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Arlan Yuliandrie
Tell me about yourself and your career.

What are some of your career strengths / weaknesses?

Are we the only company you are targeting for a new position?

What have your last three evaluations said about you?

In relation to dealing with customers, what has been your experience?

Are you able to multi-task? Give me some examples.

What areas of your abilities would you like to improve upon?

How would your colleagues would describe you?

What function of your job do you like / dislike most?

Tell me some examples of how you increase your client base?

Have you ever felt guilty once you closed the sale?

Tell me about your character.

Describe your most difficult negotiating hurdle.

COMMON & UNUSUAL INTERVIEW QUESTIONS:

Why do you want to work for XYZ Company?

Do you work well under pressure? What was your greatest achievement while under pressure?

What type of rewards are you seeking regarding this position?

How do your managerial styles differ from others in your field?

Tell me about the procedures you intend to implement once in the position?

Where do you see yourself in five, ten, or fifteen years?

Are there any concerns you have about this position?

In 20 words or less, tell me why we should hire you. Why should this job interview transition into a job offer?

What opportunities do you expect to achieve within this position?

What makes you a leader rather than a follower?

What tactics or tools do you utilize to conquer stress?

What is your least favorite duty and why?

What is your favorite duty and why?

Explain your tactics for dealing with a personality conflict with a colleague.

Describe how your skill set will benefit XYZ Company.

Describe your greatest obstacle when dealing with a client and how you overcame it.

What are your short- and long-term goals?

What are your salary requirements?

Arlan Yuliandrie

Contrary to popular belief today, I can tell you first hand cold calling is still alive and kicking! Social media, Web 2.0, Google Adwords all have their place, but in my opinion will never replace good old fashion "smiling and dialing."

Over my sales career, I've set many appointments for myself and now train our calling agents and channel partners on appointment setting techniques and strategies. These tips are focused on setting appointments for technology solutions with business decision makers in the Small to Medium size market (defined as 10 to 250 employees).

1. Target the business decision maker

In SMBs, the person who makes decisions regarding technology is not the IT guy, it's a Business Executive. If you target the IT guy you'll end up talking "speeds and feeds" to someone with not much influence in the overall decision. Therefore, target business owners, controllers with a message tailored to benefits such as competitive advantages, productivity, and financial success.

2. Take a direct approach

Be upfront with the prospect and tell the reason for your call is to introduce your company and see if it makes sense to meet face-to-face for 30 minutes. Write out your opening statement (less than 30 seconds) with the goal of putting the prospect in a positive state of mind and transition to the questioning part of the call. For example, avoid asking questions that will most likely be answered "No."

3. Shoot first then ask questions later

Once you get the verbal commitment to the appointment, you can then ask a few more questions. You don't want to make the call sound like a survey. It needs to be conversational. Many times you cannot fully qualify the prospect before asking for the appointment. Once you get the prospect to agree to the appointment, don't hang up! Ask them a few more qualifying questions it ensure this meeting won't waste your time. One note: Most people will not open up on the phone; they are much more likely to open up in person.

    Great questions could be:
  • How are decisions made over there?
  • How old did you say your PBX was?
  • Is there anyone else you think I should invite to the meeting?

4. Think Strategically, Act Analytically

If your job isn't to solely cold call, don't randomly call through a list. Target a specific vertical based on a recent win or an area within your local geography. Grow your business by vertical marketing, customize your message by discussing how you've helped their peers.

Briefly highlight your expertise, problems you solve, industry knowledge and most importantly reference recent projects and name drop. You need to build credibility and position yourself as a "trusted adviser" not a salesperson. Differentiate yourself from everyone else who's calling the prospect.

It's amazing how easy cold calling becomes if you can spark their curiosity about what their peers are doing. The majority of people in business are competitive. No one wants to be left behind.

SMBs especially are more interested in value and what others have done. They seek safety in numbers. Quickly highlight a situation where you implemented a solution to a problem.

In my own personal experience, I've used this approach to generate new business for eCoast. We are highly industry focused and have grow from 10 employees to over 150 employees in 7 years. I know their pain and can share with them successes you've had, best practices and customize solutions to their problems. (without sharing any sensitive information)

5. "In the area" approach (after you made your intro and built some interest)

Ask this type of question early on in the call.... "Are you still over at International Dr.?" By asking this question you indicating your knowledge of their local area, building a positive response and setting them up for the setting the appointment. "I'm going to be down there on Tuesday visiting other companies in that area. Would 3pm on Tuesday work for you?"

