be able to see what's happening. Brainstorming places a significant burden on the facilitator to manage the process, people's involvement and sensitivities, and then to manage the follow up actions. Use Brainstorming well and you will see excellent results in improving the organization, performance, and developing the team.

N.B. There has been some discussion in recent years - much of it plainly daft - that the term 'brainstorming' might be 'political incorrect' by virtue of possible perceived reference to brain-related health issues. It was suggested by some that the alternative, but less than catchy 'thought-showers' should be used instead, which presumably was not considered to be offensive to raindrops (this is serious…). Happily recent research among relevant groups has dispelled this non-pc notion, and we can continue to use the brainstorming expression without fear of ending up in the law courts…

Brainstorming process

1. Define and agree the objective.
2. Brainstorm ideas and suggestions having agreed a time limit.
3. Categorise/condense/combine/refine.
4. Assess/analyse effects or results.
5. Prioritise options/rank list as appropriate.
6. Agree action and timescale.
7. Control and monitor follow-up.

In other words:

Plan and agree the brainstorming aim

Ensure everyone participating in the brainstorm session understands and agrees the aim of the session (eg, to formulate a new job description for a customer services clerk; to formulate a series of new promotional activities for the next trading year; to suggest ways of improving cooperation between the sales and service departments; to identify costs saving opportunities that will not reduce performance or morale, etc). Keep the brainstorming objective simple. Allocate a time limit. This will enable you to keep the random brainstorming activity under control and on track.

Manage the actual brainstorming activity

Brainstorming enables people to suggest ideas at random. Your job as facilitator is to encourage everyone to participate, to dismiss nothing, and to prevent others from pouring scorn on the wilder suggestions (some of the best ideas are initially the daftest ones - added to which people won't participate if their suggestions are criticised). During the random collection of ideas the facilitator must record every suggestion on the flip-chart. Use Blu-Tack or sticky tape to hang the sheets around the walls. At the end of the time limit or when ideas have been exhausted, use different coloured pens to categorise, group, connect and link the random ideas. Condense and refine the ideas by making new headings or lists. You can diplomatically combine or include the weaker ideas within other themes to avoid dismissing or rejecting contributions (remember brainstorming is about team building and motivation too - you don't want it to have the reverse effect on some people). With the group, assess, evaluate and analyse the effects and validity of the ideas or the list. Develop and prioritise the ideas into a more finished list or set of actions or options.

Implement the actions agreed from the brainstorming

Agree what the next actions will be. Agree a timescale, who's responsible. After the session circulate notes, monitor and give feedback. It's crucial to develop a clear and positive outcome, so that people feel their effort and contribution was worthwhile. When people see that their efforts have resulted in action and change, they will be motivated and keen to help again.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

How productive are your business meetings?

1. Do your people take them seriously? Do they arrive late, unprepared, doodle, and leave without preparing an action plan?
2. Did you issue a semi-detailed agenda 3/5 days before the meeting clearly laying out responsibilities to present at the meeting, and amount of time to be allocated to each topic?
3. Are your meetings too long? After 90 minutes attention flags & eyes glaze.
4. Do you allow digression and ‘red herrings’ at your meetings?
5. Did you appoint a chairman to DIRECT & MANAGE the meeting?
6. Are people at your meeting scared to tell it as they see it, or does everyone play the PYA  political game?
7. Is all the critical data prepared in advance of the meetings, so that delays & more meetings are avoided?
8. Did you distribute a meeting summary, post meeting, to confirm action plans, responsibilities, next steps etc?

 People make the same meeting mistakes, over and over again. Their meetings never get better.

         They can be better. Call Business Pilot to discuss.

Working with you.               

 Chris Wilkinson       

Certified Business Behaviour & Attitudes Analyst.

Business Coach.

Tel: (905) 275-2907 (Mississauga).

E-mail: buspilot@bell.net

What is the paramount Strategic Driving Force in your business?

Driving Forces

Your company's driving force is the dominant factor influencing your decision making and central to setting your strategy.

A powerful technique for determining your organization’s strategy (the ultimate goal of strategic planning) is to consider its driving force.  They define the driving force as “the primary determiner of the scope of future products and markets.”

Your driving force is the dominant factor that most influences the making of major decisions.

The first thing to invest in when times are good; the last thing to cut back on when times are tough.

  The following 15 driving forces seem to cover most organizations, with examples of companies allied with each driving force.

