Fed's Regulatory Agenda Could Be Swing Factor For Bank Stocks

6 Rules For Business Success

There are many strategies that you can implement to help your business succeed, but what are they? Here at HTX Marketing Group, we believe the following 6 rules are some of the most important things you should consider when putting your marketing strategies in action:

Rule 1: Always Add Value

It does not matter if you are marketing a product you are selling or a service you provide to a particular kind of consumer; the offer you are marketing should always provide value to the consumer you are targeting. When determining the value you want your offer, product, or service to include, you need to ensure that you are targeting the correct audience that you want to get in front of. Rule 1 is important because you cannot provide value to someone who is not going to benefit from purchasing your product or engaging in your services. For example, if you have published an ad that is offering a free trial to test a product that is directed towards mothers with small children, you are offering a value (free trial or sample) of your product before they purchase. This ad’s audience that is offering a free sample or trial of your product should be targeting mothers who have small children since that is who this product is going to provide value to. It does not make sense to have your ad displayed to parents with adult children if it is a product directed towards young children, right? Always be sure your offer, product, service, and marketing strategies offer value to your intended audience.

Rule 2: Think Carefully Before You Publish

Copywriting does not come naturally to everybody, and that is okay. Have you proofread and examined your blog post, social media content, website content, and any other kind of media you publish for the public to see before it goes out? One typo or grammatical error could be a turn-off for your audience. The copy you utilize in your marketing methods (whether it is email marketing or a paid ad) should always be thought through carefully before it is published for your audience to view.

Rule 3: Be Creative!

We have all seen a company’s advertisements and rolled our eyes at how cliché it is. Being creative when marketing your product or service is important because nobody wants to see an ad that fits so easily in with others they view throughout their day when scrolling on their computer or cell phone. If you curate original posts and graphics to include in your online content or ads, your engagement will skyrocket compared to using stock photos or recycled material you found online. Do not be intimidated by graphic design. Embrace your inner creativity to boost your success

Rule 4: Do Not Hesitate to Go After What You Want

You know what you want when it comes to your business, your life, your family, and your security. Do not be afraid to take the risks that may arise when you are on your journey of going after what it is that you really want for your business and yourself. As a business owner, there may be risks that present themselves more often than assurances. If you allow the risks to control the way you operate, you run the greatest risk of all – slowing down your success.

Rule 5: Be Concise

Rule 5 applies to not only your marketing strategies but also applies to the way you confront the team you work with. Your marketing techniques should always be concise when you are advertising your product or services to your targeted audience. Without a clear and concise message, the consumer you are targeting may scroll past your ad, walk away from your booth, or not call your office to move forward. Always be sure that your marketing message is easily understandable for your consumers so they know what value your services and products will bring to their life. As mentioned earlier, rule 5 also applies to the team you work with. Clear and concise communication regarding expectations, execution, results, and how your team can improve will prevent any misunderstandings between you and your team. Clear and concise = easily understood.

Rule 6: Find Gratitude in Your Challenges

Every endeavor faces obstacles. Challenges that arise when working towards your goals may sometimes test your limits and make you want to pull your hair out but be thankful for those obstacles that do arise. We have all heard the saying “not everything in life comes easy,” and it is especially true for small business owners. The challenges you face will one day be your success stories of how you overcame those hurdles and made your business what it is today (or what it can be tomorrow). It may not always be easy, but it will be worth it.

If you are unsure of how to implement these rules in your business, HTX Marketing Group can help. Our team at HTX Marketing Group has the experience in following these 6 rules and will help you follow them to ensure your business succeeds to the best of its ability. Contact Houston's premier marketing agency to schedule your initial strategy call to see how our team can help yours! If you are ready to start following the rules, schedule your strategy call online or call us at (713) 965-7370 today!

FUNDAMENTALS OF COMPANY CULTURE — BEHAVIORS ASSOCIATED

Everyone wants to improve their company culture. Culture has become the ultimate buzzword these days. Leaders also seem to talk about it all the time. Let’s look past the buzz and grasp the roots of organizational culture. If we want to influence our company culture, we have to start with a keen understanding of what culture actually is.

What Is Company Culture?

