Disaster Recovery Gotchas - Watch Out For These Common Mistakes! - And Much More - 101 World Class Expert Facts, Hints, Tips and Advice on Disaster Recovery

Disaster Recovery Gotchas - Watch Out For These Common Mistakes! And Much More

101 World Class Expert Facts, Hints, Tips and Advice on Disaster Recovery

Copyright © Notice of rights All rights reserved. No part of this book may be reproduced or transmitted in any form by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Notice of Liability The information in this book is distributed on an “As Is” basis without warranty. While every precaution has been taken in the preparation of the book, neither the author nor the publisher shall have any liability to any person or entity with respect to any loss or damage caused or alleged to be caused directly or indirectly by the instructions contained in this book or by the products described in it. Trademarks Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisher was aware of a trademark claim, the designations appear as requested by the owner of the trademark. All other product names and services identified throughout this book are used in editorial fashion only and for the benefit of such companies with no intention of infringement of the trademark. No such use, or the use of any trade name, is intended to convey endorsement or other affiliation with this book.

Information is power – you know that. But, how do you research the best Disaster Recovery strategies, without spending too much of your time (and money) on it? The average person earns $ 1100 per week, which equates to $ 27 per hour. Trying to do the research yourself would take you at least 5 hours to come up with the best information, AND you’ll have to do this on a regular basis to come up with the most up to date and current information. There has to be a different way to find the info you want! Well, yes there is… we did all the research for you, combed through all the information and got down to the hard core of the 101 most up to date and best Facts, Hints, Tips and Advice here, in this book. The 101 of the most current, most actual and beneficial Facts, Hints, Tips and Advice you can find from experts in the field on Disaster Recovery:

Table of Contents 4 Types of Uninterruptible Power Supply Solutions ..................... 11 Designing Uninterrupted Power Supplies For Data Centres ........ 13 What Are You Going to Do If the Power Goes Out For Two Weeks?................................................................................................ 16 Major Earthquake Just Leveled a City Near By, Your Water and Power Out - Now What? .................................................................. 17 IT Outsourcing - A Risk to Business Continuity? ........................... 18 Data Center - Build and Manage IT in House Vs Outsourcing ..... 20 Flood Disasters and Your Business - What Are You Going to Do If? ........................................................................................................ 23 Records Restoration and Archive Preservation .............................. 24 Sorry, the Server's Down, Can You Call Back Later? - Part 1 ........ 26 Disaster Planning With a Business Continuity Plan (BCP) ........... 28 Be Prepared For Disaster .................................................................. 35 IT Disaster Recovery - A Finance Perspective ................................ 37 Keep the Sky From Falling ............................................................... 42 Sorry, the Server's Down, Can You Call Back Later? Part 2 .......... 43 In Case of Emergency, Don't Panic! ................................................. 45 Is Your Business Prepared If Disaster Strikes? ............................... 47 What Can Your Business Do to Help After Disaster Strikes?........ 48 Without Power, You Are Out of Business!...................................... 49

Disaster Recovery - An Expensive Luxury? ................................... 51 What Facilities Managers Need to Understand About UPS ......... 53 Business Continuity Considerations For Catastrophes ................. 55 Business Continuity and Legal Promises With Customers........... 56 Time For Businesses to SWOT Up................................................... 57 Comparing Transformer-Based and Transformerless Uninterruptible Power Supplies...................................................... 60 Business Continuity - It's a Matter of Survival............................... 63 Are You Living Below Or Above Your Means? ............................. 65 Water Damages This Winter - Not If You Prepare ........................ 68 How Do You Survive a Recession? ................................................. 71 The Importance of Business Continuity Planning ......................... 72 The Science of Economic Crisis and 5 Rules of Recovery ............. 74 Recession Proof Survival Guide - Be Proactive and Not Reactive 78 Make Your Business Decision About the Economic Downturn ... 82 Power Protection Systems Design and UPS Topologies ............... 84 Power Protection in Today's Data Centers and Server Farms ...... 88 Rotary Uninterruptible Power Supplies and Power Protection Systems .............................................................................................. 91 Do You Have a Business Continuity Disaster Plan? - It is Not Complete ........................................................................................... 95 Contingency Planning Before the Crisis Occurs ............................ 96 Do You Want to Succeed in a Down Economy? Many Have - You Can Too.............................................................................................102

Developing a Chemical Spill Response Plan ................................ 104 4 Steps to Business Survival ........................................................... 106 Economic Crisis: Another Breakdown Leads to Break Thru ....... 107 Saving Your Company's Environment in an Economic Crisis .... 110 Recession - Who Can Clear the Financial Mess? .......................... 113 Generator Sizing For Compatibility With Uninterrupted Power Supplies ............................................................................................ 115 Recession - The Advantage of Being a Populous Country .......... 117 As the Economy Slides, Don't Forget the Fundamentals ............. 120 When Disaster Strikes - Preparedness For Your Business ........... 121 Is Your Business Safe and Secure in Any Emergency? ................ 123 Small Business - Don't Neglect Your Disaster Recovery Plan ..... 124 Power Solutions Review For Power Protection Continuity ........ 127 Recession Proof Businesses, Myth Or Fact? .................................. 129 Does Your Business Survive Only If You Do? .............................. 131 How to Manage Your Lone Workers............................................. 134 How to Evaluate Business Continuity Services ............................ 136 Recession - Time For Skills ............................................................. 138 Are Security Guards Needed For Your Business? ........................ 139 Parallel UPS Operation and Power Protection Systems .............. 141 Measuring Reliability For Uninterruptible Power Supplies and Power Protection Plans ................................................................... 144 Disaster Recovery Testing - Educating End Users on the Importance of Testing ..................................................................... 147

The Debt Workout - How to Avoid Bankruptcy and Stay in Business ............................................................................................150 Business Suicide Strategy #9 - Not Using The Acres of Diamonds Principle............................................................................................153 There Has to Be a Better Way .........................................................156 What is Involved With HAZWOPER Training? ...........................158 Business Suicide Strategy #11 - Not Charging the 'Perfect Price' For Your Product Or Service Part II ...............................................159 "In Emergency, Please Use the Elevators" - A Sign in the Future? ...........................................................................................................162 Stealing Business Secrets .................................................................165 Steer Your Company Through a Recession ...................................168 Back-Feed Protection in Uninterruptible Power Supplies ...........170 Uninterruptible Power Supply - External Battery Testing...........172 Recognition Rules! A Talent Retention & Team Building Imperative For Uncertain Times ....................................................175 Business Survival in This Difficult Market ....................................180 Prepare For the Unexpected - It Probably Will Happen! .............181 Disaster Relief Government Grants ...............................................184 2009 Business Disaster - How to Survive.......................................186 Keeping Your Business Striving .....................................................187 Economic Obstacle Or Opportunity? .............................................189 How to Survive As a Business During a "Recession" ...................191 Is Bartering a Way Out For Cash Strapped Communities? .........193

What to Do in a Recession .............................................................. 195 How to Experience Business Growth in Tough Economic Times ........................................................................................................... 197 Disaster Recovery Gotchas - Watch Out For These Common Mistakes! .......................................................................................... 202 How Does an Orange Beat a Salami? ............................................ 206 IT Infrastructure - A Boon to Grow Your Business! ..................... 209 Successful Survival .......................................................................... 210 Business Disaster Recovery - Flood Protection............................. 211 Pre-Qualifying Your Disaster Restoration Contractor ................. 214 Ways Your Business Can Fight Back in an Bad Economy ........... 215 Disaster Recovery Tests Too Costly? ............................................. 217 Job Opportunity at FEMA .............................................................. 219 Power and Data Center Flexibility................................................. 221 Clean, Reliable Backup Power ....................................................... 222 Data Center Disaster Planning ....................................................... 224 Keeping Your Business Alive During the Recession .................... 225 Crisis Reputation Management - When Leadership Fails ........... 228 How to Reduce the Pain of a Small Business Failure ................... 231 UPS Monitoring - Onsite and Remote ........................................... 233 UPS Downstream Distribution ...................................................... 235 Uninterruptible Power Supply - Electricity Generation & Distribution ...................................................................................... 238 Learning More About Disaster Recovery...................................... 240

Disaster Preparedness - How Ready Are You?.............................242 10 Tips For Surviving - No, Thriving - In the Workplace Today.248

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4 Types of Uninterruptible Power Supply Solutions When utility power suffers an outage, an uninterruptible power supply (UPS) can provide a continuous electrical current. These units are typically used as a secondary power source for emergencies. Depending upon the type of business and its needs, different types of UPS's may be more appropriate than others. Below, we'll describe the 4 main types of UPS's that are currently available and deployed in various industries throughout the world. #1 - Offline UPS Also called a "standby UPS," this unit doesn't act until a disruption in the electrical current is identified. After this happens, the battery within the UPS begins supplying the current in the utility's absence. When the UPS closes the transfer switch and begins to supply power, there's a brief period during which power is unavailable. While offline UPS's are inexpensive compared to other UPS solutions, some types of sensitive equipment can't work properly with this inherent limitation. #2 - Online UPS An online UPS maintains a constant connection from the UPS battery to the equipment that needs power. Electricity is converted from AC to DC and then converted back to AC before delivery. The continuous link between the online UPS's battery and the equipment not only prevents any brief loss of power (like that experienced with offline UPS's), but helps manage voltage irregularities. While this type of UPS usually costs more and is less energy-efficient, its reliability is an important factor for many mission critical applications.

