Harvey Segal's Ultimate SuperTip

Internet marketing guru Harvey Segal got fed up with Google's ever changing algorithms. His response? He told Google goodnight, goodbye, good riddance. And then he developed a marketing strategy that doesn't depend on Google, Facebook, or anyone else.Harvey's strategy is revolutionary. As he puts it:

It led to me being called 'The Guru who said goodbye to Google' in the marketing forums.

And this new approach?

It uses some of the fundamental pillars of Internet marketing that you already know - techniques which will never become obsolete.

But they are combined together in a new way and with a viral twist that you won't have seen before.

It includes giving out free information in a certain way and I show you how exactly in my book, The Ultimate SuperTip

The best part is, the book is FREE. That's right, he is giving away his revolutionary system. And once you read the book, you will understand why. You can get Harvey Segal's Ultimate SuperTip by clicking here.

Systematize your thinking

Perhaps the most crucial skill that a small business owner can possess is thinking skills. The ability to solve problems--often under stress--will often determine if a business will be successful or a statistic.

I am not speaking of formal logic, though logic is certainly beneficial. I am speaking of the ability to efficiently and accurately think through a problem or issue and reach a conclusion. A small business owner must make countless decisions everyday--what price to charge, what supplies to order, whom to hire or fire, what sale to run, and on and on. While many of these decisions can be made easier by having systems, issues or problems that require creative or fresh thinking can be much more difficult. If we have systems for dealing with these situations, then it can be much easier to find a resolution.

This may strike you as odd--a system for thinking? The fact is, there are correct ways and incorrect ways to approach a problem.

As an example, you have likely experienced "circular thinking". No matter how much time you spend on a problem, you just keep rehashing the same points. Your thinking literally goes in circles. If the solution did not occur the first time, it is doubtful that you will find it the tenth time around. Yet, it can be quite easy to get stuck in that mode of thinking.

This--and similar situations--is where thinking skills are beneficial. They help us identify why we are stuck, and provide tools or exercises to overcome the obstacles. As one example, I sometimes find myself unclear about some point I want to make in an article or blog post. In such situations, "thinking on paper" is very helpful. Rather than try to get every word perfect, I just write out everything that occurs to me. I allow myself to go off onto tangents, consider points that appear completely irrelevant, etc. In the process, I usually discover what particular point isn't clear to me, and I can then address it.

There are many causes--and solutions--for problems in our thinking. If you would like to learn more about thinking skills, click here to listen to an excerpt from an interview I conducted with Jean Moroney, President of Thinking Directions. The full interview is available for members of our web site.

Partnerships and small business

It has been said that partnerships are a lot like business, except that in the end, only one of the partners gets screwed. But it doesn't have to be that way.

Too often partnerships are formed without sufficient thought and planning. In this regard, partnerships are no different from many small businesses. But in a partnership, this can become a more complex problem--each partner can have different ideas and visions for the business. If these ideas and visions are not discussed, the partners can easily pull the business in different directions, with the result being that the business is torn apart.

One of the most effective ways to overcome this potential problem is for each partner to have clearly defined roles within the business. One may handle sales and marketing, while the other oversees production. Or one may deal with finance and planning, while the other manages the store.

Much of the problem arises from the mistaken belief that partners are equal in every respect. This is not true, nor does it make good business sense. Each partner has particular strengths and weaknesses, and each should play to his strengths. This might mean that one partner makes unilateral decisions in certain areas of the business, while the other partner does the same in other areas.

Partnerships--like marriages--can work very well. But they--like marriages--require good communications and reasonable expectations.