Accounting principles are the basic assumptions, rules of operation, and essential characteristics that make up the framework for the construction of accounting financial statements.
Long ago, I was perplexed to discover that there was no “set” of accounting principles that was presented in one form such as you might find in the Bill of Rights. This is not to say that the principles are incomplete or vague, it only means that the definitions of accounting principles can be presented in various formats, which may lead to confusion for some people, especially beginners.
Be that as it may, accounting principles are absolutely necessary when preparing financial statements, just as the rules of a particular card game make the card game possible in the first place. Accounting principles are like the glue that holds the accounting process together. For example, financial statements have an overall objective, which is to provide the user of the statements a useful tool for making business decisions.
In order to be useful, the accounting information must have certain characteristics, such as being dependable and practical. To be dependable, the accounting information must be unbiased, accurate, and verifiable. To be practical, accounting information must be predictable, prepared in a timely fashion, and be able to provide meaningful feedback. Additional characteristics are that the accounting information must be consistent, comparable, serve a utilitarian need (such as cost/benefit), and make a material difference.
Besides characteristics, certain operational rules are established as to when revenue and expenses are reported; how expenses are matched to revenue; what to do when a choice can be made that might overstate or understate figures; and, what information should be disclosed so that the reader will fully understand the circumstances under which the information is being presented.
There are also basic assumptions that the reader can count on, such as: the information is related to the business entity only and doesn’t have any unrelated information mixed in; the business is a going concern and won’t cease operations soon; the financial information presented is measured in specific time intervals such as a month, quarter or year; the financial information is using a certain unit of measure such as dollars, not board feet, etc.; the information is presented at historical cost, i.e., when received, paid, or incurred; and, the method of accounting being used is double-entry and not some other method.
These are accounting principles as opposed to accounting standards. An accounting standard is an agreement as to how an accounting issue will be treated. For instance, a standard might state what type of inventory system is appropriate to use for a certain type of business; how capital leases should be recorded; how many years intangible assets should be amortized; what methods of depreciation should be used, and so on. There are literally thousands of accounting standards that have been issued over the years. These standards are constantly being revised or discarded as they become outdated.
If you want to play the accounting “game of cards”, you must become familiar with the “rules of the game”, which are accounting principles and standards. If you choose to not play by the rules, you do so at your own peril, as we have seen recently in the U.S. corporate accounting scandals.
21 Şubat 2011 Pazartesi
8 Golden Techniques To Get People To Love The Rules
Summary:
Different things motivate different folks. Some people are motivated to enhance their appearance while others are motivated by prestige or sexual conquest. Others are motivated by money. When it comes to work, many people are not motivated to do much of anything except show up and collect a paycheck. It is our job as managers to create an environment in which employees are inspired to do a better job and forge.
A recent Gallop Poll stated that about 20% of people queried d...
Keywords:
google motivation, employee motivation, self motivation, motivating employees
Article Body:
Different things motivate different folks. Some people are motivated to enhance their appearance while others are motivated by prestige or sexual conquest. Others are motivated by money. When it comes to work, many people are not motivated to do much of anything except show up and collect a paycheck. It is our job as managers to create an environment in which employees are inspired to do a better job and forge.
A recent Gallop Poll stated that about 20% of people queried described themselves as “actively disengaged” at work. Most of these people also said that they were not given the proper tools to do their job or that they were not given clear directions for completing the task. From this Poll, we see statistics that are astounding. These employees who are being described as “actively disengaged” are costing employers more than 300 billion dollars a year! This same Poll showed that these people are more likely to go hooky or to be late and are also described as less enthusiastic to their jobs.
A frequent mistake that employers make is levying too many regulations for employees to follow. This is highly de-motivating for the employee! They feel that they are not empowered to creatively carry out tasks for fear of breaking a rule.
Having employees feel that they are not trusted is another critical mistake that management makes. Creating rules and polices that question an employee’s trustworthiness is common practice in major businesses. An example includes allowing a certain number of days off when a family member dies. This assumes that if there were no limit on the number of days, the employee would take advantage of their time off.
The following are tips to create a work environment that fosters motivation.
Guidelines for an Enjoyable Work Environment
• Minimize rules and policies to the essential. Rules are there to protect your business and create structure; if a rule does not serve that purpose, then you will need to consider retiring that particular policy.
• After the rules are established, it is essential that all employees know what is expected of them. Ensure apt promulgation of all regulations.
