June 19th, 2008
Business plan financial projections seem daunting because
they are so uncertain. This very uncertainty, however, is
what makes preparing them easy because you can’t possibly be
right. You can’t predict the future. None of us can. All you
can be is competent in the way you prepare your business plan
projections.
Before you finalize your business plan this year, consider
these six caveats to preparing your business plan financial
projections:
1. Don’t offer pull-out-of-the-air, “conservative”
guesstimates about getting some percentage of the overall
market demand or year-over-year growth.
It is a mistake to assume that business investors will
appreciate your being conservative with your business plan
financial projections in the early years of your business.
Don’t think for a Wall Street minute that presenting
“conservative” business plan financial projections indicates
“realism” to prospective business investors. Business investors
invest for one reason: to earn a return on their money. How
long the money is invested influences the amount of the return
earned. Let’s say a business investor wants to triple an
investment. Well, if that investment triples in 3 years, the
return is 44%. If it triples in five years, the return is
25%. Adding just two years to the investment period nearly
halves the return! Now do you see why time is so important
to a business investor? Here are a few other examples: let’s
say a business investor wants to:
Make 5 times an investment in 3 years = 71% return
Make 5 times an investment in 5 years = 38% return
Make 7 times an investment in 3 years = 91% return
Make 7 times an investment in 5 years = 48% return
Make 10 times an investment in 3 years = 115% return
Make 10 times an investment in 5 years = 59% return
So, while you may find it attractive to figure out how to
make “just a living” until the business venture proves
itself, you now understand why business investors want sales
and earnings to grow absolutely as fast as possible, without
being deceived, in your business plan financial projections.
On the whole, business investors are risk averse only to the
extent that they don’t want to lose their money or tie it up
in a low return investment. Typically when you make the claim
that your business plan financial projections are “conservative”,
it usually just means that you have no idea how and why you’ll
achieve a certain level of sales within a certain time frame.
Interesting, these kinds of estimates, provided that you’ve
done some good thinking about market segments and overall
demand, often turn out to be too low. Remember, it’s just as
bad to underestimate your sales, as it is to overestimate
them.
2. Avoid calculating costs as a straight percentage of
revenues.
Sure it’s easier to do things this way, especially with
Excel and other business plan financial projection software.
Costs are real, however. You need to know what they are very
specifically. If you’ve done your homework in developing
your business plan, then you should already have this information,
or at least the basis of it. Just estimate and calculate your
costs on a product-by-product basis.
With these warnings in mind, use the following steps to
develop your business plan financial projections:
Think about what percentage of the overall market share your
competitors already own. Assume that they will continue
their present trends in growth. (Note: some competitors may
already be trending down and losing market share.) Temper
your market share estimates with some discussion of how your
entry into the market will affect these trends. Then,
estimate the percent of total, potential demand that remains
available to you.
Now, based on the limitations of your operations plans,
calculate how much of this remaining available demand you
can achieve. This is a very simple calculation. Start with
your overall productive unit capacity and factor it by the
expected yield of sellable product, then multiply these unit
sales by their respective selling prices and voila, you have
the revenue numbers for your business plan financial projections.
Let’s take an example.
Your research indicates that 2 out of every 10 females age
23 to 55 will under go some type of non-invasive cosmetic
treatment in your area. Your research also shows that this
number is expected to grow 20% each year over the next 5
years. There are 40,000 females in your target market. You
identified four competitors in your target market. These
four competitors currently handle on average 6 procedures a
day. You plan to start a non-invasive cosmetic treatment
center that uses the most advanced technology and is thus
capable of performing an average of 7 procedures a day.
Using this data you calculate the following statistics
about your market and market potential:
Total market 40,000 females x 20% = 8,000 procedures per
year
4 competitors x 6 procedures x 250 days = 6,000 procedures
per year
Available procedures: 8,000 less 6,000 = 2,000 per year
Your productive capacity: 7 procedures a day x 250 days =
1,750 or 21.875% of the total market. The average selling
price for a procedure is $400. Thus, the revenue for the first
year in your business plan financial projection would be 1,750
procedures times $400 or $700,000.
Now, let’s say you’re were projecting 2,200 procedures per
year. This would mean that you would have to alter your
operating plan to be able to perform 2,200 procedures. You
would also have to demonstrate how you would capture an
additional 200 procedures from your competitors.
Granted this is an over simplified example, but it should
give you a feel for how this process works.
