Attention Trade Exchange Owners. . .It�s GROW OR GO!
The magic bullet for growth is sales, always has been and always
will be...yet the industry�s overall growth is anemic. Why? Maybe
it�s because we�re not providing on-going education about our unique
way of doing business. Knowledge is always a pre-requisite to taking
And for those newcomers, the lifeblood of an exchange, awareness of
and understanding about the value of trading is even more important.
If you expect prospects to come aboard and your members to be more
active traders, but you are perplexed when the results are less than
you desire...there�s a good reason. You must continually educate
and motivate every month--month after month after month!
Such action is necessary because, let�s face it, more cash business,
not trade, is of paramount importance to your members. You must
break through this �cash only� focus and redirect their thinking
toward barter. Although most exchanges don�t see the importance of
doing so, many industry leaders are taking action and so can you.
As the owner of your own operation, there is an easy and
inexpensive solution for moving forward...look
into using The Competitive Edge newsletter. It�s a
camera-ready, 4-page, professionally written, informational
marketing tool...available in PDF format as well as print. So
regardless of how you reach your prospects and clients, you will
have the necessary vehicle.
Written especially for you, the busy trade exchange owner, I am
certain it will be the best investment you ever make.
For more information about The Competitive Edge, and how it
can benefit you
Guru�s Compelling Story
Japan Airlines has picked one of its country�s most revered
entrepreneurs as new CEO, to lead its restructuring. Kazuo Inamori,
78, is well known in Japan for a rags-to-riches story that includes
the founding of two blue-chip Japanese companies: electronics
component maker Kyocera Corporation, and telecommunications carrier
Inamori broke the mold of the typical Japanese salaried-man, when
upon retirement at 65 he became a Zen Buddhist monk. An author of
eleven books about his life and executive experience, Inamori
champions a management philosophy that blends religious teachings (Respect
The Divine And Love People) with business clich�s (Maximize
Revenues And Minimize Expenses).
advocates a management philosophy known as �amoeba management,� a
method of dividing the company into small, self-contained units all
working toward common goals. Each �amoeba� (unit) makes its own
plans and must be fiscally self-sustaining with definable revenue.
What makes Inamori�s story so compelling in Japanese business
circles, is that he managed to be successful without many of the
connections and family ties that helped many of Japan�s postwar
entrepreneurs. He was born into poverty; his family home and his
father�s printing shop were destroyed in World War II air raids. In
that year, at 13, he contracted tuberculosis, which was considered a
death sentence at the time.
Inamori ranks 28th on Forbes� �40 Richest Japanese� list,
with an estimated net worth of $920 million.