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Down in the Slumps

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(Karen E. Hipp, Author, Do-It-Yourself Marketing)

Every business experiences times of heavy sales volume and slow sales volume. Most people call slow sales as being in a business “slump.”

Some business slumps are easy to recognize. A downturn in the economy, seasonable business, weather conditions. For most businesses, a slump happens without warning and for no reason apparent.

Sometimes you’re in the slumps when you’re spending the most time, money and effort on selling strategies. This is usually when I get a phone call from prospective clients. Owners start to panic. They cut their advertising budget, advertise in unknown territories, add or delete services, develop new price structures. This is what I call “crises marketing” and must be avoided at all costs. Particularly for a small business that is struggling to grow.

You can avoid your own “panic attack” by developing simple procedures that can be implemented quickly.

The first thing to do is to accept it as part of a normal business pattern. It shouldn’t be signaling the end of your business. Don t go off the deep end, but don’t sit there waiting for your sales to come back either. Try taking the following steps:

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What Do You Think Is Causing The Slump?

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A change in your advertising or promotional activity. Are you spending less on advertising? Trying not yet proven media advertising? Changed the way your ads look? Put out a new campaign? Changed your ad copy?

Have you raised prices?

Has new competition opened or rolled out their own new advertising campaign?

Has your competitor lowered its price points?

Has a major news event had a negative impact on your industry?

If you can pinpoint the reason for the slump, then you can take action to reverse it. If you can’t quite grasp it, try some of the following ideas.

When There Is No Obvious Reason For The Slump

Here are four actions that I recommend to my clients:

*Develop a special offer for existing customers/clients. Use a short deadline to give them a “call to action” to take advantage right away or the product/service will be gone.

*I suggested this to a client of mine that owns a massage therapy studio. We sent out inexpensive postcards that the client did on his computer. We only gave customers 5 days to call to make their appointment but they would save 20% massage therapy. There also was a cut off date of two weeks that they must make their appointment in. His business rose 26% during the promotion put much needed quick cash in the bank.

*Just make sure it’s an inexpensive and fast way to communicate the promotion. Also try faxes and even phone calls.

*Advice recent prospects who did not take advantage of you product or service of the same special offer using the fast communications methods listed above.

*Ask your best customers for help. Explain that business is a bit slow and that you want to use this time to approach potential new customers. Ask them for referrals.

*Temporarily increase (yes increase) your advertising dollars where you have had the most success and it is seen right away. Like website, E-zines and E-newsletters, radio spots and newspaper.

www.downanddirtymarketing.com
Copyright 2002-re-use rights:
Karen@Hippmarketing.com

About the Author

Karen E. Hipp is a nationally recognized marketing consultant and the author of the ebook “Do-It-Yourself Marketing.” Karen has been honored with “Marketing Director of the year in two separate industries and has won 54 Addy Awards. Karen’s business, Hipp Marketing, focuses on small to medium sized businesses that need marketing help.

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Fern Reiss s PublishingGame.com: Achieve Media Attention for Your Business

 by: Fern Reiss

Do you want to be quoted by the national press on a daily basis? (How much would that be worth to your business?)

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In the past six months, I ve been quoted in The New York Times, The Wall Street Journal, The Washington Post, The International Herald Tribune, Entrepreneur, The Associated Press, PBS, Voice of America, Family Circle, Glamour, Redbook, Self, Health, Prevention, Parents, Parenting, Women s World, First for Women, Newsday, Newsweek, Salon, In Touch Weekly–and even The National Enquirer.

In fact, I ve been quoted in over 100 prestigious U.S. publications. I call this Expertizing, and it s good for business, regardless of the business you re in. Anyone can learn to get this kind of media attention, for any book or any business; my Expertizing workshop attendees are achieving this same level of media recognition. Here s how:

First, syndicate. This column is syndicated; hundreds of thousands of people read it. Syndicating a newspaper column doesn t pay very well anymore (you ll probably make only $5 or $10 per column) but it gets your name out. And syndicating online is even easier. My next title, The Publishing Game: Syndicate a Column in 30 Days will cover the topic more thoroughly, but you can get started just by doing a google search for [Keyword] article submit.

Start a national association. A national association will get you media attention automatically, regardless of your other credentials. The National Pediculosis Association in Needham, Massachusetts, is a great example. (That s lice, for those of you without small children.)

