Resistance to Change (Here’s HOW to Overcome it using Theory of Constraints)

Check out this new post on the Velocity Scheduling System blog:

http://www.velocityschedulingsystem.com/overcome-resistance-to-change-here%e2%80%99s-how-using-theory-of-constraints/

The Velocity Scheduling System Coaching Program is a complete scheduling system for highly custom job shops.  It is a visual system -- NOT software.  Check it out here:  http://www.velocityschedulingsystem.com/

Theory of Constraints and TOC Thinking Processes applied to YOUR Life

I have a huge opportunity for you to learn more about the Theory of Constraints and the TOC Thinking Processes.

The Odyssey Program is coming up this July 18 to 25 in San Jose, CA. It's short notice, but it's a great deal. You can attend both the regular session (first 5 days) and the alumni session (last 3 days) which are normally $3500 together for only $1600 for both. And that's all inclusive (ALL meals, accomodations, materials are included).

Why? We are short on attendees due to dealing with Dr Goldratt's passing and we have not had time to market.  We need to cover our costs. This price will NOT be available again!

This offer is limited to the first 10 people who respond and mention the Science of Business. I don't make a commission on this, I just really believe in this program and I promised Eli I would help to market TOC the last time I talked to him. The program is 100% run by volunteers and 100% non-profit. It's a must do for EVERYONE!

If you are interested in learning more about the TOC Thinking Processes and in critical thinking -- this is a great opportunity. This is a life opportunity. Read on for the details:

-----------------------------------------------------------------------------------------

  The Odyssey Program is a 5-day program that allows participants to apply the powerful insights and thinking processes of Theory of Constraints’s (TOC) to their own life journey. The program is open to everyone wanting to invest time to discover what really blocks them to set and achieve ambitious goals or make important decisions and how to practically challenge assumptions or overcome obstacles that hold us back from achieving more “goal units” or leading more fulfilling lives.

This program is aimed at helping attendees develop and apply critical thinking skills to discover the cause-effect patterns, generic conflicts and assumptions that limit success in the various aspects of their life (e.g. wealth, health and happiness) and discover how to practically break these conflicts in ways that do not have any major negatives and or major implementation obstacles.

Attendees can apply these TOC Thinking processes to any personal subject or circumstance (e.g. what to do with the rest of my life, how to live a full life, how to make an important decision).

• Odyssey 2011 Information Brochure - All the latest information about the 2011 program.
• Get to know the Odyssey Facilitator - Dr. Alan Barnard (Freshman and Alumni program facilitator).
• Read all about this years venue – San Jose State University.

The 5 day Odyssey Freshman program is open to anyone from the ages of 15 upwards that want to invest time in using the powerful thinking processes of Theory of Constraints to analyze their own lives.

Starting points for this analysis can include:

1. How to set a life goal and discover which current assumptions can block you from achieving this life goal and how to overcome these obstacles in a systematic and logical way OR

2. How to make Important decision(s) you've been procrastinating on (such as "what to do with the rest of my life", "Why can't I sustainably quit a bad habit" ) and discovering what underlying conflict(s) blocks them from making these decisions and how to identify and challenge limiting assumptions in a holistic and logical way OR

3. Identifying stressful expectation gaps (gaps between what you really want /where you want to be vs. what you have now/where you are) from three different aspects of your life (e.g health, wealth and happiness) and discovering the common underlying conflict and limiting assumptions that block you from closing these gaps and how to overcome implementation obstacles in a holistic and logical way.

The 3 day Odyssey Alumni program (which follows immediately after the 5 day Freshman) is open to anyone that have previously attended a Odyssey Freshman program (including Odyssey Freshman class of 2011). In this program, Dr Alan Barnard will lead the group, following an exciting discovery process (developed by Dr Goldratt specficcally for the Alumni), to experience a real scientific breakthrough using the thinking processes and principles of the hard sciences's "scientific method" to make a real breakthrough in a topic that is important to both our professional and personal lives. Past Alumni topics included "How to find the essence of something we study/read", "How to really focus on what is important/not get distracted by unimportant stuff", "How to prepare properly when we want to sell a new idea/change".

