TechJournal, January 2019
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The Top 3 Things I Learned From Shark Tank’s Robert Herjavec
For Growing A Business From Scratch
Robert Herjavec was born poor in former Yugoslavia in the midst of a widespread communist reform that left little room for dissidents. He might have stayed there forever except for the fact that his father was one of these dissidents – and a vocal one at that. So much so, in fact, that he was thrown into jail 22 times for speaking out against the government. After the final time, Herjavec’s father gathered his things, his children and his wife and crossed the border into Italy. From there, he got on a boat and, like millions of immigrants just like him, made his way across the Atlantic Ocean to Canada.
But that’s not what Robert Herjavec, one of the famous investors on ABC’s Shark Tank, is known for. He’s more known for building companies out of nothing, including the massive IT
security firm Herjavec Group, and turning them into multimillion-dollar successes. Watching him from the audience at a recent conference event, I was struck not only by his eagerness to share all he’s learned in the industry, but by his humility. I suppose when you’re the living embodiment of a rags-to-riches story, you gain an appreciation for exactly what it takes to realize your vision for a successful business.
Herjavec had a lot to say during his talk, but there were three points in particular that stood out for me.
1. It All Comes Down To Sales.
The one thing that Herjavec really wanted to hammer home with each and every one of us is the importance of sales. “Nothing happens until you sell something,” he told us. “What’s the
difference between really big companies that grow and really small companies that stay the same size? Sales.”
Over the years, Herjavec has bought and sold 13 companies, and he’s learned the best approach to suss out whether a potential buy is worth it or not. One of the questions he always asks is, “How do you guys get customers? How do you guys find new business? And if the answer is anything along the lines of ‘word of mouth,’ I know these guys aren’t going anywhere.” The fact is that word of mouth is hard to control and almost impossible to scale. To truly drive the growth of your company, he says, you can’t think of sales as “a foreign object that controls what you do.” You have to see it for what it is – “an extension of what you do.”
2. No, Really – It All Comes Down To Sales Every Day.
“Nobody in this room makes money for shuffling paper,” Herjavec said. “If one of your top three tasks every day isn’t ‘Sell something,’ you’re going to fail.” The only way to create “constant forward momentum” is by bringing in new revenue, and the only way to do that is to sell.
3. You Can’t Be Afraid To Sell.
We all know that people in any industry are always
“To truly drive the growth of your company, he says, you can’t think of sales as ‘a foreign object that controls what you do.’”
worried about overloading themselves. “We’re struggling to serve the customers we have already,” they say. “What happens if we really do bring in a bunch of new ones?”
This line of thinking will get you nowhere. “It’s a common fallacy,” Herjavec said. “Engineers want to make it perfect before they sell it. True entrepreneurs jump out of the airplane and have the confidence that they’ll figure out the parachute on the way to the bottom.”
The key is to find your niche. Sales takes a long time to learn – years and years of trial and error. But if you can “figure out who you’re selling to,” as he put it, you’re already far ahead of your competition. Find the factor that differentiates you from the sea of similar companies, leverage your strengths and sell until you drop. That’s the path to success and, as hard as it is, there isn’t any other. Go on Shark Tank sometime and Robert Herjavec will be the first to tell you.
Free Report: What Every Small-Business Owner Must Know About Protecting And Preserving Their Company’s Critical Data And Computer Systems
This report will outline in plain, nontechnical English common mistakes that many small-business owners make with their computer networks that cost them thousands in lost sales, productivity and computer repair bills, and will provide an easy, proven way to reduce or completely eliminate the financial expense and frustration caused by these oversights.
Download your FREE copy today at
or call our office at 281-402-2620.
Server backup are a different beast when compared to workstation backups.
For a workstation and single type of backup is plenty, be it image based or file based, but for servers it’s critical to have both types of backups.
The file level backup comes in handy if you need to recover individual files while the image based backup is crucial if your server totally goes out and you need your users to get back to work fast.
Also, make sure both types of backups are in the cloud, so if things come to it, you can spin your server up in the cloud and have users access the data/apps they need during a disaster.
The Most Effective Closing Technique
Of all the things I’ve done during my entrepreneurial career, selling has been the one constant. Ever since my first job out of college, I had to sell to make a salary. When starting my first business, I had to sell to survive. Even the first book I wrote would have been nothing without a huge selling effort. As a result, I’ve become a lifelong fan and student of great selling techniques.