Culture is the thing we cannot necessarily touch and feel — it is the invisible binds and unspoken rules that enforce “how people do things around here.” However, this definition can be insufficient at times. “The way we do things” feels awfully vague and amorphous, especially when it comes to thinking about how to intentionally create a company culture we’re proud of. As a result, our attempts to influence culture get muddled. We conflate culture with surface-level relics, confusing culture with “Things To Make People Feel Good.” - ping pong tables, happy hours and free lunches. Sure, those are part of “the way we do things” — but it doesn’t explain why we are doing those things. Culture includes that why.

Measuring Company Culture

We can’t. And we don’t want to. Culture isn’t meant to be measured. Why? Because culture, technically defined, is the artefacts, espoused values and beliefs, and basic underlying assumptions that people have. And that can’t be measured quantitatively. Measuring/ quantifying it may erode the point of culture. Culture is an organization’s compass for behaviour. It’s what people use to decide what actions are acceptable, and what are not. For example, at some places it may guide people to publicly report a mistake. At other places, it nudges people to brush a similar mistake under the rug.

Measuring culture is like saying we want to measure a compass. We can pick it up and say, “Hmm, let me rate the shininess of this compass, or weigh how heavy it is.” But, really, what we care about is if the compass points us to where we want to go. Measuring the compass itself doesn’t do you much good. Because if we don’t see culture as a lever that influences what we are trying to accomplish as a team, and instead as the thing itself we are trying to maintain, we lose sight of culture’s power in the first place: Culture helps a group of people get what they want done, done.

As a result, what we can measure are the outputs of culture. The observable behaviors and indicators we see as the consequences of our culture. Possibly the most important output to gauge is progress. Studies show how progress, more than anything, influences employee motivation. This means defining what “progress” looks like on a day-to-day basis. Is it the speed by which things are happening? Is it the quality of the work being produced? Is it the number of people we are helping because our work product exists? It could also mean asking questions like how helpful managers are in supporting people to make progress, or how frequently they encounter frustrating obstacles in a given week. Therefore: If we want to measure culture, we need to start with clearly defining what the outputs of a successful, healthy culture looks like in our context. 

Levels of culture

Why this matters

More often than not, there is a misalignment between the invisible and visible layers. The things we actually believe, versus the things we say we believe and the things we do to show it.

A Sample Case Study: Perhaps the most glaring case has been Uber. A company that no doubt had visible signs as “proof” that they valued their employees — lavish office parties and state-of-the-art offices. A company that had 14 cultural values it touted, including that employees should “be themselves.” And yet the basic underlying assumption persisted: Win at all costs, by any means necessary. We saw this in countless of examples of questionable ethics and sexual harassment issues ignored. At its core, Uber’s culture was rooted in this aggressive, toxic mindset — and that manifested in how they treated their people, regardless of what superficial artifacts or espoused values they trumpeted.

If we are looking to truly shift our company’s culture, we have to zoom in on this bottom most layer: our basic underlying assumptions. What we truly believe — not always what we say or outwardly show — is what drives the company’s culture.  Changing the company culture is not about just changing the visible signs. Getting beer taps installed in the kitchens doesn’t make the culture more friendly. Nor does building an onsite gym mean the culture all of sudden cares about employees’ health and well-being. Changing the company culture also is not about just changing the espoused values and beliefs. Saying at all-company meetings, “We believe in honesty and transparency” or writing “We believe in diversity and inclusion” on a website doesn’t automatically make those things true.

Changing company culture is about tapping into the core beliefs of each individual, understanding what their basic underlying assumptions are, and creating an environment where those can be listened to, brought together, and reacted to. If we can understand company culture, we can improve it.

Classification of Culture Types: The Schneider Model

The Schneider cultural model isn’t a new approach but it is relevant today. William Schneider describes culture as the answer of “How we do things around here to succeed?” No one culture type is better than another. They only have strengths and weaknesses. Depending on the type and nature of work, different types of culture may be a better fit. Companies typically have a dominant culture with aspects from other cultures. Different departments or groups may have different cultures. (e.g. development vs. operations), and these differences can lead to conflict.

Four Main Types of Culture

The Schneider Model identifies the primary, underlying culture which shapes the organisation. There are 4 main types: - Control - Cultivation - Collaboration – Competence

Control cultures (COMPANY/REALITY oriented) are process-driven; the company’s success depends on data, processes, etc. Many energy, aviation and defence companies have control cultures. Control cultures prize objectivity. Emotions, subjectivity, and ‘soft’ concepts take everyone’s eye off the ball and potentially get the organization in trouble. Empiricism and the systematic examination of externally generated facts are highly valued. Control cultures want no competition – they want to be the only players in town. Control cultures are command-and-control/ hierarchical- Leaders manage the work. Examples: The military, Police, Exxon. 

