Waste Management And Recycling

Why Outsourcing to Vietnam is a Sound Business Decision?

1. Overview

This document lays out the business case for meeting your company’s software development needs by outsourcing to Vietnam. It first outlines factors to consider in deciding which offshore locations to outsource to. Then it considers those factors one at a time for Vietnam, concluding that the country is a promising offshore location for outsourced software development and for business’ other IT needs.

2. Factors to Consider Regarding the Offshore Provider’s Location

In this section, we present a simple and straightforward framework for understanding the advantages and disadvantages of various offshore locations for your outsourced projects and business functions. This list of factors focuses on the most important and relevant factors, without becoming overly complex by listing unimportant minutiae.

The main factors that should be considered are as follows:

• Price: Obviously one of the main resources to outsource work is to save money, so naturally you will be interested in the price quoted by the offshore provider. But it is critical to know exactly what that price includes. Costs for labor and overhead are both important components of the total price. Before doing direct comparisons of offshore providers’ labor costs, you should consider how much overhead you will incur in managing the outsourced work.
• Labor Force: Who exactly will be working on your project? You should be familiar with these workers’ professional experience, education, and technical expertise. Also, make sure that there are enough workers available to work on your projects, so that your work won’t be slowed by labor bottlenecks. Find out what kind of turnover rate the offshore provider has, because if the turnover rate is high, a lot of time will be wasted on re-training and transferring information to new offshore employees.
• Socio-Economic Stability: You can greatly reduce the risk of outsourcing by choosing to work with an offshore provider that is located in a country that has high economic, ethnic/religious, and political stability. If the offshore provider is located in a country with significant instability and conflict, your project may proceed more slowly or come to a complete halt. Also, the unstable situation may present dangers if and when your employees have to travel to the offshore site (Americans are often a target of insurgents overseas). And ultimately, if the country unexpectedly ends up with new leadership, you may find that the business-friendly policies that originally attracted you to the country suddenly change and become hostile to foreign investment.
• Economic Stability: Be familiar with the country’s GDP and other economic indicators, and how those indicators have changed over the past several years. Also, consider whether foreign investment is increasing or decreasing and try to understand the underlying factors. What international trade treaties and pacts is the country a part of?
• Ethnic/Religious Stability: Know what ethnic and religious groups are present in the country and whether they are tolerant or intolerant of one another. Does the country have a history of ethnic unrest and/or religious conflict?
• Political Stability: Understand the local political situation where the offshore provider is located. What kind of government does the country have, and how long has the current regime held power? Does the country have a history of upheaval and uprisings? Know whether rebellions, revolutions, and coups are common. Also consider the stability of neighboring countries and whether they have friendly relations with the country where the offshore provider is located. Read expert analyses of any regional conflicts.

• Business Environment: When you outsource IT-related work, you’ll probably be exchanging proprietary information and dealing with intellectual property. You need to know what policies the country has in place to protect your company’s trade secretes and intellectual property rights. Likewise, does the country have appropriate laws regarding economic development, taxes, and the labor force? How well are those laws enforced? All of these issues are very important in fostering a favorable business environment.
• Language: You must be able to communicate with the offshore service provider – not only with the top managers, but also with the workers who are involved with your project on a daily basis. How well do they speak and write in English?
• Strategic Fit: Many companies ignore questions of strategic fit – much to their chagrin. If the offshore provider doesn’t understand and adapt to your company’s strategic goals and standard business processes, the final deliverable will not be what you are looking for. Have an open discussion with the offshore providers’ managers and try to understand why they’re in business and how your project will be a good fit with their strategic goals.

3. The Benefits of Outsourcing to Vietnam

As stated in the introduction, this section will evaluate Vietnam as an outsourcing destination against each of the factors listed in the preceding section.

