By Cambridge Who’s Who

1. Write prose that is snappy and easy–to-read. Avoid bogging down the reader with hard-to-grasp terms or words that only an industry-insider would know. If there is an easy way to say something, use it. If not, define the term in a sentence or two – especially if it is repeated several times. Your readers will appreciate the time they saved not having to look it up elsewhere.

2. Use hyperlinks in your article that direct readers to other websites containing relevant information. In the event that your article covers one particular topic, hyperlinks will provide supplementary details without detracting from your voice, tone or overall theme. Additionally, research online communities comprised of individuals who share similar interests or areas of expertise with you. Post links from these sites alongside your article in order to help your audience further explore the topic you are presenting. Linking to expert blogs, articles written by industry authorities, images and videos will raise your credibility and visibility. Moreover, remember to include links to your own websites since people will want to know about your background and experience – especially if you are providing advice. If you are a Cambridge Who’s Who member, you can create a public profile on Cambridge Who’s Who Connect – our new online network – and feature a link on it to your article.

3. Even though there are less limitations on word count when writing for the Web, do not overwrite and turn your work into long, dull and boring pieces. These may never be read. Determine your point of view and stick to it; write engaging, inspiring and exciting prose. Adhere to a personal word count and do not exceed it. You will find that your personal word count dictates how effectively you get your message across. As a guideline, try to have at least 600 words in your article.

4. Drive your point home by adding multimedia such as audio and video. Content of this kind will add context or explain missing pieces in your article while making it more engaging. Utilize podcasts to broadcast your information on the Internet. Podcasts are digital media files that may be accessed simply by downloading or streaming them from a host site. Also provide RSS Feeds to keep your audience informed up-to-the-minute of any new material that you make available online. Standing for Real Simple Syndication, an RSS Feed notifies subscribers any time a podcast, blog post or other form of multimedia is updated.

5. Use unique and relevant keywords to make your article easier to find – whether on a particular website or major search engine like Google, Yahoo! or Ask.com. This will raise the likelihood that your article will be found as people are surfing or searching the Web. Keywords also clue readers in to what the article is about without them first having to read the whole thing. This enables your audience to determine whether reading the article will benefit them. After you have identified several key words and phrases that succinctly embody what the article is about, put the major ones in the title, and description. Then, use all terms throughout the body of the article. Finally, if the sites where you are posting your content provide a separate field for tags or keywords, be sure to enter your keywords there as well.

By CambridgeWhosWho.com

Introduction:

Far-gone are the days when people distrusted the Internet’s wide-open approach to obtaining, presenting and sharing information. With reliable resources now calling the Web home, there is more validity to the content found there, and people are generally looking to the Internet as a dependable source of information. Knowledge-sharing incentives such as Wikipedia have also grown, enabling people to write biographies and record history together while fact-checking each other. Along with increased confidence, there comes the comfort of convenience and accessibility. In the past, travel limitations or a shortage of resources may have made a trip to the library an undesirable way to spend a Saturday afternoon. But nowadays, vast amounts of information from trustworthy sources are available at the click of a button in your own home.

Print media still remains a viable outlet, but as advertisers continue to figure out ways to monetize the promising digital frontier, they will spend considerably less on traditional publishing channels. Additionally, there has been a movement towards the Web by many publishers, editors and writers, for obvious reasons. Easy-to-use blogging platforms have ushered in an army of would-be print writers to the Internet, ready to cash in on the online social media bandwagon. The costs of maintaining a website are far less than that of a print publishing operation and universal access to the Web reduces restrictions on the access to content.

Anything submitted online – a press release, article or online book – that is readily available and not just distributed in print format is considered online publishing. If you are a published author or professional, online publishing is a viable way to establish your credibility and expertise. It also enables you to custom design your brand by creating unique content that showcases your personality and emphasizes your forte.

Online networking is a byproduct of the Internet’s growing interconnectivity as more people gravitate towards virtual communities. The emergence of powerful social networking platforms such as Facebook and MySpace has enabled more people to share information readily and spontaneously. Furthermore, companies such as Ning and KickApps are offering ‘white-label’ platforms for people to create and customize their own social networks. This is where your works that are published online come into play. Online communities make for great audiences. Instead of simply e-mailing a document to others, people can post it to their blogs and social networks, add links to it and voila! Your post can receive vital attention and web traffic, especially if it is viral, e.g.: easy to understand, simple to distribute and share, and provocative.

