The Simpsons (DVD) Review

Starting with the very first episode (airing December 17, 1989), The Simpsons (Season 1) DVD is packed with some of the best episodes in the show’s history. All of these early episodes exhibit a bit of amateurish (by later Simpson standards) animation, seeing as how the popularity of the show had yet to land it the massive budgets of subsequent years. However, this does not take away from the show’s acerbic wit which is present and in full swing throughout all thirteen of the original episodes.

A few details do stand out. Homer’s voice is slightly different, and he isn’t as stupid as his character is later portrayed to be. But all the other Simpson family members are firmly established from the get-go. These initial episodes witness the appearance of such beloved supporting characters as Krusty the Clown, Ned Flanders, Itchy & Scratchy (although they’re just cartoons!), Monty Burns & sidekick Wayland Smithers, Patty & Selma, Martin Prince, Grandpa Simpson, Reverend Lovejoy, and a host of other highly regarded inhabitants of Springfield who have climbed their way into the hearts of America since the show’s debut.

As the longest running animated show in history, and the longest running prime-time show of any type, The Simpsons is an American treasure – a combination of humor, wit, and satire that examines not just the lives of its eccentric characters, but also the society, culture, and world in which we live. Fun for adults and children alike, The Simpsons is a cutting edge television comedy that, like Seinfeld, altered the television landscape in the 1990’s by dictating a new genre of TV fun that spawned network investment in new animated series such as King of the Hill, Futurama, and The Family Guy.

Like all new things which smash the paradigm of life, The Simpsons is unrivaled by its knockoffs, and the show doesn’t show signs of slowing down. If you haven’t yet visited Springfield, then I definitely recommend you pick up The Simpsons (Season 1) DVD to catch a glimpse for yourself. You have no idea what you’ve been missing…

The Simpsons DVD offers a number of hilarious episodes including the series premiere “Simpsons Roasting On An Open Fire” in which Homer’s attempt to work a second job in order to buy the family a great Christmas ends in utter failure. Desperate, he and Bart drive to a local dog-racing track where they place everything they have on a dog named “Santa’s Little Helper”. The dog is an utter failure, but the Simpson Christmas is salvaged when the family receives a special gift… Other notable episodes include “Bart The Genius” in which Bart switches his I.Q. test with that of Martin Prince, the class brain. As a result, he ends up being placed in an advanced school where he’s overwhelmed by expectations. And “Krusty Gets Busted” in which Bart’s hero, Krusty the Clown, is videotaped robbing the Kwik-E-Mart, prompting everyone but Bart to turn against him…

Below is a list of episodes included on The Simpsons (Season 1) DVD:

Episode 1 (Simpsons Roasting On An Open Fire) Air Date: 12-17-1989
Episode 2 (Bart The Genius) Air Date: 01-14-1990
Episode 3 (Homer’s Odyssey) Air Date: 01-21-1990
Episode 4 (There’s No Disgrace Like Home) Air Date: 01-28-1990
Episode 5 (Bart The General) Air Date: 02-04-1990
Episode 6 (Moaning Lisa) Air Date: 02-11-1990
Episode 7 (Call Of The Simpsons) Air Date: 02-18-1990
Episode 8 (The Telltale Head) Air Date: 02-25-1990
Episode 9 (Life On The Fast Lane) Air Date: 03-18-1990
Episode 10 (Homer’s Night Out) Air Date: 03-25-1990
Episode 11 (The Crepes Of Wrath) Air Date: 04-15-1990
Episode 12 (Krusty Gets Busted) Air Date: 04-29-1990
Episode 13 (Some Enchanted Evening) Air Date: 05-13-1990

12 Reasons To Use A Franchise Consultant

A potential business owner that has an interest in purchasing and running a franchise would benefit from the services of a franchise consultant. A franchise consultant can provide expertise and guidance throughout the entire process. Listed below are 12 reasons that it is advantageous to use this service.