Create a holiday. Anyone can create a national holiday, and it s free. Register at Chases.com, and on a slow news day, journalists will come looking for more information on your holiday the more interesting, funny, or quirky, the better. I just helped an Expertizing client set up a holiday for her very technical company that would otherwise have been paid little press attention but next year, she s going to be inundated with press attention when National Geek Day rolls around.

If you re going to do a flyer for your business, put something useful on the back so people don t throw it away. The back of my Publishing Game book flyer has a useful hot contact list, with contact information for major magazines, talk show hosts, wholesalers and distributors, book reviewers, and more. (You can get a complimentary copy at PublishingGame.com.) My new Expertizing flyer has information on my Expertizing workshops on one side, but the other side has suggestions of how to write Killer Soundbites that the media will quote. (You can get a free copy of that one at Expertizing.com.) If you include something useful, people will hang onto your flyers forever.

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Talk to the press. Press kits mostly get tossed or buried. But today there are services you can subscribe to that will keep you up to date on what journalists are working on, so that you can respond in time to be quoted in their articles. I respond to health journalists with quotes about my Infertility Diet book; I respond to business journalists with information about my Publishing Game and Expertizing products. But I also respond about lifestyle issues entrepreneurship, marriage, kids, home business. One of the things I do in my all-day Expertizing workshops is train authors and executives to develop the soundbites that will propel them into these articles. Even without training, you can generate plenty of press.

Don t forget speaking. If you enjoy public speaking, do as much of it as you can. Speaking can pay even public libraries pay for talks and even without pay, it s worth it for the publicity. If you speak at the Learning Annex, for example, thousands of people see your information. When it comes to speaking, this is one of the few times you shouldn t focus just on your niche. Cast your net more widely, and see if you don t have something to say to others. For example, this year I m speaking at Media Relations, at SPAN, and at Book Expo America, all of which are in my target audience. But I m also speaking to over 200 CEOs at an executive transition firm event and that s probably going to generate more business for me, because writers and publishers have heard of me already, but these executives may have not. So look for new audiences and groups that might be interested, as well as your target markets.

All right. Now that you have read till this point, we assure that likewise you will have something amazing. Just keep on reading, there are additional facts to follow.

And then forget what I m telling you, about how you have to do this or that sort of PR. Do the publicity you love. What you love doing will be most effective for you, because you ll enjoy it. So if you like to speak, go out and do that, but if you d prefer to sit home in your bathrobe and do it all by email, do that instead. Live the dream the way you want to.

About The Author Copyright (C) Fern Reiss - Expertizing.com/PublishingGame.com. Fern Reiss is the CEO of Expertizing.com/PublishingGame.com. More information on Fern s books ( The Publishing Game: Find an Agent in 30 Days, (literary agents) The Publishing Game: Publish a Book in 30 Days, (self publishing) and The Publishing Game: Bestseller in 30 Days (book promotion) and all-day Publishing Game workshops can be found at PublishingGame.com. More information on positioning yourself as an expert and being quoted by the media, along with Fern s Expertizing Workshops at the Ritz Carlton in Boston (September 19) and Manhattan (October 4) can be found at Expertizing.com fernreiss@pbjpress.com

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Grassroots Internet Marketing Campaign

 by: Isaiah Hull

You may use this article for reprint, as long as it remains unaltered and the resource box and author information are included.

Grassroots Internet Marketing Campaign

Many people, in a rush to spike sales through the roof, think too big and end up completely missing out on one of the best free marketing opportunities on the net: discussion forums. Instead of focusing on individual sales, they go immediately for ads that promise thousands of visitors, pay-per-click search engines that could potentially expose them to thousands, and even sloppily-produced and sometimes fraudulent spam submission programs.

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Even though it is essential to increase your rating with search engines, to purchase pay-per-clicks, and to participate in link exchanges and banner exchanges, discussion forums can often provide an extra, non-conventional sales medium to your campaign that allows you to quickly pull in customers with personal contact and conversational presentations of your product.

You can find these boards by searching for the specific product you sell and then adding the word messageboard or forum or discussion forum after it in quotations. For instance, I sell marketing tools and online business-builders on one of my websites, so when I look for forums to market my products in, I go to google or overture and type in business messageboard or marketing forum. Find as many of these highly-trafficked forums as you can and sign-up. Some of them will require you to confirm it through your email address.

