Showing posts with label Profit. Show all posts
Showing posts with label Profit. Show all posts

Friday, November 23, 2012

Review: Profit From The Author Inside You

I've reviewed a number of eBooks recently, and none of them excited me, but this one definitely did. If you've ever had the slightest desire to write a 'How To' book, I urge you to read 'Profit From The Author Inside You'.

It's worth pointing out right at the start that Roger Parker does know what he's talking about - he has written 24 books that have been translated into 37 languages and there are currently over 1.6 million copies of his books in print.

This book assumes that you offer some kind of professional service. Roger Parker argues that writing a 'How To' book is not an end in itself, but a means of positioning yourself as one of the leading experts in your field. As Roger Parker shows, books possess "magical" powers - writing a book opens the doors to speaking engagements, spinoff books, newsletters, columns, and hefty consulting fees.

I once knew a human resources expert in Australia and he was very good at what he did. But he used to complain bitterly that there were people with half his expertise earning 20 times the amount he was. Why? Because they had written a book!

If you've always thought of writing as a painful process that requires a huge creative effort, you may be in for a pleasant shock.

Roger Parker shows that most successful (i.e. top-selling) 'How To' books are based on a formula - they are written in a 'paint by numbers' fashion.

The most exciting part of this book for me is a technique that Roger Parker calls 'Painless Writing'.

He urges you to throw out of the window two very common (and unsuccessful) approaches to writing a book: Marathon Writing ("Getting away from it all" and dropping all other activities while you work on your book) and Linear Writing (trying to write your book from first to last chapter in an ordered sequence).

Instead, he offers three approaches that will change the way you write and make it much easier and much more fun:

(1) Molecular writing - this is a way of 'chunking down' to the level of bite-sized pieces of information: "harvesting individual ideas, or nuggets of information, which you carefully organize and prioritize before beginning writing".

(2) Measurable progress writing - "committing to write a little each day, building time into your daily schedule (as opposed to escaping to a cabin in the woods)".

(3) Non-sequential writing - "jumping into your project wherever you're comfortable, starting with the easiest ideas, and building your confidence point by point, idea by idea, wherever they appear in your book".

Another part of this book that is essential reading if you're thinking of writing a book is Chapter Four - '10 Characteristics of Successful Titles'. Did you know that at least half of your book's success will be determined by the title you choose?

Roger Parker shows you 10 key concepts that make the difference between a title that sells well and one that flops. (Here's a hint: the following titles all use these 10 key concepts: Chicken Soup For The Soul; Rich Dad, Poor Dad; The Millionaire Next Door; The 7 Habits of Highly Effective People; Think and Grow Rich; How to Win Friends and Influence People).

The book also contains 4 work sheets (pages 99 to 120) that guide you through the writing of your book.

'Profit From The Author Inside You' set of explosions in my head on virtually every page. In fact, it fired me up so much that I'm now using Roger Parker's techniques to write a book that I've been trying to write for over 5 years. What more can I say?

You can get your copy of 'Profit From The Author Inside You' at: http://www.freezineweb.com/cgi-bin/pftaiy.cgi It has a 30 day money back guarantee, so you really can't go wrong.

Business Architecture And Profit Centers

Business Architecture is about using architectural concepts in organizations. It is not only about design, but also about filling the organizational space with constructions; the various forms that you have chosen to implement a functional need in order to serve a certain purpose.

There are many functions in a company. A general function that is not specific to a certain purpose is the organizing activity itself. So besides having the function of Sales, Production, ICT and administration, there is also the function of organizing general activities. This could apply for any type of organizational unit within the company. Competition is a characteristic you could use to design an organization.

Before you design a new organizational structure (the construction to fit the characteristics) you also need to think about the main purpose. For (business) units the purpose is to serve a group of different clients. Profitability measures are needed to analyze the performance of each group. If the market circumstances change, the unit could shift its focus or increase incentives. Increase the competitiveness.

So far so good. The profit center issue is concentrated around other "units" like ICT, finance, Human Resources, etc. In literature you will find objections to convert these organizational parts to profit centers because the profits (more than the costs) can not easily be measured.

Another aspect why profit centers do not fit for these TYPE of (inter) organizations is often less attended. A profit center, like a business unit, requires a competitive organization. And supportive types of organizations like ICT, administration and Human resources are not competitive (that's why they are called supportive).

The rule for a competitive organization is that more resources should help to produce more output. For the same reason, incentives are possible for such kind of organization, where they are not driving the supportive organization.

To give an example: if you would ask four people to lift a car, and they manage, it is of no use to ask another four people to help them. The car is lifted (supporting) and that's it. More support is of no use.

Implementing a profit center requires a previous analysis. An Architectural view on your business might help solving bottlenecks. Be careful not to change organizational structures too soon.

© 2006 Hans Bool


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