1. Products offered – produces specific products (things) for its markets.
     Examples: General Motors, Coca-Cola

2. Services offered – delivers specific services (human efforts) for its market.
     Examples: Wells Fargo Bank, Charles Schwab

3. Market needs – focuses on meeting the needs of specific markets.
     Examples: Fisher-Price Toys, Windsor Ont. University

4. Customer needs – focuses on meeting the needs of specific set of customers.
    Examples: YMCA, Toronto Sick Kids

5. Return/profit – focuses on the achievement of predetermined returns or profits.
     Examples: United Way, Goldman Sachs

6. Size/growth – focuses on the achievement of a specific size or growth rate.
     Examples: Network Associates, University of Phoenix

7. Technology – applies its technological capabilities in innovative products or services.
     Examples: Intel, Microsoft, 3M

8. Human resources – leverages its employees’ specific qualities, skills, or training.
     Examples: Kelly Services

9. Service capability – leverages the depth or uniqueness of its employees.
     Examples: Value Line Publishing

10. Production capacity – leverages its investment in physical plant.
       Examples: Boeing, International Paper

11. Sale/distribution method – has a unique or distinctive way of marketing.
       Examples: Dell Computer, amazon.com

12. Natural resources – owns or controls a significant natural resources and has the capability to process  these into usable forms.
       Examples: DeBeers, Exxon

13. Land – owns or controls land and the uses to which it can be put by itself or others.
       Examples: King Ranch, Barrick Gold

14. Assets – owns or controls assets whose preservation is paramount.
       Examples: Noble Drilling

15. Image – seeks to maintain a specific organizational image within its markets and the products or services  it produces.
       Examples: Cartier, Gucci

It is a rare company that can look at the above list and say, "Of course, it's obvious that our driving force is ___."  The discussion might start that way, but you can bet that someone else will jump in to throw cold water on that driving force and suggest another.  Indeed, my experience is that some of the richest, most vigorous, and deeply contentious debates in the entire planning process take place when the planning team tries to identify their driving force.

So how do you proceed to discover your driving force?

Begin by pruning the above list of all those driving forces that simply don't apply.  For example, if you only offer services, strike "products offered" from the list.  After eliminating the obvious ones, then ask yourself the opposite question: is there is another driving force that cannot be readily subsumed inside one of those remaining on the list?  If not, then add it.  You should now have a list of 6-8 driving forces to consider.

Now the real fun begins, not to mention hard mental effort, because every one of the remaining driving forces is important in some degree to the success of your company.  Every company needs to have sufficient human resources and technology to deliver a product or service to meet a particular market's needs in a profitable manner.  That's not the point.  The point of the exercise is to rank these in order of importance.

A structured ranking approach is best.  Perhaps the simplest means to this end is to consider them in pair-wise progression.  That is, take driving force #1 and compare it with driving force #2, and decide which is more important to your company in the actual making of major decisions and setting of important policies.  Next, compare #1 with #3, and then #1 with #4, until #1 has been compared with all the remaining driving forces.

Now take driving force #2 and compare it with driving force #3 and then with #4, etc.

The number of pair-wise comparisons grows rapidly with the number of driving forces.  For 6 driving forces, there are 15 comparisons.  For 8 driving forces, there are 28, and for 10 driving forces, there are 45.  You can readily see the advantages to taking some care in the selection of the initial driving forces to be considered.

My experience is that some comparisons of relative importance are "no brainers" and take only a few minutes for the planning team to reach consensus.  Other comparisons can take a half hour or more.  Altogether, with 6-8 driving forces to compare, you should expect to spend two-three hours to reach your final list of driving forces ranked in order of importance.  The effort you expend in putting this list together, and it is effort, will repay itself many times before the planning process is over.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.(Mississauga).

E-mail: buspilot@bell.net

Tel: (905) 275-2907

Improve sales forecast accuracy with these 7 steps…

A consistent weak point across sales organizations is their sales forecast.

Yes, it’s difficult to predict which sales will close. But your forecast drives numerous decisions across the organization. And when forecasts are wrong, the implications go well beyond commission checks.

To improve the quality and accuracy of your sales forecasts, starting immediately, I recommend the following seven steps.

1. Use consistent definitions
If your entire sales team is working from a consistent set of definitions (i.e. what is a good lead, what is a qualified opportunity, etc.), then it’s easier to trust the data you have. If you look historically at your conversion rates – overall, by industry, by geography, by rep – it’s easier to predict conversion rates and new sales from a future pipeline of opportunities. The entire sales & marketing team needs to understand these definitions, and sales management needs to enforce their usage on a regular basis.