• Establish a code of conduct. Implement a collaborative effort which involves all or most of the employees that work with you. A vision and mission statement keeps the ship sailing towards a common goal.
• Follow the rules- no exceptions. If management fails to practice what it preaches, can it expect its employees to keep within the bounds?
• Management should address inappropriate behaviors immediately before they become habits. Use counseling or a progressive discipline approach rather than a “you’re in trouble” approach.
• Clearly broadcast work place guidelines for professional behavior.
• Seek employee feedback on rules and policies. Request for ideas to enhance these policies for greater employee empowerment. Sometimes staff have great ideas; after all, they do the job everyday!
• Ensure that these novel ideas of consistency in enforcing policy don’t come as a cold shock to rank and file. If you have been letting employees “get away” with things in the past, you should meet with them and explain that the new policies are there for everyone’s mutual benefit.
Different things motivate different folks. Some people are motivated to enhance their appearance while others are motivated by prestige or sexual conquest. Others are motivated by money. When it comes to work, many people are not motivated to do much of anything except show up and collect a paycheck. It is our job as managers to create an environment in which employees are inspired to do a better job and forge.
A recent Gallop Poll stated that about 20% of people queried d...
Keywords:
google motivation, employee motivation, self motivation, motivating employees
Article Body:
Different things motivate different folks. Some people are motivated to enhance their appearance while others are motivated by prestige or sexual conquest. Others are motivated by money. When it comes to work, many people are not motivated to do much of anything except show up and collect a paycheck. It is our job as managers to create an environment in which employees are inspired to do a better job and forge.
A recent Gallop Poll stated that about 20% of people queried described themselves as “actively disengaged” at work. Most of these people also said that they were not given the proper tools to do their job or that they were not given clear directions for completing the task. From this Poll, we see statistics that are astounding. These employees who are being described as “actively disengaged” are costing employers more than 300 billion dollars a year! This same Poll showed that these people are more likely to go hooky or to be late and are also described as less enthusiastic to their jobs.
A frequent mistake that employers make is levying too many regulations for employees to follow. This is highly de-motivating for the employee! They feel that they are not empowered to creatively carry out tasks for fear of breaking a rule.
Having employees feel that they are not trusted is another critical mistake that management makes. Creating rules and polices that question an employee’s trustworthiness is common practice in major businesses. An example includes allowing a certain number of days off when a family member dies. This assumes that if there were no limit on the number of days, the employee would take advantage of their time off.
The following are tips to create a work environment that fosters motivation.
Guidelines for an Enjoyable Work Environment
• Minimize rules and policies to the essential. Rules are there to protect your business and create structure; if a rule does not serve that purpose, then you will need to consider retiring that particular policy.
• After the rules are established, it is essential that all employees know what is expected of them. Ensure apt promulgation of all regulations.
• Establish a code of conduct. Implement a collaborative effort which involves all or most of the employees that work with you. A vision and mission statement keeps the ship sailing towards a common goal.
• Follow the rules- no exceptions. If management fails to practice what it preaches, can it expect its employees to keep within the bounds?
• Management should address inappropriate behaviors immediately before they become habits. Use counseling or a progressive discipline approach rather than a “you’re in trouble” approach.
• Clearly broadcast work place guidelines for professional behavior.
• Seek employee feedback on rules and policies. Request for ideas to enhance these policies for greater employee empowerment. Sometimes staff have great ideas; after all, they do the job everyday!
• Ensure that these novel ideas of consistency in enforcing policy don’t come as a cold shock to rank and file. If you have been letting employees “get away” with things in the past, you should meet with them and explain that the new policies are there for everyone’s mutual benefit.
15 Şubat 2011 Salı
Your Small Business Web Site
Your Small Business Web Site
A web site is a crucial ingredient of your marketing strategy because it can widen your target market to include anyone who has access to a computer and the internet. Almost 60% of Canadians had access to the internet at home in 2003, and around 8 million had regular access to the internet from somewhere, either at home, at work or at school.
And that’s just in Canada. Ecommerce sales from Canada were $7.2 billion, and we only captured 4% of the global ecommerce market! So, how can you reach some of those internet surfers, and how can you capture some of that $7.2 billion spent in ecommerce?
First, you build it
The first step is designing your website. If your company already has business cards and letterhead, it’s best to design your website around them. A matching corporate identity and website helps with branding.
