Was it just me, or were the Super Bowl commercials as a whole this year disappointing? Now let’s not mistake my personal point of view (POV); I’m a Super Bowl viewer for the football and the food. That being said, I’m always interested in watching the commercials because this is where the best of the best marketing campaigns are supposed to be launched, right? Apple, Doritos, Budweiser, e*Trade and others have made splashes with their highly expensive time slots on national television. My response to this year’s crop was a resounding….”meh.”
The vast majority of the commercials focused on something other than their brand. In some cases, you were left to wonder what the product or service was. Marketing execs seemed to go out of their way to make social statements rather than stating their own POV to their target audience.
If I were selling beer, I’d focus the viewers attention on people drinking beer and having fun. If I were selling cars, perhaps a wise strategy is focusing on creating a desire for said make and model of transportation. Bottom line, politics impacted thinking around branding this year. The problem is people watch the Super Bowl to be entertained both by the game and the commercials.
Alternatively, Lady Gaga left no doubt about her brand. Her performance for the halftime show was brilliant because it showed off her main talents – singing and entertaining. There were no overt statements made; the focus was on her music and style. She sang her most popular songs to expand the net of those who only occasionally here her music. I admit I don’t know all her work, however what she sang at halftime, I did.
She added surprise to her routine by starting the show on the roof and then repelled down to the stage. She concluded by jumping off the stage while catching a ball and disappearing to raucous applause. No one watching was left uncertain of her POV or brand.
So what’s this mean for you as a business owner?
It’s very easy to become confusing to your target market, if you’re not careful. If a beer manufacturer can lose it’s POV of what it does with a scattered marketing message, then the same can happen to you. Your marketing focus should be more Lady Gaga than Budweiser. Here’s how…
Be clear about your market. Ideally, who will purchase your products or services? Are you B2B or B2C? This is important because B2Bs write a company check based on a budget; B2Cs must be influenced to part with a portion of their paycheck. You’ve got to start with this because your marketing will be focused on this buyer.
Be clear about your image. Lady Gaga’s wardrobe and stage was consistent with her brand. What’s your image say about you? Image is portrayed in style (old school vs. contemporary); language (bold vs. tempered); platform marketing (Social media vs. word of mouth); or any number of other characteristics based on your industry. The key question is – are you consistent?
Create curiosity and engagement. There was a lot of pre-halftime buzz about what Lady Gaga would do based on her penchant for being unpredictable (which is in itself consistent). No matter what you’re marketing, there has to be some allure, some area of curiosity, and some engagement where your customer interacts with you. She had a live audience; what do you have?
Be you. Don’t try to copy others; be yourself. Be clear about your value and how you’re the company (or individual) best suited to improve the condition of your ideal customer.
Be bold. If Lady Gaga is one thing, she’s bold and a risk-taker. However, she has a plan. It’s all done for the benefit of her customer, the audience (whether in person or watching on TV). If your marketing message is boring or white noise, it gets tossed in the virtual trash can, never to be retrieved. You might think you are bold, but how do you know your target customer thinks so? What kind of analytics do you run? What type of metrics do you use? Have you ever even asked?
Leave them wanting more. Lady Gaga left the stage with pizzazz and her followers can’t wait for the next performance. Does your marketing strategy motivate people to contact you or do they even care? You must be innovative around the idea of getting people to take action. That action is engaging in some way with you.
And she told two friends. And so on, and so on…. If you’re my age, you remember that shampoo commercial exhorting the power of name brand and referrals. The Lady Gaga brand is best spread through social media. Not only did she “trend” on social media platforms for days afterwards, it actually converted into big revenue. According to USA Today, her sales spiked by 1,000%!
Nielsen Music reports she sold 125,000 song downloads. That’s up roughly 960% compared to the day before the game. She sold over 23,000 albums on Sunday, representing a 2,000% increase.
Wouldn’t you take those kinds of returns? Bottom line is this – if you want to avoid having a Bad Romance with your business, increase your revenue, be wildly successful, and have more fun doing it, be more like Lady Gaga. Be clear on your value and messaging, and then pack the house!
Dan Weedin is a strategist, speaker, author and executive coach. He helps small business and middle market business leaders and entrepreneurs to grow more profitably and create a better life. He was inducted into the Million Dollar Consultant™ Hall of Fame in 2012. You can reach Dan at 360-697-1058; e-mail at firstname.lastname@example.org or visit his web site at http://www.DanWeedin.com.