Before you begin actually posting on the boards, you need to lay down some general rules of approach. I would suggest the following methods, but you can decide for yourself what you think is appropriate for your business and situation.

These are my rules:

When I market on discussion forums, I always try to provide more for the board than I take away from it in potential sales. Not only is it ethical, but it s also good business. When people ask questions, I use the expertise I ve gained from Internet business-building and marketing to legitimately answer their questions. If I signed up for every board I could find, and then slapped a boilerplate marketing pitch on every site, I d just get ignored or banned.

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I cannot stress enough how important it is to legitimately get involved with the forum community. It is definitely a goldmine for highly-targeted customers and it is possibly the fastest marketing medium on the Internet, but it is also very important to respect that it doesn t primarily serve as an ad host. If you stay low-key and helpful, people will respect your opinion more and will want to see what you have to offer. This is where your signature comes in…

When you create your account for most boards, they will give you the option of creating a signature, which they will attach to the bottom of every post you make. This is the best way to pull customers from messageboards–by alluring them with your signature. Write something catchy or intriguing and then slap a link to your site or email address on it. Remember: the more helpful you are (the more times you post advice/hints), the more times your signature appears… and the more potential hits you ll get to your site.

Next, you ll want to decide when it s appropriate to market outside of your signature. I personally only market in three situations outside of my signature in forum discussions. If a person asks a question about a specific product or service I market, then I ll respond because I m qualified to do so and because I truly believe they should use my products to achieve the best possible results. If there s a discussion thread where everyone is marketing products and it is generally accepted, I will market my product if a) it is related and b) I have already posted several times on the messageboard. Also, I will market my product whenever there is a forum solely dedicated to marketing your products.

Last, you ll want to decide how much original content you want to post and how much you want to be boilerplate. You ll want to find a healthy combination of the two to avoid being called a spammer or wasting too much time marketing on forums. I personally have several boilerplate ads that I have saved for signature files, ad-only forums, and personal product marketing discussions. I keep them all saved on a word file and I pull them up to copy-and-paste when I m spending a night of advertising on messageboards.

Discussion forums can drive buying customers to your site faster than any other marketing medium. Do not abuse them, establish a reputation in your forums, streamline the process. . . and your work will come back to you quickly in profit.

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About The Author Isaiah Hull publishes Work At Home Right Now, a fresh and informative newsletter about making money on the internet and using proven methods to increase your site s traffic and profitability. If you re looking for time-saving and money-saving tools, as well as honest business advice, come by and subscribe at http://www.workathomerightnow.net workathomerightnow@getresponse.com

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The Tech Heads Need To Make It Simple For the Average Human

 by: Jesse S. Somer

The tech-heads need to build new software that makes obtaining information and collective communication a simple process for the average human.

Being the total opposite to a technical person, it is hard to imagine future Internet software advances. The techno-humans have come up with incredible ideas and subsequently their ideas have come to fruition. It seems like anything a human puts their mind to can be done. Our species has come such a long way, but I feel the key to the next part in our evolution of technology and consciousness is to integrate the ideas of the average person. Who do we build all this technology for anyway? I think it s made for humans to have a better life. It s time to start making the technological advances in computing with the non-computer-based people of the world in mind. A famous American journalist Sidney J. Harris once said,

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The real danger is not that computers will begin to think like men, but that men will begin to think like computers.

Computer and Internet specialists have to realize that they have gone so deep into their fields that they now can no longer see what the computer world looks like to a novice like myself. All this techno-jargon and hundreds of different types of software can be quite overwhelming to a normal person who just wants to take part in this new way of interacting with reality and society.

We ve got to simplify if we want this awesome force to be integrated into our lives in its highest form. I know the Internet is growing at an incredible rate already. One only has to look at the example of India to see the incredible mark Information Technology has made. You can go into a tiny village that looks relatively the same as it has been for fifty years; the general infrastructure is shocking: broken traffic lights, decrepit buildings, power lines splaying out in chaotic patterns. But, something big has changed; each town now has a satellite dish, and an ISP connection (Internet Service Provider)! This is truly amazing. However I believe it is only the beginning of a new revolution that will arrive when we simplify the information and communication processes.