I like uncomplicated websites, with a simple layout and easy navigation. A nice, simple layout, with good graphics, balanced look and good color combinations is my #1 goal when designing a small business web site. Remember to use graphics sparingly and to optimize them for your website because internet surfers are impatient. If your page loads too slowly, they’ll leave.
Navigation should be easy to find and to use, and it should be consistent from page to page. I’ve left more than one site frustrated because I couldn’t easily find their navigation.
Small business web sites aren’t static. They evolve. You need to start somewhere, and starting with an introductory web site is probably easiest. All you really need to start is five pages. You can always add pages later. The important thing is to just do it—take the plunge and get it out there.
Your five pages could include an index, or home page, about us, services, contact and a sitemap. The index page is your landing page. Typically its design is a little more detailed than the others, but it doesn’t have to be that way.
I like to use CSS (cascading style sheets) for designing because it’s simply easier to build a web site and to edit its layout with CSS rather than just HTML (hypertext markup language) alone. A change on a CSS sheet changes all the pages on your site at once.
Content is king
Once your site is designed, you’ll want to start thinking about content. Design is very important, but it does little good to have a beautiful site without high-quality content.
Your small business home page introduces you and your company—who you are and what you do. The about us page is usually used to give more detail than the home page about who you are, and your services page gives more detail about what you do. You might wonder why you’d “waste” a page on a sitemap since you only have 5 pages, but sitemaps help search engines find all the pages in your site.
As far as content goes, more is better, up to a point. Your pages should be content rich and informative, but they also need to be relevant to your small business. If your visitor can’t figure out what your web site is about in just a few seconds, they may leave.
The internet was at first strictly informational, and that’s how it remains today. Several times people have tried experiments using copywriting similar to direct mail sales letters, but they’ve all failed. It seems as if people surf the internet more for information than anything else. Knowing this will help you write pages people will want to read.
Attracting visitors
You could follow your instinct and just start writing, but wait. There’s research you must do first, or your web site simply won’t be high enough in searches to be found. Search engine optimization is far too big a subject to cover in this short article, but among other things, search engines find your pages based on keywords.
So, pretend for a moment that you’re on the other side of the desk. If you were a customer of your own business, what words or phrases would you use to search for your product or service? Ask friends and neighbors how they’d search for your product or services.
When you’ve come up with a few, check them out on a keyword suggestions tool. You can also use that tool to suggest similar words and phrases. Then find out how many results there would be if you searched for that term. What you want to do next is narrow down your choices to the words or phrases that are searched for the most, but have the fewest results.
Remember that people generally don’t look beyond the first three pages for any search term, so if you’re not in the top three pages, your business is not likely to be found at all. If there are millions of results for your phrase, you might simply need to make it more specific.
For example, let’s say you have a small business consulting company that specializes in communication for small business. Using “communication” as a search term is nearly pointless because there are almost 2 billion results for that word. But, there are only 974 results for “small business communication”.
Much better, but how often is that searched for? According to WordTracker, it’s searched for 10 times a day. Not bad, but I think we can do better. How about “small business consulting”? That’s searched for 261 times a day, and there are 373,000 results. That could be the best primary phrase for a small business communication consulting company.
What you want to do, is write your content around those words and phrases. You don’t want or need very many—three or four are plenty.
Getting them to come back again and again
Getting visitors to come back to your site again and again is relatively simple. Keep your content fresh and lively, make sure it’s informative, and add to it often.
I hope you decide your small business needs a web site. It’s the best way I know how to reach a wider target audience with a relatively small investment.
A web site is a crucial ingredient of your marketing strategy because it can widen your target market to include anyone who has access to a computer and the internet. Almost 60% of Canadians had access to the internet at home in 2003, and around 8 million had regular access to the internet from somewhere, either at home, at work or at school.
And that’s just in Canada. Ecommerce sales from Canada were $7.2 billion, and we only captured 4% of the global ecommerce market! So, how can you reach some of those internet surfers, and how can you capture some of that $7.2 billion spent in ecommerce?
First, you build it
The first step is designing your website. If your company already has business cards and letterhead, it’s best to design your website around them. A matching corporate identity and website helps with branding.
I like uncomplicated websites, with a simple layout and easy navigation. A nice, simple layout, with good graphics, balanced look and good color combinations is my #1 goal when designing a small business web site. Remember to use graphics sparingly and to optimize them for your website because internet surfers are impatient. If your page loads too slowly, they’ll leave.
Navigation should be easy to find and to use, and it should be consistent from page to page. I’ve left more than one site frustrated because I couldn’t easily find their navigation.