I have personal experience of the impact of the tools taught at the Odyssey Freshman and Alumni programs and can testify the value it has brought to my life and to our organization.

If you are interested in getting more information or to register for the program can visit http://www.theodysseyprogram.org/. Please note that those interested should register asap by clicking on the "Register" tab, as the program is limited to only 60 participants each year and only the first 10 referrals from the Science of Business will get the discount described above.

To get the discount:  simply select the "Young Adult Sharing" option for the Freshman ($1000) and Young Adult Sharing" option for Alumni ($600) on the "Register" tab.  Now that price is for SHARING A ROOM ($1600).  If you don't want to share select the options immediatly to the right of the yellow hightlights which is a total of $300 more.  Then forward your registration to me so that I can okay the special rate.  See yellow highlights below:

If you have any questions regarding the program, you may contact us at: info@theodysseyprogram.org.  And don't forget to forward your receipt/registration to me so that your discount rate will be accepted. 

Remember the Odyssey Program is 100% volunteer and 100% non-profit. We welcome sponsors to support participants from all over the world. Contributions of all levels will be applied to enable someone to achieve their ambitious life goal. We would greatly appreciate donations of frequent flyer miles. Go to the Donate page to donate now, or send an email to info@theodysseyprogram.org if you would like to understand more about sponsoring someone to the Odyssey Program.

Wishing you success,
Dr Lisa
President, Science of Business

Science applied to People Management | Science applied to Human Resources

Managing people is still one of the toughest things we do.  (Click video link below.)

 A friend (hi Kathy) recently sent me this video that addresses the science of managing people /human resouces and ourselves (my take). The reason she sent it was because my personality is similar to the presentor -- at least in her opinion.

 And, I have to admit I really related both to the personality (a lot) and to the subject matter. 

 Anyway, I thought this video was really good. It seems very consistent with Theory of Constraints and fills a gap. 
 
It's only 20 minutes, so check it out: 

After you watch it, leave me a comment and let me know what you think!

Wishing you success,
Dr Lisa

President, Science of Business


2011 Copyright, Science of Business. All rights reserved.

Dr Eliyahu M Goldratt, 1947 - 2011

Dear TOC Enthusiast,

A litte over 1 month ago Dr Eliyahu M Goldratt (father of Theory of Constraints and one of my mentors) was diagnosed with lung cancer. It quickly spread and Eli passed on June 11, 2011.

I was fortunate to spend time with him in Israel before his passing. His last days were spent transferring knowledge and getting a small team ready to present and facilitate on his behalf at the TOCICO conference.

We completed that mission yesterday. And I believe it was a big success. We focused on tranferring a process to "Stand on the Shoulders of Giants". This process will ensure that the TOC community continues to thrive.

To give you an idea of how to stand of the shoulders of those that came before, check out this article: Standing on the Shoulders of Giants by Dr Eliyahu M Goldratt (big file with some hand written notes, so be patient while it downloads)

Sincerely,
Dr Lisa
President, Science of Business

The Toilet Paper Roll--Does It Change Itself? (A Theory of Constraints Lesson)

The answer is no, not yet, at least that I have seen. So we need a process ...



I have a process for making sure that we are never without toilet paper in any bathroom. Yes, it is a process. Toilet paper rolls do not just magically appear under the sink.


I use a 2 bin system.


Whenever the last roll is taken from the cabinet underneath the sink, leaving just the roll on the holder – that is the signal to retrieve 2 more rolls from storage and put them in the cabinet.


And, here’s the really complicated part. When you remove the last rolls from storage, this is the indication to put “toilet paper” on the shopping list. And the shopping list, of course, is in its standard location with pen for easy, quick additions. (So don’t move it or take the pen.)


Now this process is simple and elegant BUT despite that, it still does not work 100% of the time.


So what does a Theory of Constraints expert do when a process is not working? We collect the reasons why. We then use the biggest occurrence of why’s to improve the process.


The most frequently occurring why I’ve collected so far is “I’m too busy to go replenish toilet paper at the time I pull the last from under the sink.”


So to continue down the process improvement path we have to figure out how to deal with this biggest disruption to our toilet paper supply. 


