How to Write a Book Using a Simple Template

There are many strategies to writing a book. You can sit down at your desk and just begin writing. This works well for very few people because at some point in the writing process - you could be halfway through the book before this happens - you are going to hit a roadblock and not know how to continue. Worse, you can lose track of your focus quite easily and go off on tangents that have absolutely no relevance with the rest of the chapter you are working on.

Another frequent writing approach is to jot down a few ideas, maybe even a list of chapters and their subject matter and to start writing. This can actually be worse than writing without any structure because you end up with very large chapters of more than 50 pages and then extremely small chapters of only a couple pages. That does not make sense and it does not result in a book that reads or flows well.

A better way to write your book, albeit still not the easiest way, is to draft an outline. I know, an outline feels too structured for many writers. Please bear with me. Writing an outline, a detailed outline, will not only help you organize your thoughts in a clear and concise manner, it will create a better book. Your book, when organized in an outline will be balanced. You would not have 50 page chapters and 5 page chapters, you will have equal chapters, they will all have a point, and you would not be as likely to go off on tangents.

How to Write a Book Using a Simple Template

Additionally, when you use an outline, your book will be written faster because you can approach it in a systematic way.

Now we are going to talk about the easiest approach to writing a book using a template or blueprint. The secret to this is that you are going to create much of the blueprint yourself. Why? Because only you know exactly what needs to be contained in your book. Here is the template part ready?

Remember the outline that we discussed? Go ahead and write that outline but make sure you have 1 chapter for every 10 pages of content. This means if you have a section you think will take 20 pages; find a way to break it into two parts. Now create 20 chapters if you want a 200 page book, 30 chapter titles if you want a 300 page book and so on. There is more...

Under each chapter title, you will want to create 10 points you want to express in your chapter. Each point will cover approximately one page, maybe a little more and maybe a little less but you will end up with 10 pages for each chapter.

Why does this work? It gives you a clear structure to write, so when you are not feeling up to it you really do not have any excuse to not get at least one page done. It also makes it really easy to write your book. Simply turn each point into a question, sit down and answer it. You will have your page written in less than five minutes... really! This means that if it takes you 5 minutes to write a page, you could write a chapter each day, right? That would mean you could have your 20 chapter book, your 200 page book, written in 20 days. Now that is fast and that is why using a template works so well.

How to Write a Book Using a Simple Template
Check For The New Release in Health, Fitness & Dieting Category of Books NOW!
Check What Are The Top Cooking Books in Last 90 Days Best Cheap Deal!
Check For Cookbooks Best Sellers 2012 Discount OFFER!
Check for Top 100 Most Popular Books People Are Buying Daily Price Update!
Check For 100 New Release & BestSeller Books For Your Collection

For Your FREE MP3 (Value .00)
How To Make A 6 Figure Income Writing & Publishing Your Own Book
Go To: Become A Writer

Bob Burnham
Entrepreneur, Consultant and # 1 Amazon Best Selling Author of "101 Reasons Why You Must Write A Book"

For Information on How to Write and Publish your Own Book go to Expert Author - http://www.expertauthorpublishing.com
Read More On: How To Write A Book

cell phone watches Cheap Deals Mason 5C025 Pad Anti Vibration Best Price Dual Motor Deluxe Power Unit For

Marketing Strategy: 7 Steps to Market Segmentation

Market segmentation is widely defined as being a complex process consisting in two main phases:

- identification of broad, large markets

- segmentation of these markets in order to select the most appropriate target markets and develop Marketing mixes accordingly.

Marketing Strategy: 7 Steps to Market Segmentation

Everyone within the Marketing world knows and speaks of segmentation yet not many truly understand its underlying mechanics, thus failure is just around the corner. What causes this? It has been documented that most marketers fail the segmentation exam and start with a narrow mind and a bunch of misconceptions such as "all teenagers are rebels", "all elderly women buy the same cosmetics brands" and so on. There are many dimensions to be considered, and uncovering them is certainly an exercise of creativity.

The most widely employed model of market segmentation comprises 7 steps, each of them designed to encourage the marketer to come with a creative approach.

STEP 1: Identify and name the broad market

You have to have figured out by this moment what broad market your business aims at. If your company is already on a market, this can be a starting point; more options are available for a new business but resources would normally be a little limited.

The biggest challenge is to find the right balance for your business: use your experience, knowledge and common sense to estimate if the market you have just identified earlier is not too narrow or too broad for you.

STEP 2: Identify and make an inventory of potential customers' needs

This step pushes the creativity challenge even farther, since it can be compared to a brainstorming session.

What you have to figure out is what needs the consumers from the broad market identified earlier might have. The more possible needs you can come up with, the better.