(My real home gym where the bag lives!)
It’s easy to get bored with a workout routine if you don’t change things up. I found myself in that predicament a few months ago. I started taking a class that included punching a heavy bag as one of the circuits. It scratched three itches – it was different, it was great exercise, and I got to hit something really hard without the peril of being hit back or sued! I became so enthralled with it that I asked for – and received – my own heavy and speed bag combo unit for my birthday.
When hitting a golf ball or baseball squarely, you hear this sound of perfection – POP. It’s the sound of the ball being hit perfectly off the club or bat. Likewise, when you hit the heavy bag squarely with your fist, you both feel it and hear the same POP. It’s an exhilarating feeling of adrenaline and keeps me going back to the golf course and heavy bag for more. I want to keep hearing and feeling that POP.
In this final segment of my 3-part series on profitably growing, developing, and protecting your business and people, we will examine a topic you should be very interested in – Growing the equity value of your business. The result of successfully doing this should give you the same adrenaline rush of squarely landing a punch on the heavy bag…. that POP should equate to the financial reward you’re receiving for the risk you took in starting a business.
I speak regularly at events where business owners are in attendance. I’m no longer surprised that many of them have never heard of EBITDA (if you say it fast three times, it reminds you of Porky Pig signing off!). EBITDA stands for Earnings Before Taxes, Depreciation, and Amortization. Your CPA and financial advisors know what EBITDA is and so should you. In essence, it’s your real profit and one of the factors in what you can eventually sell your business for.
This column can’t adequately explain EBITDA, so I encourage you to discuss how yours is derived and what it actually is with your CPA. Here’s what you should know about it for today…
Most business owners will eventually sell their business in order to use the proceeds to fund the lifestyle they desire for their “golden years.” They may sell to children or other relatives; an employee (or a group of them); or to a competitor. Regardless, just like with your house, you want to get full value for your blood, sweat, and tears. You want to maximize the equity.
For every $100,000 of profit increase, your small business (and your wealth) will be more valuable by a range of $300,000 to $500,000 based on valuation multiples of three to five times EBITDA. If you’re a company in excess of $10,000,000 annual revenues, that multiplier is probably closer to five to seven times EBITDA. That’s real money. Do you see now why you as a business owner need to stay apprised of what your EBITDA is?
So why don’t so many business owners pay attention to this, when it’s as important as their 401K and/or stock investments? Because many small and mid-size business owners get caught up in a “success trap.” In other words, they get trapped in your business doing “stuff” that they think they should be doing because it’s their business. While this “stuff” may be important (and at one time you needed to do when they were starting out), much of it can now be delegated by training others or allowing them to do it. Ask yourself this question – Are you optimizing your personal value to the company or are you really an employee with a fancy office?
You can maximize your value by developing leaders and focusing on tasks that improve the value of your company. It’s better both for you and your employees. One of the areas you should focus on is your profitable growth and the valuation of your company because if you wait too long, you may not be happy with the results.
You may be thinking, “I’m not a financial expert.” That’s not a problem. That’s why you build a team of experts – your CPA, wealth advisor, business consultant, insurance broker, attorney, etc. If you invested a couple hours a month to stay current on the equity of your company, you’d be able to strategize how to move forward in regards to growth, scalability, profitability, employees, and clients.
The financial piece of your puzzle is undoubtedly the most complex, and that’s why you must be confident enough in yourself to ask for help from smart people. It’s worth your time and financial investment.
Final thoughts on increasing your business value: While EBITDA is important; it’s only one factor. The topics and concepts we discussed in the past two parts of this series are equally important. The valuation of your company when you’re ready to sell it will be based on three factors:
1. How attractive you are to an ideal buyer.
2. How scalable your business model is beyond your existing market.
3. How many buyers are interested.
If you’re successful in the first two of these, you may not even need the third. Maybe you don’t sell it; maybe you put yourself in a position to sell and keep it or become an acquirer yourself. In the end, you want to create a legacy for your business and build the equity to make decisions on your terms, not someone else’s. And when you do that, you’ll hear the sound of perfection and feel the power of the POP over and over again!
This article appeared in the February edition of the Kitsap Sun/Kitsap Business Journal as part of my regular monthly column.