1. The service is free to the franchisee, with the franchiser covering the consulting fees.

2. The service is personal and confidential.

3. The consultant guides the potential franchisee through the entire process of deciding whether to become a franchisee, and how to go about it.

4. A detailed profile including an evaluation of the potential owner’s experience, interests, and goals is complied in order to match the new franchisee with the most suitable opportunity.

5. Education is provided on the various types of ownership and investment options.

6. Investigation into the most suitable opportunities that are available is done by the consultant.

7. Initiation of contact with company representatives is part of the service.

8. The consultant helps to verify each company’s success and track record.

9. The potential business owner saves time and money by having the experts perform research on various opportunities.

10. The consultant acts as the one-stop shop, answering questions and referring the potential owner to other resources as necessary, such as financial or legal advisors.

11. The consultant works with all types of franchises, including full-time, part-time, new units, and re-sale franchises.

12. Complications and confusion are virtually eliminated by having an expert perform these services.

Overall, a franchise consultant will help you determine if franchising is right for you and if so, what type of franchise opportunities you are most likely to succeed in.

10 Tips for a Successful Entrepreneurial Pitch

One of the hardest presentations to make is the entrepreneurial pitch. You have a great idea for a business and you want someone to give you money to make it happen. The problem is that venture capitalists, angel investors, and even rich uncles are heavily predisposed against you. Why? Because 99% of the pitches they hear sound like sure-fire prescriptions to lose money!

If you are pitching investors to give you money for a new venture, you should subscribe to the following rules:

1. Explain exactly what your business is within the first thirty seconds. Many entrepreneurs waste valuable time giving loads of data, background and other info—all the while investors are left scratching their heads thinking “What does this business actually DO?”

2. Tell your audience who your customers will be. Paint a vivid, specific picture of these people.

3.  Explain why your customers going to give you there hard-earned money.

4. Explain who your competitors are. (And if you say you have no competitors, that is a certain sign you are unsophisticated and deserve no investment money!)

5. Explain why you are the ONE to make this happen.

6. Give your presentation with confidence and enthusiasm. Investors want a founder/CEO to be a chief salesperson; they want to see that you can convince the world of your dream—not just them.

7. Explain what star you can hitch a ride to. Has Best Buy or Radio Shack agreed to distribute your new product? Investors feel much more comfortable knowing you have an established player willing to distribute your wares.

8. Ask for a specific amount of money. If all you do is ask for money, then you can’t complain if an investor gives you $3.25 for a cup of Starbucks coffee.

9. Tell prospects exactly what you are going to spend the money on (hint:a trip to Maui for you and your friends will not impress)

10. Dress well, act confident, and put on the air that you don’t really need their money, but would be willing to accept it if they bring enough to the table to be a strategic partner for you. Sad but true regarding human nature, but people are much more likely to give you money if they feel you don’t really need it.

Finally, make each pitch presentation serve as a focus group for your next presentation. When one group of investors asks you a series of questions after you pitch, write down all of those questions and make sure most of them are answered in your next pitch so that the next group doesn’t have to ask them. Keep pitching and keep improving your pitch and eventually you may get funded.

10 Sure-Fire Steps to take the Fear out of Public Speaking

Do you “feel the fear” when asked to do some Public
Speaking?

Public Speaking is still one of our greatest fears and it
turns grown men and women into nervous wrecks. The mere
thought of it turns our tongue to cotton wool, causes our
internal plumbing to act up and turns our knees to jelly.

Well, there’s no need for all of this because help is at
hand. All you need to remember are your P’s and Q’s. Let’s
start with the P’s

Preparation -

When you sit down to write what you’re going to say, bear in
mind who you’ll be speaking to. Will they understand what
you’re talking about; will they understand the technical
stuff and the jargon? If in doubt remember the old saying -
“Keep It Simple Stupid”.

Make sure that what you say has a beginning, middle and an
end. Think of some anecdotes that help reinforce your story.
People think visually so paint verbal pictures for your
audience. And always remember, people want to know what’s in
it for them – so make sure you tell them!