Got yourself stuck in this stage of segmentation? Try to put yourself into the shoes of your potential customers: why would they buy your product, what could possibly trigger a buying decision? Answering these questions can help you list most needs of potential customers on a given product market.

STEP 3: Formulate narrower markets

McCarthy and Perreault suggest forming sub-markets around what you would call your "typical customer", then aggregate similar people into this segment, on the condition to be able to satisfy their needs using the same Marketing mix.
Start building a column with dimensions of the major need you try to cover: this will make it easier for you to decide if a given person should be included in the first segment or you should form a new segment. Also create a list of people-related features, demographics included, for each narrow market you form - a further step will ask you to name them.

There is no exact formula on how to form narrow markets: use your best judgement and experience. Do not avoid asking opinions even from non-Marketing professionals, as different people can have different opinions and you can usually count on at least those items most people agree on.

STEP 4: Identify the determining dimensions
Carefully review the list resulted form the previous step. You should have by now a list of need dimensions for each market segment: try to identify those that carry a determining power.

Reviewing the needs and attitudes of those you included within each market segment can help you figure out the determining dimensions.

STEP 5: Name possible segment markets
You have identified the determining dimensions of your market segments, now review them one by one and give them an appropriate name.

A good way of naming these markets is to rely on the most important determining dimension.

STEP 6: Evaluate the behavior of market segments

Once you are done naming each market segment, allow time to consider what other aspects you know about them. It is important for a marketer to understand market behavior and what triggers it. You might notice that, while most segments have similar needs, they're still different needs: understanding the difference and acting upon it is the key to achieve success using competitive offerings.

STEP 7: Estimate the size of each market segment

Each segment identified, named and studied during the previous stages should finally be given an estimate size, even if, for lack of data, it is only a rough estimate.

Estimates of market segments will come in handy later, by offering a support for sales forecasts and help plan the Marketing mix: the more data we can gather at this moment, the easier further planning and strategy will be.

These were the steps to segment a market, briefly presented. If performed correctly and thoroughly, you should now be able to have a glimpse of how to build Marketing mixes for each market segment.

This 7 steps approach to market segmentation is very simple and practical and works for most marketers. However, if you are curious about other methods and want to experiment, you should take a look at computer-aided techniques, such as clustering and positioning.

Marketing Strategy: 7 Steps to Market Segmentation
Check For The New Release in Health, Fitness & Dieting Category of Books NOW!
Check What Are The Top Cooking Books in Last 90 Days Best Cheap Deal!
Check For Cookbooks Best Sellers 2012 Discount OFFER!
Check for Top 100 Most Popular Books People Are Buying Daily Price Update!
Check For 100 New Release & BestSeller Books For Your Collection

Otilia Otlacan is a young certified professional with expertise in e-Marketing and e-Business, currently working as independent consultant and e-publisher. She developed and teach her own online course in Principles of e-Marketing and is also a volunteer Economics teacher. Contact Otilia through TeaWithEdge.com, her e-Marketing articles and resources portal.

mobile phone watches Buy 2008 2010 Mitsubishi Lancer Without Turbo Radiator

Pharmaceutical Sales Brag Book - How to Make, What to Include, and How to Present Within Interviews

Many of you new to the pharmaceutical sales career search process may not have heard of using a brag book or interview portfolio to win the job. A pharmaceutical sales brag book is simply a way to support or prove the claims made in your resume and within the pharma sales interview.

Think of it this way: your interviewer doesn't know you from Adam...so a brag book essentially validates and corroborates your story within the interview process.

In effect, your pharmaceutical sales brag book is a sales aid - similar to the detail binder that pharmaceutical reps utilize when promoting products to physicians. In the same manner that the detail binder backs-up, supports and adds credibility to a rep's sales presentation, the brag book adds credibility to your resume and supports your assertions of skills, experience and accomplishments.

Pharmaceutical Sales Brag Book - How to Make, What to Include, and How to Present Within Interviews

In fact, the brag book is considered such an essential part of the pharmaceutical sales interview that if you fail to create one...you'll very possibly fail the interview. PERIOD!

Now, just as a pharma rep utilizes "features and benefits" to sell a product, you must think in those terms, as well. Your mission is to shamelessly sell your "benefits" (aka achievements) to the hiring manager, and your pharmaceutical sales brag book is the key!

Now, on to your next question...what in the world goes in my Pharmaceutical Sales Brag Book?

Now assemble all the documents, in addition to your resume and reference page (co-workers, supervisor's names/titles/contact info), and organize in a logical manner. Next, go to your local copy store to have it spiral bound together (wire spiral) with a professional-looking cover. You may also wish to utilize tabs for the different sections, in order to quickly access during the interview.

How to best use your Pharmaceutical Sales Brag Book to your advantage?

It's all in the presentation...

