Cliff Notes- Walt Feigenson Presentation 10/17/09

DFN: Walt Feigenson spent an incredible 45 minutes with the group this morning, funny entertaining and insightful. I’ve listened to Walt five + times, and I always get something new from his presentation. He did his presentation a bit differently this time, and proved that it can result in getting a job, Walt just landed a position with a LA based health drink company, that needs someone to manage their Internet prescience.

Cliff Notes: Walt Feigenson Presentation

http://brandingmyself.com
http://feigenson.us/blog/ (Wally’ s Follies)

Why manage your “brand”?
Get found on Internet
Make it easy to find you
Make yourself a subject matter expert (study, research, publish, become a thought leader, people come to you). One note for notes.

http://www.svase.org

Things to do to create a prescence (not a complete list)

Create various profiles on www
Good linkedin profile, picture
Google profile
Zoom info, Ziggs, Ziggy
Facebook profile, blog can be sent to wall.
wordpress.com, create a blog (you can use email to populate this blog). Google profile
Google ad
http://www.posterous.com

Google Alerts
RSS feeds / Google reader
Workit networking events
Vista print business cards
Put picture on business card
Jobber jobber
Create your own website
Use Google Analytics
Wixs for free website

Comment on other blogs
Promote yourself through social media
Google Juice
Huffinton post
Fast company
Technorati

Personal branding statement: “I help you get found on the internet” (Walt’s), it should be on your business card.

Type in personal branding statement

Real leverage comes when they type what there looking for and they find you.

2/3 of hiring people look on linked for you.
Then they’ll look on the Internet, caveat emptier.

Best regards,

Doug

Wild Horses

DFN: Last weekend, my wife and I went over to Carson City, Nevada to visit my wife’s mother. We go over to visit her every month, and this month, we’d bought tickets on the newly constructed V&T (Virginia & Truckee) Railroad, which takes people on a 12 mile train ride from Mound House (just outside of Carson City, in the foothills) up to Virginia City. We’d just gotten one way tickets, and only two (for my wife & her mom). I drove up to Virginia City and waited to pick them up. On the way up, there, they’d talked about the wildhorse
controversy, and they saw three different groups of horses on their train ride up to Viriginia City.

Wild horse defenders criticize plan to manage mustangs, urge removal of cattle in West

By Martin Griffith, Ap
October 17th, 2009

Wild horse plan rekindles cattle grazing debate

RENO, Nev. — A new federal proposal to manage wild horses is rekindling debate over another fixture of the Western range: cattle.

Interior Secretary Ken Salazar last week proposed moving thousands of mustangs to preserves in the Midwest and East to protect horse herds and the rangelands that support them.

Interior Department officials had warned that slaughtering some of the 69,000 wild horses and burros under federal control might be necessary to halt the rising costs of maintaining them, but Salazar said his plan avoids that.

Many horse defenders and others who had been working to save the romantic symbols of the American West and might have been expected to welcome Salazar’s solution instead stampeded the other way. They want Salazar to remove livestock to make room for the mustangs and argue that cows are the real threat to the range and native wildlife.

“Any proposal to improve horse and burro management in the West should include removal of domestic livestock from public lands to make way for horses and burros and wildlife,” said Mark Salvo of WildEarth Guardians based in Santa Fe, N.M. He said too much forage is allocated to livestock in the arid West.

Wildlife ecologist Craig Downer of Nevada accused Salazar, a former rancher, of acting on behalf of those who view mustangs as taking scarce forage away from their cattle herds. Downer contends cattle are more destructive to the range because they concentrate in high numbers around water sources instead of grazing over a wider area as wild horses do.

“Both the Forest Service and the Bureau of Land Management have the right to remove livestock to ensure viable, healthy populations of wild horses. But they refuse to exercise that,” Downer said. “Their master is primarily these traditional ranching interests.”

BLM spokesman Tom Gorey said livestock grazing on the agency’s lands has declined by about 50 percent since 1941, but the agency has no plans to reduce grazing levels further.

“Livestock grazing is an authorized use of the lands we manage,” Gorey said. “We think we administer the rangeland laws appropriately within our multiple use mission.”

Dan Gralian, president of the Nevada Cattlemen’s Association, said livestock overgrazing no longer is the problem it once was and cattle don’t cause more damage to the range than horses. He said 2.5 million to 3 million head of livestock graze on public lands, down from 20 million cows and 25 million sheep in 1900.

“My reaction is they (horse advocates) are totally wrong,” Gralian said. “Our public lands today are in better shape than they’ve been in 100 years or so.”

Federal land managers provide no count for the head of livestock grazing on about 250 million acres of public land. Estimates by conservation groups vary widely, ranging from 3 million to 8 million.

