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B-to-B prospects respond to the same key emotion drivers consumers do. In “Mail Order Strategy” (Hoke Communications, 1956), Victor Schwab compiled the following 40 key emotional drivers.

People want to gain:
Health
Popularity
Praise from others
Pride of accomplishment
Self-confidence
Time
Improved appearance
Comfort
Advancement: social-business
Money
Security in old age
Leisure
Increased enjoyment
Personal prestige

They want to save:
Time
Discomfort
Risks
Money
Worry
Embarrassment
Work
Doubts

They want to be:
Good parents
Creative
Efficient
Recognized authorities
Up-to-date
Gregarious
“First” in things
Sociable, hospitable
Proud of their possessions
Influential over others

They want to do:
Express their personalities
Satisfy their curiosity
Appreciate beauty
Win others’ affection
Resist domination by others
Emulate the admirable
Acquire or collect things
Improve themselves generally

The Right Brain vs Left Brain test … do you see the dancer turning clockwise or anti-clockwise?

If clockwise, then you may use more of the right side of the brain and vice versa.  Note: This is only a very rough generalization.

LEFT BRAIN FUNCTIONS uses logic detail oriented facts rule words and language present and past math and science can comprehend knowing acknowledges order/pattern perception knows object name reality based forms strategies practical safe

RIGHT BRAIN FUNCTIONS uses feeling “big picture” oriented imagination rules symbols and images present and future philosophy & religion can “get it” (i.e. meaning) believes appreciates spatial perception knows object function fantasy based presents possibilities impetuous risk taking

Here’s a hack to help see the other direction: http://ofb.net/~whuang/imgs/spin/

Neurophilsophy blog discussion on it: http://scienceblogs.com/neurophilosophy/2007/10/the_left_brain_right_brain_myt.php

1. Do not use more than three colors.
2. Get rid of everything that is not absolutely necessary.
3. Type must be easy enough for your grandma to read.
4. The logo must be recognizable.
5. Create a unique shape or layout for the logo.
6. Completely ignore what your parents and/or spouse think about the design.
7. Confirm that the logo looks appealing to more than just three (3) individuals.
8. Do not combine elements from popular logos and claim it as original work.
9. Do not use clipart under any circumstances.
10. The logo should look good in black and white.
11. Make sure that the logo is recognizable when inverted.
12. Make sure that the logo is recognizable when resized.
13. If the logo contains an icon or symbol, as well as text, place each so that they compliment one another.
14. Avoid recent logo design trends. Instead, make the logo look timeless.
15. Do not use special effects (including, but not limited to: gradients, drop shadows, reflections, and light bursts).
16. Fit the logo into a square layout if possible, avoid obscure layouts.
17. Avoid intricate details.
18. Consider the different places and ways that the logo will be presented.
19. Invoke feelings of being bold and confident, never dull and weak.
20. Realize that you will not create a perfect logo.
21. Use sharp lines for sharp businesses, smooth lines for smooth businesses.
22. The logo must have some connection to what it is representing.
23. A photo does not make a logo.
24. You must surprise customers with presentation.
25. Do not use more than two fonts.
26. Each element of the logo needs to be aligned. Left, center, right, top, or bottom.
27. The logo should look solid, with no trailing elements.
28. Know who is going to be looking at the logo before you think of ideas for it.
29. Always choose function over innovation.
30. If the brand name is memorable, the brand name should be the logo.
31. The logo should be recognizable when mirrored.
32. Even large companies need small logos.
33. Everyone should like the logo design, not just the business that will use it.
34. Create variations. The more variations, the more you are to get it right.
35. The logo must look consistent across multiple platforms.
36. The logo must be easy to describe.
37. Do not use taglines in the logo.
38. Sketch out ideas using paper and pencil before working on a computer.
39. Keep the design simple.
40. Do not use any “swoosh” or “globe”symbols.
41. The logo should not be distracting.
42. It should be honest in it’s representation.
43. The logo should be balanced visually.
44. Avoid bright, neon colors and dark, dull colors.
45. The logo must not break any of the above rules.

Source: http://www.Tannersite.com

A business starts to die if cash in the bank moves toward zero or stays still (idle cash = death by inflation).  A business is growing and alive if average cash in the bank moves toward (theoretical) infinity.  Cash in the bank must be growing over time in order for a business to be alive.