2. Know your sales cycle length
If you get a good lead today, when will it likely close? This week? This quarter? This year? Many inaccurate sales forecasts get this one piece of data wrong, meaning your conversion rates are accurate but don’t take place in the window of time you assumed. You eventually get the revenue, but not at the time your organization was expecting it. By building in a typical (or even conservative) sales cycle length into your model, you’re making it easier to map expected sales to the week, month, quarter or year in which they’re likely to land.

3. Read market changes (and their impact on closing behavior)
The model you build last year might not work this year. If market conditions are weak, sales cycle length may have spread out. If budgets are tighter, an earlier decision maker may need permission from the CFO to take action now. These changes can wreak havoc on your sales forecast if you don’t anticipate, identify and adjust both behavior and expectations as a result.

4. Require a “compelling event” to become an opportunity
It’s the right contact at the right company in an ideal market. They can surely benefit from your product or service. But do they want it? Is it a priority? Is there something internally that is driving urgency and prioritization of what you’re selling? Requiring a defined “compelling event” for new opportunities may reduce the volume of opportunities created, but it also increases the likelihood that those deals will close, which in turn makes your forecast far more accurate.

5. Conduct regular deal reviews
Sit down with your sales reps and walk through their pipelines. Not just names and numbers, but context. Ask for the back story, why they’re qualified, what the compelling event internally is that’s driving action. This isn’t about not trusting your reps. It’s about establishing a culture of accountability, learning and collaboration.

Make these deal reviews about helping your reps brainstorm new ways of accelerating deals, establishing greater urgency with latent opportunities, and creating greater income opportunities for them personally. In the process, you’ll have a more intimate idea of the quality and accuracy of the pipeline.

6. Make updating the forecast fast, easy & mandatory for your reps
Opportunities change after they’ve entered the pipeline. Close dates move out. Or up. Deals that were on a fast track suddenly slow down, and perhaps should be moved back to an earlier stage. Most reps don’t want to make these changes to opportunities in their CRM system, as that may imply weakness in their own pipelines and selling skills.

Instead, make it easy and mandatory to make these changes in real-time. Make it clear to the sales organization that these changes will help management improve selling conditions, and address real-time changes with the resources needed to close more business.

7. Reward accuracy and honesty
Very few sales organizations reward pipeline performance & behavior. They compensate based on closed business, but not based on how close reps come to their forecasts. Create incentives for your reps to accurately forecast their expected sales. Foster an environment where honest changes to forecasts, even if the news isn’t good, is encouraged and rewarded.

Would you really reward a rep for reducing their sales forecast? Absolutely. Imagine the alternative, that they led you to believe their output would be much higher when they knew they couldn’t deliver.

What strategies and tactics have you used in your sales organization to improve accuracy? What can you add to this list?

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 begin_of_the_skype_highlighting            (905) 275-2907      end_of_the_skype_highlighting (Mississauga).

E-mail: buspilot@bell.net

7 Job interviewer mistakes....

Job candidates make a lot of mistakes in interviews. That's bad—at least for a person hoping to get hired—but what's much worse is when you, as the interviewer, make one of the following mistakes:

1. Mistake nervousness or shyness, for a lack of ability.

Some people just don't interview well. They're nervous or shy and don't make a great impression. An awkward interview does not mean a candidate can't do the job, though: Great communication skills in no way signals expertise.

When candidates seem nervous or uncomfortable, give them the benefit of the initial doubt. Help them relax. You're a leader and your job is to get the best from people—even people you haven't hired yet. You might just uncover a diamond in the deer-in-the-headlights rough.

And if the people you interview often seem uncomfortable, take a step back and consider your approach. You might be the problem.

2. Fail to go off script.

An interviewer should follow a plan and ask a reasonably specific set of questions, but the best questions are almost always follow-up questions. (Most candidates are prepared for an initial question, but questions that drill deeper are much tougher to fluff.)

Listen to initial answers. Then ask why. Or when. Ask how a project turned out. Ask what made a position hard or made a project difficult.

Not only will you get past the canned responses but you will also learn details—positive and negative—the candidate never planned, or would have thought, to share.

3. Expand on possibilities.

Candidates naturally sell themselves. Interviewers often try to sell the candidate on the job. (That's especially true when you love your company.) Before you know it you've described exciting new projects, enhanced benefit programs, opportunities for promotion due to potential expansions... lots of hopeful stuff that might happen in the future.

The problem is the candidate translates "might" into "will," and you've unwittingly created expectations you may not be able to meet.

Never describe possibilities. Describe typical career paths, for example, but only in a general sense. When you discuss future plans only share details on approved projects or efforts currently underway.

If you can't promise, don't bring it up.