What are your ideas?


This is an example of a Theory of Constraints POOGI process, a Process of On-Going Improvement. And it is a critical part of any system. We use it in the Velocity Scheduling System (our scheduling program for custom job shops).


How can you apply this to one of YOUR processes?

Share your comments, feedback and suggestions by leaving a comment on this post.  Really -- I want to hear from you!

Wishing you success,
Dr Lisa
President, Science of Business

P.S. FOR CUSTOM JOB SHOPS ONLY: The next Velocity Scheduling System Coaching Program for custom job shop scheduling and machine shop scheduling starts on Monday June 6.



P.P.S. Ready to increase sales? Need a Mafia Offer? The ON-LINE Mafia Offer Boot Camp is open for registration!

2011 Copyright, Science of Business.  All rights reserved.

Your “To-Do” List May BE the Problem! A Theory of Constraints Lesson

You know that song by Sugarland called All I Want To Do? There’s a line in it that goes something like “I got better things to do than my to do list anyway …”



Every time I hear that I just think – then you’re not doing your “to do” list correctly!


I know, I know – I’m weird. But, I think it’s true for a lot of people.


The traditional way of making a “to do” list is to brain storm all the things we need to do. But that is NOT how we do it in Theory of Constraints (TOC).


To make sure that you don’t have better things to do than your “to do” list, don’t use the brain storming method. Instead, understand what you’re trying to achieve and ask “What’s keeping me from that?”


List each obstacle to your goal, the result you’re after or to completing your project (depending on your situation). What it takes to overcome each of those obstacles is what you want on your “to do” list. That way you are only doing what needs to be done to get the result and aren’t getting side tracked by doing (or procrastinating doing) what really isn’t necessary to get the result.


In this way you will end up with a list of things “to do” that, when completed, should be getting you closer to your goal or whatever it was that you’re trying to achieve.


Too often when we brain storm, we put “to dos” that really are NOT needed to get the result we are after. This just delays the result.


Can you think of a time you brain stormed a “to do” item that really didn’t need to be done? Let me know by leaving a comment on this post.

 Wishing you success.,


Dr Lisa
President, Science of Business

P.S. For those of you keeping score at home this is part of the Theory of Constraints Thinking Processes and it's how we build a Prerequisite Tree (PrT).

Live from the eye of the storm (a Theory of Constraints lesson)

"Now let's go live to Suzy who is reporting live from the level 5 hurricane... Suzy, how is it out there?"

"Well Bob, I can barely stand up as I'm getting pelted with hail in 70 mile per hour winds.  I hope you can hear me because I can't see the camera man 2 feet in front of me.  Things are pretty crazy out here; the entire area has been evacuated.  I expect to be completely blown off my feet any minute, so back to you Bob." 

"Thanks Suzy, stay safe out there.  Now, in other news ..."

Have you ever noticed that every network that reports the weather also reports it "live from the eye of the storm"?  I have even seen this live reporting watching the news in China and Thailand too.  I did not understand a thing during the news, except when they were reporting "live from the eye of the storm". 

 

I said to Brad - hey look they're reporting "live from the eye of the storm" here too.  We mused over the way the warm dry newscaster interacts with the reporter that puts their life in danger.  

Well, the week before last I finally heard about a limitation to this kind of live reporting.  Evidently it's nuclear radiation.  Many stations told their reporters to stay at least 50 miles away from the troubled nuclear reactors in Japan.  I was relieved.  

But before they decided to pull back, reporters were right in the thick of things.  It seems to me that if nuclear radiation is where you draw the line, you would know that right from the start.  (NOTE:  they may have had a trigger for pulling the reporters back, I don't know.  It just didn't seem that way.)

Deciding after the fact can be problematic.  You might try to stick with the current approach, policy or plan for too long.  But, if you know what would cause a change of plan, you'll identify the need for the change and then change faster.  

