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...the purchaser’s existing operations with little apparent increase in c...pital is needed to support ongoing operations, but possessions alone don̵...

... (503) 378-4239 Pennsylvania Philadelphia: Free Library of (215) 686-5331 Pittsburgh: Carnegie Library of (412) 622-3138 Pennsylvania State University (814) 865-4861 Rhode Island Providence Public Library (401) 455-8027 South Carolina Charleston: Medical U. of S. Carolina Library (803) 792-2372 Clemson University Libraries (803) 656-3024 South Dakota Rapid City: Devereaux Library, S. Dakota School of Mines and Technology Not yet operational Tennessee Memphis & Shelby County Public Library, Vanderbilt University (615) 322-2775 Texas: Texas A & M University (409) 845-3826 Dallas Public Library (214) 670-1468 Houston: The Fondren Library, Rice U. (713) 527-8101, Ext. 2587 Utah: Salt Lake City: Marriott Library, U. of Utah (801) ... Telephone Contact Alabama Auburn University Libraries (205) 844-1747 Birmingham Public Library (205) 226-3620 Alaska Anchorage: Z.J. Loussac Public Library (907) 562-7323 Arizona Tempe: Noble Library, Arizona State U. (602) 965-7010 California Los Angeles Public Library (213) 228-7220 Sacramento: California State Library (916) 654-0069 San Diego Public Library (619) 236-5813 San Francisco Public Library Not yet operational Sunny Vale Patent Clearinghouse (408) 730-7290 Colorado Denver Public Library (303) 640-8847 Connecticut New Haven: Science Park Library (203) 786-5447 Delaware Newark: University of Delaware Library (302) 831-2965 Dist. of Columbia Washington: Howard University Libraries (202) 806-7252 Florida Ft. Lauderdale: Broward Cty. Main Library (305) 357-7444 Miami-Dade Public Library (305) 375-2665 Orlando: ...

... ABRASIVE BLASTING AND RELATED OPERATIONS: NIOSH type CE respirators are requ... respirators for abrasive blasting operations. The continuous-flow respirators...

...nger run as “seat of the pants” operations. Whether large or small, these age...

...rance relationship thrives. The operations should be connected and close, but ...

... , when we ask people to draw pictures of complicated concepts with only sketchy information, the results are often funny. As with good drawing, the keys to developing an effective agency mission are clarity and simplicity. In other words, the big picture must be well-developed and effectively communicated upstream, downstream, and horizontally-so that everyone in your organization can use it on a daily basis. One client of mine had a mission statement that was filled with such terms as strategic deployment of resources' and maximizing stakeholder value. I asked him how all this complicated mumbo-jumbo affected each decision he made. He gave me a blank stare. Of course he didn't use any of that stuff. And neither did the rest of his people. His mission statement was worthless-irrelevant to the agency's daily functioning. He was like ... out, with a sincere commitment to helping both the agency and the employee get where they want to be. If you can't align the agency's mission and the employees values, it may be time to start recruiting people with values similar to your own. The simple fact is that when employees share the agency's values, every action they take moves the agency closer to its ultimate goals. When agencies operate from a framework of values-driven action rather than revenue- or production-driven action, many of the pieces that seem to be missing fall into place. Producers are far more motivated to put their hearts into the agency mission when it supports their values. Customer service representatives are more helpful and sincere when doing so supports their values. And leaders find greater enjoyment in running the business. The bottom line ...

... time! This also holds true for your customers: They want to stay with your company. Customers leave because they have experienced four or five negative events. Most say they leave because of price. However, I've interviewed more than 300 former customers, and only 5% left solely because of price. There are always other factors, and price was the last straw. Treat Complaints as Gold Mines. Yes, they're pure gold mines. More than 19 in 20 dissatisfied customers (96%) don't complain; they just walk away quietly. Only 4% complain. Thus, when a customer calls and complains, imagine that he's the spokesperson for the 25 people who are lined up behind him and you will have a more accurate perspective. Guess what? Complainers are your most loyal ... CUSTOMERS Why is customer retention important? The top five companies in any industry have a 93% to 95% customer-retention rate. The rate for most insurance businesses is 78% to 86% . That amounts to losing approximately 18% of your customer base annually, which comes close to 50% of a company's customer base every three years. This customer churn is an inefficient, expensive way to operate. A study of 17 industries determined customer retention to be the sole factor that had a positive correlation with long-term profitability. Not sales volume. Not market share or low-cost producers. Yet although customer retention was the only correlative with long-term profitability, most companies continue to measure sales, costs, and profits, but not retention. Why? Probably because the powerful economic potency of retention is not ...

... link to other community resources. Highlight accomplishments, relevant news items, memberships and affiliations, community service, sponsorships, special events, new programs and services, or significant issues. Where appropriate, add support with collateral PR efforts such as e-mail, snail mail, and press releases. All these details add life and personality to your agency's image, to say nothing of enhancing recognition and credibility. MINE CONTENT SOURCES By its nature, most agency-specific content is self-generated; meaning you'll have to do it yourself or get somebody else to do it for you. If you have paper brochures and other promotional material, start with them. Also, consider hiring copywriters and graphic specialists who can provide meaningful objectivity, perspective, creativity, and sparkle to enhance your efforts. It's your Web site and your ... . Agency-specific content also includes graphics, such as your logo, a photo of your building(s ) and location(s ), plus photos and/or biographical information about your staff. Keep in mind that the goal of agency-specific content is to personalize and humanize your agency. Your agency is more than a nondescript storefront or a series of cubicles in an office park; it's a business operated by people and has a personality, an image, a brand, a context, and a place within the community. Your Web site projects a visual and textual impression about your agency even if no one ever comes to your physical location. Here, then, is a short list of what to include. TELL YOUR AGENCY STORY Every business has a story to tell. People like stories ...

... time! This also holds true for your customers: They want to stay with your company. Customers leave because they have experienced four or five negative events. Most say they leave because of price. However, I've interviewed more than 300 former customers, and only 5% left solely because of price. There are always other factors, and price was the last straw. Treat Complaints as Gold Mines. Yes, they're pure gold mines. More than 19 in 20 dissatisfied customers (96%) don't complain; they just walk away quietly. Only 4% complain. Thus, when a customer calls and complains, imagine that he's the spokesperson for the 25 people who are lined up behind him and you will have a more accurate perspective. Guess what? Complainers are your most loyal ... CUSTOMERS Why is customer retention important? The top five companies in any industry have a 93% to 95% customer-retention rate. The rate for most insurance businesses is 78% to 86% . That amounts to losing approximately 18% of your customer base annually, which comes close to 50% of a company's customer base every three years. This customer churn is an inefficient, expensive way to operate. A study of 17 industries determined customer retention to be the sole factor that had a positive correlation with long-term profitability. Not sales volume. Not market share or low-cost producers. Yet although customer retention was the only correlative with long-term profitability, most companies continue to measure sales, costs, and profits, but not retention. Why? Probably because the powerful economic potency of retention is not ...

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