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#3 - Ferro-Resonant UPS This type of UPS is very similar to an offline UPS. It works in the same manner. The most significant difference is the use of an internal transformer within the ferro-resonant UPS. The main limitation of an offline UPS is the brief power loss between the time the transfer switch is closed and the battery begins supplying power. The ferro-resonant UPS's transformer is designed to resolve that issue. Ideally, the transformer holds enough energy to cover the momentary power loss. Because equipment that's used for power factor corrections reacts poorly to the transformers, this type of UPS is seldom used today. #4 - Line Interactive UPS Line interactive UPS's attempt to correct some of the problems of an offline UPS. Like an online UPS, this unit maintains a continuous connection between the battery and the output. However, the primary source of the electrical current is still the AC input. In the event the primary source becomes unavailable, the transfer switch is opened, allowing an inverter and converter to charge the battery before delivering the current. While they're more expensive than an offline UPS, they still have difficulty regulating voltage sags and surges. Choosing A UPS Solution The primary constraint for most small businesses is budgetary. While an online UPS provides consistency and reliability, they're expensive. However, while an offline UPS is less-expensive, the unit can expose your sensitive digital equipment to unpredictable power outages and surges. Weigh your options and your power needs. Then, try to invest as much as you can afford in a robust UPS solution. While the initial investment can seem prohibitively high, it's an insurance policy worth having. Power Systems & Controls is the industry standard for Uninterruptible Power Supply and Frequency Converters

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Designing Uninterrupted Power Supplies For Data Centres Today's modern data centres face an uphill struggle. Before even considering power protection, many are facing difficulties even securing enough supply for their sprawling facilities. Research organisation Gartner predicted that by this year (2008) 50% of currently established data centres would have insufficient power and cooling capacity to meet demands. Quocirca found that 43% of data centres are aware of an approaching power constraint with 14% (19% in the USA) having already reached their limit. This is due, in part, to server sprawl as well as a lack of consolidation between procurement, application management and energy use. But even with a complete change around in management data centres still need to elevate power generation and protection further up the boardroom agenda as their businesses, and those of their customers, rely so heavily on power continuity. Data centre power protection must focus on availability, redundancy, resilience and serviceability with uninterruptible power supplies at the centre and as the bridge between mains power and standby power (whether a diesel generator, fuel cell or other source). The most important first step towards uninterrupted power is to categorise loads into critical, essential and non-essential and then size those that warrant UPS protection in terms of their energy use. Critical loads (IT infrastructure, servers, networks, routers and so forth) are those that the business simply cannot function without. They will require UPS protection and redundancy and may even warrant extended runtime. Essential loads (heating and emergency lighting, for example) are those that do not necessarily directly affect business continuity but which may be required for health & safety reasons. They may need UPS protection to ensure their continuity until generator start-up but may not require redundancy. Non-essential loads (printers, can-

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teen facilities) can be temporarily lost in a power failure and do not require any form of UPS protection. Sizing an uninterruptible power supply system can be tricky. If it is significantly oversized it will run inefficiently and cost more to install. Conversely, 'undersizing' will introduce the risk of system overloads. Whilst an on-line uninterruptible power supply has a built-in automatic bypass for emergencies, running close to design limits with regular overloads is bad practice. UPS Sizing: understanding the importance of 'real power' is crucial for power protection sizing. Kilowatts (kW) are a measure of the real power drawn by the load whereas kilovolt-amps (kVA) are a measure of apparent power. The difference between the two is the power factor (pf) and its size presents challenges when specifying UPS. The greatest efficiency comes from operating at a power factor of 1.0 or 'unity'. An uninterruptible power supply, with as high an output power factor as possible, should be specified. A power factor of 0.9 is the standard set by reputable UPS manufacturers like Riello UPS. Power protection systems should consist of units offering an input power factor of not less than 99%, enabling users to cut energy wastage. Today's UPS should offer a small footprint so as not to take up too much valuable revenue-earning rack space. An online or double conversion UPS is recommended for the protection of critical telecom or data centre loads. The inverter (which is powered when mains supply is present from a rectified mains supply) continuously powers the load from the UPS battery when mains power fails. The transfer from mains to battery is seamless with no break in supply, which is critical for this type of installation. Various UPS configurations are available including single, parallel and series-redundant with each resulting in a different level of resilience, MTBF (meantime-between-failure) and availability.

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Resilience is built into the UPS in the form of an automatic static transfer switch. A sensor monitors the output waveform of the inverter. Should the inverter fail due to short-circuit, overload or fault condition, the static switch transfers the load to mains without a break. Planning for the Future: data centre loads are not static and will be under constant change and adaptation throughout the life of the facility. A graduated 'growth model' needs to be conceptualized at the outset to allow for future expansion of power protection equipment. UPS Monitoring and Maintenance: the advent of Html capability in the software arena has enabled modern UPS manufacturers to integrate sophisticated onsite and remote monitoring capability within their hardware. In fact, modern systems enable remote 24/7 monitoring (either by the client or at the manufacturer's facility) of all critical UPS, generator, air-conditioning and fire suppression equipment. Nowadays, modern UPS systems, attached to mission critical equipment, have an internal or external maintenance bypass, which allows servicing to be carried out without having to shut down the whole network and lose vital productivity. Proper maintenance, carried out in a timely and effective manner, can prolong the life of the UPS, increase its effectiveness and achieve a better return on investment. Power protection is vital for today's data centres and UPS providers like Riello are specifically designing products to suit the needs and constraints of this type of installation. For more information about designing, installing and operating power protection systems read The Power Protection Guide. Robin Koffler is the co-author of The Power Protection Blog with Jason Yates, and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS -

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uninterruptible power supplies website.

What Are You Going to Do If the Power Goes Out For Two Weeks? Some businesses have a plan and a strategy to deal with disasters, but what if something goes wrong that is not a widespread disaster but causes the power to go out for two weeks? You see, whether it is a disaster or not makes no difference because if you business is disrupted to the point that you cannot conduct business it becomes a disaster for you. Some businesses that are operating on a shoestring anyway, cannot survive with the loss of two weeks revenues. Can you, well can you? Before retirement I ran a franchise company and we had an entire plan for our franchised outlets in case of a natural disaster or force majeure. And guess what, of our 187 franchisees this did happen several times. There was a flood in outside of San Antonio TX and another one in North West Washington State, that nearly put our respective franchisees in those areas out of business. There was a freak snow storm in Colorado, Fires in Montana, Hurricanes in Florida and we even had franchisees in the San Fernando Valley during the Northridge Earthquake; 7.8 Those were the big ones that I remember. Now chances are you will never have to deal with such a thing, but the more cities you do business in and the longer you are in business the greater chances you will learn the hard way what I am about to tell you. 1. 2. 3.

You need a portable generator You need a plan You cannot panic, nor can your employees

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Sounds simple right? Well, it is really, until it happens and all hell breaks loose, yes, that is what I remember about disaster continuity strategies in business. So, again let me ask you; " What Are You Going to Do if the Power Goes Out for Two-Weeks?" Please think on this. "Lance Winslow" Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/.

Major Earthquake Just Leveled a City Near By, Your Water and Power Out - Now What? Do you have a business continuity plan? What on earth are you going to do in the event of a huge national disaster like a Tsunami, Hurricane, Earthquake, Flood or even a Volcano? And before you say it cannot happen, well you might wish to check the geological record and consider a little history prior to uttering those famous last words; "It will never happen to us!" You see, it can happen to you and your business could be without power, water, Internet or phone lines for weeks if not months. You know what that means; no faxes, email, websites orders, lights, no phone, and basically no nothing! So, I ask you; do you have a plan? And don't even expect the mail for a while and you will not be able to deposit checks, bank or even get a bridge loan or an SBA loan or FEMA money for a month. Many people laughed at the whole Y2K thing, I was one of them, but I was forced to put together a plan, as our major customers wanted to make sure their vendors would not leave them high and dry in the event the whole world shut down over night.

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You should be prepared for an Earthquake and it makes sense that your business is prepared to operate after a major quake, even if your business location is completely destroyed, even if you have to move your operations 50-miles away. Even if you are able to stay in your location do you have a way to make your own power to run your office, operations and other key business activities? For our company we built a mobile command center, which we could work out of, one which was fully operational with satellite Internet, generators, and communication systems all built on a NASCAR Truck type chassis. In fact, this unit worked so well, we used it for other things too, like marketing events, but we knew if the day after tomorrow happened yesterday that today, we'd still be in business no matter what! Think on this. "Lance Winslow" Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

IT Outsourcing - A Risk to Business Continuity? On September 15 2008, top US investment bank Lehman Brothers filed for Chapter 11 bankruptcy protection. Founded in 1850, in 2007 Lehman Brothers achieved record net revenues, net income and earnings per common share for the fourth consecutive year. In less than one year Lehman Brothers saw their once record net revenue plunge to $6 billion in the red. The question isn't how does a mammoth organisation such as Lehman Brothers find themselves in this position but, in the current climate where

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seemingly financially stable firms are filing for bankruptcy, who is your business safe with? Many businesses outsource (their IT) for various reasons; cost savings, operational expertise, capacity management to name a few. Outsourcing firms also often offer other services, such as business continuity planning and disaster recovery plans. Replication between multiple data centres, redundant links, work space relocation, ISO 27001 and BS 7799 are all good, but what happens when the company providing that service ceases to trade? Suddenly you're in a position where it takes weeks to get equipment back, you struggle to get support and the whole affair leads to hundreds of hour's worth of downtime, and possibly bankruptcy for your own company. The possibilities are endless and the scenarios frightening. So, how can you safeguard your business? To start with, you need to think about how the company would cope if its provider ceased trading. This means you need to have your own BCP/DR plan created by your company or a 3rd party, but not by the provider. You also need to ensure that your provider has its own BCP/DR plan, and that it includes any equipment/services it provides you. Remember, nothing is impossible, and the more eventualities you can factor for the better. In the current economic climate many companies may see outsourcing as a way to reduce costs, however it should be remembered that you must never outsource accountability; at the end of the day, the senior managers/directors of a company are where buck stops, solely accountable to the business, its customers and its employees. Keeping your critical systems in-house and employing internal IT staff capable of running these systems is one way to ensure business continuity. Helpdesk and minor systems (a system that can be down for a week, or can be easily migrated) can be outsourced, but keep these systems simple so if needs be you can move providers quickly and efficiently. Keep your options open and keep an eye on your providers for signs of potential problems. This shouldn't fall under the IT Managers remit only however,

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senior manager and directors need to take a real interest in providers and, after all, they have the relevant skills to assess the provider's stability. In today's gloomy economy anything is possible and the seemingly mighty have, and will continue, to fall. A dynamic, reserved approach to outsourcing whilst maintaining internal ownership of critical systems and over all accountability, internally and externally, is essential. This will enable your business to make savings and ensure business continuity -and survival- in these turbulent times. Tom Farrar is an experienced IT Engineer with several years' tier 2 data centre / tier 2 carrier experience and a wide knowledge products/solution; Tom is practised in DNS zone management, enterprise anti-spam techniques, packet shaping and penetration testing. Tom is an a technical member of the Institute of Engineering and Technology and a Red Hat Certified Engineer

Data Center - Build and Manage IT in House Vs Outsourcing Too Big for a Small Business As businesses began to increase their focus on having reliable and available data centers, centers began to grow in size and complexity. No longer a single room housing a comparatively simple computer system, businesses now required very large Internet data centers. These large data centers are expensive to run, expensive to maintain, and expensive to staff. These huge data facilities were out of the reach of many small businesses. These smaller organizations also needed the high speed Internet connectivity and high availability of data, but