Place -

Have a look at the venue before the event if you can. It’s
not always possible, however, even if you get there half an
hour before, you can check out where you’ll be speaking.

Stand at the point where you will deliver from, imagine
where the audience will be and check that they can see and
hear you. You may even wish to place a glass of water where
you’ll be able to find it.

Personal Preparation -

Before any Public Speaking event, think about what you are
going to wear; when in doubt dress up rather than down. You
can always take things off for a more casual look. Men could
remove their jacket and their tie. Women could remove items
of jewellery.

Part of your personal preparation should include some mouth
and breathing exercises. Practise saying some tongue
twisters to give your speaking muscles a good work out. Take
a deep breath and expand your diaphragm. Then breathe out,
counting at the same time; try and get up to fifty and not
pass out.

As part of your personal preparation, write your own
introduction. Write out exactly what you want someone to say
about you, large font, double-spaced and ask the person
introducing you to read it. Believe me they won’t object and
will probably be pleased and impressed.

Poise and Posture -

Whenever you’re called to speak, stand up or walk to the
front quickly and purposefully. Pull yourself up to your
full height, stand tall and look like you own the place.
Before you start to speak, pause, look round your audience
and smile. You may even have to wait until the applause dies
down. Remember, you want the audience to like you, so look
likeable.

Pretend -

I’m suggesting you pretend you’re not nervous because no
doubt you will be. Nervousness is vital for speaking in
public, it boosts your adrenaline, which makes your mind
sharper and gives you energy.

The trick is to keep your nerves to yourself. On no account
tell your audience your nervous; you’ll only scare the
living daylights out of them if they think you’re going to
faint.

Some tricks for dealing with nerves are:

Before you’re called to speak, get lots of oxygen into your
system, run on the spot and wave your arms about like a
lunatic. It burns off the stress chemicals.

Speak to members of your audience as they come in or at some
time before you stand up. That tricks your brain into
thinking you’re talking to some friends.

Have a glass of water handy for that dry mouth. One word of
warning – do not drink alcohol. It might give you Dutch
courage but your audience will end up thinking you’re
speaking Dutch.

The Presentation -

Right from the start your delivery needs to grab their
attention.

Don’t start by saying – “Good morning, my name is Fred Smith
and I’m from Smith Associates.”
Even if your name is Smith, it’s a real boring way to start
a presentation.  Far better to start with some interesting
facts or an anecdote that’s relevant to your presentation.

Look at the audience as individuals; it grabs their
attention if they think you’re talking to them personally.

Talk louder than you would normally do, it keeps the people
in the front row awake and makes sure those at the back get
the message. Funnily enough, it’s also good for your nerves.

PowerPoint -

And for those of you who haven’t heard of it, it’s a
software programme that’s used to design stunning graphics
and text for projection onto a screen.

As a professional speaker, I’m not that struck on
PowerPoint. I feel that too many speakers rely on it and it
takes over the presentation.  After all, you’re the
important factor here. If an audience is going to accept
what you say then they need to see the whites of your eyes.
There needs to be a big focus on you, not on the technology.

Use PowerPoint if you want but keep it to a minimum and make
sure you’re not just the person pushing the buttons.  Why
not get a bit clever at using the faithful old Flip Chart,
lots of professionals do.

Passion -

This is what stops the audience in their tracks. This is
what makes them want to employ you or to accept what you’re
proposing. Couple this with some energy, enthusiasm and
emotion and you have the makings of a great public speaker.

Give your presentation a bit of oomph and don’t start
telling me – “I’m not that kind of person.” There’s no need
to go over the top but you’re doing a presentation to move
people to action, not having a cosy little chat in your
front room.

That’s the P’s finished, so let’s look at the Q’s.

Questions -

Decide when you’re going to take them and tell people at the
start.
In a short speech it’s best to take questions at the end. If
you take them as you go then you may get waylaid and your
timing will get knocked out.