© 2017 Toro Consulting, Inc. All Rights Reserved
This is my monthly column for the Kitsap Sun / Kitsap Business Journal. It’s Part 2 of a 3-part series but will stand alone in it’s value to you. Enjoy!
Last month’s column unveiled Part 1 of creating a strategic growth plan with eschewing the traditional business plan model and focusing on a strategic marketing plan. This month, we dive into a topic that most business owners and entrepreneurs should care a lot about – profits. A strategic growth plan better include profitable growth or you’re just messing around.
There are three components in my strategic growth plan — marketing, protection and financial. This column will cover protection, with the final one to follow next month.
Let’s face it; talking about growing profits is a sexier topic than protecting them, right? The problem is that there are so many monsters out there ready and willing to devour those profits that you need to build a fence around them.
I hate the phrase “risk management.” To me, it implies that “risk” is a bad thing. Without a healthy dose of risk, there are no rewards. Risk is simply a function of your tolerance for it. As an entrepreneur, you need a lot. That’s why I suggest you need to be resilient. My personal definition of resilience is this – the ability to take a punch; jump back up and throw two more of your own. Heck, as a business owner, this may be a daily discipline!
The “burden of reactive chaos” is a state where you’re constantly putting out the proverbial “fire” at the office. Instead of having a plan of attack to deal proactively with chaos, you’re seen constantly running around stamping out those flames with the same vigor and angst as kids hitting a Whack-a-Mole at a carnival. You are reacting to outside crisis and allowing that effort to exhaust your time, your energy, and your mindset. Left unchecked, you’ll find your profits dwindling because you and your employees are working less effectively, while also leaving gaps for those profit monsters to eat at your bottom line.
In order to avoid the “burden of reactive chaos,” you need to have a strategic resilience plan. Have no fear. I’m about to tell you how to get started with one!
How to Create a strategic resilience plan:
— Commit to investing time and money for the protection of your profits and sanity. This is the same concept as preparing your house for a disaster (which I’m certain you all have done). If you as the boss don’t commit to this investment, then who will? That’s right, nobody. Consider your ROI gobs of discretionary time, dramatically improved performance, and happier employees.
— Identify the monsters. What are the most probable obstacles to being wildly successful? The answers are bunched into four categories: physical (e.g. fire); human resources (e.g. employee issues); liability (e.g. negligence to someone else); and loss of income (e.g. brand/reputation). You can’t plan or prevent without identifying what can hurt you. This is the most important step.
— Assess the threats. Are these “monsters” lying in wait under the bed, or almost non-existent? Based on your industry, geography, and best practices, you can determine the likelihood of the chaos. You can also guess how bad it might be (e.g. lost days versus lost weeks). You can build a plan around certain calamities or create a “plug and play” model.
— Write it up. Once you’ve got a plan, write it down and share it with everyone. Create a committee or task force in charge of implementation. Make sure that everyone knows what to do in case of an emergence, especially how to evacuate. If it’s not written, it won’t be followed and your work will have gone to waste.
Practice. When I coached basketball, we would drill daily on end of game situations so we would be prepared when it happened. You need to do the same thing. Ask yourself how many employees can actually use one of the many fire extinguishers in your building. If there is no confidence in carrying out a plan, then reactive chaos flourishes and eats away at your profits like a hungry dog on a bone.
— Build a team. There are plenty of experts out there that can help you. Insurance brokers, consultants, technology specialists and more should be part of your team. Once a year, bring everyone together and brainstorm. Your resilience program needs to be nimble. Things change all the time, and your plan needs to be ready for that.
Patience. This isn’t the most fun thing you will do in your business, but it may be the most important. The main reason smart people let this slide is because they get impatient and allow it to not be a priority. In this case, patience isn’t only a virtue; it might save your business.
There are three key factors that keep otherwise savvy entrepreneurs from getting out of the “burden of reactive chaos.” They are apathy, complacency, and arrogance. They think it will never happen to them, they’ve done all they can, or (worst) they will figure it out when it happens. Don’t be that guy or gal. Too many people need you to be profitable and open for business – your employees and their families, your clients and customers, your key vendors and partners, and your community. Invest your time in slaying those profit monsters, escape the burden of reactive chaos, and stay constantly in the pink (or in this case, the black!).