Now I realize that you can't predict everything, but many things can be predicted.  For example, what will you do, how will you handle these situations in your business:

• You lose 25% of you business in 1 day.  (heaven forbid, knock on wood)
• A customer threatens not to pay $750,000 in products or services.
• You get sued.
• You way oversell your capacity.
• You work through your entire backlog (while sales remained constant) because you're using the Velocity Scheduling System or Project Velocity System.
• You're NOT going into the red zone of the buffer anymore which is slowing your ability to continuously improve.  (Remember we expect to go into the red zone of the buffer about 5% of the time so that we can collect those whys and identify our biggest disruption to flow so we can identify our one and only improvement project.)
• And, what's your trigger to go out with your mafia offer - how will you know when your operations are ready?

 What is your list?  You don't have to get crazy, the first 3 I listed above, I hope, are very unlikely to happen to you.  The remaining items, though, may be more probable since they are negatives due to success.  So what things are most likely to happen at some point?  Then starting with the highest probability one, how could you prevent or best deal with each?

 By doing this exercise, you will be improving your systems and processes to protect against any negatives from success and from stagnation.  This will make your company more viable and more able to handle growth.  

In Theory of Constraints (TOC) this is called coming up with your Negative Branch Reservations.  We like to do this NBR analysis whenever we're going to make a change/improvement.  But most of us don't take the time to do this.  In particular, I very rarely see that clients have prepared for their negative branches to SUCCESS.  So basically I'm suggesting you do this now. 

 For example , if you don't know what your trigger is for shortening your buffer, it may not get shortened (or shortened fast enough) and your continuous improvement may be stalled.  But if instead you include in your SOP that when we've had 1 month of 1% or less stuff going into the red zone we are going to shorten our buffer -- now you know, and chances are it will get done and done quickly.  (something we do in the Velocity Scheduling System Coaching Program -- scheduling for custom job shop)

 I'm just suggesting a little preparation instead of waiting until the reporter's hair is falling out and deciding that you should have pulled out sooner (not that that happened).  

 How many people do you know that did not react fast enough in the 2008-2009 down turn?  How many of those did not live to fight another day?  What are YOU doing to make your company more viable to ensure you can take market share during the next downturn?

 Remember -- hope is not a strategy.  

 Let me know what you think, by leaving a comment on this post.    

Wishing you success.,

Dr Lisa

President, Science of Business

I need help ... Theory of Constraints Mafia Marketing

We all want to increase sales, but getting new customers can be a challenge. In fact, this was the number 1 challenge readers of this newsletter listed (click here to sign up).

And it’s no wonder, according to a 2009 Marketing Sherpa study if you have 100 opportunities only 4 are likely to move from “sales ready lead” to “qualified prospect” to an actual customer.

And those numbers are based on “averages”. If you have a more technical sale (which many of you do) requiring a higher quantity of information transfer where the quality of that information, the timing of the delivery and the method/quality of that delivery can all cause your actual average to be lower.

But there is some good news. One proven way to increase conversion rates is to get the prospect to seek YOU out.

How much do you love it when a customer or prospect comes to you with what basically amounts to “I need help…”? If you’re like me, you LOVE it LOVE it LOVE it!

WHY do we love it?

* Because if they were willing to ask for our help:

* They know enough about what we do that they think we have the expertise to help; and

* That they, at some level, already trust us.
Which means the normal conversion rates don’t apply -- we have a much higher likelihood of winning this business.

If you didn’t trust someone, would you ask them for help?

If you didn’t think someone could help you, or thought they were an idiot, would you ask them for help?

No! So if someone does ask you for help. This is a really good thing.
So one of the key marketing questions (if you want more sales) is – how do I get more existing customers and new prospects to ask me for help on work I want to do and I’m qualified to do?

Here’s the formula we’ve been using to elicit the "I need help" response:

1. Shine a light on the problem. (there needs to be a message to market match)
2. Verify or validate the problem.
3. Show that it's even worse than that. (don’t exaggerate, be truthful in all of this)
4. Provide the light at the end of the tunnel.

And yes, for the Theory of Constraints fans out there you’ll notice that this is based partially on the TOC Buy-in process. Step one would be equivalent to “Agree on the Problem” and step four would be equivalent to “Agree on the Direction of the Solution”.