So what s the special answer to the sacred question? Well, I haven t got all the ideas, but I know of six billion human souls out there who I m sure would have an opinion if you asked them. Find out what people really want and need. Recently I wrote an article on how great it would be if we could get our News from multiple sources instead of the one-to-many, top-down structure that feeds us so much negativity today. An opportunity to only read relevant News to the individual s liking also sounds like a great project to take on. Wouldn t it also be great if we could communicate easily with others of similar interests? E.g.: Finding the blogs and websites that interest us without having to search for days on end to find them!

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These are just a couple ideas the software masters could approach to make the new revolution of collective consciousness and independent thinking a reality. I truly believe the Internet could be the gate of entry into a new dimension for the average citizen of Earth, a dimension that thrives on the sharing of knowledge from multiple perspectives, communication that involves everyone, and incredible access to individuals who you ve always wanted to meet. Come on people, let s get with the program! Humans are a resilient, powerful race of creatures; it s time to duplicate all this energy we ve put into producing technology and put it into making it easily used by the masses for positive means. The plant has grown into a tall healthy tree, now it s time to harvest the fruit of all our labor.

About The Author Jesse S. Somer O.K. Now you just be receptive to the facts depicted here. Unerringly it could add to your information. If you need, we can provide you with several write-ups on health. We will provide you with resources at the close of this report. http://www.m6.net Jesse S. Somer is a simple humanoid attempting to help bring the separate worlds of social consciousness and technology into the one world it is destined to become. Check out his personal humanistic/philosophical blog: www.thepowerofeverythingthatis.com

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Few books, intended for students and textbook markets, have something important to teach the academic professional. “Ethics of Information Management” is such a book. It is clearly meant to be used as a textbook in graduate, and possibly undergraduate, business ethics courses. It provides, however, a number of insights into the ethical dimensions of public policymaking that are instructive for scholars. The book should be read by students of policy in business and political science, and even moreso by scholars of law and other disciplines. It is valuable to our colleagues in other disciplines in that it explicates very clearly an ethical (and almost social constructionist) perspective of the relationship between information and public policymaking.

Analysis proceeds from the insight that, in every new age, society must develop afresh its own set of moral and ethical values. Modern society is now deeply, and perhaps irreversibly, immersed in what Peter Drucker (1988) first called the “information age.” It is estimated, as just one indicator, that over 95% of all jobs will be required, by the year 2000, to devote at least some time to the acquisition, generation, storage, retrieval, or distribution of information. From this and other such indications, the authors argue that our society must develop a new social contract — a moral posture, in other words, that appropriately addresses the defining characteristics of our environment. The most pronounced of which are information and information technology, which have become our most valuable economic resources. As such, the authors explain, these have direct and important implications for private property.

The principle of private property, as applied to physical property or to the outputs of physical labor, has held up well throughout America’s history. The same cannot be said, however, when we apply the same principle to the outputs of intellectual labor. Doing so raises questions of intellectual property rights, privacy rights, information gatekeeeping rights (with respect, for instance, to the Internet) and so forth. Thus, the objective of Ethics of Information Management is both to help fuel and frame the impending debate over our ethical responsibilities to one another with respect to personal privacy, and the use and abuse of information and information technologies. As in past generations, this debate is expected to soon reflect society’s need to accommodate a new set of values, characteristic of our times.

The principal needs of agrarian and earlier societies were, for instance, for survival and security. Their values, consequently, reflected the age of “traditional man.” The industrial revolution satisfied society’s survival and security needs, but introduced another set of needs, based on materialism. These, in turn, reflected the values of “economic man.” And, instead of replacing either set, the information age layers in yet another set of needs on top of these. The values that reflect these needs are ideational in nature and require richer reasoning skills than those of economic man. More than helping people “have something,” these values reflect the need to help humanity “be someone” psychologically and spiritually. The emerging moral vision lends itself to a new archetype, one the authors call “information person.” For them, “information persons inhabit a world abuzz with flows of information from telephones, radios, televisions, newspapers, personal computers, and computing and communication devices of all sorts.” Information technologies, as well, are increasingly being fused together into a common, multimedia format which implicates a more unified set of ethical responsibilities. Consequently, information persons will need to successfully negotiate complex information-centered ethical dilemmas.