• Price: In Vietnam, labor costs are 90% less than those in the U.S., which means significant cost savings for your company. Even compared to other outsourcing destinations, Vietnam’s labor costs are attractive. According to an article in “GlobalServices” in August of 2006, Vietnam’s labor cost for outsourcing IT functions and business processes are 30% less than those in India, and also less than those of countries in Eastern Europe. In October of 2006, GlobalServices named Vietnam’s Ho Chi Minh City among the top 50 outsourcing cities in the world, due to its having “one of the lowest production costs,” among other reasons.
• Labor Force: The government of Vietnam recognizes and promotes the importance of education and training. According to Vietnam Economic Times, there were more than 200 institutions of higher learning in the country in 2004, and that number had increased by 60% in the preceding six-year period. Today the country has a 96% literacy rate and 80% of the country’s college graduates hold degrees in the sciences (Vietnam Economic Times). This makes Vietnam an exceptional country for outsourcing technological projects, because the highly educated population has a high level of scientific and technical literacy. The labor force also have much lower turnover and much higher stability than do those of most other countries that are active in outsourcing. Overall, companies in Vietnam has an IT-related turnover rate of less than 5%, whereas in many other countries, such as India, this turnover rate can be 10% or even higher. The aforementioned 2006 GlobalServices article cited Ho Chi Minh’s “significantly low attrition rate” and “strong labor pool” as two other reasons for the city’s inclusion in its list of the top 50 outsourcing cities.
• Socio-Economic Stability: Common outsourcing destinations in Asia-Pacific are often plagued by instability. Consider, for example, the 2006 coup in Thailand, the Kashmir conflicts between Pakistan and India, and the Sri Lankan military’s struggles against the Liberation tigers of Tamil Elam. There are many U.S. travel advisories that warn Americans against traveling to these areas, but fortunately Vietnam doesn’t share these countries’ woes. In fact, Vietnam is a very stable country, which creates a hospitable business environment for outsourcing.
• Economic Stability: Vietnam’s economy is healthy and growing rapidly, with a GDP that, according to CEIC, grew an average of 7.4% in the six years leading up to 2005. This is the second fastest GDP growth in all of Asia, as published in the New York Times article, Vietnam’s Roaring Economy Is Set for World Stage, on October 25, 2006. FDI (foreign direct investment) was almost US$5 billion in 2005, which makes a favorable comparison with that of other countries that are popular destinations for outsourcing work.

• Ethnic/Religious Stability: Because 95% of Vietnam’s population is ethnically Vietnamese and more than 80% of the citizens do not identify themselves with any particular religion, Vietnam is largely free of ethnic/religious conflict. A 2003 UNDP (United Nations Development Programme) study concluded that Vietnam had one of the most secure environments for investment, given the conflicts in Iraq and the surrounding region. Likewise, Vietnam was ranked as the safest among the 14 countries in the Asia-Pacific Region by the Political and Economic Risk Consultancy in Hong Kong (Berth of a Nation in Time, autumn 2002).

• Political Stability: The current government has held power since Vietnam’s 1975 reunification, meaning that there have been more than 30 years of political stability in the country. The last major conflict with a neighboring country was almost 30 years ago, in 1978. Two American presidents (Bill Clinton during his presidency and in 2006, and George W. Bush during the APEC summit) have visited the country, and Bush met with several top officials including the president, prime minister, and Communist Party chief, thereby underscoring the country’s political stability.
• Business Environment: Vietnam has had a free market since its centrally-planned economy was reformed through “doi moi” twenty years ago. Today, Vietnams’ policies create a warm and welcoming business environment for foreign investment. The country became the World Trade Organization’s 150th member in November of 2006, thanks to a vote of the organization’s General Council. At that time, Pascal Lamy, the Director-General of the WTO said, “Viet Nam has shown how anchoring domestic reforms in the WTO can yield dramatic results. Viet Nam’s economic growth topped 8% last year, foreign direct investment rose steeply to over $6 billion, and exports surged by over 20%. More must surely follow with the new laws, administrative measures, and commitments on goods and services that are in Viet Nam’s membership package.” Vietnam is also taking great strides in protecting intellectual property rights and since 2002 has largely been complying with the guidelines established in the WTO Trade-Related Aspects of Intellectual Property (TRIP). When Vietnam became a WTO member, it agreed to comply with TRIP immediately, without a transitional period. The country is expected to achieve full TRIP compliance soon, thanks to legislation that was passed in 2006. This legislation prompted the U.S. to laud the country for its “extensive revisions and updating of its intellectual property laws.”
• Language: Unlike many Asian languages, Vietnamese uses the Latin alphabet, just as English does, which makes it relatively easy for Vietnamese speakers to learn English. English is the second most popular language in the country, and the majority of Vietnams’ college graduates have high proficiency in English. Consequently, most IT workers in Vietnam are able to communicate easily with U.S. companies in English when completing outsourcing projects.