Never – never – never finish with questions; far better to
ask for questions five or ten minutes before the end. Deal
with the questions and then summarise for a strong finish.
Too many presentations finish on questions and the whole
thing goes a bit flat.

When you’re asked a question, repeat it to the whole
audience and thank the questioner. It keeps everyone
involved, it gives you time to think and it makes you look
so clever and in control.

Quit -
Quit when you’re ahead. Stick to the agreed time; if you’re
asked to speak for twenty minutes, speak for nineteen and
the audience will love you for it. Remember, quality is not
quantity.

One of the most famous speeches ever – “The Gettysburg
Address”, by President Lincoln, was just over two minutes
long.

Right, that’s my cue to quit when I’m ahead.
Now that you’re armed with this information you too can
minimise your fear of Public Speaking.

“Why Business Credit Is A MUST For Every Business Owner!”

As an entrepreneur, you’re hardwired to enjoy a greater level of risk than the average person. But do you enjoy the thrill of business and investing so much that you’re willing to risk:

-Being hounded by creditors?
-Declaring bankruptcy?
-Being denied a mortgage?
-Paying more than your fair share of interest on your loans?
-Losing your house?

If you answered “no” to one or more of these questions, this may be the most important report you’ve read in a long time.

Because, if you’re like most entrepreneurs, investors, and business owners I’ve met over the past 28 years, you’re in danger of facing all of these horrific problems.

And it’s all because of your business.

You see, entrepreneurs typically make one or more financially devastating mistakes when financing the launch, operation and/or growth of their businesses. In most cases, they don’t realize that they’re making a mistake.

And to tell the truth, even when they do realize they’re making a mistake … they lull themselves into thinking that the consequences will be a minor annoyance.

Until, one day, they can’t qualify for a mortgage. Or they can’t get the to-die-for financing offered on the new car they’re buying. Or they’re hounded by creditors and eventually have to declare bankruptcy.

And it is all because they use their personal finances to fund the launch or expansion of their business. They then use personal credit cards to pay for business expenses. If you are in business or thinking about starting a business, business credit is a must.

Let me explain, most business owner have no idea that they can establish business credit and even fewer know how to how to establish business credit. If owners would take the time necessary to educate themselves about establishing credit they would no longer have to use their personal funds for start up capital or working capital.

They would also be able to use business credit cards which don’t report to their personal credit reports, therefore, not lowering the personal credit scores.

The most important goal of business credit though is to obtain unsecured business lines of credit, which can be done once the business credit profile is set up properly. Once a business obtains unsecured business lines of credit, they then have the working capital they need to start a business or expand their business. The business owner has check book control to use the business lines of credit as they wish. And best of all, the business lines of credit don’t report to the business owner’s personal credit report.

If you have set up your business profile correctly there are a number of banks that will lend to brand new start up business. That is right, brand new start up business with no track record whatsoever. The banks will extend unsecured business lines of credit so they can have the start up capital they need to finance the business of their dreams.

Make no mistake about it; business credit is a MUST for every business owner. Don’t put your personal assets at risk finance or fund your business!

10 Critical Decisions for Successful E-discovery Part 2

The Information Management Journal/September / October 2007- Todayีs explosion of electronic data, coupled with the December 2006 amendments to the Federal Rules of Civil Procedure (FRCP) concerning electronically stored information (ESI), requires information and legal professionals to expand their knowledge about handling electronic discovery. The recent changes to the FRCP include:

* Definitions and safe harbor provisions for the routine alterations of electronic files during routine operations such as back ups [Amended Rule 37(f)]

* Information about how to deal with data that is not reasonably accessible [Amended Rule 26(b)(2)(B)]

* How to deal with inadvertently produced privileged material [Amended Rule 26(b)(5)]

* ESI preservation responsibilities and the pre-trial conference. [Amended Rule 26(f)]

* Electronic file production requests [Amended Rules 33(d), 34, 26(f)(3), 34(b)(iii)]

There are many opinions about how ESI should be planned for, managed, organized, stored, and retrieved. Some of the available options are extremely costly in terms of their required financial and time commitments. Constantly changing technologies only add to the confusion. One area of confusion is the distinction between computer forensics and electronic discovery; there is a significant difference. These are described in the sidebar Computer Forensics vs. Electronic Discovery.

