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Marketing Appeal: “Made In America” – By Douglas E. Castle

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U.S. Exports Month-By-Month, Commencing 2008 -- Douglas E. Castle -- The Internationalist Page

 

Marketing
Appeal: “Made In America”

Once “Made
In America” Was Simply An ‘Inside’ Patriotic Slogan;

But Today
The Cachet Of “Made In The USA” Has become Very Magnetic For
Attracting Foreign Consumers.

Originally
Published In
The Internationalist Page
Blog

Increasingly, the “Made In U.S.A.” label is moving more foreign consumers (particularly wealthier consumers in emerging nations) to purchase American exports, especially fashion and luxury items. And this appeal is starting to drive foreign sales of other types of American-manufactured goods as well. The underlying motivation is status, and this status is associated with the overseas perception that Americans are a very wealthy people who spend a great deal on everything, without regard to cost. This bodes well for the U.S. Balance Of Trade, and for U.S. small- to medium-sized businesses who are in, or who are moving into, the export business.

The following is excerpted From a U.S. EX-IM Bank press release dated November 4th, 2014:

Washington, D.C. – Ex-Im Bank Chairman and President Fred P. Hochberg issued the following statement with respect to September’s export data released today by the Bureau of Economic Analysis (BEA) of the U.S. Commerce Department. According to BEA, the United States exported $195.6 billion of goods and services in September 2014.

“These numbers clearly demonstrate that products stamped ‘made in America’ are sought after in markets around the globe,” said Hochberg. “Ex-Im Bank is proud to support U.S. exporters and their workers as they expand their sales in the global marketplace, and create quality, middle class jobs here at home.”

Exports of goods and services over the last twelve months totaled $2.3 trillion, which is 47.5 percent above 2009 levels, and have been growing at an annualized rate of 8.5 percent over the last five years.”

There has never been a better time to enter the export business (especially for durable goods and services) than at present. While there are excellent government guarantee, financing and informational programs available through the SBA, the Department Of Commerce and the U.S. EX-IM Bank, it is generally worth the relatively minimal expense of retaining a consulting firm or solo consultant who can assist you in navigating these government programs and positioning yourself with international representatives, agents, distributors, logistics services, customs guidance and the like.

Interestingly, while the cost of market entry into global business is very small, the widespread perception among many business owners is that moving into export is an expensive and time-consuming proposition requiring a great deal of travel and large credit facilities. Nothing could be further from the truth. It is quite any easy matter for virtually any producer of durable goods or non-geographically-centered services to establish a virtual export division. And both the credit facilities and the payment guarantees are easy to obtain if you utilize the services of a professional to get you started, systematized and running.

If more eligible businesses were to open virtual export portals, the private sector of the United States would be generating even more full-time jobs and contracting opportunities than it currently is. This is highly desirable.

Instead of merely looking toward overseas markets to source materials and to outsource labor, many U.S. Small- to medium-sized enterprises would be better served by selling their domestically-produced or generated products or services overseas at the market premium that emerging economic countries’ consumers are more than willing to pay for the “Made In America” cachet.

If you or your company would like to get more information regarding the setting up of a virtual export division, please feel at liberty to contact the author by going to http://DouglasECastleConsultancy.com, or by clicking directly on http://bit.ly/CASTLEDIRECT. The time could not be better.

Douglas E. Castle

NOTE: THE INFORMATION CONTAINED IN THIS ARTICLE SHOULD NOT BE CONSTRUED BY THE READER AS BEING LEGAL, FINANCIAL, TAX, ACCOUNTING, ECONOMIC OR INVESTMENT ADVICE. NO OFFERING OF SECURITIES OR OTHER INVESTMENT INTERESTS OF ANY TYPE IN ANY ENTITY IS MADE HEREBY, NOR IS A SOLICITATION FOR THE PURCHASE OF SECURITIES OR OTHER INVESTMENT INTERESTS OF ANY TYPE IN ANY ENTITY MADE HEREBY. THIS ARTICLE IS INTENDED FOR GENERAL INFORMATIONAL PURPOSES ONLY AND REPRESENTS THE VIEW OF THE AUTHOR ONLY.