Your pharmaceutical sales interview portfolio, or brag book, is best utilized in the same manner a pharma rep would present to a physician. In other words, only the most important information (achievements) will be highlighted. Avoid hypnotizing/boring the hiring manager by going over it page by page. ~YAWN! Instead, utilize it in response to an interview question. If the manager asks you about your sales aptitude, provide a great example of your sales aptitude (STAR format) and back it up by pointing to the appropriate, tangible achievement in your brag book. Also, practice using your brag book in response to interview questions. Make sure you know the contents inside and out, so that you may effortlessly find the appropriate section within the interview.

Pharmaceutical Sales Brag Book - How to Make, What to Include, and How to Present Within Interviews
Check For The New Release in Health, Fitness & Dieting Category of Books NOW!
Check What Are The Top Cooking Books in Last 90 Days Best Cheap Deal!
Check For Cookbooks Best Sellers 2012 Discount OFFER!
Check for Top 100 Most Popular Books People Are Buying Daily Price Update!
Check For 100 New Release & BestSeller Books For Your Collection

Anne Marie Posegate - former pharmaceutical sales recruiter, teacher, corporate trainer, and current interview coach - has created one of the largest FREE pharma sales jobs information sites in existence...filled to the brim with candid advice and information about pharmaceutical sales careers.

In addition, Anne has just released to the public her time-tested, step by step, e-book system for gaining pharmaceutical sales interviews AND jobs...and she's absolutely thrilled to have helped hundreds of candidates gain the pharma jobs of their dreams!!

mobile phone watches Cheap Deals Mason 5C025 Pad Anti Vibration

"Switch How to Change Things When Change is Hard" by Chip Heath and Dan Heath Business Book Review

Business mavens, Brothers Heath released their new book, entitled, "Switch: How To Change Things When Change Is Hard," (Broadway, 2010), in February. The authors address change at the individual, organizational, and societal level. Change involves the brain's emotional and rational side. The Heath brothers identify the overpowering emotional element as the Elephant. The rational, decision-making component is secondary and sits atop the Elephant as the Rider. When conflict between the two exists, the Rider is inherently the underdog. To make lasting change, the Elephant and Rider need to unite. Also key is having clear direction. Following is an example from each of the nine principles contained within the triad to accomplish long-term change. It's noteworthy that the change framework benefits anyone without a vast amount of authority or resources.

DIRECT THE RIDER-Analytical, Rational Thinking.

Find the Bright Spots. In 1990 an international organization that helps needy children accepted a Vietnamese government invitation to decrease malnutrition. They earned six months to make a difference. The short timeline negated ending poverty, purifying water and building sanitation systems to address starvation. Organizers traveled to a rural village and met with mothers. Despite widespread malnutrition, some children were thriving. Why? The team searched for bright spots-successful efforts worth emulating. They discovered bright spot moms fed their children four times a day (easier on kids' digestive systems), vs. the standard two. Another finding among several was that bright spot moms added shrimp and crab from the rice paddies into their kids meals. Cooking classes originated with bright spot moms teaching other mothers how to prepare healthy meals for their children. The mothers already had the emotional component (Elephant) - natural concern for their kids. They needed direction (Rider) not motivation. Six months later, 65 percent of the village kids were better nourished and stayed that way.

"Switch How to Change Things When Change is Hard" by Chip Heath and Dan Heath Business Book Review

Script the Critical Moves. Doctors studied a case history of a patient with chronic arthritic hip pain. Their options were to perform drastic hip replacement surgery or administer a single untried medication. They chose the drug 47 percent vs. doing hip surgery. Another doctor set studied a similar case history with two untried drugs presented as a choice. Here, only 28 percent of the doctors chose one of the prescriptions. The remainder selected hip surgery. The study results display decision paralysis. Too many choices tax the Rider's strength; and it will always revert to the status quo. Change creates uncertainty and ambiguity. Any successful change requires translation of ambiguous goals into concrete behaviors. Script the critical moves (not every move but key moves). In the above studies, the critical directive to "Use invasive options only as a last resort" would have resulted in more physicians choosing the drug option. Clarity dissolves the Rider's resistance.

Point to the Destination. In the mid 1980s a popular investment firm's research department ranked an embarrassing fifteenth in its ability to generate revenue for banks. Top executives recruited a new leader who became both GM and coach. He announced that he expected analysts to initiate at least 125 client conversations a month. He promoted a team environment; requiring analysts to cite colleagues' work at least twice during presentations. He also declared that the firm would crack the premiere investment magazine's Top 5. He not only scripted the critical moves (make 125 calls, cite colleagues' work); he also created a destination postcard- a vivid picture from the near-term future that shows what could be possible. In three short years the firm leapfrogged from fifteenth to first place. When you describe a compelling destination you decrease the Rider's ability to get lost in analysis paralysis.