Making the Right Choices

Successfully responding to e-discovery within the constraints of the amended FRCP requires organizations to make many critical decisions that will affect the collection and processing of ESI.

Processing Choices

Because of the volume of information available in even the smallest of collections, it becomes necessary to manage the process to control time and budget. The following questions need to be answered:

1. Who are the key people?

The people important to a case should be identified. These key individuals include not only executives, but also assistants and other support personnel from the technology, accounting, sales and marketing, operations, and human resources departments.

2. Where are the files located?

All the potential locations of electronic evidence should be identified. These include home computers and all computers that a key person would use elsewhere (such as a girlfriend or boyfriendีs home), cell phones, PDAs, Blackberries, and any other digital device that might be used. It is important to note that MP3 players, such as iPods, can also be used to store documents or important files.

3. How can the collection be culled?

Methods for limiting the number of files collected may include collecting only those in certain date ranges or only those containing selected key words or terms. This can be done either before or after an entire hard drive is collected forensically. Known file filtering can also reduce the collection by removing standard application files common to all computers (such as the Microsoft Windowsจ logo file).

4. How should password-protected/encrypted files be handled?

Encrypted files cannot be processed until the encryption is broken. In some instances, files with exact or similar names may be available without using passwords or encryption. File locations may also provide information about the value decryptions provide. Decryption may require significant time. Sometimes a password can be obtained simply by asking for it, so this should be the first step. If that fails, using a subpoena may be successful.

5. How should duplicate and near-duplicate documents be handled?

Electronic file collections almost always include duplicates. Multiple individuals may have the same e-mail, with the same attachments. Two or more people may have reviewed key documents, saving them on their hard drives during the process. In processing electronic collections, it is possible to identify exact duplicate files and limit the number of documents that require review.

Identifying exact duplicates usually occurs during the phase in which the metadata is identified and extracted from the files. De-duping the collection will minimally delay the processing.

Standard de-duping involves identifying files that are exact duplicates and eliminating them. If anything has changed within a document, including formatting such as a change of font, it is no longer an exact duplicate and is not de-duped.

It is imperative that both sides of a case agree on what is meant by าde-duping.ำ Many electronic discovery systems literally delete the files so they are gone from the collection. The forensic tools used in law enforcement, however, usually do not delete the duplicates, but merely identify them for future use.

Discussing this definition during the pre-trial conference to ensure that all sides of a case use the same definition is imperative to ensuring that there is not a discrepancy in the number of files that each side later has.

A more significant portion of any collection will be าnear duplicates.ำ This includes files that have been significantly altered or contain only a portion of the main document. For some projects, the sheer file volume requires that near duplicates be identified and reviewed as a group. This significantly reduces review time and costs when compared to traditional linear review.

Identifying near duplicates requires comparing each document to every other document or using sophisticated software applications that require additional processing time. This technology increases consistency of review categories, reducing the chance of near-duplicate documents being identified as both privileged and non-privileged.

6. What form should the collection take?

The new rules state that the parties will meet and determine the format in which they wish to receive electronic evidence. In the absence of an agreement, the format will be that าin which it is ordinarily maintainedำ or in a าreasonably usableำ format.

The choices a legal team has include whether each side prefers to receive the electronic evidence in native file format, converted to TIF or PDF, or in some other form. Often, this will depend upon the teamีs standard litigation review system.

Such systems handle both native and converted files, with or without associated metadata and full text. There are pros and cons for both options. Native files with extracted metadata reflect the exact original file; however, they cannot be Bates labeled, which is a technique to mark documents with a unique identification code as they are processed, and are subject to inadvertent change.