Regarding price, in most cases you should have a clear idea
of how to price your product or service. There are usually
other, similar products or services out on the market.
Unless your competitive advantage is a cost reduction and/or
unless price is a critical basis of competition, just
estimate the value of your improvement and add it on to the
average price currently offered in the marketplace. In order
to make this estimate, you’ll have to be talking to
potential users. Find out what they pay now. Find out how
they feel about the current price. Ask them if they’d be
willing to pay more and how much more. If you ask enough
people, you’ll get a general idea.
3. Never determine price on the basis of a margin you think
is attractive.
The market will pay you only for the value you deliver,
which is determined by the consumer paying the final price.
It’s easy to make the mistake of thinking that a 20%, 40% or
even a 60% margin is great. Never considering that if the
product or service you’re offering provides a real
advantage. If you do this, you may be grossly
underestimating the price you can get in the marketplace and
underestimating your business plan financial projections.
Consumers don’t think in terms of margins. They could care
less about what you ought, “reasonably”, to get for your
product. That’s why you must find out the most that they’ll
pay. This is the value of your product or service. Come up
with some reasonable basis for determining this real value.
Keep in mind the obvious: If the consumer’s value on the
final product or service is less than your cost plus a
reasonable profit to keep your business growing, you’re in
trouble. Your business model will not be sustainable and your
business plan financial projections useless.
Now calculate the costs of manufacturing and distributing
your product. These costs flow directly from your revenues
estimates and operations plan. How much will it cost to
purchase what equipment and materials, hire what personnel,
engage in what selling efforts, pay what accountants and
lawyers, rent what kind of space and so forth, to achieve
the revenues you’re showing in your business plan financial
projections. You must be very specific. Project your costs
over time. Keep them tied to the units you need to sell to
achieve the revenues in your business plan financial
projections.
Obviously, costs and revenues work hand in hand.
4. Keep your fixed cost low.
Keep in mind that none of these revenues and the cost
estimates are going to be perfectly accurate, which means
the amount of profit or cash available to pay “fixed” cost
isn’t going to be accurate either. As a result, you can lose
your shirt trying to pay for equipment, a receptionist, or
other activities that don’t contribute to the sole objective
of making sales. Wherever possible, rent space, rent time on
equipment, answer your own phones, etc. To the extent that
you keep costs variable in your business plan financial
projections, you can cut back when sales are slower than
expected. It’s the worst situation to have a big,
well-furnished office with an expensive secretary who
needs the job, when the money isn’t coming in. High fixed
costs in your business plan financial projections also send
the wrong message to investors that you know more about the
“form” of doing business than about actually making money.
Now pull all your numbers together to prepare the financial
statements that summarize your business plan financial
projections. You need three basic statements: cash flow
analysis, income statements, and balance sheets. All of
these come directly from the above calculations. Your cash
flow analysis indicates when and what amounts of capital
infusion you’ll need to start and sustain your business plan.
Make your income and balance sheet projections on the
assumption that you’ll get the capital. For the first year
or two of your business plan financial projections, present
each of these statements on at least a quarterly basis.
Monthly is best. I suggest doing a 24- or 36-month projection
depending on your growth plans and changes in the industry that
you foresee. Follow these monthly or quarterly projections with
annual projections till you cover a span of 5 years.
Finally, run through some “what-if” scenarios or sensitivity
analysis. Though you business plan financial projections should
be based on your best, and best-supported estimates of costs
and revenues, you know you can’t be 100% right. That’s why it’s
important to identify those elements or assumptions of your
business plan financial projections that you feel are most
uncertain. Write out the nature of the uncertainty and the range
you think the estimates will fluctuate up or down. Then change
the estimates accordingly and re-run all your statements.
Pay close attention to how your business plan financial
projections, especially cash flows, change when you change
each assumption. This will help you determine how much
“cushion” you have available and, if business isn’t going
according to plan, at what point cash will become an issue.
5. Do not simply assume that costs and revenues may be
“off”, up or down, by some percentage.
Again, I know that Excel makes it easy to do this. For all
the same reasoning as above, stay focused on the assumptions
and details that make up your business plan financial projections.
It’s the details you need to examine for their sensitivity and
their impact on the bottom line. You only need to alter those
specific items that you’re most uncertain about. If it’s revenues
that you’re worried about, is it the price, the volume, or
both that concerns you most? How big a swing in the estimate
are you worried about, in what direction and why? If it’s
your cost projections that are keeping you awake at night,
which cost elements and why? Things like rents and labor
costs can be determined fairly accurately. But maybe you’re
unsure about materials or labor availability or how
efficiently you can produce your products or provide your
services. Maybe you’ll have to pay extra to ensure their
availability. This kind of thinking forms the basis for running
“what-if” or sensitivity analysis on your business plan financial
projections.