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they did not have the resources to build such physically large and expense data centers. Even the equipment required for such an endeavor was often out of the financial reach of a small business. The Advent of Data Center Outsourcing Private centers became the go-to solution for small to medium business information technology needs. Data center outsourcing grew in popularity, largely because it was a practical and financially more viable solution to the problems created by huge, on-site data centers. Not only are outsourced centers more affordable, they also lift much of the heavy responsibility from the business. Disaster recovery, adhering to industry standards, ensuring a secure and hospitable environment for information storage and management, and many other practical concerns can make in-house data centers a logistical nightmare. When organizations place their trust in an off-site data center, they do not need to shoulder this burden alone. What to Look For in Outsourcing Data Storage When you outsource your data center responsibilities, you want to be selective in your choice of a data storage partner. Every moment that you network is not up and running, your business is being affected. A high availability data center will place a great deal of emphasis on the following: - Skilled IT Professionals: A data center is only as good as its staff. Security and networking teams need to be well-trained, skilled, and experienced. Network technicians need to be trained to the highest industry standards. - Proper Environment: The environment of a data center is of the utmost importance. There must be an uninterruptible power supply or backup generator, a highly sensitive HVAC system to filter air, a fire suppression system, and proper installation of equipment. - High Level of Security: Your data needs to be protected, and the first level of defense is the physical security of the build-

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ing. There should be controlled access, video surveillance, and extensive employee background checks. - Top of the Line Equipment: Network infrastructure is one of the most important aspects of data center planning. When selecting a data center, make sure equipment selection and infrastructure set-up receive the emphasis they deserve. - Strict Adherence to Standards: Industry standards are around for a reason. They help make sure data centers provide high quality service, maximum availability, and top-shelf security measures. The Advantage of Outsourcing In house data centers simply cannot offer the same kind of reliability and economic viability as off-site data centers . An organization must allow its focus to remain on the health of its business operations, rather than getting bogged down in the details of managing data. Outsourcing your data center allows you to keep your focus where it should be: on your own organization. The complicated and expensive nature of today's data center needs make it impractical for a company to expend huge amounts of resources on an in-house data center. It just doesn't make good financial sense. Instead, outsourcing your data center allows you to put those resources back into your company, further strengthening your organization. Our company is SAS 70 certified...the highest standards for measuring and improving data centre operations and management. Providing solutions for business continuity services, managed security and disaster recovery

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Flood Disasters and Your Business What Are You Going to Do If? Floods can be devastating as we have seen in the last few years on the news. We watched the Tsunami in Indonesia and the intensive 2005 Atlantic Tropical Hurricane Season with such infamous named storms as Katrina, Rita and Wilma. We saw other problems this most recent year when the Mississippi River over ran its banks and took out entire towns. Then in 2008 we watched Hurricane Gustav flood the Texas Gulf Coast, wiping out entire neighborhoods and what it left it flooded out. Floods Happen, and this brings us to a very important consideration for your business. What are you going to do if your business gets flooded out? With floods generally water lines are polluted and unusable. Often, the power is out too. Worse, if your business is flooded, you will have files gone and perhaps computers ruined, but if you have a plan in advance you might be able to avoid a catastrophic disruption in your business endeavors. How so you ask? Well, if you have computers at another location and you have backed up your data or have a portable removable harddrive, you can simply take a few laptops to another location and operate from there. You'll need to be ready in advance; you'll need information on how to forward your company telephones and a place to have high-speed internet access. When disaster strikes it often hits entire regions so your "safe place" ought to be quite a distance away. Next, you need to get with your vendors too, see if they have an extra-office or two to let you borrow, you'll be surprised how easily they can accommodate you and how willing they will be. Your business can survive a catastrophic flooding event. No, it will not be a walk in the park, but you will not lose everything simply due to your failure to plan ahead, think on this.

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"Lance Winslow" Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

Records Restoration and Archive Preservation Museums, libraries and other organizations have the important and vital job of preserving historical archives and books for future generations. The best way for institutions like these to prevent document and archive loss is to implement storage techniques that will protect valuable articles against such catastrophes as flood or mold outbreaks. Though digital archiving is becoming more prevalent, there remain certain types of documents that just can't be stored digitally. Documents like the Declaration of Independence, for instance, must be maintained in their physical form. It is for posterity's sake that we keep priceless pieces of American history safe. It is not always true that older the documents are more susceptible to damages than newer pieces. Many modern documents are printed on paper that has been processed to such an extent that it is also extremely fragile. This is why all important documents should be stored with the same care and attention to detail, regardless of whether they were created in the 1970s or the 17th century. Institutions like libraries and national archives must take physical inventory and make an assessment of their pieces. Older leather-bound books are surprisingly resilient to the aging process and water damage because the leather used prior to the 17th century was of much higher quality. Water damage can do the

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most damage to coated paper because it tends to absorb more water than its non-coated counterparts. Coated documents should be stored in easy to control and manage areas. Books and papers created before the 1800s will absorb about 20 percent more water than documents created today. Archival file boxes are one of the best assurances against flood damage to books and documents. A paper archival box will absorb a large amount of the water, protecting their contents from extensive damage that can occur in an area that gets an unexpected amount of water, whether from broken pipes or a major flood. Place archival boxes on sturdy shelving well off the ground but not so high that the documents would experience damage should they fall. Storage tubs are a popular way to keep documents safe, but make sure the tubs you choose are waterproof and airtight. Tubs can be dangerous should water seep in some way because the lack of ventilation will cause mold to form very quickly. Make sure to avoid stacking a large number of document storage boxes on top of each other as the weight can damage the documents or book binding over a long period of time. Contact a restoration specialist if your archived documents somehow become water damaged. Using state-of-the-art technologies, document restoration specialists are often able to safely and effectively return your books and papers to near-original condition. Where possible, find a service that can provide environmentally friendly and safe processes like a desiccant air-drying or vacuum-freeze drying systems. These will often allow you to access your documents faster than other methods. Knowing the types of documents you are looking to preserve, proper storage techniques and the help of a good document restoration service can go a long way to properly preserving archived documents and books for several generations. ~Ben Anton, 2008 Restoring important documents and archives quickly is a must when water or mold damage has been

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discovered. Contact Rapid Refile immediately to find out about their approach to water damaged document restoration

Sorry, the Server's Down, Can You Call Back Later? - Part 1 Anybody who's heard this knows how frustrating it can be. Whether you're calling a supplier or your local bank, it's a real inconvenience. Maybe it's a company you're calling for the first time - what chance of you calling them again? The most frustrating point of all is that this doesn't have to be the case. There is no excuse for any company to suffer prolonged system downtime. Take Email for example, the world seems to revolve around it, what if you can't send or receive message for 2 days? (Try turning email off and see what effect it has!). System failure is one thing, imagine if your business was unlucky enough to suffer some serious kind of office disaster or site outage, whether that be fire, flood or theft. Companies with offices based in more rural areas can still remember the concerns Foot & Mouth raised and whether they could actually get to their place of work. Are you completely confident that you could carry on trading or is it a case of fingers crossed? Consider these facts* ? Only 26% of companies are comfortable that their disaster recovery and data protection procedures are resilient under threat ? 70% of companies go out of business after major data loss

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? 60% of a company's intellectual property is held within email systems *Gartner Terrorist activities over the past 10 years and particularly 9/11 have heightened awareness of how vulnerable businesses can be. The potential for a real impact on your business is massive, so what's the answer? The first step is to review what plans you have in place already. You may have a Disaster Recovery or some kind of Business Continuity plan or you may perform tape backups of your data but that's it. If you don't or your plan is out of date, some relatively simple planning will produce real benefits. The first step is to perform a Risk and Business Impact Analysis. These can be quite straightforward but produce massive benefits. You end up with a comprehensive view of what the risks are and how they are being mitigated at the moment. The Business Impact Analysis helps define what systems and processes are really key to the organisation and their priority to the business. Once this information has been agreed by the decision makers a plan can be written that puts in place an effective recovery plan to deal with everything from crisis communication to how you recover systems and data. There are many different solutions when it comes to looking after the lifeblood of your business - your data, from simple tape backup, online tape backup or using real time replication tools like Double Take Software. Once the plan is written, you can work with an established and, preferably, independent Business Continuity provider and look at the solutions available that can provide the type and level of resilience you need.

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Andy Roberts ([email protected]) is an IT Consultant and Practitioner with over 10 years experience helping clients with Disaster Recovery and Data Replication Read the original article in context at http://www.networkutilities.co.uk/double-take-software/articles

Disaster Planning With a Business Continuity Plan (BCP) Your business may be a thriving place experiencing consistent growth. During these times of growing revenue and increasing profits, it may seem like nothing could go wrong. Of course, assuming such an attitude is naïve, as every savvy businessman knows. Whether your business is booming or going through an adjustment period, it's highly recommended you strategize and create a business continuity plan. If your business doesn't have a formal plan in place, it's time to create one. A BCP (Business Continuity Plan) provides a framework for ensuring business operations run regardless of virtually any possible or unforeseen event occurring in your absence. Within the plan, critical business operations are identified that, should there be a disruption, would have devastating consequences on your business. A priority is made to keep these business components running and, should a disruption occur, a BCP defines (in order of priority and chain of command) how to keep your business fully operational while minimizing downtime. Critical technology components consist of all assets (including people) used to facilitate core business processes, as well as applications that support employee productivity and IT infrastruc-

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ture that manages these critical applications throughout your company. The degrees of impact of core business processes going down must also be considered in a well-developed BCP. Consider the far-reaching costs of an essential process going offline. For example, your firm may use an accounting application that produces daily financial reports for clients. On one level, the only employees affected are those kept idle by not being able to use the application. However, should the network go down when company management is set to attend a board meeting, without essential financial reports, the consequences become significant. Applications that enhance productivity have a different impact on business operations. Customer contacts may be kept in a certain database. How are they kept without this database? If the solution is pen and paper, the potential is high for critical business contact information to be lost. In a different perspective, if your business relies on the Internet to establish business contacts around the world and the Web site crashes, the recovery effort becomes impossible because the information was never retained in the first place. Be sure to keep vendor contact information backed up and accessible so vendors can be contacted in the event of a disaster. Establish contacts that can assist you in the disaster recovery effort, including off-site backups of critical business files, fuel suppliers for on-site power generation and proper insurance coverage information. Not only must a BCP be in place at your business, employees must also understand the recovery process should the need arise. It is essential that your company document policies that address BCP objectives. Take the time to communicate BCP objectives during orientation and remind employees of BCP objectives annually during yearly employee performance reviews. As the BCP objectives change, it is critical to keep staff informed. Your BCP will contain RTOs (Recovery Time Objectives) that define the critical time period during which business func-

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tions must be restored. Should critical business process remain offline past this time window, you face disastrous consequences at your company. This time window has progressively shrunk with the development of technology that enhances business operations. Employees should know in advance their responsibilities in the wake of an unforeseen event. Also, specific employees should be selected to communicate contingency plans should the need arise. The fact is your business is only capable of the cumulative total of the work effort put in by staff and the technology that supports your business architecture. Before the advent of the Internet, businesses often defined RTO as a period of three days. Now that the Internet is a primary means of communication for many businesses, RTOs are often defined in seconds and minutes. Define this figure by attaching a monetary value to the cost of the critical business processes going offline and what that loss would mean to your company. Keeping the need for BCP in mind, it is important for the reader to ask themselves these questions: " If your office space was destroyed in a disaster; do you have the proper steps in place to recover from this situation? " Do you have a contingency plan in place to recover from a significant loss of employees due to a disaster or pandemic? " What is your contingency plan and where can it be found offline? " Do you have a clearly defined chain of command at your company and do you coordinate communications? Business may be booming and the potential for disaster may be minimal, but don't let that sense of security keep you from developing a BCP. If you can't clearly answer the questions above, then you don't have a plan in place that would keep your business functioning following a disaster. Businesses throughout New York City were given a rude reminder of the need for a BCP following