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In Part II, the authors treat ethics as “corrective vision,” an idea they use to organize much of the remainder of the book. Ethical thinking requires seeing what is, envisioning what ought to be, and designing a plan to correct reality accordingly. The authors describe the thinking processes necessary for applying the concept of corrective vision and summarize a six-step method for arriving at ethical judgments and evaluations. They are wise to note that, sometimes, the application of different ethical principles to a situation results in different advice. To reconcile this conflict, they introduce the concept of “trumping” or “supersession.” Essential to ethical thinking, the principle of supersession holds that an ethical principle can only be ignored or violated if it is supplanted by another principle, one presumed to be of a higher order. The six-step process of corrective vision is then operationalized in several brief, but pointed, case studies that illustrate how individuals may identify and discharge their moral, if not legal, responsibilities while handling various types of information. The application of corrective vision is particularly relevant for contemporary organizations since, as the authors note, most organizations do not currently have information-handling policies in place. In fact, the very nature of most existing organizational structures and incentive systems seems to work against having such policies even though most organizations will need to develop information policies to protect them from future exposures.

The focus of the book broadens in its last few chapters as the authors engage the quintessential political question: what makes for a “good” information society? To help information policymakers frame intelligent responses to this question (those that reflect the basic values of a democratic society), the authors introduce another policymaking framework. This one, however, is pitched at the societal level. It addresses the practical need to administer our relations among ourselves as members of a society, and to develop a popular and effective system of political governance, given the challenges of the information age. Their framework, called the “societal moral compass map,” postulates an innate force, liberty, as pulling toward a type of social agreement that permits all societal members to act as freely and as unconstrained as they wish. Directly counter to this force is another, equality, which stresses the rights of all societal members to be treated the same. Juxtaposed to this individual axis isa collective axis which deals with the basic forces that serve as the constitutive glue of society.

At one end of the collective axis, the authors posit a strong, primal force for a “natural” form of social control, represented by the community. People, they explain, form communities wherein collective concerns and interpersonal relations tend to outweigh individual choices and where there is only passing concern for economy, effectiveness, or efficiency. Counter to the force for community, is another force that also seeks social control, albeit more contrived. The authors refer to this pole simply as control, because it pulls toward achieving a few prespecified goals as efficiently as possible, using information as an essential input in the process. Bureaucracies, business organizations, and management information and decision support systems are among the mechanisms used to achieve efficient social control. The four poles — liberty, equality, community, and control — are then combined to create a framework for evaluating the trade-offs that inhere to various information-related legislative initiatives and policies.

In summary, this is a valuable contribution to the normative literatures on both public and private administration. It points to the central role of ethical values in the definition and solution of information policy problems, a role that is difficult or impossible to capture in mere economic terms. This is, however, more than a good reference book for policymakers and more than a defense of a discipline. It is a reasoned and insightful analysis of the ethics of managing information and the long and difficult process by which information policy is made.

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Author: Steven A. Maclin, Ph. D.

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About the Author: Dr. Maclin has been a university professor since 1994, but from 1998 - 2004, he lived and worked with American military troops in Japan, Okinawa, and South Korea. He has previously edited and published dozens of articles in professional administrative journals and recently, in his spare time, he s been building websites for distributing materials to his graduate students. He’s now stateside, teaching graduate students online, writing articles and developing a small online business (see http://buyfromart.com); he can be reached at info@buyfromart.com.

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Intranet - The Benefits Realisation Plan

 by: David Viney

The Millennium Experience

A successful project is one that delivers on-spec ( quality ), time and cost. Right? Well consider these two projects

The Millennium Dome was delivered on time for the 31 December 1999 and safely within a budget (fixed in 1998) of 289 million. The Project was also delivered to quality, albeit against a Specification that had been adjusted several times during the project to simplify the scope of work required (and ensure that time and cost deadlines could still be met). However, visitor number targets were greatly overestimated, the business a total flop and the whole endeavour deemed a failure by many.

The Millennium Wheel (or London Eye ) opened one month late on a dreary February morning in 2000 (following problems raising the wheel and then safety & quality issues with one of the 32 pods). It was also over budget, with building costs of 70m (against the 25m British Airways had originally planned to spend). However, an average of about 10,000 people a day now ride the wheel, making the London Eye the UK s biggest tourist attraction (and generating 15 million of trading profit a year) - a healthy return on investment for the shareholders.

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A New Mindset for Change Projects

Traditional methodologies for change / project management (of which PRINCE is an example) tend to focus primarily on time, cost and quality. Benefits are all too often only implicitly recognised and the accountability for realising them is assumed to lie outside the project.