4. Spring the surprise group interview.

Group interviews: Convenient for lazy interviewers, terrifying for job candidates. You rarely get the candidate's best, plus it's easy for the interview team to fall into the group consensus black hole where everyone gravitates towards the same opinion.

Of course if the position requires working predominately within a team, a group interview can provide a feel for the candidate's suitability. Tell the candidates ahead of time so they can prepare.

Otherwise, hold individual sessions. It's only fair, to the candidates and to your business.

5. Take over.

Interviews often turn into monologues... delivered, unfortunately, by the interviewer.

When that happens the candidate will rarely interrupt or try to restore balance to the interview because they want you to like them. Thirty minutes later your hiring decision is based on whether the candidate was a good listener.

Briefly describe the opening. Briefly describe your company. Better yet, make sure the candidate has a good feel for the position and the company before the interview. Explain you'll answer questions at the end. Then dive in.

The conversation should be 90% candidate and 10% you—at most.

6. Turn 10 "okay..."s into one "yes!"

It's easy to check off mental boxes during an interview: experience, okay; qualifications, okay; attitude, okay... and before you realize it a mediocre candidate with no negatives seems like a great candidate.

But do you want to hire the candidate whose qualifications and interview fails to raise any red flags... or do you want to hire the candidate who excels in a number of critical areas?

An absence of negatives is not superlative. Always look for excellence. Feel free to check off mental boxes as an initial sorting tool, but then look for the candidate who not just meets requirements but kills the requirements.

Never settle for good enough. If good enough is all you find, keep looking.

7. Ignore input from casual encounters.

Job candidates give you their best: They're up, engaged, and switched on. But how do they act when not trying to impress you?

What candidates do while waiting in the lobby can indicate a lot. Find out how they treated the receptionist, find out what they did while they waited, ask about any chance encounters with other employers... occasionally you can identify a disconnect between what they show you and what they show the people they're not trying to impress.

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 begin_of_the_skype_highlighting            (905) 275-2907      end_of_the_skype_highlighting (Mississauga).

E-mail: buspilot@bell.net

Some general ideas on forecasting sales….

There are all sorts of ways to estimate sales revenues for the purposes of sales forecasting.

One point to remember when sales forecasting is that if you plan to work with a bank for financing, you will want to do multiple estimates so as to have more confidence in the sales forecast. How do you do this?

Sales Forecasting Method #1

For your type of business, what is the average sales volume per square foot for similar stores in similar locations and similar size? This isn't the final answer for adequate sales forecasting, since a new business won't hit that target for perhaps a year. But this approach is far more scientific than a general 2 percent figure based on household incomes.

Sales Forecasting Method #2

For your specific location, how many households needing your goods live within say, one mile? How much will they spend on these items annually, and what percentage of their spending will you get, compared to competitors? Do the same for within five miles (with lower sales forecast figures). (Use distances that make sense for your location.)

Sales Forecasting Method #3

If you offer say, three types of goods plus two types of extra cost services, estimate sales revenues for each of the five product/service lines. Make an estimate of where you think you'll be in six months (such as "we should be selling five of these items a day, plus three of these, plus two of these.") and calculate the gross sales per day. Then multiply by 30 for the month.

Now scale proportionately from month one to month six; that is, build up from no sales (or few sales) to your six month sales level. Now carry it out from months six through 12 for a complete annual sales forecast.

Don’t Just Do One Sales Forecast

Instead of forecasting annual sales as a single figure, use one or two of the sales forecasting methods above and generate three figures: pessimistic, optimistic, and realistic. Then put the figures in by month, as depending on your business, there could be HUGE variations by month. (Some retail firms do 50 percent of their gross sales around Christmas, from the end of October to the end of December, for example, yet barely get by June through August.)

Include Expenses in Your Sales Forecasting

Now put in your expenses by month, including big purchases by season (or however you buy materials/goods). Remember, you may buy materials or inventory in say, July, for Christmas, yet not get all of your receipts until 45 days after Christmas. There can be big cash flow implications. Also, will you be buying vehicles? Capital equipment? Make sure to show depreciation expense.

In your expenses, put in an allowance for bad debts. Figure how much of your sales are by cash, how much by credit card, how much by your extending credit. Deduct say four percent or more for credit card expense for that portion sold by credit card. For payroll expenses, put in estimated tax withholding payments quarterly that must be paid to the government.

If you're going to a bank for financing, be able to answer questions such as, have you made an allowance for a reserve cash account, for your slow months, but also in case you have to quickly replace a vehicle or equipment? You say you'll charge x dollars for your product, but what happens when your competition cuts the price by 33 percent and still makes a profit?