6.Do not include every possible business
plan financial projection scenario in your business plan.
Both you and your investors need to know what aspects of the
business plan financial projections are most uncertain,
represent the most risk, in what direction, why, and how
they affect the bottom line. Having hundreds of alternative
scenarios to sort through is like a man with two watches
showing two different times… he never knows what time it is.
Lots of alternative business plan financial projections also
indicate that you’re not too sure about anything. This is an
impossible way to communicate with business investors, manage
your business, or make important decisions. It’s much more
effective to identify the risky areas of your plan, tell why
and how they impact the bottom line and what actions you
plan to take if they occur. This helps you and your business
investors stay focused on the high impact areas and to think
clearly about whether other factors should be considered as
well. It also lends more credibility to your talents and
increases the likelihood of your plan’s success.
Finish this discussion with a summary of the critical
aspects of your plan and related contingency plans. If
you’ve followed all these steps, then you can figure out
what you’ll do if your actual performance turns out to be
different than your business plan financial projections.
Remember, you’re purpose is to demonstrate to business investors
that you’re competent; worrying about protecting their investment
and running a business, not just flying by the seat of your pants.
Mike Elia is a chief financial officer and an advisor to
venture capitalists and leverage buyout specialists. For more information about business plans and raising capital for your business or to review his business plan manual, visit Business Plan Secrets Revealed.
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May 30th, 2008
Before becoming a netpreneaur, I was an entrepreneur. First, I owned a successful child care center which grew to capacity in less than two years. When I sold that, I bought a little flower shop that had less than 300 customers and grew it to what it is today, one of the most successful, award winning companies in South Florida with more than 7,000 customers who purchase from us on a regular business. To better serve our customers, we took our business to the Internet. We still have a brick and mortar storefront, yet everyday we receive more and more customers via the Internet.
How about you? Do you or did you have a traditional business or professional practice? Is it successful? Unless you were born under the star called “LUCKY,” you probably did lots of planning. A business plan, a marketing plan, maybe even a succession plan for what to do with your business when you were through.
You may have heard the statistics that half of all small businesses fail in their first year and of those, only 25% make it through to five years. According to youngbiz.com it can be even less for e-businesses.
Build it and they will come! Not! You can have a terrific site, with lots of bells and whistles and if people don’t know you exist, you never get any visitors, let alone customers.
Planning is the key to success in business. Amazon.com had a plan, Bill Gates had a plan, eDiets had a plan, and I’ll bet they still do. Once a business launches on the net, you will need a marketing plan to be successful. Your biggest challenge will be to find time to plan. However, if you don’t find time now, you will find yourself with plenty of it (time, that is) later on, and no business to speak of.
Unlike a business, generally created to get financial backing from investors, Netpreneurs create marketing plans for themselves. Where do you start? First you have to ask yourself these questions. Where do you want to be in 1 year, 5 years, 10 years? How many customers do you want or better yet, how much money do you want to make? Who are your customers? Do you know what they want, need and expect? Can you give it to them? What are your competitors doing? What are you doing that is different? How will you promote your business?
Now Create your Website marketing plan.
Put it in writing! Not only do you have to plan, you have to write it down! Take a notebook or idea book and write the following: your vision, mission strategies, goals and the time frame you wish to accomplish these goals. Keep this notebook next to your computer to refer to. It will help you stay focused.
What is your vision for your business? Your vision is what you want your web site to accomplish. Write your vision statement in your notebook. The vision statement for my flower shop is to “Make a reasonable profit via the Internet by providing a quality product, delivering exceptional service, at a price my customers will pay.”
What are your goals? What do you believe you can accomplish that may be a bit of a stretch but doable? If the goals are too easy, you are not getting the most out of your planning process. And you could be losing money. Can make a profit of 20% in 3 months? Can double your customer base in 6 months? If so, write it in your notebook.
What steps do you need to take to achieve your goals? How much do you have to sell to achieve your goals? You must first know your profit margin to determine this figure. Then you have to figure out how you are going to find the customers to make your goals come true.