4. Who outsources to Vietnam?

Many Japanese companies are choosing to outsource much of their IT work to Vietnam. According to a November 2006 article in GlobalServices, “Vietnam: Capitalizing on the China-Japan,” by the year 2010 as much as 10% of Japan’s software outsourcing may be sent to Vietnam.

Intel is also heavily reliant on Vietnam to meet its outsourcing needs. In October of 2006, Intel Capital, the unit involved in venture capital for the Intel Corporation, announced a $3.5 million investment in FPT, Vietnam’s largest software company, located in Hanoi. Earlier in that same year, the company said that it was going to build a factory for chip assembly and testing with a price tag of $300 million (San Jose Mercury News, “Intel Invests in Vietnam Software Company, October 24, 2006).

Other companies that have chosen to outsource to Vietnam include Nortel Networks, Bayer, Sony, Cisco, and Anheuser Bush (source: CIO.com, “Outsourcing to Vietnam”).

5. Vietnam Is an Excellent Outsourcing Destination

For all the reasons described above, Vietnam is clearly an excellent choice for meeting any business’ outsourcing needs. Here is a quantitative summary of the advantages of working with offshore providers located in Vietnam.

• Price: Vietnam’s labor costs are significantly lower than those of many other companies
• Labor Force: Vietnam’s labor force has a 96% literacy rate and high scientific and technological knowledge.

• Socio-Economic Stability
  • Economic Stability: Vietnam has very high GDP growth, with significant foreign investment and membership in the World Trade Organization.
  • Ethnic/Religious Stability: There are no ethnic/religious conflicts in Vietnam.
  • Political Stability: Vietnam’s current government has been in place for more than 30 years and there have been no conflicts with neighboring countries for almost the same amount of time.
• Business Environment: Vietnam’s laws and public policies favor business and foreign investment and the country is constantly strengthening its protection and enforcement of intellectual property rights.
• Language: Most college graduates in Vietnam are fluent in English, which is the second-most popular language in the country, in large part thanks to Vietnamese’s use of the Latin alphabet.

12 Secrets Business CEO to launch and grow your business

To get to the top, personally and professionally, which should act as people already in the superior. Top CEOs like Oprah Winfrey and Donald Trump, no matter how different their approaches have a key quality in common: they are entrepreneurs. Entrepreneur CEOs manage life from the driver's seat. They choose their destiny, their own road rules and collect big checks.

Rewards do not have to appear in U.S. dollars the bank, but is expected to be a reward entrepreneurial CEO. The ultimate reward I get to reach the summit as an entrepreneur? A new Porsche? An Italian villa? Holiday Poughkeepsie alien? A promotion? Or just make a difference in the world? Contact the gain, knowing the "why" in the "want" remains committed to move forward, climb to the top and reap the reward you want.

When you think about it, life is the biggest company of all – and you're in charge. Top CEOs know that not just the CEOs of companies, but enterprising CEOs of their lives. You manage your personal development, finance, relationships public transport, police, entertainment, cleaning services and even human resources. It is the CEO of the task of leading your life, fully established in the payment, why not do the role and assume its next exciting company as a consultant or small business?

I turned to this concept 1982, when I decided it was time to act as the CEO of my life and career rather than acting as an employee. Discover the secrets of major company CEOs, I quit my job as a hospital registered nurse earns $ 28,000 per year, and launched what is now a multimillion dollar business.

I used the 12 Secrets CEO of the company to launch and grow my business each year for 26 years. These secrets will help it reach the top as a CEO of your business.