Let’s go through this with an example. Let’s say that I sell tooling for machine shops. And shops that use my tooling can reduce their setup times typically by 25%.

1. What problems do your customers or prospects have, that are significant, but that you can help solve?

They have long setup times. So long that a fair amount of their production capacity is spent setting up machines. Capacity that could be used for shipping more jobs.
2. How can you verify or validate this problem?

The National Institute of Standards and Technology (NIST.gov) reports that US manufacturers waste 25% to 65% of their capacity being “ineffective”[1]. That’s a large portion of US manufacturing capacity that is not productive.

[side note: I had to go find this statistic, but it wasn’t hard to do. And look at the power of having a government agency showing that what I’m writing about is important.]

3. How is it even worse than that for your particular target market?

And custom machine shops are undoubtedly at the highest end of that spectrum. Machine shops rarely have the luxury of staying in one setup for any length of time. The nature of a custom business is small runs that don’t often repeat.

4. What kind of hope is there for solving this problem?

But, a number of custom machine shops are turning these statistics around using tooling that’s designed for quick setups. This tooling costs the same as traditional tooling, the only catch is that you will need to do a little up front work with your tooling supplier.

Now, I do not sell tooling. But if I did, I could use this information in my marketing to get existing customers and prospects to respond and fairly quickly ask for help designing tooling that will reduce their setups. Will everyone? No, of course not. But the best ones will (the ones that really relate to the problem) and they are much more likely to turn into a sale.

The response you’re after could be to get them to download a report on using tooling to reduce setup times or to sign up for a webinar or to sign up for a consultation with you (depends on your sales process and what you’re selling).

We are closing over 67% of the people who contact us from this type of marketing. That means 67 sales out of 100 instead of 4. And selling Velocity Scheduling System and Mafia Offer Boot Camp is not only a technical sale, it’s a counter intuitive one. So before you go dismissing this technique, convinced it won’t work for you – I suggest you give it a try.

If YOU generated your marketing materials or wrote your newsletter and articles with the objective of getting prospects to ask for help – would you get a few more quality leads?  (that's Mafia Marketing)

If you wanted help applying this concept to your business -- getting more customers and prospects to contact YOU – wouldn’t you contact me? :-)

Let me know what you think, by leaving a comment on this post.  I read ALL your comments!

Wishing you success,

Dr Lisa
President, Science of Business
P.S. FOR CUSTOM JOB SHOPS ONLY: The next Velocity Scheduling System Coaching Program starts on March 28.

P.P.S. Ready to increase sales? Need a Mafia Offer? The ON-LINE Mafia Offer Boot Camp is open for registration!

Your constraint is ...

I spent this last week with Dr Eliyahu Goldratt. As many of you know I used to work for him as his Global Marketing Director. He invited me to come and check out what he’s been working on. So, here’s my take on it …

One of the key differences in his thinking is that management attention is the constraint.


While your bottleneck may move around, the only reason it moves or that you even have an internal bottleneck is because either 1) you’re not paying attention; and/or 2) you’re not focused on dealing with it; and/or 3) you’re not taking the right actions.


So the issue is one of focus (at least initially). Most management teams are not working on the right things and waste a lot of time doing what really doesn’t make a difference, most of which doesn’t need to be done.


A management team will be effective if they do the things that need to be done and don’t waste time doing what doesn’t need to be done, shouldn’t be done or multi-tasking between too many things. Doing the latter is what consumes all your time and leaves you little or no time to do what should be and needs to be done.

That is all really easy to say, but harder to execute.

Let’s say that we ARE paying attention and that we ARE focused. Now all we have to do is to take the right actions. Piece of cake, right?

No.

… because the action that you think is the right action typically is not. If you’ve been studying Theory of Constraints for a while or reading my stuff for a while you know that our intuition about what specifically to go and do is often WRONG.

Here are just 4 examples:

So, here’s my advice.


1. Understand what you need to be focused on to meet your goals. I’m assuming that you ARE clear on your goal.


2. Focus on that and nothing else (stop multi-tasking and stop your people from multi-tasking).


3. Get’er done, one tactic at time.


If you are not sure of any or all of these – get yourself one of those TOC consultant types. A good TOC expert can get you focused, help you figure out how to stay focused, and get you set up with the right strategy and tactics (specific actions to take) to achieve the results you’re after.