Small business web sites aren’t static. They evolve. You need to start somewhere, and starting with an introductory web site is probably easiest. All you really need to start is five pages. You can always add pages later. The important thing is to just do it—take the plunge and get it out there.
Your five pages could include an index, or home page, about us, services, contact and a sitemap. The index page is your landing page. Typically its design is a little more detailed than the others, but it doesn’t have to be that way.
I like to use CSS (cascading style sheets) for designing because it’s simply easier to build a web site and to edit its layout with CSS rather than just HTML (hypertext markup language) alone. A change on a CSS sheet changes all the pages on your site at once.
Content is king
Once your site is designed, you’ll want to start thinking about content. Design is very important, but it does little good to have a beautiful site without high-quality content.
Your small business home page introduces you and your company—who you are and what you do. The about us page is usually used to give more detail than the home page about who you are, and your services page gives more detail about what you do. You might wonder why you’d “waste” a page on a sitemap since you only have 5 pages, but sitemaps help search engines find all the pages in your site.
As far as content goes, more is better, up to a point. Your pages should be content rich and informative, but they also need to be relevant to your small business. If your visitor can’t figure out what your web site is about in just a few seconds, they may leave.
The internet was at first strictly informational, and that’s how it remains today. Several times people have tried experiments using copywriting similar to direct mail sales letters, but they’ve all failed. It seems as if people surf the internet more for information than anything else. Knowing this will help you write pages people will want to read.
Attracting visitors
You could follow your instinct and just start writing, but wait. There’s research you must do first, or your web site simply won’t be high enough in searches to be found. Search engine optimization is far too big a subject to cover in this short article, but among other things, search engines find your pages based on keywords.
So, pretend for a moment that you’re on the other side of the desk. If you were a customer of your own business, what words or phrases would you use to search for your product or service? Ask friends and neighbors how they’d search for your product or services.
When you’ve come up with a few, check them out on a keyword suggestions tool. You can also use that tool to suggest similar words and phrases. Then find out how many results there would be if you searched for that term. What you want to do next is narrow down your choices to the words or phrases that are searched for the most, but have the fewest results.
Remember that people generally don’t look beyond the first three pages for any search term, so if you’re not in the top three pages, your business is not likely to be found at all. If there are millions of results for your phrase, you might simply need to make it more specific.
For example, let’s say you have a small business consulting company that specializes in communication for small business. Using “communication” as a search term is nearly pointless because there are almost 2 billion results for that word. But, there are only 974 results for “small business communication”.
Much better, but how often is that searched for? According to WordTracker, it’s searched for 10 times a day. Not bad, but I think we can do better. How about “small business consulting”? That’s searched for 261 times a day, and there are 373,000 results. That could be the best primary phrase for a small business communication consulting company.
What you want to do, is write your content around those words and phrases. You don’t want or need very many—three or four are plenty.
Getting them to come back again and again
Getting visitors to come back to your site again and again is relatively simple. Keep your content fresh and lively, make sure it’s informative, and add to it often.
I hope you decide your small business needs a web site. It’s the best way I know how to reach a wider target audience with a relatively small investment.
Your online Resource
Your online Resource
Oh yes,i discovered a great site that brings deals to its customers,they update every week and i have to say that i am satifiyed!They also have a forum where people can submit request and believe me...they are fast with the replies!If you wanna take a look go for it. The website is http://www.hypodeal.info/ .
oh...forgot to say that they dont charge anything!
Oh yes,i discovered a great site that brings deals to its customers,they update every week and i have to say that i am satifiyed!They also have a forum where people can submit request and believe me...they are fast with the replies!If you wanna take a look go for it. The website is http://www.hypodeal.info/ .
oh...forgot to say that they dont charge anything!
Ziglar Australia releases Sales training selection report
Ensuring training makes the leap from education to performance and profits is essential in today’s marketplace. What can companies do when evaluating the myriad of options available? Knowledge is power. This is an old adage that has been around for a long time. However, now more than ever it is true. As Eric Hoffers says, In times of change the learner shall inherit the earth, while the learned finds themselves beautifully equipped to deal with a world that no longer exists. With technology advances, and the market becoming more and more competitive it is critical that an organization has a workforce that is not only skilled, but is constantly improving those skills. No business can expect growth tomorrow while it rests on the successes of yesterday. Management expects and even demands performance efficiency increases. This can only come from a culture where learning is valued and encouraged.