CEO Secret 1: Everything is Marketing

The old saying among entrepreneurs, that nothing happens in business until "someone sells something," it is equally true in life. From the moment you were old enough to realize that a smile can "sell" their parents to give him another cookie, you have been commercialize their ideas.

• Get a promotion or pay increase means the sale of your supervisor on your skills, attitudes and experience. That's marketing.
• Convince your spouse that is fine to leave the dishes and embrace some privacy may require the charm and persuasion. That's marketing.
• Convince his homeowners association to resurface the tennis courts may require a benefits analysis and presentation. That's marketing.
• Reef a widely separated family for an extended meeting means selling the idea, date and place for all family members. That's marketing.

When I received my master's degree in nursing, I learned the hard way that this valuable asset was of no value unless the market. Nobody in the hospital, said, "Thank you for continuing higher education, Vickie. Here is the raise you deserve." I tried to market this idea to my manager, but not buying, so my active marched through the door to start my own business.

I had a new idea, the nurse consultant. I learned very quickly the best idea goes anywhere without a strong marketing, innovative behind him. Starting your business by selling you and your experience.

Marketing has three simple parts: First, find a need. Second, meet that need. Thirdly, to convince people to buy in. As CEO, start to see everything that makes this marketing perspective of three parts.

Imagine your bold enterprise. Display your company and answer the question, "What will do for me? "Write in detail the profit you want – more money, more leisure time, more happiness or all three. Embellish your vision with sensory detail. See, hear, taste and feel. The more real for you, the more you will believe in their ability to make it happen.

Communicate your entrepreneurial idea, with energy and confidence. Got a story to tell about your new business, and you have to make it interesting, credible and compelling. Is it intriguing history? Do you highlight your knowledge and experience?

• Be authentic. Your message should be not only interesting but also real. "Own" your message. Build the core of his presentation on the concept of filling a need. Show how your experience will benefit their customers, and then show why you are the perfect combination for that client.
• Connect with your audience. The companies we call "super brands" the customer feel special only for the purchase of your product and ready to own it. Make sure you connect with prospects in a way that allows them to trust you and your experience. Reinforce your message in everything you do. More "service with a smile," give "service with competencies in bold." Do companies want you to look for work again with you.
• Repeat your story often. Not all will make it, not everyone pays the entry, but every aspect of your life is a marketing opportunity. Keep polish your presentation and dissemination of the word.

CEO Secret 2: Be your own number one fan

Promote your company CEOs and their achievements. They know that buyers want to buy the losers. Announcing his accomplishments may feel boastful, but can you imagine Oprah or Donald being shy about spreading his success?

With humility, let your target market at any time knows score – if it is complete a high-profile project, winning a prize for or extension of its services. Who you know is important, but more important is that you know. The achievements are his resume and expand its credibility. In announcing his achievements also validates the choices people have made in their name – the company that hired you or the client recommends that you want to know to bet on a winner.

• Write a note. Send news communications with clients, friends, family, colleagues and acquaintances. Be concise, add a little humor, and people expect to receive their news.
• Roll a breaking news story. Art of a short message, claw and attack in your voice message or make a sentence with hyperlinks under your email signature to the recipients to take their website.

CEO Secret 3: Wait Icebergs

No company is unsinkable Titanic sank on its first outing. A lot of entrepreneurs have made and lost millions dollars in its ascent to the summit. But when you act like a CEO, let's create a solid foundation and framework for business that only a huge iceberg could knock off course.

• Evaluate your strengths and challenges. The stability of its business comes not only how to handle daily routines, but more importantly, how do their strengths as an iceberg appears unexpectedly. Challenges may involve limited experience, competition or getting along with a difficult customer. By knowing what is in stock and frequently reassess the waters before you, you can maneuver with confidence. Be honest with yourself. An evaluation fair, honest will help you develop the necessary strengths or resources to get out you will need.
• Be willing to risk hitting icebergs. You have to navigate before you can fail. You can maneuver around icebergs, but if you never leave the dock, never have a business to stay afloat. If you are not there to big, no risk, but also not going to win. It is often not hit the iceberg, but the fear of hitting that drowns you. How many people resist change work or leaving a bad marriage, only to realize later that what was the best decision I ever been done? Jane Austen, English novelist famous, chose not to marry outside of his humble origins, but to follow his dream of writing – at a time when women writers were considered "outrageous." They faced the iceberg. Soon she had written six of the most important in the history of English literature. If I had married any of her suitors, she could have lived a more comfortable, but less full life.
• Have a rescue plan. Knowing and contingency planning for the worst eases concern that may prevent bold decisions. As I began my legal nurse consulting business, I just wanted to match my salary nursing modest. What do I have to lose? Whenever I needed extra money to keep my company afloat, I could work a few shifts at a hospital. Knowing that would not sink completely gave me courage.