And the return on this investment should be fast and substantial. If you are not sure what your next step should be, contact me for a free 1 hour strategy session. There’s no charge, we’ll see if we can get you pointed in the right direction.



Wishing you success,


Dr Lisa


President, Science of Business, and your favorite TOC Consultant type!

P.S. FOR CUSTOM JOB SHOPS ONLY: The next Velocity Scheduling System Coaching Program starting soon!


P.P.S. Ready to increase sales? You need a Mafia Offer? The ON-LINE Mafia Offer Boot Camp is open for registration!
 
2011 Copyright, Science of Business.  All rights reserved.

The Fastest Way to Increase Cash Flow using Theory of Constraints & Throughput Accounting

This week I have a new video for you. This video was taken during the 2009 TOCICO conference in Tacoma and this is the first time I'm making it available.


Many of you listed Throughput Accounting as one of your interests. So I dug this video out and uploaded it for your review. Prior to today, this video was only available if your purchased it through the TOCICO.

It's called "The Fastest Way to Increase Cash Flow" and it's 48 minutes long. Please let me know what you think of it, by leaving a comment on this post. 

Let me know what you think, by leaving a comment on this post.
Wishing you success,


Dr Lisa


President, Science of Business


P.S. FOR CUSTOM JOB SHOPS ONLY: The next Velocity Scheduling System Coaching Program is starting soon!

P.P.S. Ready to increase sales? Need a Mafia Offer? The ON-LINE Mafia Offer Boot Camp is open for registration!

Copyright 2011 Science of Business

Theory of Constraints Lesson on Evaluating an Idea

This text is from a county emergency manager in Minot, North Dakota

WEATHER BULLETIN

Up here in the Northern part of North Dakota we just recovered from a Historic event --- may I even say a "Weather Event" of "Biblical Proportions" --- with a historic blizzard of up to 25’ of snow and winds to 50 MPH that broke trees in half, knocked down utility poles, stranded hundreds of motorists in lethal snow banks, closed ALL roads, isolated scores of communities and cut power to 10 ' s of thousands.

FYI:

Obama did not come.

FEMA did nothing.

No one howled for the government.

No one blamed the government.

No one even uttered an expletive on TV.

Jesse Jackson or Al Sharpton did not visit.

Our Mayors did not blame Obama or anyone else.

Our Governor did not blame Obama or anyone else either.

CNN, ABC, CBS, FOX, or NBC did not visit - or even report on this category 5 snow storm.

Nobody demanded $2,000 debit cards.

No one asked for a FEMA Trailer House.

No one looted.

Nobody - I mean Nobody demanded the government do something.

Nobody expected the government to do anything either.

No Larry King, No Bill O ' Reilly, No Oprah, No Chris Mathews and No Geraldo Rivera.

No Shaun Penn, No Barbara Streisand, No Brad Pitts, No Hollywood types to be found.

Nope, we just melted the snow for water.

Sent out caravans of SUV 's to pluck people out of snow engulfed cars.

The truck drivers pulled people out of snow banks and didn’t ' t ask for a penny.

Local restaurants made food, and the police and fire departments delivered it to the snow bound families..

Families took in the stranded people - total strangers.

We fired up wood stoves, broke out coal oil lanterns or Coleman lanterns.

We put on an extra layers of clothes because up here it is "Work or Die".

We did not wait for some affirmative action government to get us out of a mess created by being immobilized by a welfare program that trades votes for ' sitting at home ' checks.

Even though a Category 5 blizzard of this scale is not usual, we know it can happen and how to deal with it ourselves.

I hope this gets passed on.

Maybe ......

SOME people will get the message ......

The world does Not owe you a living.

12/29/10

----------------------------------------------------------------------------

Isn’t this interesting?  I don't know if it's really true, that it was sent by an emergency manager in North Dakota, but I love the message.


Now for the Theory of Constraints lesson …


If you were in charge of emergency management for your county how would you prepare?