THIS ARTICLE IS COPYRIGHT 2014 BY DOUGLAS E. CASTLE, WITH ALL RIGHTS RESERVED. ANY REPRODUCTION, TRANSMITTAL OR DISTRIBUTION OF THIS ARTICLE, EITHER IN WHOLE OR PART, IS UNAUTHORIZED AND MAY BE UNLAWFUL, UNLESS FULL ATTRIBUTION IS GIVEN TO THE AUTHOR AND ALL IMAGES AND LINKS IN THE ARTICLE REMAIN INCLUDED AND “LIVE.”

http://theinternationalistpage.blogspot.com

A discussion of international business, events, markets, joint ventures, currencies, outsourcing, offshoring and financing, importing and exporting, as well as global sources of goods, services, labor, capital, trade guarantees, credit insurance and emerging markets.

Key Terms: international, global, business, trends, prediction, foreign exchange, outsourcing, supply chain, offshoring, import and export, emerging markets, the world economy, trade balance, trade finance, foreign direct investment, joint ventures, sovereignty, cultural sensitivity, diversity, emerging markets, INCOTERMS, tariffs, International Business Companies, asset protection trusts

The Douglas E. Castle Consultancy offers a complete suite of business consulting and advisory services for organizations ranging from seedling, "bootstrapped" startups, through established small- to medium-sized enterprises conducting commerce both domestically and internationally.



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Your Business: Management Versus Leadership – Douglas E. Castle

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Your Business: Management Versus Leadership

There Are Significant Distinctions Between Management And Leadership

Article By: Douglas E. Castle

Originally Published In The TAKING COMMAND! Blog

Leaders lead people. Manager manage tasks. There is a significant difference.

In my practice of Management Consulting, I have met managers and I have met leaders. It is clear that some managers are terrible leaders, and some leaders are very poor managers. It is rare that I have met a manager who was a great leader, or a leader who was a great manager. The skill sets and functions of each are quite different, and these differences are important to understand. Each of these two can play a valuable role in the success of any organization, or directly in the revenue production, profitability and market position of your business.

Here is a brief outline of the key differences between the two roles:

The manager’s job is to plan, organize and coordinate. The leader’s job is to inspire and motivate. In his 1989 book “On Becoming a Leader,” Warren Bennis composed a list of the differences:

– The manager administers; the leader innovates.

– The manager is a copy; the leader is an original.

– The manager maintains; the leader develops.

– The manager focuses on systems and structure; the leader focuses on people.

– The manager relies on control; the leader inspires trust.

– The manager has a short-range view; the leader has a long-range perspective.

– The manager asks how and when; the leader asks what and why.

– The manager has his or her eye always on the bottom line; the leader’s eye is on the horizon.

– The manager imitates; the leader originates.

– The manager accepts the status quo; the leader challenges it.

– The manager is the classic good soldier; the leader is his or her own person.

– The manager does things right; the leader does the right thing.

Perhaps there was a time when the calling of the manager and that of the leader could be separated. A foreman in an industrial-era factory probably didn’t have to give much thought to what he was producing or to the people who were producing it. His or her job was to follow orders, organize the work, assign the right people to the necessary tasks, coordinate the results, and ensure the job got done as ordered. The focus was on efficiency, and personalities and individualism in employees were low priorities if regarded at all.

But in the new economy, where value comes increasingly from the knowledge of people and of emotional intelligence and industrial psychology, and where workers are no longer undifferentiated “robots” in an industrial machine or mere pegs in a giant pegboard, management and leadership are no longer as easily separated. Employees and workers in general look to their managers, not just to assign them tasks, but to define and provide them each with a personalized purpose, as well as with a view of how their efforts contribute to the whole of what is being produced or provided by the enterprise. And managers must organize workers, not just to maximize efficiency, but to nurture skills, develop talent and inspire results. More specifically, managers have to cultivate team leadership skills in order to be effective and avoid to obsolescence (and the unemployment which usually goes along with becoming outmoded or disrupted in a troubled economy).