Enter your bailout plan. Look at your savings, earnings and how long you need to float your business before that generates sufficient income. You're probably in better shape than you suspect. If not, you have two options:

• Go all in any case, or
• Establish a reasonable time to succeed, and then launch the rescue plan. Just do not bail out too soon or too easily.

Either way, at least has launched his boat.

Secret CEO 4: Solve problems quickly and decisively

Top CEOs are moving so fast that exhausted the people who work with them, but speed is one of the secrets its success. By no coincidence, as some might believe, the CEOs of fast-moving steadily in the development of the concepts and principles that guide their decision making fast, and continuously strengthen the foundation of your business.

It acts as a CEO: Putting the basics in place so that you can implement creative and effective decisions. After applying this model of problem solving and you people go around scratching your head:

• Define the situation. Define what is important, the facts, your goal in solving the problem and the strategies that have already deployed.
• List of people. Include family, consultants, peers, his housekeeper, his son coach basketball – all that can help solve the problem.
• The pillow. The moments between sleep and consciousness are fertile ground for creative problem-solving. When awake, the solution is often expected of you. Meditate on the issue or think about it while exercising. I have often had to rest from a yoga pose and pop out of class to target a solution after having an "ah-ha" moment. When your conscious mind is relaxed, your subconscious can work their magic.
• Identify the necessary actions. Identify any actions you personally to resolve the problem. Look at your past successes and acknowledge that you have the inherent strengths. Identify actions that will be delegated. You do not have to do everything yourself – even if you are a one person business. Top CEOs delegate widely.
• Evaluate the results. Apply learning to the next challenge ahead. Health mistakes can be deadly, so when the nurses was an incident, we have always asked, "What did we do wrong? What did well? Evaluate each problem to solve and ask: "What I can learn that will help me in the future?"

A director entrepreneurial executive never allow problems to thwart the momentum. Resolve negative situations promptly and seek innovative ways to turn them into opportunities. As CEO, you is responsible for making decisions. Nobody can move or decide quickly. Accept that responsibility and keep the momentum going.

CEO Secret 5: Do not be a commodity

Top CEOs build businesses that are not easily duplicated. Ease of duplication creates commodities, and a business commodity is the kiss of death. The water used to be a commodity so that companies like Perrier Fiji and changed our perception. Then Coca-Cola and PepsiCo was involved, and today, water is available almost everywhere for free, sells more than most other bottled drink to a high price.

My company sells an educational experience. We do not sell seminars, DVD or CD, although the means we use. Instead, we sell a lifelong relationship that includes mentoring and the fact that our students are learning from the pioneer and leader in the industry. Our ideas are often doubled, but no one can duplicate our relationships, our knowledge or our advantage of 26 years.

No matter what you do or what your business idea is not a commodity. If you turn your business into a commodity, you go bankrupt.

To avoid becoming a commodity:

• Build relationships. Being interested in others. Create genuine connections based on trust and affection. Silently persuade the prospect that no one else can duplicate his outstanding service and work product, and never be a commodity because you can never be duplicated. In return, businesses receive and retain the best customers
• Demonstrate confidence. Confidence must be won. Never promise what can not deliver or could not get a second chance. However, the promise of delivering large and small.
• Go all-in not collapsed in his chair and become invisible. Customers pay you to talk, even when that means to disagree on important issues.
• Strive to excel. Demonstrate your ability to bring new ideas to the table. While you do not want to have "verbal diarrhea", which means that his client and other team members to notice that you and your contributions. It is easy to note when you pay attention and talk.