Chris Heyde of the Washington, D.C.-based Animal Welfare Institute said he believes little has changed since the release of a 1990 General Accounting Office report that branded livestock as the primary cause of degraded rangelands.

“People blame the horses, but if left on the ranges as they should be they’re not destructive at all,” he said.

About 37,000 wild horses and burros roam on 34 million acres in 10 Western states, about half in Nevada. An additional 32,000 of them are cared for in government-funded corrals and pastures.

The horses and burros are managed by the BLM and protected under a 1971 law enacted by Congress. But too few of the horses and burros are being adopted as had been envisioned. Soaring numbers of horses and costs to manage them that are expected to jump from $36 million last year to at least $85 million by 2012 have prompted Salazar to propose a new approach.

The BLM has set a target “appropriate management level” of 26,600 horses in the wild, about 10,000 below the current level. In 1971, there were 25,000 of the animals on the range.

Ginger Kathrens, executive director of the horse advocacy group Cloud Foundation based in Colorado Springs, Colo., urged Salazar to return mustangs to 19 million acres of land where they have been removed since 1971. She opposes his plan to open seven preserves, including two owned and operated by the BLM.

The agency would work with private groups on the remaining reserves, which would be located in the Midwest and East because of the West’s scarce water and forage.

“It would seem that the best use of taxpayer dollars and the most humane plan for the nearly 32,000 wild horses in government holding would be to return them to their native lands,” Kathrens said.

Gorey said mustangs were removed from 19 million acres where they were found in 1971 for various reasons, including a lack of water and forage.

The Public Lands Council, which represents public lands ranchers, supports the preserves as an important step in addressing growing horse populations, said Jeff Eisenberg, its executive director.

The seven preserves would hold about 25,000 horses. Many of the horses remaining on the range would be neutered and reproduction in Western herds would be strictly limited.

“It’s important that we find a solution that provides for the welfare of horses without compromising the needs of ranchers who rely on grazing lands to produce food for America,” Eisenberg said.

On the Net:
BLM wild horse and burro program: tinyurl.com/3rb6r7
Nevada Cattlemen’s Association: http://www.nevadacattlemen.org
Animal Welfare Institute: http://www.awionline.org
Cloud Foundation: http://www.thecloudfoundation.org
WildEarth Guardians: http://www.wildearthguardians.org
http://www.vtrailway.com/

Doug

The Great Inca Road

DFN: Spectaluar photography of Machu Picchu, great exhibit at the American Museum of Natural History!

The Great Inca Road, A Spectacular Photography Exhibition
http://www.artdaily.org/index.asp?int_sec=2&int_new=33965

Many theories have been offered to explain why the Incas built this stunning complex of stone buildings in such a remote place, on a high bluff nearly encircled by a river. Was it a fortress? An astronomical observatory? Researchers now think it was probably an Inca ruler’s rural retreat, built on a spot chosen for its views of nearby sacred mountains. Photo: Heinz Plenge.

NEW YORK, NY.- "Highway of An Empire: The Great Inca Road," an exhibition of more than 50 striking photographs featuring the 25,000 miles of roads and trails that the Incas built six centuries ago in South America, opens Saturday, October 17 at the American Museum of Natural History. On view in the IMAX Corridor on the second floor through September 2010, the exhibition explores the roads that crisscrossed the Incan realm, radiating out from Cuzco, the Inca capital tucked in the mountains of modern-day Peru.

The vast Inca Empire owed its reach and power to this extensive and intricate network of roads. Linking forts, religious sites, and administrative centers from the Pacific coast to the Amazonian rainforest, the Inca roads allowed armies and imperial officials to conquer and then control the largest empire in the Americas.

In this series of stunning photographs, "Highway of An Empire" reveals the diversity of this road system – from broad paved highways to woven suspension bridges to beaten tracks through barren desert – and of the landscape through which it travels. Other highlights include intriguing round terraces of Moray, which may have been used to grow special plants brought from distant parts of the empire; a tropical forest located along the Amazon tributary near the present-day border between Peru and Bolivia; Sondor, a terraced knoll that may have been used for religious rituals; the Huascarán peak in the Cordillera Blanca, the highest in Peru and one of the highest in the Andes; Laguna de Los Condores, where in 1996 a local worker discovered a cache of some 200 mummy bundles tucked in a cliff side high above a lake; Andeans gathering a potato crop; and maps of the road network.

As one of the most important technological works of the pre-Hispanic Americas, the Great Inca Road continues to embrace its profound history as well as to welcome opportunities for trade and economic development. The ancient route runs through Argentina, Bolivia, Chile, Colombia, Ecuador, and Peru, and these six nations are working together to nominate it for inclusion on the United Nations Educational, Scientific and Cultural Organization (UNESCO) list of World Heritage Sites.