My favorite technique used to be the 1-to-10 close. You know, where you ask your customer, “On a scale from 1 to 10, where do you stand on proceeding with us?” And then when they answer, you ask what you can do to make it a 10. The strategy even worked occasionally, despite the fact that it was exactly what I should not have been doing.
People resist suggestions. If you’re a smoker and I say, “You need to stop smoking – it’s bad for you,” you’ll roll your eyes and say, “Yeah, I know.” Then you’ll light up a smoke and blow it in my face. We automatically do the opposite of what people suggest.
Later in my career, I stumbled across another 1-to-10 technique, which is still the most effective closing method I’ve ever experienced. When asking people where they stand on the scale, no matter what they say, I say something like, “I
didn’t expect you to pick a number so high! From our discussion and your body language, I actually thought you were much lower. Why did you pick a number that high?”
When I suggest a number lower than what they say, people naturally resist my remark and want to go higher. Now they argue about why the number they picked – say five – is not that high, and maybe even change their number to a six or a seven. But no matter what, they’re arguing in their own head over why they should go with you.
Tom Sawyer knew this technique. When he acted up and was forced to paint a fence as punishment, his buddies started teasing and ridiculing him. But he just kept painting and said, “Not just anyone can paint a fence.” By the time he convinced them that they weren’t capable of painting a fence, they began begging him to let them have a try. Only then did he let them, while he relaxed in the shade.
It’s a simple strategy, but it works. You can persuade your customers all day to work with you and they won’t bite — but get them to convince themselves, and you’re in business.
MIKE MICHALOWICZ (pronounced mi-KAL-o-wits) started his first business at the age of 24, moving his young family to the only safe place he could afford – a retirement building. With no experience, no contacts and no savings, he systematically bootstrapped a multimillion-dollar business. Then he did it again. And again. Now he is doing it for other entrepreneurs. Mike is the CEO of Provendus Group. He is also a former small-business columnist for The Wall Street Journal; MSNBC’s business makeover expert; a keynote speaker on entrepreneurship and the author of the cult classic book The Toilet Paper Entrepreneur. His newest book, The Pumpkin Plan, has already been called “the next E-Myth!” For more information, visit www.mikemichalowicz.com.
5 Sneaky Tricks Cybercriminals Use To Hack Your Network
1. PHISHING. Woe to you and your business if you haven’t heard of this one yet. By using an email, chat, web ad or website impersonating a legitimate organization, hackers get members of your team to click and install malware.
2. BAITING. Baiting uses an enticing item to lure employees into giving up personal data, such as a music or movie download or a mysterious flash drive left around the office.
3. QUID PRO QUO. It’s like baiting, except that hackers offer a service instead of an item in return for private data.
4. PRETEXTING. This is a type of phishing in which a hacker poses as a respected colleague or member of your organization in order to boost private data.
5. TAILGATING. It occurs when an unauthorized person physically follows your employees into restricted areas. SmallBizTrends.com, 9/20/2018
Don’t Wait 191 Days To Realize There’s Been A Data Breach — By Then, It’s Too Late
According to a 2017 report by research firm Ponemon, it takes an average of 191 days for a company to realize it’s been compromised by a data breach. This number should scare anyone. The longer you take to recognize and respond to a breach, the more criminals can steal and the bigger the damage becomes. What’s more, your delayed reaction will leave you fewer options to mitigate the disaster. To survive, you need to stay on top of your cyber security with a team of dedicated professionals keeping tabs on attacks, strengthening your barriers and responding within hours, not days, if the worst ever happens. SmallBizTrends.com, 10/30/2018
Top Employee Retention Strategies To Keep Your Workers Motivated And Productive
Successful business owners do more than focus on the bottom line. They work to make their office a genuinely enjoyable place to work, creating an environment that fosters loyalty and success in their team over time.
Keeping top performers from jumping ship should obviously be your priority, but these are often some of the most difficult people to keep on board. As they shoulder extra responsibilities and bend over backward to serve your company, they may start to feel undervalued. It’s your job as manager to actively seek out any pain points they may be experiencing and resolve them. Regular employee surveys and open lines of communication between teams and management can curb problems before they turn happy workers into disgruntled sandbags.
Of course, no matter how easy you make it for them to do their job, they’re going to leave if you still can’t give them what they’re worth. In a recent Glassdoor survey, it was revealed that over 45 percent of people quit their job because they’ve been offered more money elsewhere. CEOs tend to be fond of making excuses for avoiding raises and robust benefits, but employees know what they’re worth, and they know what they need to stick around. HomeBusinessMag.com, 10/12/2018
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