The Challenge of Selecting Performance-Driven Training
You may have been given the task to create this environment and/or feed this environment of learning. No training department can be the answer to everyone’s needs. A 2002 report by The Conference Board found that 55% of companies outsource part of the training function. There are many instances when you should go outside the expertise of your organization and look for learning providers. But one quick search on the internet is enough to send you running for cover! It is staggering how many vendors there are that want to teach your staff the art of just about anything. From sales to forklift safety from OSHA compliance to training in tropical diseases. You name it you can find someone who is willing and even eager to come to your organization and teach your staff about it.
Selecting an effective training program is a complex process that requires diligently matching an organization’s needs to its employees’ needs and aligning both of these to create desired outcomes usually improved performance and increased profits.
The process is complex because effective training utilizes a company’s style, voice, mission and many other customized elements that are not available in off-the-shelf training options. What enterprises truly want is to equip their work force with information that works in the moment and provides a real time benefit to a specific product or service.
Benefits of Outsourcing your Training
Why should you outsource your training when you probably have many qualified Subject Matter Experts (SME) in your organization? Outsourcing parts of your training function can have many benefits for your organization. The potential of saving your organization money in the long run is probably the biggest factor that motivates most businesses to outsource. Sure you can take your SME’s off their regular jobs to develop content for specific training your staff needs, but the cost of lost productivity plus the SME’s lack of knowledge of sound education principles usually spells disaster for the final learning product. By outsourcing you save not only money in lost productivity, but you also cut back on expenditures of software, printing costs etc. You place the burden of those fixed costs on the vendor and only pay a per use charge. Many times this will save an organization thousands of dollars.
You also gain the benefit of having your staff focus on what they know best - your business. While some of the learning that takes place in your organization is very specific to your business, a large part of the training you need can be done by an outside vendor more efficiently and with greater expertise. Your staff is freed up to focus their valuable time and attention on improving your products and services to the benefit of your customers and your bottom line. Just as you are focusing on your business, a good training vendor is focusing on their business learning. Many times an outside vendor will have cutting-edge technology or the latest development in a certain topic. Take advantage of their research.
The goal of all business is that employees within the framework and extended facets of the business are all constant students. The hope of this belief is that all functional teams in a businesses ecosystem
are self-directed, self-motivated, and self-sufficient. This desire is the reasoning behind a majority of the training programs developed and offered in the soft-skill space.
In the early 90’s Gerald O. Grow offered a self-directional model that adapted itself from the arguments put forward by Blanchard’s situational self-leadership model. Grow’s contention was that in order for training to be effective we have to move away from instructor-led platforms to participant-driven classrooms. Such self-direction only comes when the student buys into the concept of constant learning.
Grow suggested that in order for learning to become self-directed and training to have a chance, organizations interested in optimizing their training efforts needed to know which stage the individuals were in.
The Challenge of Selecting Performance-Driven Training
You may have been given the task to create this environment and/or feed this environment of learning. No training department can be the answer to everyone’s needs. A 2002 report by The Conference Board found that 55% of companies outsource part of the training function. There are many instances when you should go outside the expertise of your organization and look for learning providers. But one quick search on the internet is enough to send you running for cover! It is staggering how many vendors there are that want to teach your staff the art of just about anything. From sales to forklift safety from OSHA compliance to training in tropical diseases. You name it you can find someone who is willing and even eager to come to your organization and teach your staff about it.
Selecting an effective training program is a complex process that requires diligently matching an organization’s needs to its employees’ needs and aligning both of these to create desired outcomes usually improved performance and increased profits.
The process is complex because effective training utilizes a company’s style, voice, mission and many other customized elements that are not available in off-the-shelf training options. What enterprises truly want is to equip their work force with information that works in the moment and provides a real time benefit to a specific product or service.
Benefits of Outsourcing your Training
Why should you outsource your training when you probably have many qualified Subject Matter Experts (SME) in your organization? Outsourcing parts of your training function can have many benefits for your organization. The potential of saving your organization money in the long run is probably the biggest factor that motivates most businesses to outsource. Sure you can take your SME’s off their regular jobs to develop content for specific training your staff needs, but the cost of lost productivity plus the SME’s lack of knowledge of sound education principles usually spells disaster for the final learning product. By outsourcing you save not only money in lost productivity, but you also cut back on expenditures of software, printing costs etc. You place the burden of those fixed costs on the vendor and only pay a per use charge. Many times this will save an organization thousands of dollars.