Why does this approach tend to work?

Prospects typically don't want to be the sole reason for you making a trip to their office. They feel too much pressure that they will have to buy something. The "In the Area" approach softens the appointment so people don't feel obligated to purchase.

6. Have trial close ready for the "Send me some info" response

People generally want to be nice. That includes prospects. Most prospects who end up engaging in a conversation don't want to appear rude. So instead of saying "no, not interested", they will say "send me some more info." You need to determine quickly are they really interested or if they are blowing you off politely. Use a trial close to determine whether or not the prospect is legit or not. Trial close example:

"If what I send you looks good would you be willing to sit down and review your current situation?"

First person who speaks loses. Before you know it you'll be using trial closes on everyone including your 3 year old.

7. Here's an "Old School" one: Feel, Felt, Found

Ok, I know what you are thinking Sales 101. However, this objection resolution technique is older than dirt but it still works!!!! You don't have prepared 5 pages of objection responses before you pick up the phone. Just use this simple technique and you'll be in position to overcome 90% of the prospect objections. Before jumping right into this approach take a deep breath and ask: "Is that the only objection you have?" I can't tell you the number of times I didn't ask this question and the prospect kept firing one objection after another at me.

Here's how it works: Acknowledge the objection. I understand how you feel. Many customers we have today felt that same way. However, after they looked ____ they found ____ to be the case. It's that simple. Move on, take an assumptive approach and set the appointment!

Disclaimer: Overall, these are recommended techniques that will improve your chances based on our experiences. Nothing will work 100% of the time. I am not a sales trainer these are just techniques used by me and my company. I hope these help in your own prospecting for net new business.


source: http://ezinearticles.com/?Top-7-Tips-to-Appointment-Setting&id=2074510

Arlan Yuliandrie

1. Take the long view and do long-term planning. Map out where you want to be five years from now and how you plan to get there.


2. Write the plan yourself. You will learn more about your business by doing so.


3. Think of your plan as a living document. Review it regularly to make sure you are on track or to adjust it to market changes.


4. Share the plan with others who can help you get where you want to go—such as lenders, key employees and advisors.


5. Understand that you might pay a price in the short run to obtain long-term business growth and health.


source: http://www.tips.maxabout.com

Arlan Yuliandrie

The most important part of a Business Plan is the Executive Summary. The Executive Summary is generally only two pages and is an overview of the pertinent information contained within the business plan itself. Generally Venture Capital Executives, Angle Investors, or Investment Bankers will read these two pages and either put you into 'sounds interesting pile' or 'trash can pile.' Your Executive Summary must be complete, honest, and it must be compelling.

Many times entrepreneurs will write a rough draft Executive Summary and then write their business plans. Then go back and re-write the Executive Summary after re-considering all the important points. You should be able to give your executive summary to just about any competent person and after they read it, they should not have more than one or two questions. Below is a sample Executive Summary I have prepared for this discussion on an non-existent product, which is under consideration by at least one entrepreneur to make this widget a reality and available to the public.

2005 Business Plan for The JoggingLight

The JoggingLight is a Brand Name of the parent company, “The Human Group, LLC. of Alpine Meadows, CA. The JoggingLight is a new innovation in miniaturization of LED lighting using electromagnetic induction for increased visibility while walking or jogging. These lights will require no battery source, but rather work of the vibrational energy, which comes from human movement while walking.

The JoggingLight will provide light and safety to consumers who want piece of mind while exercising at night. We also intend sell these units to industry, neighborhood watch groups, military and security professionals as well. By increasing the light while engaged in such activities we will reduce injury, crime and allow folks to exercise after dark to stay at their ideal weight, thus improving their health.

We intend to sell these items to consumers through Internet sales, Television Infomercials, specialty high-tech stores, as our primary strategy for consumer sales. Industrial, military and security sales will be done through direct sales meetings with purchasing agents, procurement officers as well as bidding on official solicitations.

We will start by producing the first units in-house and may later expand such operations or outsource the manufacturing within the United States or US Territories as needed.