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the 9/11 disaster, as were businesses throughout the Northeast following the devastating blackout that left one-seventh of the United States population without power on August 14, 2003. We were all reminded of the potential for a catastrophic disaster when Hurricane Katrina hit New Orleans in 2005. Total monetary losses have soared well over $200 billion. Of this total, the greatest sum can be attributed to business disruptions when facilities were damaged and destroyed, and employees were displaced for an extended period of time. The Katrina disaster provides the best example for Americans to understand the need for a business contingency plan. Could your business continue after such a catastrophe? Even if your company is located away from the coastline and the potential for hurricanes, your locale could be vulnerable to a catastrophic event, particularly if you are located in a large metropolitan area that attracts a lot of tourists. Other geographic locales can be prone to specific disasters. If you are located near a desert, your area could be prone to choking dust storms, rivers regularly flood and mountainous areas are prone to avalanches. Perhaps you live near an earthquake fault line. The disaster potential of where you live is important so that you can plan accordingly for business continuity. The types of disasters that create a business disruption are in the thousands. Disgruntled employees seeking to sabotage the company present a risk for business disruption. In particular, a disgruntled IT employee who has access to your most sensitive data and business-critical operations could have a devastating effect with a few visits of the mouse. Other employees, located in various departments of your company, may steal computer equipment. Besides the monetary loss of the physical piece of equipment, if the hardware included sensitive files or a critical backup files, the potential to disrupt business operations is magnified. Regardless of the event, communications failures can create revenue losses. Typically, communications lines are down when power lines are down, but not always. How would communica-

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tions occur at your business if the primary method of communications failed? Hardware crashes can also prove detrimental. Most often, these happen as hard-drive failures where data becomes inaccessible, but information technology always has a potential for failure. Locating the origins of what caused an actual failure can consume a lot of time. A catastrophic network failure can have a huge impact on your business. Preparing for one is essential to recover from such an event. Network tools must be in place, and used, to offset the potential for unforeseen network failures. Viruses penetrating your internal network can bring about hardware failures, bring down communications or potentially create a catastrophic failure of the network. Of course, disasters don't have to be dramatic to cause serious downtime for your company. Brownouts often occur during the summer months when demand for power is at a maximum. Temporary power outages can also occur during traffic accidents involving a transformer. Without auxilary power, your critical IT processes are not functioning. It is essential to plan for these occasions should they occur; even if you don't perceive it as likely. Many companies don't understand the actual costs involved with disrupted business operations until they become very real after the fact. To understand how these costs add up, you must consider costs both tangible and intangible. Tangible costs are the quantifiable ones directly associated with the downtime such as lost production, idle hourly employees, lost revenues and costs associated with recovering data losses. To attach specifics to these costs, understand that the average hourly rate for a professional employee in the United States is approximately $42 USD per hour. Take that figure and multiply it by the number of employees at your firm, and you have one of the tangible costs of downtime. Keep in mind, this is but one cost, and it's per hour, so the tab is running. Intangible costs are much more difficult to quantify and too often, these are the causes that keep a business from ever opening

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its doors again. These are the lost opportunities your business had because the doors were closed. Has your business reputation been damaged? Have you lost customer loyalty? What are the costs associated with replacing your best employees? With all the talk of gloom and doom, hopefully the point has been made: Your business needs a BCP. Your BCP should include steps that minimize downtime. Here are five smart tips to help you achieve that goal: " Define and document an emergency response policy. This includes the definition of the chain of command at your company and how communications are carried out. " Define and document a contingency plan for employee communications should the primary means become inaccessible. How would you keep critical communications flowing if your communications network was destroyed? If traditional communications are down, critical employee data such as contact information must be accessible should the need arise. " Develop a plan to handle business inquiries in the event of a disaster. A server virtualization strategy can provide essential backups offsite in the event your physical office has been destroyed. Provide updates on the company Web site about what is happening locally. " Consider the dimensions of IT capacity at your business and develop redundancy in your critical systems. Maintaining offsite backups is essential to keeping these mission-critical applications functioning. Consider mirrored off-site data redundancy located off-site from your primary business operations. " Regularly review the BCP, making changes and updates when necessary. A BCP is dynamic and evolves with your business. Establish quarterly business reviews of the BCP to keep it in line with technology enhancements at your firm. Be sure to train IT staff on the recovery process and don't depend on a core group to carry out the plan. Backup employees must also be trained on the process should the primary employees become unavailable.

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Too often the lessons learned from the lack of a BCP occur when a disaster strikes. However, these lessons have been well documented and your business can learn from these examples to prepare for such an occasion. The key is to not allow your business to become a statistic on disaster unprepared ness, but one that continued its operations after a devastating catastrophe. About the Author: Michael G. Perry has more than 20 years' professional experience in management, IT consulting and writing technical documentation related to business process, policies and procedures. He's worked for Fedex, Ingram Micro and Merck Medco. Find out more about how he can help you with Business Continuity Planning and other IT related technologies and services. To learn more visit http://sisnv.net/ to email Michael directly Disclaimer/Release of Liability Statement: Regarding knowledge shared in this article, Michael G. Perry will not be held responsible for any consequential damages resulting from the application of content or recommendations Copyright © 2008 Coprofit, All rights reserved Reproduction prohibited without prior written consent. http://www.copyscape.com enforced Michael Perry Author - Lecturer [email protected] <[email protected]>

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Be Prepared For Disaster When disaster strikes, you must act quickly. With each delay, your chances of recovering diminish. Avoid delays by planning ahead. Make regular backups Plan ahead Create a disaster recovery plan for the most likely disasters at your site. The most likely disasters in South Florida: - Hurricane: Wind - Hurricane: Flood - Theft - Fire - Tornado - Earthquake Keep off-site backups Ask, "What will I do if these are stolen or destroyed: - Computers - Backup tapes - Customer records - Printed invoices If you keep archive copies of backup tapes off-site, you'll probably be able to recover from most disasters. Where? Anywhere that's separated from your business site is okay. If you're on a flood plain, try to store archives in a secure site that's off the flood plain.

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A bank safe deposit box would seem fine, but most banks don't guarantee safe deposit box environments. Some businesses have discovered that their archive tapes were unreadable after many months' storage in a safe deposit box. Before storing tapes in a safe deposit box, ask your bank. Store your archive tapes far enough away so that when your site suffers a disaster, your archive tapes won't be destroyed by the same disaster. Keep grandfather tapes thirty miles away and greatgrandfather tapes a thousand miles away, just in case. Decide if you need to encrypt your precious backup tapes. Most enterprises will require that their offsite data be encrypted. This imposes a requirement that the decryption password be safely secured yet available to key personnel when recovering from a disaster. I recommend that you thoroughly test beforehand to ensure that your encrypted tapes can be decrypted! Assign responsibilities Agree upon who will do what when an emergency occurs. Tasks: - Secure existing site - Open alternate site (if necessary) - Fetch backup archives - Restore power, water, and sewer - Restore computers - Restore telephones and fax - Restore physical security - Contact key customers and vendors These people will form your disaster recovery team. Cross-train When a disaster occurs, someone will be sick or on vacation. Cross-train team members, so that, for example, the person who's in charge of telephone restoration can also fetch the tape archives, etc.

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Publish a directory now Publish, within the recovery team, a confidential directory of team members, with. - Name - Title - Recovery responsibilities - Street address - Mailing address - All phone numbers - A friend or relative's contact data - Email addresses - Pager numbers Do the same for all vendors: utility companies, landlords, municipalities, police, fire and rescue, hospitals, consultants, and contractors. Put it in writing Publish your disaster recovery plan and directory: - On paper - On your intranet - Via email Keep this document up to date. Revise it as employees, vendors, and consultants change. Make sure all team members have the latest revision. Russ Bellew is an IT consultant whose office is in south Florida. Learn more by visiting http://russbellew.com

IT Disaster Recovery - A Finance Perspective

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Many financial directors think of IT Disaster Recovery as something that never really happens to them and even if it did the business would be able to get back to business as usual inside a day or so. Assets are safeguarded , backups taken (usually), and unless you are forced to, having a plan and some good intentions are equally as good as having DR equipment sitting around doing nothing utilising the earth's resources at great expense. This philosophy is green too!!! There are of course tangible business reasons for disaster recovery, namely compliance with customer and supplier requirements , reductions in Insurance premiums (if you can get any) and badges of accreditation such as ISO27001 and BS25999 or industry regulations. Still it all costs money so doing this as slowly as possible using the least amount of resource and cash (any old equipment will do won't it?) means we can achieve almost what we want but without wasting money. No impact on results, job done! As a former CFO for a small technology sector PLC in the UK I admit that these are some of the thoughts I have had when it comes to disaster recovery and I am not alone (a BT Global Services survey in May 2008 found that 73% of organisations rely on the ad-hoc dedication of their staff rather than their business continuity plans to get them through a disaster). The thing is that unless I wanted to spend more than double my IT budget by having an all singing all dancing duplicate site I may as well be resigned to the fact that if we have a freak tornado come down the Thames Valley or have a jumbo jet fall out of the sky then so be it. I'll take my chances with the insurance company. Up until a couple of years ago I would still have sympathy with this rather jaded approach to IT DR. If I wanted anything good that would work I could not afford it and if I made compromises on budget and do with less, in all probability it would not work (as we could not afford to test it regularly and risk impacting the business) so why spend anything except on writing the Business Continuity plan wrapped around some best intentions and still be able to tick the compliance box.