In many instances, Online Publishing can be more valuable than Print Publishing. Here’s why:

• Your articles can be archived online indefinitely. Depending on how viral a post is, it may become widely circulated by others. If the people who read your published article online tell their friends and colleagues about it, the impact of your message grows stronger. In the print industry, once an issue has been distributed, much of the content soon becomes dated or obsolete, diminishing the relevance and scope of your work.
• Content that you create for the Web is readily available to readers. The potential for your work to reach your target audience is much higher because it is not restricted to the pages of a magazine – your reach is no longer limited to a publication’s circulation or newsstand life.
• There is a low cost attached to publishing online as you do not have to worry about typesetting or printing your work. But beware of administration and maintenance costs.
• Once your words are committed to the Internet, the online article can be edited in real time. In most cases, text can be improved, mistakes corrected and inaccurate information deleted.
• Online publishers have the advantage of posting breaking news and exclusive content immediately. By tracking content that is gaining the most footing and reader responses, online publishers can refine and enhance their material or adjust their uploading schedules.
• You now have the option to supplement your online contributions with interactive media, including audio, video and animated/PowerPoint presentations. This is an important benefit because until recent years, it was difficult to integrate multimedia without the use of (oftentimes expensive) uploading applications.
• There is more flexibility when it comes to word count. While you should keep some general guidelines in mind when preparing your online content, you will have more freedom to decide the length of your contributions because you will not be restricted by page count or typesetting issues.

About www.CambridgeWhosWho.com

CambridgeWhosWho.com is an exclusive membership organization that recognizes and empowers executives, professionals and entrepreneurs throughout the world. Our accomplished members and extensive online database make CambridgeWhosWho.com a premier resource for global networking. CambridgeWhosWho.com delivers the recognition and competitive edge you need to make contacts and do business more effectively. To learn more, visit www.CambridgeWhosWho.com.

Cambridge Who’s Who

Freelance Writing Articles by Cambridge Who’s Who Contributing Authors

Cambridge Who’s Who members share their expertise on the business of freelance writing. If you are a freelance writing professional and would like to contribute your article to Cambridge Who’s Who, join the Cambridge Who’s Who Contributing Author Program.

Cambridge Who’s Who Resource Center

What can the Cambridge Who’s Who Resource Center offer? Expertise, guidance and information from trusted members of Cambridge Who’s Who along with information and advice on popular topics such as networking, building your personal brand, becoming an expert and starting a company. Is this something that you can see yourself doing? Then why not participate in our Contributing Author Program to be published online at the Cambridge Who’s Who Resource Center and establish yourself as a leader in your industry.

Cambridge Who’s Who Contributing Author Program

Gain valuable knowledge from industry experts by reading the articles written by participants in the Cambridge Who’s Who Contributing Author Program.

If you are interested in sharing your expertise and enhancing your online exposure just like our writers, visit the Cambridge Who’s Who Contributing Author Program to learn more about this exclusive benefit. Don’t miss out on this extraordinary opportunity to establish yourself as an important resource in your industry and profession.

Cambridge Who’s Who Expert Dr. LeslieBeth Wish

Biography
 
Dr. LeslieBeth Wish, president of Love Victory, has been a member of Cambridge Who’s Who since March, 2005. Dr. Wish’s expertise is in journalism, research, writing about women’s love relationships and career development, overseeing small business and management consulting, public speaking and workshops, managing psychological and marriage issues and couples counseling. Dr. Wish also served as a former graduate school administrator and faculty in business and counseling. She has written a book entitled, “Incest, Work and Women: Understanding the Consequences of Incest on Women’s Careers, Work and Dreams” and also numerous articles including fictional articles and poetry. Currently she is working on her second book on women’s relationships, “Strong Women and Love.”

Cambridge Who’s Who expert Dr. LeslieBeth Wish currently holds a doctor of education in human development, work and career management from the University of Massachusetts Amherst (1996); master’s degree in marriage and family therapy from Medical Center, Georgetown University; master of science in social services, clinical studies and management from Bryn Mawr College; master of arts in English from Ohio University and a bachelor of arts in history and English from Carnegie Mellon University. She is a licensed clinical social worker in the states of Maryland and Massachusetts.