CEO Secret 6: do not price lower

Top CEOs reject the common thought that "if you drop your price – you'll get the job" or "equals a price lower sales growth. "

• Place a high value on everything you know. In the information age, education is not cheap and wisdom is gold.
• Place a high value on everything you do. Outsource everything I can. My first job every morning is to make sure my team is doing so much of my work you can delegate. That sets me free to develop new tools, skills and strategies for moving forward.

Can have to give up something to pursue his business. Get your spouse to help with the dishes, dinner and carpool. Allow to chair all committees of volunteers. Its Time is one of its most valuable assets. Just 24 hours a day – they spend wisely. If a project is not supporting your business, ask yourself how drop it, delegate or find another way to do it.

• Become indispensable. Give the customer what they want and more. Ultimately, nobody is irreplaceable. You make yourself "irreplaceable", making the customer think of you first for any event and believe it will greatly benefit from entry and enterprising ideas.
• Be original. Seal with the original performance not to be easily duplicated by a cheaper rent. Auxiliary office are commodities. clerks with the ability to organize, manage clients, keep a CEO on target and stay calm a crisis become in executive assistants. A nurse is a commodity. A Counsel, that means the registered nurse legal consultant nursing process in its most complex and deepest level is a very well paid and valued consultant to the litigation team.
• Quote high commissions. My assistant executive cited a higher wage demands that I found for that position. I eliminated those candidates who are undervalued, assuming that would not work at the level I expected, and hired in their asking price. It turned out that it was worth it (but do not tell him I said that.)

CEOs hire a luxury hotel, offers luxury hotels and eat at fine restaurants for a reason beyond personal gratification. They always come and work in a style that shows courage, and others see them as not priceless.

CEO Secret 7: Do not overestimate Networks

Sometimes joke that the time spent is time spent networking "no it works. "entrepreneurial executive Directors are selective about where and with whom the network.'s not going to find on their breakfast club meeting. CEOs research what they need, locate the source and ask. Create a network of colleagues, clients, consultants, vendors and acquaintances who can trust to deliver information from referrals.

clubs network can absorb the time while distracts us from what we really need to accomplish. It is easy to be convinced that the creation Strong networking is productive when it is not. And you could be taking advice from people who have good intentions but are not qualified to give.

I built my business on selective network. I'm always asking people I can trust and respect, "Who do you know that …?" I received the marketing director of our company, investment adviser, graphic design company and provider of health insurance in this way, not the cards trading at a table mixtures.

• Cast the net on a selective basis. Do not confuse networking with social interaction. Choose gets opportunities among people who are even more successful than you. Grow your network using their relationship skills to include employers in other industries successfully.
• Do not just hang around waiting to be introduced. After being named one of the s Inc. 'Top 5000 companies fastest growing private U.S. Inc. attending the conference, mixed with the CEOs and representatives of some major companies in the country. You can bet he had made different presentations for each of the different situations where I was. Networking is often a "once in his life" opportunity – be prepared to pay. Not eat turkey. If you do not feel comfortable to introduce you to people, role-play with a friend and practice to do so. You have to go out to step up.
• Give generously and demand reciprocity. Expect high performance from your network performance and compensation. Say "thank you" with a note, flowers, a bottle of wine or a good meal. Also, do not hesitate to sacrifice any person, firm or organization that repeatedly fails to perform.
• Stay connected. Send Handwritten notes, emails and other communications to create a reflective lasting bond with customers, colleagues and all members of your network. Something as simple as a birthday "happy" wrote in a card or a handwritten "thank you" instead of an email will go far.
• Strategically expand its network. Get used to pass along the names – her hairdresser, a plumber, your lawyer, your banker – not just anybody, but selective and large praise. Your time is valuable too. Selectivity will be appreciated as I would.

CEO Secret 8: Investing in win-win relationships

Top CEOs to ensure that you are not the only beneficiaries of their initiatives.