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The world has however moved on and when we have a 'Disaster' in IT everybody knows about it as we have become more and more dependent on it always being there. Most of our systems are now considered critical (Up from 36% in 2007 to 56% in 2008 in a Symantec survey Aug'08). However IT Disasters which effect the end user are not confined to being a flood or an earthquake, these are quite rare. Most IT Disasters are caused by IT itself, namely hardware failure, software glitches, infrastructure issues and human error. Becoming more frequent with no lesser effect on our businesses in the same Symantec survey above it discovered that one third of companies had executed their DR plan, at least in part, during the past year. My ignorance has been however how much of a risk to the business an IT disaster can be. Sure it would have a massive impact for a short while but that is based on my assurances by my IT team that all would be well. Perhaps I may have asked the wrong question? The facts however may be a little different. For example if we lost a number of our computer systems by way of a fire, theft, power surge etc . In our plan we would need to source some new kit via the supplier names listed. There is every likelihood that most of this would be delivered next day (unless its Dell) but more probably the day after (because the delivery address has changed), however key peripherals such as Cisco firewalls and routers or tape drives are often not standing on the shelves and in some cases depending on how far up the enterprise IT food chain you are could have a 4 -8 week delivery time. This is indeed worth checking this as well as the estimated time for tape restoration on whatever tape drive you plan to use. Remember tape does not restore instantly and can take many days if you have a lot of data. Getting kit on site, if one still exists, is just the beginning. This is when the work really starts because all the brand new kit you have just bought is not the same as the original lost in the fire/flood/theft so restoring trouble free from your back up tapes which will hopefully have arrived complete and uncorrupted is not going to happen in all likelihood. The thing is that Windows operating systems become attached to a particular machine specification and unless it's the same specification machine you really have to start from scratch. Let's hope all those build docs are up to

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date with valid licence keys and that the hardcopies are not destroyed or stored worse, stored on the machines you need to rebuild. At this point there is no known timescale to get back to normal running, it may take a day, a week, even longer if they are interdependent systems. Remember tape does not restore instantly. Again in the same Symantec survey 47% of those with plans reported that it would take a full week to achieve 100% normal operations. Meanwhile the business has ground to a halt. Customers cannot be dealt with, invoices cannot be raised, salesmen cannot sell and nothing is getting done. The main business focus is to keep customers in the boat who, although initially sympathetic lose faith pretty quickly if you are not back to normal within a couple of days. Competitors you did not know you had will be beating a path to their door with 'new customers only' deals. Reputation of a business is a very valuable asset and takes time to create but can become worthless overnight. Are you really the best supplier for them? Perhaps their previous inertia has been a just bit too cosy. The acid test to see if this scenario could become reality is to ask your IT team if they wouldn't mind testing their DR plans next week with their annual bonuses riding on it. Only then will the caveats and favourable assumptions be added to the 'a day or two' estimate. When shit happens timescales spiral and you really need a worst case estimate to make an objective assessment of the 'risk and reward' balance of provisioning and planning for an IT disaster. So what is the answer? Whether you have an expensive DR solution or just sitting out with your arse showing, technology has moved on. With the introduction of virtual server technology breaking the bond between Windows Operating Systems and hardware, a business can be protected to a far higher level at a fraction of the previous cost. There are many different solutions as befits a fledgling industry. Some will be more appropriate than others but most will be better than the Lucky White Heather arrangement that many businesses have relied upon in the past. One thing is for certain though, astronomically high costs are no

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longer an excuse for accepting the business risk that it won't happen to you. Ten requirements for a successful virtualised IT Disaster Recovery solution: * Fast 'Recovery Time Objectives (RTO)# -you need to back managing the situation as soon as possible * Recent Recovery Point objectives (RPO)* - depending on your business real time replication sounds good, but if the cause of disaster is corrupted software or data, it's now in your recovery platform too ! * Short Test Time Objective( TTO)$ - systems change all the time , if the DR solution cannot be tested easily and regularly don't be surprised if it does not work * Geographically/Infrastructure independent of the live platform - miles not yards and different utility providers * Independent of key staff - because if the worst does happen you cannot be sure they will be there * Easily accessible when invoked - network issues are the most difficult resolve if not planned in advance and there is nothing more frustrating than having your machines working but not accessible to the outside world * Performance - ensure that the DR solution can cope with the load which may be increased following a disaster * Beware virtual production machines - being so simple to create, it is so easy to forget to back up, document and provision additional DR protection * Automate, Automate, Automate - if you rely on a manual routine it's the easiest thing to drop when faced with other short term priorities * Green - Virtual technology makes best use of resources and economies of scale can be gained through shared infrastructure because baring an all out Nuclear attack not everyone has a disaster at the same time - RTO - the length of time between a system disaster and when the system is operational again

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- RPO - the time between the latest backup and the system disaster, representing the nearest historical point in time to which a system can be recovered - TTO - measures the time taken and effort required to test a disaster recovery plan to ensure effectiveness. Ian Daly is the Financial Director at Plan B Disaster Recovery Plc, and was formerly CFO of an AIM listed UK technology company. For more information, visit the Plan B DR website, where we'd love to tell you all about Disaster Recovery

Keep the Sky From Falling As a child my parents read me the story of Chicken Little. As a parent I remember repeating the same story to my children. For the past year memories of "The Sky Is Falling" have been coming back to haunt me whenever I read, see, or hear late breaking financial news about sub-prime mortgages, government bailouts, iconic investment banks failing or being bought and sold in a panic, and the roller-coaster ride of the stock markets. Maybe Chicken Little was right. The sky is actually falling for some big business and big financial enterprises. But in many sectors of the small business economy the sky is still pretty much solidly in place, though the bright blue hue is somewhat clouded over by credit that is more difficult to attain and customers who are less willing to buy impulsively. Nevertheless, most well managed small businesses should get through this difficult period intact which is a good thing because we are not "too big to fail" and there won't be a government bail-out available.

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Knowing that, the small business must plan better for contingencies because many industries are in turmoil. Companies with the ability to be flexible and to perform quickly will be in a position to capture sales because your customers and prospects will be holding off on buying decisions, allowing less lead time, and making management more difficult. This is a challenge and an opportunity. If you have invested in planning you will know what to do when one of those contingencies arises. You might get a green light for a project that has been on hold. You could be asked to cancel an order or project. You might receive a rush inquiry from a prospect. A long-term client may slow down their payment schedules. Rather than burning midnight oil trying to figure out how you need to respond to the opportunities or challenges you are presented with, if you have a plan to deal with those contingencies you will be able to deal with them efficiently and effectively. Plan for different scenarios today. Keep Chicken Little's sky from falling tomorrow. Larry Galler coaches and consults with high-performance executives, professionals, and small businesses since 1993. He is the writer of the long-running (every Sunday since November 2001) business column, "Front Lines with Larry Galler" For a free coaching session, email Larry for an appointment - [email protected] Sign up for his free newsletter at http://www.larrygaller.com

Sorry, the Server's Down, Can You Call Back Later? Part 2 In Part 1 we looked at how to get the fundamentals of Business Continuity planning in place. Looking at what risks there are

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to your organisation and how to assess business critical processes and procedures. Most importantly facing the uncomfortable facts of the likely implications should you be unlucky enough to suffer a disaster. After the first stage of consultancy you should be in a position to understand 2 key areas: 1. Recovery Time Objective (RTO). How soon must you have systems back up and running? 2. Recovery Point Objective (RPO).When you do get your systems back online, how current must the data be? In other words, if you can get your email system back in 4 hours, but you're relying on last weeks backup tapes - is there much point? That customer query, or even worse order, will be lost. What you should be able to do is prioritise the different applications you run and their importance to your business. After that, it's really a case of looking at the solution that matches what your requirements for each system. As the saying goes, it's horses for courses and business continuity is no different. Remember one size doesn't fit all and be wary of any supplier who offers you only one type of solution. Solutions Firstly you may consider a purely reactive support or maintenance contract, which ensures you at least have someone to call should you have problems, but this offers no guarantees for recovery time. Secondly, a dedicated Disaster Recovery contract gives you the peace of mind to know that should you lose any systems or data, hardware will be made available on a temporary basis to allow you to continue trading. A valuable extra is the ability to move into 'standby' offices - fully equipped, networked and with the relevant telecommunications in place should your premises be unavailable.

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Lastly, for your most important systems you may want to consider replicating your data real-time. This is the best solution for continuity as your data will be available up to the time of failure (no waiting round for tapes to restore), there are many solutions available including Double Take Software . This allows you to send your data via an existing network to another part of the building or offsite to another office in the company, or to a third party site. In this example, should you suffer a fire, flood or theft you at least know your data is secure. The time taken to recover your servers is negligible compared to traditional methods, as you effectively have a 'hot mirror' available. What you may want to consider is a mixture of the solutions outlined above to give you the best of all worlds. This way you can be prepared should the worst happen. Andy Roberts - [email protected] - is an IT Consultant and Practitioner with over 10 years experience helping clients with Disaster Recovery and Data Replication Read the original article in context at http://www.networkutilities.co.uk/double-take-software/articles

In Case of Emergency, Don't Panic!

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In most emergency procedures it states, "In case of emergency, don't panic!" So, what do people do? They panic. It's an automatic, instinctive response. Threatening things are happening in the midst of the crisis, so what response do people have control of? Panic. It's a pretty disempowering response though, isn't it? Time crises force nearly everyone into panic; so do relationship crises -- instead of panic over time, there's a nervousness that results. Crises intuit a panic response. Yet, this is the furthest thing that will help the situation, for it never pays to panic, ever. Panic not in the midst of crisis... We don't panic. The crisis is in our heads and our hearts but the World is still as it is... calm, gentle, still... observing, caring for, and watching over us. It is up to us which reality we choose, and it takes a certain amount of courage of faith to go against what you might be seeing. It is a choice to see what does not readily make itself known; the quiet way of God's steady world, and his eternal power and divine nature.[1] We must fix our eyes not on what is seen, but on what is unseen (but that which is there nonetheless).[2] In case of emergency: - Find out the facts and calmly act on them; - Don't run and appear panicked -- slow down and be responsible; - Try to communicate to others clearly and effectively; and,

- Use procedures and checklists to reduce the mental noise;

- Ignore the record of your nerves; do not fall into temptation to panic -- it never helps. In crisis, smile. Be still and know that safety is here; it never leaves. For God has said, "I will not in any way fail you nor give you up nor leave you without support. [I will] not, [I will] not, [I will] not in any degree leave you helpless nor forsake nor let [you]

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down (relax My hold on you)! [Assuredly not!]" -Hebrews 11:5b (Amplified Version). Know the tranquillity of God now as it exists in you. It is a decision of the will, backed by the strength of the Spirit. It can be yours at any time you choose. Copyright © 2008, S. J. Wickham. All Rights Reserved Worldwide. ENDNOTES: [1] See Romans 1:20 (NIV). [2] See 2 Corinthians 4:18 (NIV). Steve Wickham is a safety and health professional (BSc) and a qualified lay Christian minister (GradDipDiv). His key passion is work / life balance and re-creating value for living, and an exploration of the person within us

Is Your Business Prepared If Disaster Strikes? Do you have a disaster plan in your business? What about a flood, fire, or extreme weather. Some companies have plans and some plans are good, but not all of them make the grade? Let's say you have a computer virus that takes down your network? So, you say you have a plan and back up your computers every night? Ah, but what if you have a fire that takes out your office and your back-up system is burnt to a crisp? Not long ago a business associate had his company burglarized, they took all the computers, but he was thankful that he had a back of all the records in another room. Only to find out that the

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burglars went in that room too and stole everything, including his back-up system. See the problem? This is why big corporations store their data and it is downloaded over night off-site, but what if you are a small company, then what do you do? Well, it just so happens that there are indeed companies that can store your data off-site that do not charge very much, so smaller companies can have the same safety when it comes to their data. That's good news right? Sure it is, if you pick up the phone and shop around and choose the best company and then sign up for such a back up service. Of course, if you just read this article, talk about it and think it is a good idea, but never do anything about it then it probably does not matter much. I guess, you can always say after the disaster strikes that you meant to do something about it? "Lance Winslow" Lance Winslow's

Bio

If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

What Can Your Business Do to Help After Disaster Strikes? After the Northridge, CA Earthquake apartment buildings were leveled, many people had perished and there was no power or water for weeks in so many areas. The Freeways were closed and there was absolute gridlock, it was difficult to even get supplies in to help the victims. Folks were forced from their homes into parks where tents were set up, luckily the weather was not so bad in California.