What are your marketing strategies? Start with those goals you know you can attain. How will you reach your market? Are you going to use search engine optimization, email, newsletters, networking, advertising on related sites, advertising in trade magazines, or write an article to submit to online publications? Participate in online forums, message boards and newsgroups. Include your URL (Internet address) in your signature file.
What is the time-frame for accomplishing your goals? Create a time-line for every goal in your notebook. Next to each goal, write down the starting and ending dates of when you plan to accomplish that goal as well as what type of marketing strategies you are using.
Are you keeping track of your marketing results? If you are doing any advertising whether it is online or offline, track the results. You can track online advertising using ad tracking software such as adtrackz.com, to track all the links you place online. Analyze web site statistics to find out how visits found you. For offline advertising, place codes or words in your advertising to keep track. Your online order forms should have a place to enter the code. To learn how customers found us, we use a numeric code on all advertising/marketing materials.
What is your return on investment? How much money did the marketing strategy cost? How much money did you take in? Subtract the second figure from the first and that is your profit (or loss).
Keep track of those marketing campaigns that worked and those that didn’t. Do more of the first. Reevaluate the second. Can you change one thing in the strategy and achieve different results? Try it! Add new strategies to the mix.
Stay focused on your goals. Nothing feels better than accomplishing a goal. Except maybe, all the money you are going to make when you do!
© 2004 - Heidi Richards is the author of The PMS Principles, Powerful Marketing Strategies to Grow Your Business and 7 other books. She is also the Founder & CEO of the Women’s ECommerce Association, International www.WECAI.org (pronounced wee-kī) - an Internet organization that “Helps Women Do Business on the WEB.” She can be reached at www.HeidiRichards.com.
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April 26th, 2008
How do you know what’s the best use of your time right now?
Link your daily behavior to your purpose.
You’ll make better choices and see the value in seemingly insignificant or trivial tasks. It keeps you focused on doing what needs to be done to get what you say you want.
It’s one thing to say what you want, to choose projects that will get you what you want, and set goals that will achieve those projects. But, you still have to do the work. You still have to pay the price by just doing it.
Linking your purpose to your daily behaviors underlines the responsibility and the discipline you need to complete your projects.
Having an overall objective and doing what needs to be done gets priority. You can make your choices about what you are doing consciously, knowing that every little bit helps.
For example, one of your projects in support of your purpose of a successful one-person business may be getting a web site to promote your business.
Choosing to bring your lunch rather than spending eight dollars at the café every day is obviously the right choice. By doing the math, you quickly see you’ll save about $150 a month on lunch. Putting that money aside will get you your new web site that much faster.
It’s the little things done consistently and persistently that make the huge difference in achieving our projects, whatever our projects are.
Even with marketing and sales. New behavioral research has shown smaller tasks done more often are more effective in reaching your goals than larger projects done less frequently. Even if a larger project puts you in front of more people, it still isn’t as effective as more frequent, smaller contacts.
Build in momentum sustainers. If you’re like most people you start out a new project enthusiastically, and then lose track of it in the bustle of all your other obligations.
By building in appointments with people to check in with, and appointments with yourself for review, you force yourself to be accountable. You might want to set up weekly goals for yourself, or make an agreement to accomplish specific tasks by your next check in date.
Additional techniques for linking daily behaviors and long-term projects include:
- Remind yourself what to do to support your purpose. Put up reminder notes around your house to keep your purpose front and center.
- Figure out how long specific tasks take so you won’t skip out by telling yourself it takes too long or you don’t have the energy. At one point I decided I would get more serious about keeping up my database. I had told myself it was too big a hassle to do and I would wait until I had a lot and then find someone to do it for me. I was embarrassed to discover entering new contacts weekly actually took fifteen to twenty minutes.
- Use lost, or fiddle time, to punch a hole in a bigger project. I always take work with me when I go on appointments. I can read an article, review my appointments for the next day, make a quick call on my cell phone in those times that would other wise be wasted.
- Build in an artificial deadline and put yourself on a schedule. Play a game with yourself, and even reward yourself, for being a good kid when you’ve done one of those necessary but not fun little jobs.
- Give yourself credit for what you have done and the hassles and work it was to accomplish it. I live in a wonderful town. When I tell people where I live, their reaction is usually “You’re so lucky to get to live there.” Luck had nothing to do with it. It’s part of a project I have in giving myself the business and life style I want.
(c) 2004, Pat Wilklund. All rights in all media reserved.