Converting native files to TIF or PDF is time-consuming and is the most expensive task in electronic discovery. Because 60 to 80 percent of the files in a collection may be non-responsive or irrelevant, both the time and finances expended in conversion may be counter- productive.

The best compromise involves receiving files in native format, reviewing them for relevancy, and choosing only those that may be produced or used extensively for conversion to image format.

Managing the vast amount of electronic files for litigation requires preparation planning for the production, organization, and retrieval of pertinent and relevant documents and managing both cost and time budgets. Because every case presents unique circumstances, there are no absolute correct answers to the questions above. But a team that understands the choices and their ramifications is prepared to make the informed decisions that will result in the best possible outcomes for the case and the organization.

10 Critical Decisions for Successful E-discovery Part 1

The Information Management Journal/September / October 2007- Today’s explosion of electronic data, coupled with the December 2006 amendments to the Federal Rules of Civil Procedure (FRCP) concerning electronically stored information (ESI), requires information and legal professionals to expand their knowledge about handling electronic discovery. The recent changes to the FRCP include:

* Definitions and safe harbor provisions for the routine alterations of electronic files during routine operations such as back ups [Amended Rule 37(f)]

* Information about how to deal with data that is not reasonably accessible [Amended Rule 26(b)(2)(B)]

* How to deal with inadvertently produced privileged material [Amended Rule 26(b)(5)]

* ESI preservation responsibilities and the pre-trial conference. [Amended Rule 26(f)]

* Electronic file production requests [Amended Rules 33(d), 34, 26(f)(3), 34(b)(iii)]

There are many opinions about how ESI should be planned for, managed, organized, stored, and retrieved. Some of the available options are extremely costly in terms of their required financial and time commitments. Constantly changing technologies only add to the confusion. One area of confusion is the distinction between computer forensics and electronic discovery; there is a significant difference. These are described in the sidebar Computer Forensics vs. Electronic Discovery.

Making the Right Choices

Successfully responding to e-discovery within the constraints of the amended FRCP requires organizations to make many critical decisions that will affect the collection and processing of ESI.

Collection Decisions

The following questions need immediate answers:

1. Are e-mail files part of this project? If so, do any key people maintain an Internet e-mail account, in addition to their corporate accounts?

The sheer volume of transactions for large e-mail providers prohibits the storage of massive amounts of mail files. Many Internet e-mail account providers, such as AOL, BellSouth, and Comcast, retain their e-mail logs no longer than 30 days. If a case could potentially require the exploration of e-mail from Internet accounts, the discovery team must expeditiously request the records, or they may be gone forever. This usually requires a subpoena. In rare cases, fragments of Internet e-mail may be recovered forensically from an individual’s hard drive.

2. Is there any chance illegal activity may be discovered?

Creating a Call Center Script

At the beginning of my creative career, I volunteered as an overnight deejay at a college radio station.  I loved playing the music and interacting with insomniac listeners, but I got a real kick out of reading the news.  I would tear copy straight off the wire service printer and if I was lucky, I had a producer turn that raw newsfeed into informational text that I read into the microphone.  The text was broken up into reasonable sentences that were designed for easy delivery over the air.  When my producer didn’t show up for my shift, I did this myself  I’d mark up the page, insert pauses, and emphasize the words and sentence clauses that I wanted to stress.  If I couldn’t be understood over a fuzzy and weak AM signal, then what was the point of taking five minutes at the top of the hour to deliver the news?  I had a lot of fun and I learned how to “speak” all over again.  Whenever I do any live speaking today, I use the same exact techniques that I learned while the “On-Air” sign was flashing above the studio.  I mark up my speech or the text passage I’m reading because I know that impact is everything.  If I lose my breath in the middle of a sentence, then it’s too long.  If the last word of a sentence drops out inaudibly, my message is lost.  If I stumble on an unfamiliar word or name, my audience loses confidence in my message.