Our mission is to sell these units to anyone wishing to own them anywhere in the world and making the JoggingLight easy to purchase online and in selective retail outlets. We also intend to explore other possible markets when and where we see demand, which we can fulfill, while making a significant profit. We will strive to provide quality lighting for the human endeavor, which uses no external power source such as batteries and constantly explore additional market sectors to sell our JoggingLight Concept in, while continuously innovating.

The Human Group is a closely held corporation with Mr. Bob Smith as President.

Other than small flashlights, miner’s hats and hand held lights, which generally use batteries there is currently little competition in this sector. Jogging and walking lights, which have harnesses are cumbersome, irritating and too heavy, with poor battery life. There is one flashlight company with a “Shaking Light” however it too is cumbersome and too heavy to use while jogging and there is no way to attach it. We do, however, expect copy companies to start up. This is not too alarming, since they will go through a similar learning curve and we do not plan on letting up on our new market exploits or innovations including space and NASA.

When selling to retailers we will require timely payments, upfront initial orders and intend to continually ramp up efforts online and through infomercials to maintain adequate cash flows incase of extended receivables as we expand.

Our target price to consumers will be $29.95 plus shipping and handling on our e-commerce website and Infomercial sales campaign. At this price we can expand without excessive capital requirements after the initial capitalization. Phase II will be to enter the selective retail sales market with companies such as Sharper Image with retail and catalog sales.

To finance this operation, we will need $ 300,000 of capital, which will come from investors, personal friends and family. This will enable Kevin Humphrey to remain in complete control of The JoggingLight Brand throughout its development. It is very important for start-up personal high-tech products companies to remain in control until they reach critical mass and are large enough to afford adequate payroll to attract experienced executives and build a corporate structure. This money will be used for;

· Patent and Legal Work
· Legal Business and Organizational Fees
· Building of Prototypes
· One year of salary to Primary Staff
· E-commerce Website
· Compelling Infomercial TV Video
· Brand Art Work
· Packaging Material
· Parts and Supplies Inventory to Build Units
· Business Operational Costs for 6-months (travel, phone, etc.)

Kevin Humphrey will draw a salary of $5,000 per month for the one-year and dedicate 10-hours per day to running of the company 5-days per week and will carry out the necessary steps and sales calls in this business plan to make this possible. Prototypes will be build, consumer tested and/or sold and this money will become part of cash flow. Each rendition will be digitally photographed for history on the company website. This business will remain a Garage Start-up” until sufficient orders warrant additional space to fulfill demand. We will absolutely max out or home business capacity times two before moving into a more costly location. (Please see attached start-up costs breakdown).

With more and more people throughout the world concerned about their weight and health the JoggingLight solves a need and an untapped consumer niche. There are indeed additional applications in the security industry and military sector as well as Space. We see the total need for JoggingLight and subsequent applications at 100 million units with plenty of additional currently unknown and unseen “killer aps” out there waiting for a well positioned company to take advantage of and we intend to be that company.

Arlan Yuliandrie

Business Plan Tips and Tricks


Change is inevitable
Start with a strong but adjustable plan that you can modify according to your ultimate goals. The plan needs to be adjustable for one simple reason: it’s almost guaranteed that your business will change over time as you verify your projections and identify potential problems. View your business plan as a living document; the plan grows as the idea matures. Writing the plan is not a one-time effort.

Also, although detailed research will help you add validity to your projections and identify potential problems, it’s difficult to predict exactly what will happen in the future. Some aspects of your plan, such as the financial and cash projections, might end up being inadvertently fantastical because, naturally, you’re optimistic about the success of your venture. That’s OK, but you’ll likely deviate quite a bit from your final projections as you begin implementing your idea.

Do it beforehand
Don’t get caught planning and developing your venture simultaneously. Not only will it be difficult, you won’t have had time to evaluate the possible risks and problems. Writing a base business plan is reserved for the preparation time before you actually begin your business venture.

Nothing but the truth
Be careful what you put in your business plan. Someone—perhaps an investor—will hold you to it. For example, the plan normally includes milestones that investors expect you to meet (and, in fact, your next round of funding may be contingent upon doing so), so don’t make promises you know you can’t keep. Taking money from an investor because you intentionally or unintentionally provide misleading information is not a game you want to play! Never lie or even exaggerate about your technology, your background or your capabilities. The truth will come out sooner or later.