• Start alignment. When building your business look what's in it for everyone – clients, families and providers. You'll get better participation and results when everyone benefits.
• Start partnerships. Create strategic alliances with people who can advance your business while you take a goal of yours. You never know how you can help a friend or colleague work until you ask. People will appreciate your offer of help, even if they deny it. In the business world, it never pays to alienate anyone. Ripples wide dissemination of rocks thrown into the lake. You never know who is aligned with whom. Do not gossip and do not hesitate to say you're sorry. Treat everyone as an ally, even those who can not advance. Never condescending. Practice integrity with everyone at all levels. It is always better to have allies than enemies.
• Stay fresh and clean. Avoid weeping complainants and the wrong group. Although the wrong group can look popular, not popular among people who count – successful business owners. Keep your hands and nose clean – you will pay in the end.

CEO Secret 9: Compete only with yourself

Mushing a charged dog sled across a snowy field in Alaska, I learned firsthand that it's true – if you're not the lead dog, the view from the rear never changes. And back is exactly where you will be if only compete with others.

To excel as an entrepreneur CEO, who must be aware of the competition, but do not allow conscience to turn the course. If you focus on your competition (Someone brighter, richer or better looking), you're always one step behind of them. If you concentrate on your own business and compete with the best performance of your own, you will be the lead dog to imitate their competitors, leaving them in the rear.

• Being an innovator, not an imitator. Top CEOs know what works today will not work tomorrow. That is why focus on innovation. If you copy the competition today, you're a step back because she is already working in the future.
• Continuously improve their education and skills. The world does not stop, and neither do you. The only way we stay ahead in this era of rapid pace is to learn something new every day. The research I do not know. Renting of other consultants to filling gaps in their knowledge until you have time to learn. If you try to learn everything, you do not have time to do something else. Rental specialists, consultants and employees sharp.
• Make progress every year. Every CEO knows that a company advances, stagnates or decreases according to the expectations of its management. When is expected to grow and put a growth plan in action, you'll see results. Greet each new year with a possible plan, detailed growth including objectives, strategies and deadlines.
• Keeping in good physical condition. Being a CEO is demanding. Life is demanding. To live life to the fullest and create a company that makes you love getting out of bed each day, you have to feel your physical best. Your health is your most important asset. Put fitness on top their priorities. Schedule time in the gym. If you're in good shape, then it is more likely to be mentally fit. Schedule some quiet time. Innovative ideas emerge from silence.
• Maintain sufficient financial capacity. A competitor once said sarcastically that my clients pay for my big house, my vacation and my great big smile. Absolutely. Every business is profitable or not a company – is a charity. The word is derived benefit from a Latin word meaning "progress or improvement." As CEO, you must wait to take advantage of all investment.

Create a spending plan and revenue. Make a budget and stick to it. Maintain positive cash flow. We owe it to yourself and your family to be financially fit, and be free allows financial concerns to conduct their businesses with passion.

CEO Secret 10: dirty hands

I joke that I'm a CEO job, the guy who makes things happen. Successful CEOs get their hands dirty. All the great chefs began working in the kitchen. You can not cook from behind his desk, so I get up, go out and chop onions.

The best leaders lead by example. If you get in the trenches, rather to always stay away from giving orders, it is easier to convince others to agree with you. And show you the results you expect. You do not have to organize all medical records, mail each invoice or empty the trash every day. Being in space, show that you understand the work that each subcontractor or employee is doing. Ask questions and listen to the answers. Be willing to work.

In nursing education and mentoring for 26 years, I have observed that for many Vision is the easy part. Commitment to the dirty details to make that vision a reality is hard. This often involves early mornings, evenings, weekends completion of work and waste. If you do the dirty work or have someone do it for you, your business will fail.

• Clean the kitchen. In my company, everyone takes a turn with the right kitchen. At home, everyone is expected to clean their own messes and the tone in the meals. As CEO, you have to lead by example – then demand that everyone follow him. You are responsible for their profits and their mistakes. Responsible people gain respect, so clean their own filth and responsible.
• Make coffee. The first one in the cafe, right? That is the responsibility on a small scale. Responsibility CEO shoulders to get many projects started. You show how it's done, set the pace, then download some of the responsibility for what may pioneer in the next draft. Just remember to check in and a cup of coffee from time to time to ensure that their level is achieved.
• Turn off the lights. The last person holds. Someone has to sign a project is complete, with all the T crossed. CEOs entrepreneurs do not take this for granted. The best ideas can pump when final details are overlooked. Is your name on the door – this makes sure the right people focus on details.