You also gain the benefit of having your staff focus on what they know best - your business. While some of the learning that takes place in your organization is very specific to your business, a large part of the training you need can be done by an outside vendor more efficiently and with greater expertise. Your staff is freed up to focus their valuable time and attention on improving your products and services to the benefit of your customers and your bottom line. Just as you are focusing on your business, a good training vendor is focusing on their business learning. Many times an outside vendor will have cutting-edge technology or the latest development in a certain topic. Take advantage of their research.
The goal of all business is that employees within the framework and extended facets of the business are all constant students. The hope of this belief is that all functional teams in a businesses ecosystem
are self-directed, self-motivated, and self-sufficient. This desire is the reasoning behind a majority of the training programs developed and offered in the soft-skill space.
In the early 90’s Gerald O. Grow offered a self-directional model that adapted itself from the arguments put forward by Blanchard’s situational self-leadership model. Grow’s contention was that in order for training to be effective we have to move away from instructor-led platforms to participant-driven classrooms. Such self-direction only comes when the student buys into the concept of constant learning.
Grow suggested that in order for learning to become self-directed and training to have a chance, organizations interested in optimizing their training efforts needed to know which stage the individuals were in.
14 Şubat 2011 Pazartesi
Your Very First Steps To Outsourcing
Eventhough the concept of outsourcing has been around for years, its implementation often incorrect and misled.
Outsourcing is NOT about having jobs done by other parties.
Outsourcing is about having the best talent and resource to do some tasks, so you can concentrate on more strategic ones.
The distinction is obvious. Your strategic tasks is the most important things you need them to be done to grow your business. You do not want to be distracted by other repetitive tasks you can outsource to third parties. However, if you select those parties carelessly, you may jeopardize your business entirely. On the other hand, if you put your outsourced tasks on the hand of the best expert you can find, you may even increase your productivity.
If you have no experience in outsourcing, you can follow these steps:
1. Determine which task is strategic and which one is not.
2. Outsource non strategic tasks.
3. Do your research to find third parties with the best talents and resources.
4. Don't be cheapy. You always get what you pay for.
5. Do some testing and observe the outsource results. If you find those third parties are not what they have told you, fire them.
6. Consider to use media to attract talents.
7. You may need to write 'help needed' ads to attract talents.
8. Outsource that copywriting task, too.
9. Do your strategic tasks to find the way to win your business
10. Once you find the way, find best talent and resources to do it.
With that process, sooner or later you will find the difference between outsourcing and out tasking. The later is when you get your tasks done by other parties regardless of their capability and talent. They just do what they have to do. Sure, you get your tasks done. But the results do not give any contribution to your productivity.
One thing you should understand about strategic thinking. Thinking strategically is about finding any possible ways to win. So, your strategic tasks are activities in finding ways to win. Once you find the way, find the best talent and resources to do it and make it happen. That's outsourcing.
Outsourcing is NOT about having jobs done by other parties.
Outsourcing is about having the best talent and resource to do some tasks, so you can concentrate on more strategic ones.
The distinction is obvious. Your strategic tasks is the most important things you need them to be done to grow your business. You do not want to be distracted by other repetitive tasks you can outsource to third parties. However, if you select those parties carelessly, you may jeopardize your business entirely. On the other hand, if you put your outsourced tasks on the hand of the best expert you can find, you may even increase your productivity.
If you have no experience in outsourcing, you can follow these steps:
1. Determine which task is strategic and which one is not.
2. Outsource non strategic tasks.
3. Do your research to find third parties with the best talents and resources.
4. Don't be cheapy. You always get what you pay for.
5. Do some testing and observe the outsource results. If you find those third parties are not what they have told you, fire them.
6. Consider to use media to attract talents.
7. You may need to write 'help needed' ads to attract talents.
8. Outsource that copywriting task, too.
9. Do your strategic tasks to find the way to win your business
10. Once you find the way, find best talent and resources to do it.
With that process, sooner or later you will find the difference between outsourcing and out tasking. The later is when you get your tasks done by other parties regardless of their capability and talent. They just do what they have to do. Sure, you get your tasks done. But the results do not give any contribution to your productivity.
One thing you should understand about strategic thinking. Thinking strategically is about finding any possible ways to win. So, your strategic tasks are activities in finding ways to win. Once you find the way, find the best talent and resources to do it and make it happen. That's outsourcing.
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