In brief, today’s managers are increasingly having to develop leadership attributes in order to deal with the changing demands and needs of the current and upcoming members of the employee workforce. Managers must have, or must acquire, the people skills of leaders in order to get more cooperation, collaboration and synergy out of the employee teams whom they are tasked with managing.

As an added observation, it is, generally speaking, easier to cultivate team leadership skills in a good manager than it is to train and turn a leader into an efficient and effective manager. I’ve participated in both exercises, and the former is generally much, much easier and more likely to be successful than the latter.

Douglas E. Castle

Tags, Labels, Keywords, Categories And Search Terms For This Article: business, management, leadership, team, cooperation, leaders, managers, industrial psychology, people skills, The Taking Command Blog, Douglas E. Castle, employees, inspire.

NOTE: THE INFORMATION CONTAINED IN THIS ARTICLE SHOULD NOT BE CONSTRUED BY THE READER AS BEING LEGAL, FINANCIAL, TAX, ACCOUNTING, ECONOMIC OR INVESTMENT ADVICE. NO OFFERING OF SECURITIES OR OTHER INVESTMENT INTERESTS OF ANY TYPE IN ANY ENTITY IS MADE HEREBY, NOR IS A SOLICITATION FOR THE PURCHASE OF SECURITIES OR OTHER INVESTMENT INTERESTS OF ANY TYPE IN ANY ENTITY MADE HEREBY. THIS ARTICLE IS INTENDED FOR GENERAL INFORMATIONAL PURPOSES ONLY AND REPRESENTS THE VIEW OF THE AUTHOR ONLY.

THIS ARTICLE IS COPYRIGHT 2014 BY DOUGLAS E. CASTLE, WITH ALL RIGHTS RESERVED. ANY REPRODUCTION, TRANSMITTAL OR DISTRIBUTION OF THIS ARTICLE, EITHER IN WHOLE OR PART, IS UNAUTHORIZED AND MAY BE UNLAWFUL, UNLESS FULL ATTRIBUTION IS GIVEN TO THE AUTHOR AND ALL IMAGES AND LINKS IN THE ARTICLE REMAIN INCLUDED AND “LIVE.”

The Douglas E. Castle Consultancy offers a complete suite of business consulting and advisory services for organizations ranging from seedling, "bootstrapped" startups, through established small- to medium-sized enterprises conducting commerce both domestically and internationally.



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You’ve Only Got Five Words: Communication! – Douglas E. Castle

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The purpose of this bullhorn is to capture your attention in the simplest way possible. - Douglas E. Castle

The purpose of this bullhorn is to capture your attention in the simplest way possible. – Douglas E. Castle

Based upon the average consumer’s (either B2B or B2C) limited attention span, the following rules apply to virtually all of your writing. I might have titled this piece “Written Communication 101 for 2014″:

1. Your title or slogan cannot be more than 5 words in length;

2. Your message should be 140 characters or less in length (including spaces), with a hyperlink to any additional content;

3. Your content should not consist of more than a title, three to five paragraphs and your signature, unless you are just writing a list or outline;

4. Your paragraphs should be bulleted or numbered, and no single paragraph should exceed three sentences or three lines (whichever you choose);

5. Your writing (in terms of vocabulary and complexity of expression) should not be more sophisticated than that of an average American high-school student, and pictures or other multicolored illustrations are becoming increasingly helpful.

Of course, I don’t necessarily follow all of my own rules. And I make no judgment regarding these rules, even if I call them mine. They aren’t truly mine – they belong to everyone (sadly).

But if your objective is simply to communicate effectively, you should seriously consider applying the general rules set forth above.

Douglas E. Castle

The Douglas E. Castle Consultancy offers a complete suite of business consulting and advisory services for organizations ranging from seedling, "bootstrapped" startups, through established small- to medium-sized enterprises conducting commerce both domestically and internationally.