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Most all the businesses in the region were shut down. After all, how can you run a business without any power? Some businesses had generators, they could operate but no one could get into work with the roads out. It was a living hell for most small businesses. Many of them did what they could to help the clean-up efforts and lend assistance any way they could. At the time my company was delivering water to victims. The Earthquake victims who could stay in their homes, houses that were not damaged beyond living conditions had no water, so we filled up trash cans lined in plastic, so they could have drinking water and could sponge themselves off and perhaps clean a few dishes, using the left over dirty water to water their plants. So, I guess my question to you is; If your business is out of commission and you cannot work, what is your plan to help victims in the region during this time? You see, not only do you need a plan to help yourself, you need a plan to help others too because if you cannot work for yourself and you are forced out of business, you should be using your resources, knowledge and skills to help the community in their time of need. Please consider this thought, and have a plan. "Lance Winslow" Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

Without Power, You Are Out of Business! Let's face it most businesses need power to operate, and yes there are some service businesses and transportation companies that can operate, albeit not very well, without power. So, the

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question is what do you do when your power goes out in your business? Do you have a back-up generator? Have you considered this? Believe me when I tell you; after a large natural disaster there are no portable generators for sale, they are all sold out, worse, even if you get your hands on one, you cannot get any fuel for it. Some businesses are wise enough to have a secondary backup power source and when we look at these units we often find problems. You see, just because you have a huge generator on a slab of concrete away from the building does not mean it will work when you fire it up 3-years from now. The fuel will go bad after so long and generators need to be run once in a while. Have a backup generator requires preventative maintenance. Additionally, you must make sure that the generator has a housing to keep it from the elements and rodents. Rats especially like to eat rubber hoses on machines and they will live inside the housing if you do not clear them out and make sure everything is secure. Regarding the fuel issue, your generator will need a 250 gallon tank and you will need to add fuel stabilizer if you do not use some of that fuel and put in new fuel once in a while. Gasoline goes bad in less than 4-5 months. Without power you are out of business or you cannot operate properly. Indeed, we have all seen enough natural disasters to know that anything can happen; flood, fire, grid failure, Hurricane, Tornado, so consider this. Locate your generator on high ground and make sure the housing around it is battle ready, really tough and strong. Please be thinking here. "Lance Winslow" Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

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ury?

Disaster Recovery - An Expensive Lux-

Few companies would argue about the value of a comprehensive Disaster Recovery plan that covers all areas of the business and holds the key to successfully resuming day to day business activity should the worst happen. Most businesses would be pretty unlucky to suffer from major downtime due to things like fire, flood or theft. Terrorism generates a huge amount of column inches and the effects of something like 911 are truly devastating however even in the current climate these occurrences are thankfully few and for between. What is more likely to happen is an email sever failure, a corrupt database or the network being compromised by a virus. Guarding against this type of outage should be the bare minimum a company should cater for, even though most of us could cope for a few hours without email, for some businesses this would lead to a huge loss in revenue. If a server failed completely, most IT Departments wouldn't promise delivery of the service back up and running normally in anything less that a day because this would mean relying on tape backups to rebuild the data held by the server. Commonly accepted logic is that tape isn't all that reliable (a side issue is that most companies don't perform regular tape restores, so don't know how good the data on the tape is - even if they can get is back). If a company can 'get by' for a couple of days without the server in place then this tells us how critical to the business this particular server or application is. For these servers using tape isn't probably too much of a problem, but for other more mission critical application, hanging around while the hardware is rebuilt is unlikely to have the FD jumping with joy.

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For critical applications think about some 'on-site' data replication. What this means in simple terms is that the data on Server A is replicated real time to Server B. Should server A fail, it's a simple matter to failover to Server B, normally within a couple of minutes. Because the data has been replicated up to point of failure the users won't lose lots of data and the system will be up and running much quicker. Of course, this provides local high availability which although gives protection against server failure it doesn't provide any real Disaster Recovery, if the office burns to the ground, the data will be lost. However, having invested in this local high availability solution it's a relatively simple process to replicate the data off-site as well and deliver a true local and remote high availability and Disaster Recovery solution. Disaster Recovery can be seen as an expensive luxury but it really depends on how you view it and more importantly how you implement it. In the current economic climate you can probably think of lots of other things to spend your limited budget on, however can you really afford for your main business systems to be off line? The good news is that you identify the key processes that make up your business and the IT platforms that support it, you have your starting point and like all things, it doesn't have to cost the earth. One last thought for those who see Disaster Recovery a bit like insurance, do any of you regard house insurance as unnecessary? Andy Roberts ([email protected]) is an IT Consultant and Practitioner with over 10 years experience helping clients with Disaster Recovery and Data Replication Read the original article in context at http://www.networkutilities.co.uk/double-take-software/articles

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What Facilities Managers Need to Understand About UPS In general, power protection (specifically uninterruptible power supplies) comes under the remit of the IT department whose responsibility also includes cramming increasing numbers of revenue-earning servers into decreasing computer room space. Secondary to the problem of space is capacity of the electrical system to supply enough energy to power more and more equipment. Electrical capacity usually falls under the remit of the facilities manager and it is here that problems arise if FMs are not aware of how much capacity is being consumed now and in the future as electricity usage continues to rise. Facilities managers are now finding themselves at the forefront of uninterruptible power supply (UPS) implementation. Understanding capacity and IT expansion plans, how fast are applications growing? 82% of respondents to the Uptime Institute's 2008 Energy Efficiency Strategies Survey stated that there has been a significant increase in their organisation in electricity consumption in the last twelve month. 92% of those indicated that the rise went beyond expectations. In between managing the growing and complex needs of today's IT departments and planning for tomorrow, consideration as to what impact additional server stock is having on UPS capacity is a key question often overlooked by IT managers but not FMs. Another key consideration FMs must be aware of is the fundamental difference between the 'future-proofing' strategies of IT managers and themselves. FMs usually plan for building management infrastructure to offer payback between 15-20 years, whereas IT managers are used to working with much shorter timeframes of 6-8 years. UPS equipment can offer much longer

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lifetimes than standard IT products but only if future system expansion and capacity increase is planned for at the outset. Aside from capacity planning, facilities managers need to be brought in to assess the logistical aspects of UPS specification and installation. How is UPS equipment (some larger units can weigh over 800kg) going to be transported to site and moved to its final position? Removal by manufacturers of the transformer in some designs of UPS has had a fundamental affect on overall size and weight, resulting in a 50% reduction in footprint and 70% reduction in weight. Where weight is an issue, floor loading is also a consideration, as is the impact of testing power protection equipment, under load conditions, without disruption to protected IT loads. Many UPS today are part of the facility, which puts them far more into the domain of FMs than ever before. Many are connected up to facility monitoring or building management systems so that their alarms (should they sound due to fault conditions) can be visible and audible. This capability adds resilience to power protection overall but must be monitored - an unheard alarm is no alarm at all! As with electrical capacity, it is extremely important cooling requirements are continually reviewed as more and more equipment is brought in to ensure a constant, even temperature. Modern high-end servers are crammed with higher volumes of hotter components. They may be more energy efficient in the sense that they consume less electricity than their forebears but crammed together in overcrowded server rooms, next to UPS, they can generate more heat. This is particularly important for UPS batteries as their design life can be dramatically compromised by fluctuations in temperature over and above 20-25 degrees centigrade. An assessment of UPS loads in terms of their criticality to business continuity in the event of a power failure and how they are synergised will enable them to be categorised as critical, essential or non-essential as well as how they interrelate.

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UPS loads are also categorised as linear or non-linear, depending upon how they draw their current from the mains power supply waveform, they will be inductive, capacity or resistive and this will have a bearing on UPS system sizing and design. In order to protect investment in uninterruptible power supplies, FMs must be acutely aware of current and future energy requirements and their impact on power protection needs. Logistics, floor loading and siting must also be assessed prior to installation. The impact of UPS maintenance and testing on protected loads must be thought through, alongside cooling capacity and loads types. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information on uninterruptible power supplies visit the Riello UPS website

Business Continuity Considerations For Catastrophes Let's face it business continuity planning has been around for centuries, disaster planning for civilizations has been around long before the Romans, Egyptians or even longer than all the written recorded history of mankind. And yes, there is a reason for this I'd have to say, as it's been around well before Y2K. Humankind has always had to worry about their civilizations and societies. Things such as water, food supply, transportation and in modern society we have a lot more than that to worry about. Today, businesses have to worry about power outages, labor strikes, wars, financial markets, currency, trading partners, outsourced vendors, hackers, terrorism and natural disasters. Sounds

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like a lot to manage doesn't it? Well, it is and it isn't, because if you have a plan in advance you are likely going to be able to tackle the situation or at least not be forced out of business. Of course, you must be able to interpret perception from reality and assign your risks carefully. Just because the news media tells you that your company is at risk from Y2K, International Terrorism or an Asteroid Hitting the Earth does not mean that you have to assign these risks top priority. After all, you are more likely one of your outsourced vendors in a third world country experience a flood, riot, civil unrest, government take-over, Earthquake or fire. A labor dispute, power outage, government regulatory attack, hacker or competitor espionage are far more likely. So, what are you going to do to prepare. If you fail to prepare, pre-empt and take action, you do so at the expense of your company. "Lance Winslow" Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

Business Continuity and Legal Promises With Customers When you make a promise to a customer you need to keep those promises and there is no excuse to fail in your delivery of products or services. Far too many business disasters have occurred when vendors or outsourced companies reneged on their commitments due to some disaster of their own such as a labor strike, flood, power outage, equipment failure, or some other problem on their end. This is what we call in business a Lose/Lose situation.