Published Articles

• Busy Women and Vacations: How Vacations Can Improve Your Work Performance
  Busy women who don’t think they have time for a vacation should think again–vacations can boost your work performance.
  Published on April 19, 2008 by www.w2wlink.com
• Why Office Affairs Happen
  The excitement of collaborating with colleagues on important work projects can also turn into a breeding grounds for affairs.
  Published on June 11, 2008 by www.w2wlink.com

About the Cambridge Who’s Who Contributing Author Program

The Cambridge Who’s Who Contributing Author Program is where Cambridge Who’s Who experts share their valuable knowledge on a wide range of subjects.

If you are interested in sharing your expertise and enhancing your online exposure just as our current writers have done, visit the Cambridge Who’s Who Contributing Author Program page to learn more about this exclusive benefit. Do not miss out on this extraordinary opportunity to establish yourself as an important resource in your industry and profession.

For more information on our member executives and professionals, go to www.CambridgeWhosWho.com.

By Cambridge Who’s Who Lifetime Member and Contributing Author Douglas K. Hyer, President of Asset Advisory Services, Inc.
July 2008

Many business owners are aware of their strengths (conscious competent), some are aware of their weaknesses (conscious incompetent) and others cannot identify the skills or talents that they lack that are needed to be successful in business (unconscious incompetent). The unconscious competent individual does not realize that he/she is good at what he/she does. Often we call these people “naturals.” This article helps to uncover the important, but often overlooked, areas of expertise that enable owners, entrepreneurs and executives to run successful businesses.

1. Introduction: Why do entrepreneurs of small businesses feel that because they are super salespeople, brilliant finance professionals, efficient engineers or production people that they can become successful CEOs and run their own businesses? Why do the Small Business Administration statistics show that most small businesses fail within three years? The answer seems simple: very few individuals have the broad-based education, background, experience, technical skills, and finances to effectively manage a business.

   Research indicates that it takes four major strengths in personality or character to run a successful business. The owner/boss/president must first be a successful technician. A technician is usually a great marketing guru, fantastic product maker, creative engineer and financial maven who is excellent at damage control and has an “I can do better than where I am” attitude. Often times, the technician is also disciplined, organized, detailed and compulsive. He/she needs movement, action, accomplishments, success and progress.

   Somewhere along the way, the technician starts to feel that he/she can do it better, faster, more economically or with a new innovation or invention. Why stay where they are when they probably feel underappreciated anyway? The technician evolves into the entrepreneur who is the dreamer and future-oriented type of person. Change is the entrepreneur’s motto; the unknown is exciting and a challenge. Usually people get in his/her way. A spouse, banker, partner, accountant or co-worker does not or cannot see the future results of the entrepreneur’s efforts, invention, modification or dream. The entrepreneur will do whatever is needed to push the new concept, product, techniques and technology forward in spite of any obstacles; sometimes working 24/7 or to the point of almost abandoning his/her family.

   Most businesses are not owned or run by the manager-type personality. This person’s job is to get it done today. He/she is a pragmatic, no-nonsense individual who maintains order and systems at any cost. The manager usually looks and acts like the bookkeeper, internal chief financial officer or accountant and seeks problems. The manager cleans up after the technician and tries to convince the entrepreneur that things are okay as they were. This area is usually the weakest link in the business chain, as many companies suffer from the lack of adequate and/or professional management. This link is usually last to be hired, as the entrepreneur feels that they have it under control anyway.

   The last personality type is the salesperson. Without someone doing the marketing, sales and order generation, the technician would have nothing to work on or for. The entrepreneur would not be able to look ahead if there is no business to improve or foundation to build on. The manager would have nothing to manage were there not new customers, clients, patients or repeat business. So it is up to the sales/marketing personality to be the hunter and energy of the business. All types of business rely on someone to make this happen. Be it new orders, new markets, services and/or products, the sales personality is the dynamite’s fuse, the flashlight’s batteries or the water in the pipe.