Collaboration cultures (PEOPLE/REALITY oriented) – people work together towards a shared goal. The Collaboration culture springs from the household. Relationships are key to getting things accomplished. Google is an example, though it also has cultivation culture elements. The way to success is to put a collection of people together, to build these people into a team, to create their positive touching relationship with one another and to trust them with fully applying one another as resources. Status and rank take a back seat.

Cultivation Cultures (PEOPLE/POSSIBILITY oriented) are often cantered around a greater mission. Cultivation Culture is about learning and growing with a sense of purpose. Examples include religious organizations, non-profits, social impact organizations. Leaders remove obstacles that impede attaining the company’s mission. Example – Zappos.

Competence Cultures (COMPANY/POSSIBILITY oriented) are innovative (possibility) and utilize the best talent to bring ideas to bear. Examples: Deloitte, Apple. In a competence culture, being superior or the best is chief. This can mean having the best product, service, process or technology in the marketplace. This culture gains its uniqueness by combining possibility with rationalism. What might be and the logic for getting there are what count.

Fundamental values are knowledge and information. Formalities and emotional considerations are not important compared to proven accomplishment.

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How to Pick Your Investing Strategies in 2022 | Can You Patent an Investment Strategy?

How to Pick Your Investing Strategies in 2022 | Can You Patent an Investment Strategy?

Hey Readers, Social Investor’s here and we welcome you all to another interesting lecture which is on How to Pick your Investing Strategies. Now, whenever I use the word strategy, many people actually get confused as to what is the exact difference between a goal and a strategy. So, in simple words, if you want to understand, let’s say this is my goal it’s like a manzil, that’s like my…

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How to manage cash flow during processes of real estate development?

1. Create a detailed budget: Develop a comprehensive budget that includes all expenses related to the project, such as construction costs, permits, fees, financing costs, marketing expenses, and contingency funds.

2. Estimate realistic project timelines: Accurate estimation of project timelines is essential for cash flow management. Delays in construction or sales can disrupt the cash flow, so it's important to consider potential risks and allocate funds accordingly.

3. Secure adequate financing: Ensure you have sufficient funds in place before starting the project. A well-planned financing strategy will provide the necessary capital to cover expenses during different stages of development. Explore options such as construction loans, equity partnerships, or private funding to meet your financial requirements.

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5. Maintain a contingency fund: Real estate development projects can be subject to unexpected costs or delays. It's important to set aside a contingency fund to handle unforeseen circumstances.

6. Negotiate favorable payment terms with suppliers and contractors: Negotiate payment terms with suppliers and contractors that allow for better cash flow management. Request longer payment terms or schedule payments based on project milestones to align with the inflow of funds.

7. Optimize cash collection: If you're selling or renting properties, streamline your payment collection process to improve cash flow. Offer incentives for early payments, consider installment options, and ensure timely invoicing and follow-up on outstanding payments.

8. Regularly review and adjust the budget: As the project progresses, revisit your budget regularly to assess its accuracy and make necessary adjustments. This will help you stay on top of cash flow requirements and make informed decisions throughout the development process.

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Top causes that lead companies to go bankrupt

Excessive Debt:

High levels of debt, whether due to overleveraging, poor debt management, or economic downturns affecting the ability to service debt, can lead to financial instability and bankruptcy. Companies that struggle to meet interest and principal payments may find themselves in a precarious financial position.

Poor Financial Management:

Ineffective financial management practices, including inadequate budgeting, inefficient resource allocation, and a lack of strategic financial planning, can lead to poor financial performance. Without proper financial oversight, companies may struggle to remain competitive and profitable.

Market Changes and Economic Downturns:

External factors such as economic recessions, shifts in market demand, or changes in consumer behavior can significantly impact a company's revenue and profitability. Companies that fail to adapt to changing market conditions may find it challenging to sustain operations and meet financial obligations.

Operational Inefficiencies:

Inefficient operational practices, high production costs, and poor supply chain management can erode a company's profit margins. Operational inefficiencies can lead to reduced competitiveness and financial strain, ultimately contributing to bankruptcy.

Lack of Innovation and Adaptability:

Companies that fail to innovate, keep up with technological advancements, or adapt to evolving industry trends risk becoming obsolete. Lack of innovation can result in declining market share, reduced revenue, and ultimately financial distress.

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