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The larger company has to halt production, miss deadlines and profits at a time when they are working to meet revenue and quarterly profit numbers, and it hurts their stock price, thus, the shareholders, their credit rating and credibility on Wall Street. The vendor loses their reputation, the account and must lay-off employees due to lost business. Everyone loses, simply because the company did not have a strategic plan to deal with disasters, business continuity or have a back-up system in place for when the doggie doo hits the rotating cooling appliance. Having insurance for such disasters is not enough, sure it might pay for the losses of the company during that revenue period, but it can never pay for the loss in reputation or lost business and future business when they fail to meet their promises. Does your company have a back-up plan and business continuity strategy to deal with such disasters and prevent a larger disaster for one of the large companies you work for? You need to consider this and get your plan in place now. Please consider all this before it is too later, now is the time to act. "Lance Winslow" Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

Time For Businesses to SWOT Up This is a very worrying time for business. The banking crisis and the certainty of recession mean that there are very hard times ahead. Inevitably, some businesses will not survive. Even well run

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and stable businesses are likely to find it tough and will need to be flexible to thrive. Business plans that were carefully crafted only a few months ago will need to be re-visited. In a world that is changing so quickly do those plans still hold good? The threats that business faces today are very different from those being faced only a few weeks ago. At the same time there will be new opportunities although they may be a lot harder to spot. The big question is whether your business is well placed to cope with the new threats and take advantage of new opportunities. One approach that may serve business well is to conduct A SWOT analysis. Whilst this will not in itself provide the answers we need it is an important tool to help take proper stock of the situation. Only by recognising new threats and opportunities and how well placed we are to cope with both can we even begin to plan for the future. It may also help us to spot the actions that need to be taken in the short term. Strengths Now is the time to remind yourself of the strengths of your business and to consider which of these strengths will help you now. These will vary from business to business and it is worth considering some of the following areas: · Skills, knowledge, motivation and loyalty of the workforce. · Flexibility of the business. How well can it cope with change? · Financial strength of the business · The relationship with your business partners · The reliability of your business partners · Your spread of customers · Your spread of products. · Your control of expenses · How well managed is the business? · Your systems and efficiencies · How good is your risk management and contingency planning? Weaknesses What are the known weaknesses in your businesses? Again it is worth considering all of the points listed under

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strengths. For example, relying heavily on just a few customers may be a real problem. Do your employees have the knowledge and skills to cope with the changes you may have to make? If not, there may be a training need to be addressed. Of course, now is not the time for expensive training solutions but are there some priority needs that could be addressed with low cost solutions? Opportunities In these gloomy times it may be hard to think of too many business opportunities but they do exist if we look hard enough. Let's take the example of the supermarkets. With money amongst shoppers getting tighter they have recognised that there is more of a market for their own label bargain products and have adapted their businesses accordingly. It's also worth remembering that your competitors will be struggling too. Some may go out of business and this presents potential opportunities if you can ride out the storm. What other potential opportunities can you think of? Don't just look for the obvious. For example, employees who have been resistant to change in the past may have a different attitude now. With the job market likely to become more challenging the opportunity to acquire new skills associated with change may seem a lot more attractive. Threats Of course, there are many threats at the moment. Will the bank manager continue to support the business? Will your competitors try to undercut you in a cut throat battle for your business? What about your business partners? Will they be struggling too? If, so what might the threat be to your business? What other potential threats can you think of? Again, it is important to look beyond the obvious threats. We are not suggesting that a SWOT analysis will solve everything. It is merely a tool to help us to fully understand our situation and is one of many approaches that can be adopted at all levels of an organisation to start planning your way through the next few months. It may also help you identify some quick solutions that might even make a difference straight away.

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Wolfgang Halliwell is a learning and development consultant who has authored a number of courses for Trainer Bubble. For free and low cost training materials visit: Trainer Bubble

Comparing Transformer-Based and Transformerless Uninterruptible Power Supplies Choosing between transformer-based or transformerless uninterruptible power supplies may not be a simple 'either/or' decision, particularly above 10kVA. Both technologies have their place in today's power protection scenarios but the key differences between them are: physical size, efficiency, noise output and the levels of input harmonic distortion that they generate. Both uninterruptible power supply designs produce a tightly regulated source of uninterrupted power but they differ in the way they generate the dc voltage required by their inverters and their output stages. Transformer-based Uninterruptible Power Supplies: until the early 1990s, the only design of online uninterruptible power supply was transformer-based. Nowadays, the design is still available but generally in larger sizes for UPS from eight to 800kVA. The most common applications for this are large industrial sites. This type of UPS has a robust transformer-isolated inverter output, which makes it more suitable for the type of application where there is a likelihood of electrical noise; spikes, transients, and potentially, a high degree of short-circuit currents.

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The inverter generates an ac supply from its dc power source, which is fed into a step-up transformer. The primary function of the transformer is to increase the inverter ac voltage to that required by the load. The transformer also protects the inverter from load disruption, whilst also providing Galvanic isolation (a method of isolating input and output). Modern inverter designs use IGBTs (Insulated Gate Bipolar Transistors) in place of more traditional switching components (such as power transistors and thyristors). IGBTs combine the fast-acting and high power capability of the Bipolar Transistor with the voltage control features of a MOSFET gate to form a versatile, high frequency switching device. This in turn has given rise to more powerful, efficient and reliable inverters. Transformer-based UPS are also supplied with a dual input option as standard, which can be selected at installation by simply removing a linking connector from its input terminal. This allows it to be powered from two separate ac supply sources thus adding further resilience. A transformerless UPS can be installed with dual input capability, with supplies derived from the same source, but this is typically a factory-fit option. Transformerless Uninterruptible Power Supplies: transformerless UPS is a newer design, commonly available from 700VA to 120kVA. The primary purpose behind the introduction of transformerless units was to reduce the overall physical size and weight thus making an uninterruptible power supply unit more suitable for smaller installations and/or computer room/office type environments, where space may be limited. It also generates far less noise and heat than its transformer-based cousin and has far lower input harmonic distortion levels making it compatible with environments where electronic equipment (such as computers) may be more sensitive to this type of distortion. In place of the step-up transformer, a transformerless UPS uses a staged process of voltage conversion. The first stage combines a rectifier and booster-converter to generate a dc supply for the inverter. An uncontrolled, three-phase bridge rectifier converts

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the ac supply into a dc voltage. This is passed through a mid-point booster circuit to step the dc voltage up to typically 700-800Vdc from which a battery charger and inverter are powered. In the second stage, the inverter takes the supply from the boosterconverter and inverts it back to an ac voltage to supply the load. An added benefit of this method is that the rectifier can operate from either a three or single-phase input supply. This can be configured at installation for systems up to 20kVA. A control system ensures a stable, regulated dc voltage is supplied to the inverter at all times and the inverter can operate regardless of UPS output load variations or mains power supply fluctuations or disturbances. Choosing between Transformer-based or Transformerless Uninterruptible Power Systems: in many applications the choice between the two may be clear. It is where the two ranges overlap, in terms of power rating, that the decision is more complicated. Consideration needs to be given then to: initial purchase cost, physical size, running costs, the installation environment, and in particular, the levels of input harmonic distortion they generate. Both designs can be operated in parallel to achieve higher levels of availability and resilience. Over the last decade, the gap between these two uninterruptible power supply technologies has reduced as manufacturers have applied common techniques and research & development efforts to both designs. The driving force behind this has been cost and size, alongside demands to improve operating efficiency and reduce harmonic generation. In terms of online performance, both designs provide the same level of performance and are classified as VFI systems (voltage and frequency independent - in accordance with EN/IEC 62040-3). Their principal differences are their effects on upstream supplies and the operating environment. Transformerless UPS are generally recognised as more efficient and having a higher power factor than an equivalent transformer-based design, therefore operating costs can be lower.

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Below 10kVA, the transformerless UPS design dominates the online uninterruptible power supply market and has become the standard within data centre environments as they offer a more compact footprint, higher operating efficiencies and lower noise output. However, the strengths of the transformer-based design come into play in the industrial environment. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Business Continuity - It's a Matter of Survival With the devastation of inclement weather in the headlines, it's a good idea to reflect on how business can be affected by unexpected events. It's imperative that contingencies are planned for. If anything can stop your business operations, you need to think about it because if there is no cashflow, you have no livelihood. Most major corporations have business continuity plans, as well as disaster recovery plans. Small and micro businesses must do the same. If you are wondering where to start, let me give you some things to think about. First and foremost, do you have a safety plan for your employees? Do they know the procedures inside and out, and have they practiced? Do you also have a way to ensure that your employees can check on the safety and well being of their loved ones? Take responsibility for your team, your business depends on them. How can you continue to do business if your location is no more? If you own a retail store, would it be possible to salvage some merchandise to sell at another location? Or, do you have a good

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enough relationship with your suppliers that you could make alternate arrangements? You also need to think about how to conduct transactions when you are not in your regular site. Can you connect to a web-based system as an emergency measure? In many instances, inclement weather brings about power outages. While most of these occurrences are short in nature and relatively harmless - albeit irritating - what would happen if you had no power for a day or more? Depending on your operation, you may need to have an Uninterrupted Power Supply or a generator to ensure that your vital systems continue to run. You should also have manual procedures documented and rehearsed. Be sure that your data is backed up. If you loose your data, you loose your business - it's as simple as that. Be sure that you have a reliable backup system. An offsite backup is a better idea. Think about it: if your business had all of the backups on site, but the building was hit by a tornado, where would your data be? There are plenty of off-site backup services to choose from, but be careful. Make sure that your important information is kept secure. An even better idea is to work with a local IT service company that can help you weed through all of the choices. My purpose today is not to detail every possible scenario, but to make you think about how your business can stay running in any circumstance. Get your team involved and let them help you develop a comprehensive plan. As we keep learning, it can happen to you. Copyright © 2008 Kahuna Enterprises, Inc. All rights reserved. Tim Dollmeyer is a certified ActionCOACH business coach. If you have questions or would like to learn about coaching, visit http://timdollmeyer.com/ As the world of business moves faster and becomes more competitive, having a Business Coach is no longer a luxury; it has become a necessity! Tim's role is to coach business owners to improve their businesses using the proven systems provided by ActionCOACH coupled with his experience and yours. Tim will work with you to develop your vision and then get you into Action to achieve it

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Tim is a powerful and inspirational presenter who uses humor and audience participation to bring his point across in a way that will make a big impact on you and your business. Whether teaching business management, leadership or team building, Tim will help you to view your business in a whole new way. Tim presents workshops for every aspect of growing a business. Each program can be tailored to your company's specific needs. He also delivers workshops in various areas such as conflict resolution, negotiating and public speaking

Are You Living Below Or Above Your Means? "Savings" It is a word that we all think about but that we don't all care to do... When is it good to save and when is it good to indulge? How much should you save? How should you judge your ability to repay credit card debt? These are all very basic questions but are very important ones that this country and its people don't ask themselves enough. Think about it this way... "If I took away all your credit cards; could you survive?" Most people will tell you that they will, but the reality is that they are lying to themselves as they believe that they will always have these items available for them. What if this was all about to change? As we enter a global recession. Are you ready? Think about these important factors when asking yourself:

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Do you have 2 years of your income saved? Do you have enough cash to pay for large bills or do you always charge your credit card? Do you have fears that you will lose your job and not be able to pay for your car/house? If you answered yes, then you need a change in strategy around your savings and spending habits. Let's first discuss your spending habits. This way you can cut down and save more. Here are some tools that can help you get out of debt and be on your way to saving more. 1. Pay off full credit cards one at a time (10% of your balance at a time.) - They say you shouldn't take on credit card debt unless u can pay it off in 10 payments. This is a great way to check if you can afford to buy before swiping. 2. Lower your car payment if your rates are above market (when possible.) - Do not extend the term of your loan to lower payments, only the rate 3. DO NOT pay down your mortgage (tax deductions are the last cuts you make.) 4. DO NOT consolidate debt in one loan (unless it would take more than 5 years to pay off your debt) if so, then home LOC works best (tax deductible.) 5. Use any excess cash (bonus, commissions) to pay down your credit card. 6. Do not charge gas, food and other daily needs on a credit card. Keep track of what you spend. Set a Bi-Weekly budget and stick to it. For example, take 20% of your check and allocate that to daily needs and don't spend over that amount. So if your budget is $200, then no dinners, lunches, gas and any unnecessary charges need to exceed that amount.