   Unless the business is reasonably well-staffed and has been around for a while, there are probably overlaps in job functions and personality types. Often, existing staff will be pushed to work on tasks or in areas where they do not have experience or training.

   Ask yourself where you fit in these four types. Does your firm have a capable personality in each category? Which type do you lack and what can be done to remedy this? If you do not change directions by obtaining the necessary resources to succeed, you will get where you are going. Is that where you will want to be?

   Continue reading the full-version PDF

2. Background: There are numerous areas that every business owner needs to focus on to survive. The first is having a product or service that can be marketed and sold. The second is to utilize labor, management and capital in an efficient manner…
3. Concerns: Here is a list of legitimate problem areas that most small- to medium-sized, non-public companies need to review, a few of which may become new areas of interest for some senior executives/owners…
4. Summary: By retaining a Corporate Financial Planner, the overworked, time-pressured, spread-too-thin executive/owner can leverage his/her talents and resources by having a dispassionate advisor or “hired gun” to help and evaluate accounting, legal matters, insurance and retirement options, employment agencies, travel agents, credit card providers, etc. For the fraction of the cost of a full-time accountant or clerk, a Corporate Financial Planner can provide a service for the business owner that will quickly flow to the bottom line of profits. Before hiring one, check their credentials, education and experience. Request confirmation of their skills and prior success with other satisfied clients. This new type of CFP (Corporate Financial Planner) may be much more valuable to the business owner than a personal CFP (Certified Financial Planner), CPA (Certified Public Accountant) or (ChFC) Chartered Financial Consultant. Remember, what you do not know may hurt you and your business.

Douglas K. Hyer, Financial Advisor, Consultant and Professor
AEP, BCAA, CAS, CEA, CFS, ChFC, CLTC, CLU, CSA, MSFS, RFC

Asset Advisory Services, Inc. (Since 1978)
Great Neck, NY ~ New York City ~ Miami, FL
“We ask the great questions you don’t even think of.”
233 East Shore Road
Suite 208
Great Neck, NY 11023
USA

Office: (800) 568-4059 X 11 or (516)829-3805 x 11
Cell: (516) 902-8814
Fax: (516)829-7075
Email: doughyer@aasny.com
Website: http://www.aasny.com/

Biography

Cambridge Who’s Who Lifetime Member and Contributing Author, Harold Kestenbaum, is a dedicated and established franchise attorney. Mr. Kestenbaum has been involved in franchise law since 1977 and has served as franchise counsel to many regional, national and international franchise companies in various industries. Mr. Kestenbaum currently provides legal counsel to Ruskin Moscou Faltischek PC in franchise distribution and licensing law, representing start-up and established franchisers. He has served as the chief executive officer of a national franchisor and as the director of six nationally and internationally known franchisors, enhancing his experience in franchise law.

Mr. Kestenbaum is a member of the American Bar Association’s Antitrust Section, the Antitrust Section’s Forum Committee on Franchising (since 1978), the Subcommittee on Franchising of the American Bar Association’s Corporation Banking and Business Law Section and the International Franchise Association’s Supplier Forum Advisory Board. He is also a founding member and the current chairman of the New York State Bar Association’s Franchise, Distribution and Licensing Law Section and serves as chairman for its Education and Seminar Subcommittee. Previously, Mr. Kestenbaum chaired statewide seminar programs for New York State attorneys in 1997, 2000, 2002, 2004 and 2005, and chaired seminars on franchise law for the Nassau and Suffolk County Bar Associations.

Mr. Kestenbaum received a JD from the University of Richmond in 1975 and bachelor of arts in sociology from Queens College in 1971. He has been named as one of the “Top 100 Franchise Attorneys in North America,” in 2004, 2005, 2006 and 2007 by Franchise Times Magazine and as one of the three best franchise attorneys in the New York metro area in 2005 and 2006 by New York Magazine. Mr. Kestenbaum is currently working on two books: “Franchise Your Business, for Entrepreneurs,” and “How to Become Successful in a Franchise Business Once You Are a Franchisor.” He has published articles on franchise law for the Franchise Law Journal, Franchise Lawyer and for the ABA Forum Committee, and has lectured extensively on the subject.

Articles by Harold Kestenbaum

• An Introduction to Franchising NEW!