In Theory of Constraints, one of the things we use to prepare is the phenomenal human ability to find anything and everything wrong with an idea. We call it the “yes, but”.


Whenever we are presented with an idea or solution that did not originate in our own heads, we think and sometimes say “yes, but …”.


We are saying yes to part of the solution, BUT we have a concern about another part of the solution or about a negative that we think could result.


And in some cases the “yes, but” could be the result of our misunderstanding of the solution.


But in any case, and in many company cultures saying it out loud is frowned upon, at least depending on whose idea it was. So many “yes, buts …” never get verbalized.


What a shame and what a missed opportunity!


We use the “yes, buts” technique in the Velocity Scheduling System and our Mafia Offer Boot Camp.


“Yes, buts” can clear up miss understandings, improve already good solutions and help you to find a solution for what seems like an impossible situation.


So if you were in charge of emergency management, would you encourage “yes, buts”? Would you follow every potential negative to see where it leads and determine if it’s worth being prepared for?


I think you would. So why not do that as you're making decisions in your company? Why not make voicing “yes, buts” a positive thing?


Let me know what you think, by leaving a comment on this post.   


And you may also want to check out this related article:
http://drlisamaxprofit.blogspot.com/2009/12/theory-of-constraints-poogi-part-53-yes.html


Dr Lisa Lang
President, Science of Business
 
2011 Copyright, Science of Business.  All rights reserved.

I've NEVER disclosed this ... Traffic Geyser

Back in 2008 I did a presentation at the TOCICO conference called "Achieving Success with a Mafia Offer." In this presentation I covered how we increased leads for one of our clients (a custom machine shop) using the internet, among other things.


Sometimes having a great offer, a Mafia Offer, is NOT enough to increase sales. Often you have to let the world know about your offer. In this video I explained how we did that. What I did NOT reveal was one of the TOOLs we used to do that.

 

 Click the video to watch it. It was delivered to standing room only!

It is very high content and only 35 minutes.

We were able to drive leads to their website using videos. We could get a number of positions on the first page of Google for their appropriate keywords. And they had a big jump in sales as a result.


The reason I did not reveal the tool was twofold:
1) It wasn't available even if you wanted it.
2) I wanted a head start with it. (We now have over 95% of our business coming from the internet, so we're all set there.)


So I'm now ready to reveal my little secret and it is now available for you to try and then purchase if you like.


They open up these trials and allow purchasing for only short periods of time. That's so they can control the number of subscribers and keep their service levels high.


If you're interested in using videos and video distribution to drive your Google positions, then give Traffic Geyser a try. You can do a 30 day trial for $1 by clicking this link.

http://www.TrafficGeyser.com/cmd.php?af=776232

Seriously, this gives you the tools to blast your content out in the form of video, podcasts, audio, articles and more, and have the world at your fingertips. I've used the system 2008, and it's been my little secret until now. Definitely the best dollar you could possibly spend today.



Whether you need or want this tool or not -- watch the video above. It was very well received and I covered what it takes to be successful with a Mafia Offer.

If you have questions or comments, please leave them on this post.  I'm happy to answer questions about how to get started with Traffic Geyser.   


Wishing you success,
Dr Lisa
President, Science of Business

From time to time I may bring you news of books, seminars, audios, and other products or resources I have reviewed and want to share and recommend to my readers.  In the interest of full disclosure, I am an affiliate for some of these products, which means if you buy it through this newsletter, I get a commission on the sale.  But the commission comes out of the seller's pocket; you do not pay extra. 

COPYRIGHT 2011 Science of Business

Velocity Scheduling System Named Key Domestic Manufacturing Growth Strategy

Check out this article 5 Strategies for Growing as a Domestic Manufacturer
where the Velocity Scheduling System is named a key strategy for growing domestic manufacturing.

Job Shop Scheduling Secret Revealed!

In this new article recently published by Roll-Kraft, Dr Lisa reveals the secret to scheduling a custom job shop or machine shop. She explain where shops typically go wrong and specifically what to do differently. If you follow these instructions, expect improved due date performance and reduced lead times.

Check out that new article here: Job Shop Scheduling SECRET