Dying business: dy/dx ( cash in  bank ) <= 0
Growing business: dy/dx ( cash in  bank ) > 0

What does it mean for a business to be alive?

A live business does two things:

1. Has a functioning operational process.

The purpose of operations in a business is to:

Run a customer’s money through a process which:

a) returns something of value to the customer and
b) puts as much of the customer’s money as possible into the bank (the greater the operational efficiency, the greater the % of the customer’s money will end up in the bank).

If operations is not functioning, then the end results a) and b) are not achieved.  If a) is not received, the customer will demand their money bank, leading to no cash being put in the bank.  If b) is not achieved, this will also lead to no cash being put in the bank.

 2. Continually feed operations.

If sales and marketing do not provide operations with the customer’s money to turn into value and banked cash, operations will have nothing to process, and so the aforementioned a) and b) will not occur, and consequently, no cash will be placed in the bank.

What happens when there is no cash in the bank?
When there is no cash in the bank, a business will begin dying.  Death is typically not instantaneous, but a gradual process.  It may be so gradual, it can be like cancer and unbeknown to the business owner until too late.  The following steps will occur:

1.  If no cash is in the bank, then expenses (salaries, rent, etc) must be paid for on credit.

2. However, if no cash is in the bank, the creditors will not be paid back, resulting to a freeze on the credit.  A freeze in credit leads to expenses not being paid = employees not being paid (and quitting), utilities not being paid (and shutting down), and landlord not being paid (and being evicted).

A business with no employees, utilities, or place to do business has no functioning operational process, and by definition of a “live business”, is not alive.

How do I put cash in the bank?

The question may seem simple and the answer may seem obvious, but it is worthwhile to outline.  Cash enters the bank by one of three methods:

1. The Operational Process
The operational process takes the customer’s money, and puts a portion of it in the bank after returning the customer something of value (which requires a portion of the customer’s money).

Customer’s Cash => Business => Value to Customer + $x profit

2. The Investment Process
Investor’s cash is placed in the bank in exchange for a portion of the company’s equity. Eg seed capital, venture capital, acquisition capital.  This can take a considerable period of time as courting, due diligence, and legal paperwork is involed but allows room for a longer repayment-period, and no guarantee of repayment.

3. The Credit Process
Creditor’s cash is placed in the bank in exchange for an agreement to pay back the loan.  Eg bank loan, credit card loan, credit lines.  This will take far less time than the investment process and is typically easier to obtain, but the repayment timespan is much shorter, and requires a guarantee of repayment.

The purpose of #2 and #3 is to drive #1. Without #1, the business has no long-term method of putting cash in the bank.  #2 and #3 is typically used to build #1 to the point that it can provide a positive return on the initial cash input of #2 and #3.

Investment Cash + Credit Cash => Business => Investment Cash + Credit Cash + $x profit from Operational Process

If cash is not being put into the bank by one of the three methods, then the business will begin dying. The rate of death is a factor of cash in the bank and expenses per month.

cash in bank + credit limit___  =  months business life
expenses per month

As such, one of the most common dangers a small business will face is due to lack of sufficient funds in the bank when:

a) an internal business error is made, or

b) external circumstances impact the business.

All internal business gambles should therefore take into account maximum loss potential, and this maximum loss potential should not exceed cash in bank, taking into account current cash flow.

If however, an unforeseen circumstance occurs resulting in some operational or marketing decline, then one should plan ahead to have sufficient cash in the bank to weather the storm.  In the case of a downturn in the economy or recession, credit lines will tighten up and revenues may suffer.  If revenues suffer and cash in the bank is not growing, then the business will start to die.  As such, the businesses with enough cash in the bank to survive until eceonomy picks back up, will survive.  The businesses that lack sufficient cash in the bank to keep the business alive until things turnaround will die.

How much cash should I have in the bank?

This will depend on how severe the operational/marketing decline or external circumstance is.   This may be like forecasting how long a downturn in the economy will last.  There is also the challenge of keeping funds in the bank unused, when they could be utilized to further grow the company and put more cash in the bank.

A good starting point may be to hold at least one business cycle/season’s expenses in the bank.  This way, the business owner should be able to identify and remedy problematic trends before it is too late.