The exhibition curator for "Highway of An Empire: The Great Inca Road" is R. Alan Covey, Assistant Professor of Anthropology, Southern Methodist University, and Research Associate in the Museum’s Division of Anthropology. Curatorial Advisor to the exhibition is Charles Spencer, Curator, Division of Anthropology.

Visitors interested in learning more about the subjects featured in "Highway of An Empire" can also visit the Museum’s Hall of South American Peoples. This hall explores the pre-Columbian cultures of South America, including those of the ancient Inca, Moche, Chavin, and Chancay, as well as those of the many peoples of modern Amazonia.

Museum researchers have worked with Andean colleagues on several of the most significant archaeological studies of the Inca Empire, including a large-scale research project at Huánuco Pampa, an important provincial center. The research project, which involved the mapping of nearly 4,000 buildings at the site and excavating in more than 300 structures, was led by the late Craig Morris, the Museum’s Dean of Science and Curator in the Department of Anthropology.

Huánuco Pampa is perhaps the best-preserved of the Inca provincial administrative centers established between southern Colombia and central Chile, and Morris’s research on the site significantly advanced the understanding of the Inca Empire. "The Huánuco Pampa Archaeological Project: Volume I: The Plaza and Palace Complex," authored by Morris and his colleagues R. Alan Covey and Pat Stein, has been submitted for publication through the series Anthropological Papers of the American Museum of Natural History. This volume is the first of a series of publications presenting project data from the Huánuco Pampa excavations and is focused on how the Incas used open spaces at their provincial administrative centers to choreograph a range of encounters with their subjects.

American Museum of Natural History | Highway of An Empire | R. Alan Covey |


Doug

How to Write a Credible Business Plan

DFN: In a previous life, I managed the group at SBC which evaluated all new business opportunities. Mr. Hill’s comments regarding good, fact based assumptions are ‘spot’ on. Also, the tell-tale signs of overly profitable targets, eg, 80% pretax margins, are a dead give away for either too optimistic revenue forecasts, to optimistic expenses estimates, or worse, both. In addition to this thought let me add a ROR (rate of return) greater than 40%, a DPP (Discounted payback of less than a year) and / or a MPI (modified profitability index) exceeding 2 are additional tells regarding over-optimism. FYI MPI, is the present value of the positive after tax cash flows divided by the absolute value of the negative after cash flows (> 1, good, < 1, bad).

As a reviewer of many models supporting new products, processes or services, I want to echo Mr. Hill’s thoughts of how important a well thought financial model is to building a credible business case. A model that is riff, with hard coded numbers, inconsistent calculations, wrong calculations should be treated with suspicion. Heaven forbid, your model ‘blowups’ or is questioned in front of potential investors. This happened recently to one of my clients (I didn’t develop the original model), the CFO presented financials to the Board on Saturday, it ‘blewup’, I came in on Sunday to meet the Chairman and CFO; by Wednesday, we were back in front of the Board, with a credible model, and business plan, which they then approved as a vehicle for securing "C" round funding.

HOW TO WRITE A BUSINESS PLAN WITH REALISTIC PROJECTIONS
By Brian E. Hill
http://www.chegepreneur.com/2009/10/how-to-write-business-plan-with.html

Entrepreneurs are frequently advised to make sure the financial projections in their Business Plans are "realistic" before they present them to potential investors. But what does that really mean? Some entrepreneurs interpret that advice to mean their projections should be ultra-conservative. Taken to an extreme, this means you are presenting what amounts to worst case scenarios to investors, which isn’t exactly the way to draw their interest.

And that brings up another frequently used strategy: to prepare two sets of projections, the best case and worst case, or conservative case and aggressive case. Presenting two sets of numbers just invites investors to conclude you are unsure of your forecast. They want to put their money behind sure-footed entrepreneurs who present an image of confidence.

These two points need to be taken into account when building your financial models and developing your projections:

1. Investors know that most entrepreneurs inflate the numbers, due to the naturally optimistic nature of people who start companies. There’s nothing wrong with that optimism. Pessimistic individuals would never take on the risk of starting a business. Given this optimistic bias to the numbers, investors discount the profits in the forecast, sometimes by as much as 50%.

2. Sophisticated investors know that the risks inherent in early stage companies are so high that results inevitably vary from forecast. Happily, in some cases the company exceeds their forecasted results. But in many cases the results fall short of expectations.