MOTIVATE THE ELEPHANT-Emotional, Instinctive.

Find the Feeling. In the late 1970s, a state's Department of Youth Services (DYS), an agency that focuses on delinquent kids; overhauled its operations. Nonprofits including group homes and halfway houses replaced youth prisons. The head of accounting for DYS ruled his division with an iron fist, earning the title of Attila the Accountant. Expense reports submitted with a single mistake like a date omission or miscalculated subtotal were returned to the offending nonprofit for corrections. The organizations operated on a shoestring budget and delayed payments jeopardized their ability to service kids. Frustrated, Attila's colleagues invited him on a field trip to visit some participating nonprofits. He witnessed firsthand their operational and financial challenges; and returned to the office a changed man. He was still authoritarian but less nitpicky about expense report submissions, allowing the nonprofits to receive their payments faster.

Shrink the Change. A local car wash ran a promotion using loyalty cards. One customer group received an 8-stamp card, earning a free car wash once filled. Another customer set received a 10-stamp card, with 2 stamps already completed, advancing them 20 percent towards their goal. Several months later, only 19 percent of the 8-stamp customers had earned a free car wash, vs. 34 percent of the head-start group, which also earned their free car wash faster. The authors state that people find it more motivating to be partially finished with a long-term goal than to be at the starting gate of a shorter one. How could you rally your family, coworkers, community, etc. to achieve a long-term goal by highlighting what's already been accomplished towards its completion? To motivate an uninspired Elephant, shrink the change.

Grow Your People. In 1977 the St. Lucia parrot faced extinction. Island natives undervalued the bird, some even eating it as a delicacy. No clear economic case for saving the parrot existed. Conservationists knew an analytical case for protecting the bird would fail. Instead, they implemented an emotional appeal. Their goal was to convince St. Lucians that they were the kind of people who protected their own. They wanted St. Lucians to swell with pride over their exclusive island species. The St. Lucia Parrot Campaign included T-shirts, bumper stickers and locally recorded songs about the parrot. The animal became part of the natives' national identity. In 2008, conservationists noted that no St. Lucian had been caught shooting the parrot in fifteen years, resurrecting the species from extinction.

SHAPE THE PATH-Provide Clear Direction.

Tweak the Environment. The airline industry abides by the "sterile cockpit" rule. Anytime a plane is below 10,000 feet, either ascending or descending (the most accident-prone times), no conversation other than flight-related is permitted. At 11,000 feet the crew can talk freely. An IT group adopted the sterile cockpit tenet to advance an important software development project. They aimed to reduce new product development time from three years to nine months. They established "quiet hours" Tuesday, Thursday and Friday mornings before noon. It gave coders a sterile cockpit, allowing them to concentrate on complex bits of code without being interrupted. Ultimately, the group achieved their nine-month development goal. What looks like a people problem is often a situational challenge. People have a systematic tendency to ignore situational forces that shape other people's behavior. Simple tweaks of the path can produce dramatic behavioral changes.

Build Habits. One of the subtle ways our environment influences us is by reinforcing (or deterring) our habits. Habits are important because they're behavioral autopilot. They allow good actions to happen "free" without taxing the Rider's self-control, which is exhaustive. To change yourself or others you need to change habits. Forming a habit involves both environmental and mental influences. "Action triggers" are effective in motivating action. They preload a decision and are most useful in difficult situations when the Rider's self-control is strained. Action triggers create "instant habits."

Rally the Herd. A hotel manager tested a new sign in the hotel bathrooms. It simply stated "the majority of guests at the hotel reuse their towels at least once during their stay." Guests who got the sign were 26 percent more likely to reuse their towels. They took cues from the herd. In ambiguous situations we all look to others for cues about how to behave. Change situations often involve ambiguity along with their inherent unfamiliarity. To change things, you must pay attention to social signals. They can either guarantee a change effort or doom it. Lead an Elephant on an unfamiliar path and it's likely to follow the herd.

The authors acknowledge that change isn't always easy. When change works it tends to follow a pattern. People will change with clear direction, ample motivation, and a supportive environment. The Rider, Elephant and Path need to align in support of the switch. Visit the authors at http://www.heathbrothers.com.

"Switch How to Change Things When Change is Hard" by Chip Heath and Dan Heath Business Book Review
Check For The New Release in Health, Fitness & Dieting Category of Books NOW!
Check What Are The Top Cooking Books in Last 90 Days Best Cheap Deal!
Check For Cookbooks Best Sellers 2012 Discount OFFER!
Check for Top 100 Most Popular Books People Are Buying Daily Price Update!
Check For 100 New Release & BestSeller Books For Your Collection

Timothy Zaun is a blogger, speaker and freelance writer. Visit him online at http://timzaun.com.

watches mobile phone Buy Auburn Gear 5420113 High Performance Series Differential