How specifically will you grow your business-- selling more to existing customers, selling existing products to new customers, selling new products to existing customers, and selling new products in order to attract new customers? They're going to want to see if you've got a real plan.

Remember that it is acceptable (and realistic) to have a negative cash flow projection for the early months of your cash flow projection period.

Sales Forecasting Summary

I guess you can see that instead of estimating one big sales figure for the year when sales forecasting, a more realistic monthly schedule of income and expenses gives you far far more information on which to base decisions. That's what "keeping the books" is designed to do: give YOU information you can make good decisions on.

So in effect, you prepare three cash flow projections, where you vary the percentage of sales or other figures to arrive at three different scenarios: pessimistic, optimistic, and realistic. The pessimistic view should be the "worst case" situation; plan to have enough capital and patience to get through that scenario. If it turns out that the actual results are better than that - great!

Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 begin_of_the_skype_highlighting            (905) 275-2907      end_of_the_skype_highlighting (Mississauga).

E-mail: buspilot@bell.net

10 things a good sales person should never say and why......

It seems like no matter how often sales managers say it, or how frequently sales people hear it, there are some phrases they will just NOT stop using. Share with me some insight as to what I (and your clients) hear when you use these lame highly over used lines.  

1.     I was just in the area and thought I’d drop by. Are you serious! The professional I am trusting to help me with X issue has nothing better in the world to do right now than just “drop by” to see me?  If you are not doing business with me already I am probably thinking who is this guy? Why is he here and how do I get rid of him as quickly and politely as possible. Unless we really are buddies, don’t just drop by unless you are only expecting to leave something I am expecting with my secretary. Trust me; she already knows to tell you I am in a meeting, and that if I am interested I will call back. If I really am expecting something from you she knows that too. Don’t try to fool her. She hates that!

2.      Have you got a minute? No I don’t! I am busy, and I have 100 other things I could be doing. In my opinion I think you are better off trying to engage me than to give me the easy out and slit your own throat. If I am too busy to talk believe me I WILL let you know.

3.      I’ll try.   I only want to know what you will or can do not what you will TRY to do. If you are not confident enough to say you can do it, do not mention it to me. I would much rather hear, give me 24 hours to do some research on that and I’ll get back to you than I’ll try.

4.      I’m really not sure. Again, your default answer should be “give me x hours or days to do some research and I’ll get back to you. This answer tells me you do not know the answer, but you are taking my concern or issue seriously and want to help. I am really not sure is not the answer of the confident professional.

5.      It’s not my fault. Like it or not, you are most likely my only contact in the company; everything that goes wrong is your fault. If it isn’t it is still your issue to fix. The best way to deal with this is to apologize, and take the most serious and immediate corrective action as soon as possible. More importantly let me know what it is you are doing to fix it, and how you will prevent future issues of this nature.

6.      What would I have to do to get you started today?  Ever seen the movie Tin Men? Unless you want to sound like those guys, avoid this phrase at all costs. This phrase screams “I am a slimy salesman!” and any rapport you have built with this client is eroding quickly from this point forward. Instead, use something softer like this. You: Are there any other issues or concerns we have not covered sufficiently? Client: No everything looks good. You: Great! Then the next step is to…

7.      We are the lowest price in town.  You very well may be, but is this really how you want to try to compete. It typically does not take much effort to come up with a better value proposition than that. Moreover, if I DO find a lower price, you are a liar now, and any trust you built is gone. My old grand dad once told me that when picking a service you have only  three choices; good, fast, or cheap. (Price, quality, service). Pick any two, but recognize you will always sacrifice the third. Your job is to help your clients to understand this. 

8.      Always and Never.  Always and never are just plain bad. There is going to be an exception to every rule. My general rule is to avoid absolute statements wherever possible. Use these sparingly, if ever.

9.      What you need is…  Unless you are a trusted friend, I think this phrase should be avoided. I don’t even use it during a proposal. If I call you with a problem, and we have been doing business for years, and you are intimately familiar with my issues it may be ok, otherwise, present me with options and let me pick. I am the ultimate decision maker as to what   it is I need.

10.  Trust me. If you feel the need to tell me this, I am starting to wonder why and will usually assume I shouldn’t. Trust is like love. It’s built over time and the only way to gain it is to earn it. 

 Chris Wilkinson.                              

Certified Business Behaviour & Attitudes Analyst.               

Business Coach.

Tel: (905) 275-2907 begin_of_the_skype_highlighting            (905) 275-2907      end_of_the_skype_highlighting (Mississauga).

E-mail: buspilot@bell.net