Solve problems before they become problems
Sometimes foreseeing a problem can actually help you eliminate it before it happens. Build your plan on solid research so you can identify possible problems and take the necessary precautions to avoid them. The time and effort you put into projecting and planning will help save time and limit frustrations later.

Make a multi-purpose plan
Since you probably won’t have time to write two business plans, look at your plan from both an internal and an external viewpoint. You must consider that the plan needs to outline the internal structure of your plan and operations, as well as provide external viewers, such as investors, with ample external validation, such as market research. In both aspects of your business plan, be as specific and detailed as possible, and also be realistic. Once again, the more preparation and care you put into planning the fewer hassles you’ll encounter in the long run.

Getting people interested in your plan
Part of the purpose of your business plan is to convince potential investors that your venture has a good chance for success. Investors want to know that your venture has been well thought-out and that you have a team that can aptly take advantage of opportunities as well as handle problems that arise.

Be thorough, honest, and realistic when you create your business plan. Investors know there is risk involved in any venture and that there will be barriers as you implement your venture. If you acknowledge and evaluate the scope of potential problems, investors will see that you are well prepared and will be more likely to feel that they are making a well-informed decision to invest in your venture.

Get help
Other than reaching out to your mentors and advisors for help with writing a business plan, there are numerous websites, books, software programs, seminars and organizations that offer substantial help. Some organizations include:

  • Small Business Development Centers (SBDCs) offer a wide variety of information and guidance to individuals and small businesses. If you need help developing your business plan, SBDC counselors can help by offering assistance with market research, cash-flow projections and more. And, in most cases, the help is free.
  • SCORE: The Service Corps of Retired Executives is a nonprofit group of mostly retired businesspeople who volunteer to provide counseling to small businesses at no charge. A program of the SBA, SCORE has been around since 1964 and has helped millions of entrepreneurs.
  • Your local chamber of commerce provides networking, lobbying, training and more. Among the services the US Chamber of Commerce offers is a web-based business solutions program that provides online help with specific small-business needs, including planning, marketing and other tasks such as creating a press release, collecting a bad debt, recruiting employees or creating a retirement plan.
you also can get information about business from this blog.http://www.solutionforbusiness.blogspot.com :)

have fun in making business plan

Arlan Yuliandrie
Owen-Ames-Kimball completes renovation

Grand Rapids - Owen-Ames-Kimball Co. has completed the renovation of the 181,000 square foot Burton Elementary and Middle School. The original building was constructed by Owen-Ames-Kimball Co. in 1925. In 2007, Owen-Ames-Kimball Co. returned to modernize and expand the facility while preserving its historical character. Some of the building uniqueness’ include the integration of two schools, Elementary and Middle, into one facility, while maintaining the individuality of each school. This is accomplished by individual gymnasiums, cafeterias, and public areas, as well as separate traffic flow patterns once outside the welcoming glass atrium lobby. The Elementary School resides on the first floor and includes a full playground in the school’s courtyard, as well as an innovative media center, a 549 seat auditorium, and a full service kitchen to accommodate the students for both breakfast and lunch. The second and third floors house the classrooms, gymnasium, and commons areas for the Middle School.
Arlan Yuliandrie
Metro Health receives national recognition

Wyoming – Two medical residency programs at Metro Health Hospital have received national recognition for the “Clinical Assessment Program Residency Program of the Year Award” from the American Osteopathic Foundation. The two programs, which provide postdoctoral training for more than 20 family medicine and internal medicine physicians each year, received the Merck/Schering-Plough CAP Excellence Award from AOF. The award was established to recognize demonstrated excellence for teaching quality improvement in patient care in the areas of diabetes. Metro Health was evaluated on the use of clinical assessment programs, or CAP, to teach quality improvement, implementation of interventions designed to improve the patient care process, demonstrated improvements in overall outcomes and related areas. This model utilized a multidisciplinary team and the patient medical home model of care. The ambulatory component of Metro Health’s residency programs in family and internal medicine are housed in its Breton neighborhood outpatient center, a teaching clinic that treats the underserved and refugee populations in the Grand Rapids area. Last year, Metro Health showed improvement on more than 70 percent of the various process indicators tracked by CAP. Mary Craymer coordinated this effort with the residents and residency program directors, Dr. Theresa Baranowski and Dr. J’Aimee Lippert.