About The Author
Business coach Pat Wiklund works with entrepreneurs who want to make and keep more money from their businesses. Assess your one-person business with her free business tune up ecourse: pat3-32222@autocontractor.com.
Contact Pat at pat@leadinganorganizationofone.com.
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April 16th, 2008
Lee envies Linda. Lee and Linda are both managers in the same organization. Linda is caring, supportive, and nurturing to her employees. On the counter, Lee treats his employees like children and constantly criticizes them. Linda’s employees admire her while Lee’s employees loathe him. Lee wonders in his heart why he’s viewed a bad manager.
Leader, are you going to meet your organizational goals? Are you looking for a “silver bullet” solution? Your organization won’t be successful without good leadership. You can purchase better equipment or introduce a new process. However, your situation won’t improve until you have effective leadership. What is leadership? There are a variety of leadership definitions. For this article, leadership is defined as the ability to influence people to support a specific goal. Leadership is not about being the boss or manipulating people for personal gain. Do you know bad leadership when you see it? The following actions describe a very bad leader:
- Taking advantage of employees
- Guiding others in an unethical way
- Talking down to employees
- Failing to communicate to others
- Maintaining an uncaring and unsympathetic attitude
- Taking actions solely for personal gain
Does this description fit your management style? Well, many of these behaviors cause employees to leave. It also creates the right climate for running a company out of business. Definitions abound on management techniques to solve this problem, but it starts with good leadership. Draft, the author of Organization Theory and Design, argues that the right leadership can have a substantial impact on an organization, however.
Bad leaders are often takers in the secular universe. Good leaders provide a sense of heaven on earth. In Calvin Miller’s book The Empowered Leader, the servant leader is seen as employee focused. Miller explains, “Servant leaders are task-centered…Because they feel inadequate, they seek to look beyond themselves for answers.”
Servant leadership is not a new idea. Much of this concept is grounded in a religious concept. In the Bible, Jesus Christ explains to his disciples, “. . . the greatest among you should be like the youngest and the one who rules like the one who serves…” According to Dr. Bruce Winston, author of Be a Leader for God’s Sake, good leaders are accountable to their followers. I have seen great managers during my professional career, but few great leaders. Dynamic leadership is difficult to measure for most organizations. However, organizations can’t afford to not have them. Organizations should be concerned. It’s their business. Start today!
References:
Daft, R. (1995). Organization Theory and Design. St. Paul, MN: West Publishing Company.
Miller, C. (1995). The Empowered Leader. United States of America: Broadman & Holman Publishers.
Winston, B. (2002). Be a Leader for God’s Sake. Virginia Beach, VA. Regent University.
Daryl D. Green has published over 100 articles in the field of decision-making (personal and organizational), leadership, and organizational behavior. Mr. Green is also the author of two acclaimed books, Awakening the Talents Within and My Cup Runneth Over. He is a columnist, lecturer, professor, and management consultant. Mr. Green has a BS in engineering and a MA in organizational management. Currently, he is a doctoral degree in strategic leadership. For more information, visit his website at http://www.darylgreen.org
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April 3rd, 2008
As important as goal setting is, goals alone do not ensure that you will achieve the success you desire. A written goal is not some kind of magic talisman whereby whatever you set your heart on manifests in your life out of thin air. That being the case, what is it that makes the difference between a person who achieves their goals and a person who doesn’t? The answer can be summarised in a single word: lifestyle. The only difference between those who achieve their goals and those who don’t is the way they live each day. Destiny does not determine your lifestyle. Your lifestyle determines your destiny!
The vast majority of people who aspire to success in life aspire to a particular kind of result. They see successful people on TV, at the movies or in their neighbourhoods and they think, “I want that.” They look at the wealth, the fame, the physique, the career success, the fulfilling relationships and all the other “results” of success, but they don’t look at the kind of lifestyle which led to that success. If they did, they would realise that these successful results can all be had, but not apart from the successful lifestyle which precedes them.
Get this point clear in your mind right now:
You can have any kind of success you desire if you are willing to adopt the kind of lifestyle which precedes that success.
I meet many people who, on discovering that I am a writer as well as a life coach, tell me that they too have always wanted to write. “I have a great idea for a book,” they say. “And I’d love to have my name in print… and receive those royalty cheques. It must be absolutely wonderful!”
If you put my life in those terms, then I have to agree. It would be absolutely wonderful to spend my life getting ideas, having my name put in print and collecting royalty cheques.