However, the pace of change within our society, industry and business grows ever faster. Somewhat paradoxically, there is an ever-greater need to ensure that changes stick (delivering sustainable benefit and competitive advantage to the organisations making them). Most businesses have already achieved greater efficiency and effectiveness within single functions or processes; The challenge of the 21st Century is increasingly how to realise end-to-end change across a boundary-less business.

Rarely (these days) will a single customer sponsor a single project, delivering a single system into a single department.

The leadership challenge is thus how to engage multiple sponsors and change agents across the whole business to deliver excellence in change and the ruthless pursuit of business benefits and true return on investment (ROI).

The Case for a focus on Benefits Management

Recent research from the Cranfield University School of Management finds that 78% of IT-enabled change projects (in large UK companies) fail to deliver business benefits. 47% believed assessment of business benefits in business cases was poor or worse and 79% said that all the available benefits were not captured during that assessment. 45% believed benefits were overstated in their organisation to get investment approval.

Arguably, this will only change when project managers and their people become accountable for and obsessed by - delivering business benefits and value through Change, rather than simply projects to time and cost.

Benefits Defined

Soft Benefits (sometime called non-quantifiable benefits) are those intangible improvements to be obtained from a change, including improved employee satisfaction, better customer satisfaction, increased knowledge sharing and re-use of intellectual capital. Whilst it is often accepted that such benefits do lead to financial gain, it is deemed impossible to demonstrate a proven causal link that would enable one to place a financial value on the benefit.

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Direct Benefits are those which lead to a measurable impact on the bottom-line of the organisation, including increased revenue, reduced costs of sale / improved margin, operating cost reduction (e.g. through reduced headcount) and improvements in working capital (e.g. through a faster debt collection cycle). An individual or team can be held directly to account for achieving them and providing evidence of their realisation.

Indirect Benefits are those which facilitate or enable bottom-line impact, without leading directly to realisable items for which can individual or team had be held accountable. Such benefits include cost avoidance (i.e. costs not currently budgeted that might otherwise become payable) and capacity creation (where efficiency savings free up people to undertake high-value adding tasks but do lot lead directly to the release of FTEs or other costs).

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The Benefit Realisation Toolset

In the Benefits Realisation & Tracking chapter of my (free to access) Intranet Portal Guide, I outline a number of tools that can be used to better manage benefits on the typical portal project.

1) An enhanced Business Case

Many business cases simply do not sufficiently reference Benefits. Make sure that you dedicate at least as many column-inches to benefits as you do to costs. Split benefits between soft, direct and indirect. Ensure that direct benefits are included in the ROI, NPV or IRR calculations and that the people who will be accountable for their realisation have signed them off.

2) The Benefits Blueprint

Create a document that shows how your benefits link to actual business process changes, projects or deliverables and changes to systems. Suitable tools can be found in Cranfield s Benefits Network approach, the Six Sigma toolset and as add-ons to PRINCE. Position the overall result in the context of your vision and strategy. This will help you capture all the benefits and to sharpen what you need to do to achieve them.

3) The Benefits Realisation Plan

The key control document, a good Realisation Plan includes, for each benefit, (a) a description of what the benefit is, (b) how much it is worth, (c) who will be accountable for it s realisation, (d) when it will be realised and (e) where it will impact. If there are risks or dependencies to the benefit realisation, these should be noted and managed in the plan. Finally, it should be clear in the plan how the benefit realisation will be objectively measured and evidenced (e.g. through the monitoring of key performance indicators).

4) Benefit Evidence

In my guide, I suggest the use of Benefit Sign-off sheets, whereby the benefit owner identified at the Business Case and Planning stage is expect to sign-off once she is satisfied that the benefit has been realised. Evidence supporting the sign-off should also be attached to the sign-off sheet. This is a good discipline, to keep everyone honest.

Conclusions

The 21st Century Project Manager needs to be obsessed with delivering business benefits and value through change, rather than simply projects to time, cost and quality. There are tools that can help, including in particular the Benefits Realisation Plan. Good luck and don t forget to check back with my guide for further help and templates you can download.

About The Author David Viney (david@viney.com) is the author of the Intranet Portal Guide; 31 pages of advice, tools and downloads covering the period before, during and after an Intranet Portal implementation. Read the guide at http://www.viney.com/DFV/intranet_portal_guide or the Intranet Watch Blog at http://www.viney.com/intranet_watch.

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