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Optimize Your Time – Entrepreneurs And Executives: 3 Steps – Part 2

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TIME SLICING UNTIL HUMAN CLONING IS PERFECTED [2]- Douglas E. Castle

In being successful at the operation of optimizing your time, you must not only chart how you tend to invest or spend it on all of life’s activities (see the previous post regarding this topic), but secondarily you must experiment with the ratios or percentages of time invested. A good first step is to keep all of your non-business activities segregated out of your formula, and isolate them to perhaps one full day per week off from work. This ‘break time’ is crucial to refreshing yourself, reviewing yourself and to inspiring creativity — consider it as sacrosanct.

When non-business activities are eliminated, a time/percentage chart or matrix for optimization purposes becomes easier to generate. The matrix which follows represents my daily percentages of time invested in various activities (on average). My working day consists of 12 hours, on average. Your time commitment, priorities and areas of productivity may well be different than (on average) mine. It depends upon the 1) ROI that you receive on each hour invested in each of the activities to be optimized, and 2) upon achieving a balance that is diversified enough that you don’t burn out by obsessing over some tasks while neglecting the others, which would ultimately destroy your optimization given some length of time pursuing an obsessive/negligent path. Make you chart and adhere to it, but insert your choices for ratios of time investment. Everyone’s differ.

rsz_time_optimization_table

 

The Douglas E. Castle Consultancy offers a complete suite of business consulting and advisory services for organizations ranging from seedling, "bootstrapped" startups, through established small- to medium-sized enterprises conducting commerce both domestically and internationally.



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Inflation Rate Versus The Force Of Inflation – Douglas E. Castle

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rsz_the_force_of_inflation_-_the_douglas_e_castle_consultancy_-_2014_The inflation rate is simply a government-calculated (you might already be skeptical) statistic which is based upon comparing the cost of a “market basket” of goods with the cost of the same basket from an earlier period. If the cost of the basket goes up, we have inflation; if it goes down, we have deflation — or at least less inflation. Sadly, inflation, as measured, doesn’t take into account several key factors, such as:
1) A change in the composition of the market basket of goods;
2) The true, adjusted value of the dollar;
3) The availability of credit to consumers to make purchases – available credit (i.e., financing things which we cannot afford) drives prices higher, but also affects which of the goods in the market basket we’d eliminate from our consumption if we couldn’t leverage those purchases over time;
4) The availability of employment benefits paid to employees which enables them to get some of the market basket goods as part of their compensation — so that they don’t have to buy them from earnings, savings or on credit;
5)  Sharp increases in the costs of services and goods in increasing demand, but which are excluded from the market basket measurement;
In addition to all of the foregoing flaws in simply computing the rate of inflation (the cost of acquiring the market basket full of goods), government economists fail to compute a more meaningful statistic; I’ve called it the Force Of Inflation. The Force of Inflation is the true effect on how well the economy is doing. It is the difference between the increment of inflation (in dollars or percentage points)  and the actual increment (in dollars or in a percentage) of increase or decrease in the real income to consumers. This Force Of Inflation is a measurement of our ability to actually afford things.
For example, if inflation is measured to have risen 1% in a fiscal quarter, and real consumer income has dropped by 5% on average during that same period, the Force Of Inflation may be 6%. It means that our ability to purchase what we require to live has decreased by 6%. And the consumers feel this more than the inflation rate per se.
The takeaway here is that inflation by itself measures nothing of importance to consumers in a country’s domestic economy, but the differential, or Force Of Inflation truly tells a story about economics and economic recovery. Especially when the distortion in statistics caused by excessive access to credit is adjusted. How many “middle class” families could buy a car, a home or appliances and computer toys without credit? And credit is a self-fulfilling prophesy in terms of inflation — the cheaper and more available consumer credit is, the more that the costs of goods, in or out of the market basket, will rise.
Douglas E. Castle
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The Douglas E. Castle Consultancy offers a complete suite of business consulting and advisory services for organizations ranging from seedling, "bootstrapped" startups, through established small- to medium-sized enterprises conducting commerce both domestically and internationally.



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