Unfortunately for the dreamers, there is a lifestyle which precedes all of those results. For example, at five o’clock this morning when everyone else was cosily tucked up in bed, I was in the shower. At five fifteen I was eating a bowl of breakfast cereal. And at five thirty I was sitting at my desk, putting words on paper. And because I have clients to coach today (and most days) I’ll be here for a while yet.
I don’t want this to sound as though I dislike my work. The fact is that I love writing and coaching. I actually enjoy getting out of bed early in the morning and spending almost all of my day helping people to achieve their dreams. The point I am trying to make is that if you want success as a writer, you have to live the lifestyle of a writer. That means writing, day in and day out.
The same applies to any other form of success. If you want to achieve the goal of being fit and healthy, you need to adopt the kind of lifestyle which places importance on regular exercise and eating habits. If you want to achieve the goal of having strong family relationships, you need to adopt the kind of lifestyle which places importance on regular family gatherings and good communication skills.
Once again, let me put it this way:
Destiny does not determine your lifestyle.
Your lifestyle determines your destiny.
Now compare this strategy with the ones contained in the vast majority of self-help titles and you will find their fatal flaw: Most self-help systems claim that the lifestyle is the goal, the end result of having achieved success. Wrong! The adoption of a properly planned lifestyle is the route to achieving success in the first place. If you still need convincing then consider this: How do you think most currently mega-successful people lived before they achieved the success they now enjoy?
Did Bruce Willis spend five hours every evening watching soap operas or the latest action movies on video? Was Anthony Robbins a regular at his local bar, content to happily watch the evenings pass by with just a few drinking pals and beers close by to keep him awake? Did Meg Ryan spend all day watching daytime television and eating cheese puffs? Was Nicole Kidman content to work in a dead-end job for little money? Did Stephen King spend every spare afternoon at the race track or bumming around with a group of loser friends?
Of course, the answer to all of these questions is no. But aren’t these exactly the kind of things that unsuccessful people do all the time? And aren’t these the kind of things that unsuccessful people actually defend when challenged about their lifestyles? Yes!
And that’s the only real difference between the people who achieve their goals and those that don’t - the things that they do day after day, week after week and month after month.
I realise that all of this sounds incredibly simple, but the fact is that personal success is simple. It may not be easy, but it certainly isn’t complicated.
About The Author
Ian Bruce, aka The Rational Coach, helps people from all over the globe to improve their lives and achieve their goals both elegantly and swiftly. Visit him today at www.rational-coaching.com
rationalcoaching@aol.com
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March 31st, 2008
Each and every day, all of us continually search for the extra edge to win at the sport of sales and marketing. One of the most important things that you need to know is that there is a thin line that exists between activity versus accomplishment. Many people feel if they are “active” then they are productive. This is not true! Too often people run around shuffling papers, go back and forth to meetings and are continually on and off their cell phones, but they never accomplish a single task. Consequently, they never obtain their ultimate goal.
Each day as an achiever, you need to set daily, productive action goals that are results-oriented. I personally prefer a goal partner - an accountability partner - someone you can be accountable to each and every day to make sure you did what you said you were going to do! As soon as you instill this into your mindset, you will see the results of your productive efforts flourish very quickly.
The daily compounding of effectiveness will be very dramatic for you to witness. The key to success is leverage, but you must be confident in your efforts to be duplicated in a productive manner. You need to ask yourself a very powerful, truthful question every night as you retire to bed, “If everyone did today what I did for my business, how much would they have actually accomplished?”
Always remember, a small improvement over a long period of time produces dramatic results! Begin to review your actions TODAY…RIGHT NOW! Confirm that they are accomplishment-oriented and that your mindset reflects productivity versus pure movement as activity. I WARN YOU! You will begin to see outstanding results begin immediately. Always be a truthful judge of your actions and determine if you are just being active or are you accomplishing your ultimate outcome through your daily activities.
Find your WHY & FLY!
John Di Lemme
www.FindYourWhy.com
John Di Lemme, a Former Clinically Diagnosed Stutterer, now the
World’s Leading Motivational Expert *shocks millions globally*
by exposing the truth they’ve been searching for in order to
achieve monumental life success through his Award Winning Live
Seminars, Power-Packed Training Programs, Live Tele-Classes,
Motivational Club and Weekly E-zine. Take action now and join
tho.usands of others that have used John’s proven methods to
live their life to the Maximum! Visit www.FindYourWhy.com
and discover how you can finally create monumental success
in your life today and achieve all your goals, dreams and desires.
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