Next month: Strategic Growth Plan #3: Financial Fitness
Dan Weedin is a strategist, speaker, author and executive coach. He helps small business and middle market business leaders and entrepreneurs to grow more profitably and create a better life. He was inducted into the Million Dollar Consultant™ Hall of Fame in 2012. Contact Dan at 360-697-1058, email@example.com or visit his web site at http://www.DanWeedin.com.
© 2017 Toro Consulting, Inc. All Rights Reserved
This is the second of a three-part series for my Kitsap Sun business column…
This is the second of a three-part series on running a family business profitably and equitably. Over the past 27 years, I’ve worked with hundreds of family businesses. Even though the industries differ, the challenges surrounding them are very common. In the next two columns, I will draw attention to the three most critical topics that all family businesses need to address for both profitability and family bliss.
So you work for “the man,” do you? Or maybe, “the woman?”
So much of our popular culture revolves around the conceptualization of the persecuted and overburdened employee who works for a horrible boss and uncaring business. A modern day Willy Loman character that is doomed to a dreadful employment while the boss lives a carefree existence carousing on their yacht and mansion.
When it comes to small family businesses, the true picture is often very different.
I find that a very high number of business owners fled one horrible boss for an even worse boss…themselves! So many of you — yes, you — have started or inherited family businesses and find yourselves being treated more contemptibly than you’d accept from any other employer.
Let’s do a quick check:
Do you start work at 6 a.m. and then stop at about 8 p.m. (or later)?
Do you take fewer vacation days than your employees?
Do you accept and return work calls and email until you go to bed?
Do you go to work sick, even when you’d not allow employees to do the same?
Do you fear leaving your business unattended by you for more than a week? So much so that you constantly are checking in when you’re away?
Do you hate your boss?
Let’s be clear. I’ve seen all of these iterations in small family-run businesses over the past 27 years. I’ve heard all the usual excuses:
“I have to make sure the work is done to the company standard…”
“No, I really thrive when working in chaos for 12 hours a day…”
“I have to set a good example of work ethic or else nobody would work hard…”
“I’m not a micro-manager; it’s just that I need to know everything that goes on in my business…”
“My employees feel empowered when I’m always around. They hate it when I’m gone…”
“Oh, I’m only being controlling until (fill in the blank)…”
I could go on for the entire column. In fact, you may have others to share, especially if you are employed at a family business!
Here’s the stark reality of the situation — if you own and operate a small family business and can’t walk away for two months without touching it, then you don’t have a business, you have a job! In my experience, entrepreneurs start their businesses not to have a job, but to create jobs; create value; do what they love; and eventually sell that business to fund the rest of their lives. If you work yourself to the bone and create a condition where you’re always stressed out, burned out, and dreading your work, you may not have a much of a life left to enjoy.
The answer is to stop hating your boss. Here’s my five-step process to doing that quickly:
1. Empower your employees: That means train and then trust them. They want autonomy and the permission to fail and learn. That means delegate things that you shouldn’t be doing anymore. It means that you must create a culture and operation where you’re working yourself out of a “job!”
2. Take time off: Force yourself to take vacation time. You can still make yourself accessible in the event of an emergency, but in most cases it won’t happen. Your life balance requires relaxation and recharge. Take it.
3. Give yourself a break: Too many CEOs by their own actions seem to require perfection in themselves. If you do that, stop. You don’t require perfection from employees (and if you do, stop that, too). Allow yourself to be human, to make mistakes, and to be resilient. By doing this, you’ll alleviate stress and anxiety in yourself and your employees.
4. Ferociously guard your time: I cover this in my book, Unleashed Leadership. Learn how to prioritize by triaging what is urgent, important, and normal. The bulk of the time will actually be spent on the last one. Your time is extremely valuable. Save it for what only you can do and what you want to do.
5. Commit to having fun: That’s right. You can have fun. What does this look like? For the savvy CEO of a small family business it looks like actually enjoying what you do and manifesting it through your self-talk, your behavior, and your leadership. You must have a passion for your product or service; must enjoy people; must be a lifelong learner; must be a risk-taker; and must be an encourager. You must be able to reward and forgive yourself; seek out new challenges; create and innovate; and be a positive influence in your company.
People don’t leave jobs, they leave bosses. You’re stuck with yourself. You’d better come to a lifelong “employment agreement” where you wouldn’t even dream of working for anyone else.
Next month, Part 3: Dysfunction junction — What’s your function?