Live telephone operators who work in call centers and answering services need the same help that any live speaker needs.  It’s the job of the call center operator to communicate the client’s business image to the caller, and this begins with the first few seconds of the phone call.  Many small business owners’ needs never go beyond representatives answering their lines with “XYZ Company, may I help you?” and improvising the rest of the conversation to obtain the information that the client requests.  When clients upgrade their accounts to more complex services, it’s important that they create a script that works for both the company signing up for the service, the operator reading the script, and the customer. Your sales representative is more than willing to help you create the best script to fit all of your sales or information inquiries.

Creating a call center script begins with the “answer phrase” and the same principles continue through the entire process of creating a logical script.  H ere are some important items to keep in mind when you are creating your script:

<b> • Avoid tongue twisters.</b>  Make your greeting as easy to pronounce as possible.  “Doctor Perkowicz Peoria Plastic Surgery Plaza” isn’t easy to say, even for the native English speaker.  Make sure that your operators know how to pronounce every part of your answer phrase, and the rest of the words in your script.  Keep phrases brief and avoid repeating consonant sounds that will sound awkward over the phone or might lead the operator to stutter.

<b> • Go global.  </b> A “Good Morning/ Evening” greeting can work for some businesses, but not for all of them.  If your company is doing business across time zones, think about using a simple “Hello, XYZ Company” for your customer on the other end of the globe.

<b> • Humanize your greeting. </b>  Have an impartial friend or a trusted customer listen to your greeting, especially if it’s a long introductory message of more than a sentence or two.  Do you sound like a recording?  If you give that impression to a caller, the person on the other end of the line might just hang up because she wants to talk with a live person, not a machine.  Keep all parts of your script brief and give the operator relaying your message time to breathe and sound like a live person when you create your script.

<b> • Less is more. </b>  There’s a temptation to try and pack all the information about your company into your call center script, including providing an operator a copy of your frequently asked questions list (FAQ) so that he or she can quickly scan the file and answer 99.9 % of your callers’ questions.  However, this skill takes practice and training on the part of the operator and patience on the part of the caller.  Long pauses to look up information, add expensive minutes to the call and are frustrating experiences for the operator and the caller alike.  Extensive account training is available through most call centers, if your budget permits.  If this resource is not an option for you, limit the information available to the operators to a few facts about your product or service, and let them know that it’s okay to ask callers if someone from the right department can return their call and answer their questions in depth.

<b> • Test. </b>  Call your account weekly and test to make sure that the operators are following your instructions, are handling your scripts the way that you expect, and are able to easily access the information that they need to take your calls. After the honeymoon period with a new account, operators often grow lax and shorten your script, or improvise far beyond the call of duty. This can be detrimental to your business. Make sure that you follow up with your call center to make sure they are serving your needs.

<b> • Tweak, and tweak again. </b>  Review your script from time to time, and see if it’s still leading to action. Ultimately, your script should lead to a sale, an appointment a request for more information or further contact from your office. Check your call logs and any statistics your sales representative provides you with on a monthly basis. If you notice a downward trend in your results, work with your sales rep to change your script.

These suggestions are only the beginning of creating a successful call center script for your organization.  Work with your sales representative and listen to their suggestions, add your own, do your market research and your script will be a success.  Clear communication starts with clear instructions from you, and clear voices on the answering end of your phone lines.  Your call center will work with you to make sure that all of your needs are filled over and above your expectations.

“Executive Job Search: 3 Jobseeking Ways to Find a Job Faster”

Got a difficult problem in your job search?

Say, a lack of networking contacts? Or trouble answering interview questions?

Well, you’ve got company. Problems in a job search are as common as mosquitoes in July.

But … have you ever written your problem down on a piece of paper?

I’ll bet you haven’t.

Because, when you write problems down, you take an immediate, huge leap towards solving them. Think about it: Every great invention or solution, from the atomic bomb to the Xbox, was first worked out on paper.

Why not solve your employment problems the same way?

Here’s a three-step method that will help you do it …

1) Start by asking the right questions
Most folks put themselves behind the eight ball in their job search by asking questions that are depressing and demotivating.