Let’s suppose you reviewed 100 Business Plans from start-up companies. You would find most of the projections fall into the aggressive or best case categories. Some might even be outlandish, a forecast of $1 billion in revenues in three years, for example. So if nearly everyone is sending out forecasts that would be very difficult to achieve, and investors know this, how do you separate your company from the pack and demonstrate your numbers at least have some shred of realism?

You do this through the assumptions you present. Financial models for the Profit and Loss Statement are based on certain assumptions about unit sales, sales price, margins, number of customers, marketing cost per customer-there are many different types of assumptions you can use. What impresses investors is the logic you used in selecting the assumptions. Can you show your assumptions are based on the real world of your industry or niche, or were they just pulled out of the air? The more details you can present about how you arrived at your assumptions, the more realistic they will seem to the investors to whom you are presenting your plan.

One of the easiest red flags to spot in a financial forecast is pretax income as a % of revenues that looks outlandish, say 80%. That tells the reader of your plan that you have either grossly underestimated your costs of doing business, particularly marketing cost, or you have been wildly optimistic in your estimates of how quickly your revenues will grow. You need to scale your pretax income back to a number that companies similar to yours have been able to achieve.

With a start-up company there is no way you can prove that you will be able to achieve the forecast results. There are too many risks, too many variables outside your control. Thoughtful assumptions for your financial models-meaning you can show where the numbers came from-go a long way to reassuring potential financial partners for your company that your P&L forecast is realistic.

Get your free business plan format. Brian Hill is the author of the novel, Over Time, and several nonfiction books, "Inside Secrets to Venture Capital" and "Attracting Capital From Angels." He is a well qualified business plan consultant as well as 58 Ways to Find Money for Your Business.

Article Source: http://EzineArticles.com/?expert=Brian_E._Hill
http://EzineArticles.com/?How-to-Write-a-Business-Plan-With–Realistic-Projections&id=2637527

The 13 Most Annoying Type of People

DFN: This will be helpful information to have.

The 13 Most Annoying People to Work With
March 13, 2009 By Margery Weinstein, Manage Smarter

Most of us have had colleagues over the years who turned annoying into an art form. Well, now it’s a classifiable art form. Career experts Christine Lambden and Casey Connor, authors of the new book, "Everyday Practices of Extraordinary Consultants," have compiled a list of "The 13 Most Annoying People to Work With." How many of these does your company still have on its payroll?

• Pontification Person. This person goes on and on, telling you what he or she is going to say, saying it, and then telling you what he or she said.

• Um Person.To avoid losing control of the conversation, this co-worker fills every pause with "Um," not realizing he or she might be able to think better when not talking.

• Too Much Detail Person. The authors could elaborate on this one, but then, of course, that would be contributing to the problem.

• 50,000-Foot-Only Person. He or she is eloquent when you talk about the big picture, but refuses to allow anyone to get into the details, which we all know is where the real work gets done. "Unless you’re the CEO of a multinational corporation," say Lambden and Connor, "you have to be willing to work at any altitude."

• Hypnotized-by-E-mail Person. Wireless technology can be a lifesaver, but there’s something defeating about presenting to the tops of people’s heads because everyone at the conference table is hunched over his or her laptop.

• Buzzword Person. "This employee is annoying in meetings, team rooms, and in cubicles," say Lambden and Connor. "In fact, this person is just plain annoying all the time."

• Foul Language Person. Much like Buzzword Person, this co-worker is too lazy to think of the right words to express what he or she is thinking, if, indeed, he or she is thinking at all. This person isn’t trying to impress you with his or her knowledge. "They aren’t trying to impress you at all," Lambden and Connor note. "They don’t care what you think of them." Refreshing on some level, but probably not a person you’d want on your team.

• Reiteration Person. The only contribution this person makes is to restate what already was said. So, basically, he or she actually has no contribution to make.

• Too Busy to Be Prompt Person. He or she always is late to work and every meeting, clearly lacking time management skills. Nobody can be working on something important all the time, after all.

• Can’t Control the Meeting Person and arch-nemesis Wants to Take Over the Meeting Person. There has to be some balance between the out-of-control ditherer and the maniacal meetings dictator, doesn’t there?

• Secondary Conversation People. Your best material often isn’t riveting, but staffers at least could pretend to care. But Lambert and Connor point out these workers "only are annoying if their conversation is less interesting than the meeting."

• Disagrees With Everything Person. "This co-worker honestly believes he is just being practical, or serving as the voice of reason, or playing devil’s advocate," the authors point out. "This may be true sometimes, and even helpful occasionally, but when it becomes a habit, everyone else just tunes them out."

• Obscure Metaphor Person. This employee is as annoying as "the fool in a troupe of Morris dancers," say Lambden and Connor. "See? Wasn’t that annoying?"

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