© 2016 Toro Consulting, Inc. All Rights Reserved
The clock has passed into a new year amid the hangover of a bustling holiday season full of parties, gifts, revelations, and resolutions. Now it’s back to business with a fresh outlook filled with hope and expectation.
There’s a certain “back to reality” perception that obscures our emotions whenever January rolls around. It’s human nature. Everyone is now done wishing you a “Happy New Year” and loads of joy, prosperity, and success. The challenge is that now the hard work begins to convert those well-intentioned wishes into reality. My question for you is – are you buying or selling?
Nothing magical happens when time shifts from December 31 to January 1. The wish for “happy” results knows no set time or place. Your attitude, mindset, and level of discipline are what will result in consistent and sustained success. Those 3 factors determine whether you’re buying or selling on the concept and reality of a “Happy New Year.” Too many business people actually are “selling” on that concept.
Here are 5 signs on whether you are unwittingly bailing out – or “selling” – on a “Happy New Year:”
- You’ve invested nothing in personal growth and development. That means no investment of time or money for you or your people in growing your minds, your skills, or your habits.
- You choose not to review your practices, procedures, and activities. Just because you’ve always done it the same way doesn’t mean it’s the best option. Those that never look for a better way often fade into complacency.
- You fail to invest in marketing. Every company is reliant on acquiring new business. Failing to stay creative and bold in marketing results in stagnation and obsolescence.
- Company culture isn’t a priority. As much as “culture” has become a buzzword in business, there is still much evidence that it hasn’t caught on everywhere. Overlooking the importance of it can lead to dire consequences.
- Recruiting and hiring are done on an “as needed basis.” Hiring people out of desperation rarely works.
Any of these maladies look familiar? Whether you run a gigantic company or are the boss of just yourself, any of these factors will interfere with your desire to have a successful and prosperous year. At the very least, you won’t be maximizing what you can accomplish. Let’s fix these problems and swap to “buying” through a changed attitude, mindset, and discipline.
- Commit to professional growth by putting your money and time where your mouth is. Decide what you’re going to do to improve yourself and your team. Is it coaching and mentoring? Is it skills based training? Is it virtual workshops or attending conferences? Map out what you’re going to do this year and then find the time and finances for it. Pull out your calendar and schedule professional development now. It’s too easy to put off and then complain that you ran out of time. Professional growth is an attitude (priority), a mindset (always striving to learn more) and a discipline (actually doing it).
- Schedule time to review your practices. I just met in December with a new client that committed to this strategy. It takes vulnerability and humility, yet it’s worth the effort. It’s too easy to get caught in the “same old, same old.” This concept breathes a fresh perspective on your activities and uncovers areas that you can enhance or add for your benefit. Make sure you have an outside expert helping you or otherwise you get caught breathing your own exhaust. Make the most of your time spent and implement your new practices.
- Focus on building your brand. My professional mentor Alan Weiss has always said that, “If you don’t toot your own horn, there is no music.” You have value to offer through your products and services. You have the ability to improve the conditions and lives of others, but they need to know you exist. Don’t get caught in the snare of thinking that you can get by with your current base of clients or else one day you may find that your pipeline has run dry. Brand building requires consistency, patience, and discipline. It may be the most important business activity you perform.
- Create a fun environment. Employees invest a huge chunk of their lives in a company. If it’s dreary and dull, the results will be poor performance and high turnover. It doesn’t take much to exponentially improve a culture. Even adding a modicum of fun into the daily grind can enhance an entire company attitude. More on this topic next month.
- Always be recruiting. The worst thing that can happen to a company is to hire out of desperation. Recruiting must be a regular executive function. The focus should be on finding good people that add value and diversity to your business. Most skills can be taught; seek out individuals that enrich your company. Even if you have to hire without a spot in place, you build better bench strength and grow the quality of your people.
Bottom line: You are either buying or selling on your success and significance in 2016. Making a conscience effort to acknowledge that and prepare your attitude, mindset, and discipline to guide your efforts is the first step in making sure all those that wished you a “Happy New Year” will have been prophets.
Are you buying or selling?
Dan Weedin is a strategist, speaker, author and executive coach. He helps business leaders and executives to become stronger leaders, grow their businesses, and enrich their lives. He was inducted into the Million Dollar Consultant™ Hall of Fame in 2012. You can reach Dan at 360-697-1058; e-mail at firstname.lastname@example.org or visit his web site at www.DanWeedin.com.