Questions like, Why won’t anyone give me a job? or How do I network when I don’t know anyone?

Ack. Pass the happy pills.

Instead, start asking questions that motivate and inspire you.

Better questions to ask are:

* How could I give people a reason to call me with job leads?
* How did my 10 closest friends find their current jobs? How could I brainstorm with them and use their methods in my job hunt?
* What worked in my last job search? The job search before? How could I do that again?

Important: Ask questions that you yourself can solve. Never depend on the government, your school, parents, family — anyone else — to do this for you. Because, once you give up responsibility for solving problems with your job search (or anything else), you become a prisoner of outside forces.

When you ask the right questions, however, you’re halfway to the answer. So write down at least five empowering questions about your job search, right now.

Then, you’re ready for step two …

2) Brainstorm at least 20 possible answers
After you write down five good questions, circle the one question that looks most promising. You’re going to use it to get hired faster.

Let’s say you write the following question down atop a clean sheet of paper:

How could I give people a reason to call me with job leads?

Write a number 1 below it. Write a possible answer next to that number. Then move on to number 2, 3 . and don’t stop until you have at least 20 answers to your question.

Not 15 or 19, but 20 answers — or more.

There’s a reason for this: Left to its own devices, your brain will pull a Homer Simpson after two minutes and try to talk you into going out for donuts or beer. Brains hate to think. Like bench pressing, thinking is strenuous work, no matter how good it may be for you.

But don’t let your head off the hook. Don’t stop until you get 20 possible solutions. Brainstorm as if your career depended on the outcome. Because it does.

Now. Most of your 20 answers won’t be very good — that’s OK. Your best answer may come right after the most hare-brained. By forcing yourself to write out 20 answers, you’re flushing the creative pipes while going deep into your subconscious mind to dredge up a winner.

Don’t knock it until you try it!

3) Take action on one solution today
Choose the most promising from your list of 20 answers. Then, get started — today — to make it happen. No excuses.

Let’s say the most actionable of your solutions is to throw a networking party where you can meet friends, family and acquaintances, and let them know about your job search.

Now. What do you need to do to make this party happen?

Well, you have to make the guest list, send invitations, get the food, etc. So write down all the sub-goals necessary for the party to be a success. Check each sub-goal off your list as you complete it. Before you know it, your networking party will be a reality.

After that, take the next most-promising solution from your list of 20 and make that one happen. Repeat until hired.

Here’s why these 3 steps work when it comes to solving problems — clear thinking plus continuous action equals results.

If you’re struggling to find a job, write down clear, empowering questions of your situation. Then, brainstorm at least 20 possible solutions and take action on the best one today. When you do, you’ll be that much closer to getting the job you really want, faster.

Now, go out and make your own luck!

‘Excellence’ Program Assists People With Disabilities

People with disabilities remain an untapped resource in the nation’s work force, facing an unemployment rate of 70 percent.

NISH, a nonprofit organization that helps secure federal contracts for agencies that employ people with disabilities through the Javits-Wagner-O’Day Program, is working to change the status quo. The organization has introduced a new program whereby agencies designated as “Centers of Excellence” serve as mentors to other agencies to help them improve the quality of the service and products they provide to the federal government.

The Javits-Wagner-O’Day Program is the largest single source of jobs in the U.S. for people with disabilities. Often referred to as the JWOD program, it provides employment opportunities for more than 45,000 people who are blind or have other severe disabilities.

Through the JWOD program, NISH works with a network of more than 600 nonprofit agencies that employ and train people with disabilities.

The program stems from the Wagner-O’Day Act, passed in 1938, which provided employment opportunities for the blind by allowing them to manufacture mops and brooms to sell to the federal government. In 1971, Congress amended the act to include people with severe disabilities and to allow the agencies to provide services as well as products.

According to a recent Harris Interactive survey, two out of three people with disabilities who are not working want to work, but the lack of opportunities and accessibility issues prevent them from finding employment.

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