CEO Secret 11: Make lists Perpetual

CEOs have assistants to remind them what to do. As assistant director, lists can clumsy and save hours of head scratching. Playlists stay organized and prevent lost time going back to an item that I forgot.

I keep a list purchase life on my computer, proceed to update and print when it's time to buy. Keep a list of travel articles to pack it does not matter where I go. Also I keep a list of future business ideas, so do not forget them. Which of your routines perpetualized would benefit from being in a drawer in it-and-go list, giving the freedom to work in your business?

• List the steps. Everything you do on many occasions that require specific measures – from the purchase of children's school supplies to the publication of a newsletter – can benefit from a checklist. Break the job down in the shortest steps. Always keep your list as it progresses – adding, deleting and recategorizing items as needed.
• List of people skills. How can you remember all the skills and knowledge of each person in your network? It's easy when you have a list. List everybody knows in alphabetical order. Beside each name, write down what you do professionally, organizations they belong to, their interests and any other hobby skills, abilities and talents they have. Every time I learn something new about a person, add it to your list. What a precious resource that will!
• List of essentials. For any situation required to carry alongs, such as meetings with customers, a list of every element necessary or even desirable, that the event is a success. You can always choose to remove something on the list, but if it is listed, at least you have the option ahead of time and not when it is too late.

Secret CEO 12: Put systems to work for you

General managers like to spend their time building, so they are experts in the systematization of routine tasks. Anything you do repeatedly can be systematized so that others can do it. Systematize everything and not reinvent the wheel every day (only on days you really need a new wheel.)

• Asking "How I can do it faster?" List all the steps that lead to out a routine task. Do not cheat, put in absolutely everything. Now look at all working. What measures can eliminate or reduce and get the same result? If you can systematize a task to be reproducible, you can delegate, which means they have more time to do more important things.
• Order "How I can make it easier? "What tools make this easier? When you are fighting a lot of pins, you want a heavy hammer. Better Moreover, a pneumatic nail gun. Or a staple gun work better? The right tools can facilitate any process.
• Ask: "How I can do it cheaper?" A time CEO is the most expensive in the entire company. I know the business owners who say it is faster to do things themselves instead of delegating and train station. The use of their time high in dollar terms in the tasks to be delegated is costly for the success of your business. What can be effectively delegated to systematize and result in better allocation of their time and resources?
• Creating templates. E-mails, letters, forms and other documents to be created or updated frequently can be systematized. For any new document, first check what already exists. Then copy, adapt and pull past efforts.
• Automating processes online. Use the tools that make your Internet use faster and more easy. Beyond bookmarks in your favorite sites, hiring a web-savvy geek from one day to show you how to automate the search, ads, news you need and email. Make a habit of seeking ways to systematize the process. As CEO, you may accomplish more in less time with less stress using available systems or create your own. If systematize a process than a week, think of all the holidays that you earn, or how long it will take for other parts of your business.

Take the driver's seat

You can succeed in many activities. Despite that we all have to do things that are not our favorite, self-development success lies in the selection and focus on the activities you enjoy doing business and improving continuing what you do well. People often think I'm going after all sorts of ideas, and I'll admit that constantly Achieving higher levels, but over the years 've rejected many ideas because they did not meet my criteria for a life entrepreneur, a life of choice.

Top CEOs as Oprah Winfrey and Donald Trump are lords and masters in the selection of the company. Using my 12 Secrets to implement force CEO CEO of the company you want to achieve, and you'll always be in the driver's seat. You choose your own destiny, that the rules of driving and collect big checks. Everyone yearns to discover its secrets and replicate their success.

Life, the largest company of all, is as exciting as a trip you want to be – and you're the executive director in charge. So act like it today and I will explore morning at the top.