May 31, 2005
Written
by Bob Meyer, Editor of BarterNews
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What
Keeps Financial Executives Up At Night?
According to
a new nationwide survey, the answer was making sure their businesses
are in the black. Robert Half Management Resources says their nationwide
survey revealed 34% of chief financial officers (CFOs) said their
company’s top priority for 2005 was growing revenue. And nearly
half, or 45%, of respondents said they anticipate employee healthcare
plans to be the biggest cost increase over the next year.
Other top priorities
for CFOs included managing expenses 22%, recruiting and retaining
qualified staff 17%, and gaining competitive market share 11%.
Biggest anticipated
cost increases after employee healthcare plans were technology spending
20%, employee recruitment and training 11%, and other employee benefits
6%.
Running
a trade exchange is a 24/7 effort.
At every national convention trade exchange owners always talk and
nod in agreement about the importance of educating their clients—making
them aware of the many benefits of barter so they will be better
traders.
Then they return
home, and once again are inundated with simply not enough time in
the day to get everything done...let along time to research and
then write and layout an eye-appealing, interesting, educational
and powerful marketing newsletter. One which points out and reinforces
the benefits of your valuable services—each and every month...on
a consistent and on-going basis.
As a trade exchange
owner, you realize that having such a unique marketing tool to use
for your existing members—as well as the hundreds of prospects
in your marketplace—is really necessary in these competitive
times. Yet who has the available time and ability to generate such
a newsletter?
What’s
the answer...? The highly effective Competitive Edge newsletter.
For almost two decades now, unfailingly, each and every month CE
has been published for your use only. It’s the professionally
written and designed, yet inexpensive answer for a busy, growing
exchange like yours.
Check it out...click
here to see a sample copy.
From
the archives of BarterNews...
Part
2: There’s No Room For Empty Hotel Rooms
Michael Fear
of the North Shore Hilton, a northern suburb of Chicago, participated
in another minor miracle of barter. “We had a bus, a beat-up
old thing that wouldn’t have lasted another six months, which
had been used for years to shuttle people to and from the hotel,”
he recalled.
“We took
some of our barter dollars and went to one of ITA’s auto body
members. Now the van is like new! It’s one of those before/after
stories.” The hotel also acquired vacuum cleaners, plus paving
and striping for its huge parking lot on trade.
Steve Hodges
of South Carolina’s Palace Suites in Myrtle Beach, has worked
out arrangements with radio and TV stations where trips and hotel
vacations are given as promotional items on barter through ITA.
“One nice thing I like about it,” Hodges exclaimed,
“is that a lot of people who win trips don’t take them.”
Which brings
up another fascinating bonus of barter: trade dollars often turn
out to be worth more than cash dollars. One ITA executive, for example,
booked a trip on trade to an exotic Caribbean island. Her hotel
suite was huge and plush and could accommodate four.
So she took
three girlfriends—each of whom paid her in cash to share the
space for one week. What they paid was half of what they would have
had to pay. But the cash to the executive far exceeded the trade
dollars she had to use for the vacation.
By networking
basically every major American metropolis and North American preferred
vacation spot from the exotic Radisson Inn on Sanibel Island to
the plush Valley Hilton on the West Coast, and countless others
around and in-between, Illinois Trade Association has become a barter
benchmark for hotel/travel. The bottom line is few empty hotel rooms
for those who are members of ITA.
The reason?
President Jack Schacht insists that not only are the friendly skies
not the limit, but that barter be built upon bedrock reality. “We
are not order takers at ITA,” Schacht stressed.
“Every
trade is based upon educating both the hotel and the client to having
their best interest met. For example, we know some people are $10,000
traders (annually) and some are quarter-of-a-million dollar traders.
“We know
that some hotels hesitate to barter because they fear not being
able to accommodate cash-paying guests, or because they feel they
would not have proper control over the trade. But if the client
and hotel know going in what is best for each, then no problems
should result.”
Schacht lists
the following guidelines toward that end:
- Hotel rooms
should never be delivered until confirmation that media or goods/services
are secured.
- Any period
of the year when hotels project they will be more than 80% occupied
should be “blacked out” for trade. However, that should
not exceed two months a year or it will be difficult to establish
regular trading.
- The best
way to achieve large media buys for hotels is to accommodate seminars
and conventions.
It is important
to understand that while hotels can deal directly with the media,
media may not need that particular hotel. Because barer has so many
potential matches, companies like ITA have become experts at media
buys and, of course, can provide much more than media for the hotel.
Still, there
is no doubt that where hotels are concerned, media is the main message.
Maybe the best testimonial comes from the Marriott’s Bauck:
“Barter is sometimes an accounting nightmare for me because
it means extra bookkeeping. But I have to do it in order to advertise
effectively. It fills my hotel with cash customers. And with ITA,
which does a superlative job, it works so well that I wouldn’t
think of not bartering.”
Get
New Money-Making Ideas And Valuable Contacts!
You can obtain
useful, informative ideas and contacts in every available back-issue
of BarterNews.
Survey
Reveals Most Annoying Workplace Terms & Phrases
A survey conducted
by an independent research firm and developed by Accountemps, the
world’s largest specialized staffing service for temporary
accounting, finance, and bookkeeping professionals revealed the
following responses to the question, “What is the most annoying
or overused phrase or buzzword in the workplace today?”
• At the
end of the day • Solution • Thinking outside the box
• Synergy • Paradigm • Metrics • Take it
off-line • Redeployed people • On the runway •
Win-win • Value-added • Get on the same page •
Customer centric • Generation X • Accountability management
• Core competency • Alignment • Incremental •
Buzzwords and
industry jargon are a form of shorthand used by people within a
particular company or profession, but they can be confusing or even
seem exclusionary to individuals outside of that field. And when
these words are overused, they can lose their impact altogether.
While part of
the motivation to use buzzwords can be attributed to a desire to
demonstrate your expertise, it can often backfire. Other people
must understand them if you hope to communicate your point effectively.
For instance, instead of saying a project was a win-win, explain
why it was successful.
Every
barter company in the world is listed on our web site,
click through to our Global List
of Barter Companies
From
the BarterNews archives...
Renovation
Exchanged For Exclusivity & Advertising
Radio Shack,
an electronics retailer with 7,000 locations, is getting down to
the basics and using barter for its surprising turnaround. When
they tapped the former chairman and chief executive at the Shoney’s
restaurant chain to be president of Radio Shack, he led a new focus
on retailing.
Leonard Roberts
did what every smart business-owner does, he focused on “using
what he had to get what he wanted.” He figured Radio Shack’s
greatest asset was its 7,000 stores—even if some were outdated.
With visionary
insight Roberts decided he would refurbish the stores, having suppliers
pay for it in exchange for exclusivity within those stores.
The three suppliers
he worked with were Sprint, Compaq Computer, and Northpoint Communications
Group.
When Sprint
Corporation was looking for a retail base from which to sell its
new wireless phone network, Radio Shack and Roberts offered to make
Sprint its exclusive national wireless provider for ten years.
In exchange
Sprint would provide tens of millions of dollars in new store fixtures
and advertising support, plus about 5% of the revenue generated
by their shared customers.
Radio Shack
cut a similar distribution deal with Compaq Computer. Compaq would
refurbish a portion of Radio Shack stores, controlling the look
and merchandising of the space, and sharing some of its service
revenue.
Likewise, Radio
Shack struck a deal with broadband internet service provider Northpoint
Communications Group in which the stores sell high-speed web-access
contracts.
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