My topic is Unleashed Leadership: Why creating a culture that encourages boldness will ultimately reap tremendous rewards for you. I’ve been a regular monthly columnist for the Kitsap Business Journal since 2010, and am excited to team with them to honor these 20 successful business leaders in the community.
You can get tickets to attend this event on their website.
This is my September column for the Kitsap Business Journal / Kitsap Sun. I’ve been a monthly columnist since 2010. You can find many of my recently archived columns on my website.
Do you remember being advised by someone at some point in your life that you never get a second chance to make a first impression? It might have been your mother or boss, yet the concept generally was centered on how you presented yourself — your clothes, your hair, your grooming. You were encouraged to make sure that the first impression you were giving was professional and pleasant.
How good is your company’s first impression in the digital age? Is it attractive and presentable, or does it look like a virtual unmade bed?
Last month, I was a speaker at a conference of life insurance company executives. One of the other speakers stated that research from last year indicated that 71 percent of Americans did online research on life insurance companies prior to buying it. Long gone are the days of static Yellow Pages advertisements and zealous agents in plaid pants pitching their products. Today, life insurance buyers are increasingly doing their own research on insurers and products first, and making judgments on the veracity of the company before they even call anyone. This is forcing life insurers to adjust their online presence and marketing in order to assure they are giving off the desired first impression.
What is your company doing to accomplish the same thing?
It doesn’t matter what business or industry you’re in today. Social media, websites and online resources are driving consumers to (or away) from you. Buyers of your products and services under the age of 30 have grown up with technology and are very competent in using it. They are also very discerning on the quality of the website translating into the quality if the company. Just in case you don’t catch the magnitude of that last sentence, allow me to be very clear — the quality of your company is being judged by others based on the quality of your website. This means clients, customers, prospective customers and potential employees. In the case of the latter, you can think of it this way … one might ask if the website is outdated and bland, why would anyone want to work there?
You may be saying, “Dan, I understand this. We keep our website current.” My response is that “current” is no longer good enough. “Current” is a given, not a nicety. Your web presence (including social media) needs to be dynamic. It needs to be interactive. It needs to be cutting-edge. The reason? It’s because the bulk of your market is going to go there at some point and check you out. If you’re just “current,” you may not make the cut!
Here are my seven strategies to make sure you are staying on the digital cutting edge:
1. Change your “look” at least every six months. Change and creativity are considered innovative. The same old look is considered stale. By changing the look (images, services, products, pages and interactions), you invite people to keep coming back.
2. Make testimonials ubiquitous on your site. The best heralds for your products and services you can have are happy customers and clients. Why not have their words on every single page, so others can see them? Don’t be shy; ask for and post your testimonials and references liberally.
3. Be pretty. Show images, smart graphics and visuals. You don’t have to go overboard with pop-ups or flying graphics, but you do need to be attractive. Your executive leadership, your sales staff and your customer service team should all have their pictures available with their contact information so they can be seen as real humans.
4. Create interactive options. This is new to my strategies because I just heard about the proliferation of “gaming” modules at the conference. An increasing number of companies are using games to promote, deliver value and recruit. People love to use games, and if you can implement a game that allows you to keep people on your site and interacting, you will be considered innovative.
5. Create exclusive programs. Many websites have private pages dedicated to clients that access them with a username and/or password. There is always something very appealing about being special, and making clients special will keep them coming back for more.
6. Videos, please. Our society is becoming more visual because of technology. Take advantage of that by giving them something to watch. Use video for testimonials, promotions and recruiting. Keep them under four minutes, and pack them with an optical punch.
7. Dynamic, not boring. I see a lot of boring websites. Be bold, take risks and have fun in your language, your images and your message. You need to get your website visitors to navigate through your site, and the only way to do that is to be interesting.
If your website looks the same as it did one year ago today, you’re long overdue for a change. Use professionals to build your site, to dress it up, and to send a strong first impression of your company and its people. If you want to start a relationship with new clients, and sustain the ones you have with current ones, then make sure your declaration to the world is that you’re a 21st-century business.
It never hurts to get a new haircut every once in awhile. You can start with the new virtual face of your business.
© 2015 Toro Consulting, Inc. All Rights Reserved