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Once your budget is limited then you need to allocate the rest of your funds.

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Allocate in the following order. -Housing (mortgage or rent) -Vehicle -Constant immediate necessary needs (insurance, gas, elec-Savings (20%) is best, (10%) is good -Left over is your budgeted spending account

Once you allocate then you might need to adjust the spending portion and savings portion. Try to set a high standard for savings and a low standard. EX: $400, but $250 untouchable. So you put $400 away and hope to save it but at the minimum you will keep $250 of that untouched. With this method, you limit your spending and maximize your savings each pay period. If you like to save for larger items, like TVs and other entertainment items that are not required in life, then set a budget amount each pay period away for that item separate from the main savings account which is not to be touched for anything other than life supplies in rough times or extreme emergencies. Using this method might take longer to acquire your items but will not leave you feeling dry or have buyer's remorse after your purchase. Indulge but make sure you do it correctly and within your means. Now, let's look at how you can tell if you can afford your car. When you go purchase a car, many financing options exist. Many of which are designed to make an unaffordable car look affordable in the form of payments.

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If you are the type of person that looks at payments rather than full price paid by the end of loan, then do this calculation prior to obtaining your loan. For cars under $20,000, calculate payment on 48 months. Can you afford it? For cars above $20,000, calculate payments on 60 months. This will give you an idea of what an affordable car is to your budget. Please do not fall for the 0% deal or the low payments of the 72 months and above deals. Leases are a totally different story all together. We will cover that next time. PJ Ghadimi - Self proclaimed entrepreneur and successful business owner who wishes to share his secret solution to winning. Find more articles at http://www.secretconsulting.com/forums/

Water Damages This Winter - Not If You Prepare Home owners know that a little preparation one early Fall Saturday afternoon can dramatically help you weather the affects of a winter storm this season. Being ready for a storm is just as important as being ready for a natural disaster or other emergency. Frigid temperatures or excessive moisture can have an adverse affect on both your home and your family if proper care is not taken early. Below are some helpful steps to take to get your home or business ready for inclement weather this season.

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Clean Out Gutters Cleaning your gutters during autumn before the cold and rain sets in is an easy way to protect yourself from problems later in the year. Keep your gutters clean so that they can function properly, keeping your basement dry, your roof in good shape and your foundation solid. Prepare Landscaping Trim away dead branches that could break when weighed down with winter ice and snow. These broken branches can take down power lines or damage your home or vehicle if they were to fall unexpectedly. Some pruning projects are just too large for individuals, so don't hesitate to contact an arborist for a professional opinion. Wrap your Pipes Wrapping your water pipes, especially in homes and businesses around the U.S. that see very low temperatures for longperiods of time, will decrease your chances of one bursting, potentially resulting in thousands of dollars in damage. Newspapers can be wrapped around pipes to block out the cold and covering the newspaper with plastic will block out moisture. Experts also recommend leaving your faucet dripping to encourage flow when temperatures drop dramatically. Install Insulation Make sure your draftiest areas have proper insulation, like the attic and upstairs rooms. Properly installed insulation reduces the amount of heat that escapes your home. Layer your Windows Windows are a major location for heat loss in a home or office. Install storm windows to provide an additional later of insula-

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tion. The second layer of glass in storm windows creates a strip of still air, which prevents heat from escaping. Caulk or weather-strip doors and window-sills Caulking and weather-stripping can save energy and money by keeping heat in, boosting the efficiency of your home's heating system. It also reduces the likelihood of water seeping into your basement or attic causing water damage. Plan for the Unexpected Even the best-insulated homes with properly wrapped pipes and clean gutters may still be susceptible to some winter storms. Know your area's history of natural disasters and recall the issues you ran into last year related to damages. Then plan accordingly. Procure Flood Insurance Flood plain areas, or low elevation areas increase the likelihood that rising water will reach and/or damage homes, especially during spring thaws. If you are in a flood-prone area, consider purchasing flood insurance, which is not included in most home owners insurance policies. Ask your insurance agent about the National Flood Insurance Program if your home is in a flood plain. These basics winter storm preparation steps will help you save money, stay dry, keep warm and worry less this winter season. Winter storm preparation is one step in many that homeowners and businesses can take to protect their infrastructure from devastating damages. For more on protecting your home from fire or water damages caused by natural disasters or basic accidents, visit RapidRefile.com

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How Do You Survive a Recession? Your determination is what takes you through the good and the bad times. If you put in some work now to make your business recession-proof, you can emerge with a healthier, more profitable business whatever the economic climate. Have a Plan. A business plan is not just something you show the bank, it's what you are doing in your business, if you haven't thought it all out stop what you are doing now get yourself a plan. In the financial plan, set your targets for income and expenses. You need to know what success means for you and when you are going to get there. You set your goals and then achieve them. This means profit and how much you want - if you are not aiming to make profit at some time then you are not a business. Share the plan with everyone who is implementing it so that they all understand what their role is. Keep selling. If you are not making enough revenue, sell more. Marketing ultimately comes down to selling. Designing products and services and promoting them is about selling. Bear that in mind at all times. Sometimes people running a business say they don't consider themselves salespeople. OK get a job. You cannot run a business without selling. Your customers are a goldmine. Know your customers and why they need your product or service. Talk to them. Find out why they buy from you, what do they think about your competitors, what do they read, who do they get advice from, etc. The more you know the more your chance of selling more. If you can get a customer list work it at all times to dig up more sales opportunities. Work on your business not in it. One of the key aspects of successful entrepreneurs is the ability to maintain an overall vision of how their company is performing, and, more important, whether it's still going in the intended direction. Less successful entrepreneurs get bogged down in the day-to-day running of things, and when this happens, businesses drift.

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Delegate your day to day tasks. If you're the boss, you must let people you hire get on and do things. Especially if you are hiring people for the first time, it can be a huge wrench to let them do a task you're used to doing yourself. Almost undoubtedly, they won't do it as well as you would have done - but if they have done it well enough, and freed up your time to do more important things, then you are ahead. Take time off work. Workaholism is a dangerous addiction. Take time out to go out for a walk or to visit somewhere new: when you do so, try and get a new perspective on your business. Chris is a Director of Deve Limited a business and marketing development consultancy. He is a marketing professional and a chartered management accountant He has wide experience of implementing marketing strategies for multi-nationals, SMEs and start-ups. He specialises in integrated direct marketing services. His formative years were as marketing manager at Cadbury Schweppes. He has been a senior consultant in West End, London agencies working for major brands. He has been involved in several business start-ups and for a while he owned a famous 15th Century pub in St Albans Contact him at http://www.deve.co.uk

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The Importance of Business Continuity Planning Business continuity planning is the process whereby a firm figures out a plan of action that it will take in the case of unforeseen events. The process anticipates risk and helps limit the

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downside that companies may experience when adverse events occur. While business continuity plans are common in large public entities, they often go uncompleted in emerging ventures. This is because emerging ventures typically have less resources and more critical day-to-day tasks to complete. As such, business continuity planning often gets pushed aside until it's too late. Recent events ranging from Hurricane Katrina to the New York City Transit Union strike show that there are many adverse events that could arise with little or no warning. Such events often destroy businesses that are ill equipped to deal with them. Emerging ventures must create business continuity plans. Such plans will include backing up work and communicating and/or meeting virtually when required among others. Regardless of the specifics of a company's plans, it must brainstorm potential situations and determine how it will deal with them before they occur. Fortunately for emerging ventures, business continuity planning can also have positive short-term effects. By assessing multiple what-if scenarios, businesses often come up with new product and service ideas, or new ways of doing business that can increase profits even when no disaster occurs. It is never too early to begin business continuity planning, but clearly there are times when it is too late. As a result, sitting down and beginning your plan today is good business. Since 1999, Growthink has developed more than 1,500 business plans and private placement memorandum documents.. Growthink clients have collectively raised over $1 billion in growth financing. Growthink has become the firm of choice for venture capital firms, angel investors, corporations and entrepreneurs in the know. To speak with a professional business plan writer

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, call 877-BIZ-PLAN (877-249-7526)

The Science of Economic Crisis and 5 Rules of Recovery Today the world economy is in turmoil. What to speak of big economies like the US and Japan even the small economies like that of many African nations are not left immune from the historic phenomenon of problem of availability of cash -which is the driving force of economic activities of any country. The big question that bothers everyone alike : the governments , financial planners, employees, industrialists , businessmen, investors and for that matter every person of the world is how long the turmoil will continue? Many are of the opinion that no economy is going to heal in near future. They think a period of recovery from the problem of available cash will be around 8-10 years. The reason behind their thinking is largely based upon the previous experiences of such incidents in economies, including the great depression of the US in the thirties. As a solution of this problem of greater ramifications, affecting every walk of life of individual citizen, what various governments are currently doing, are something "typical" governments are taking steps to inject into the body of their respective economies cash currency or more technically`Liquidity` . The most common steps the various governments are taking are: to reduce the cash reserve ratios or CRR, to bring down the repo rates and to borrow from domestic and foreign markets. Apart from taking these common steps, governments can also resort to deficit financing , an unusual step.

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Reductions in the CRR enables commercial banks to deposit a little lesser money to the government accounts. In this way the banks will keep with them comparatively more money which they receive from their depositors. The repo rate is the rate at which the apex bank of a country provides loans to other banks. With reduced repo rate, a commercial bank can borrow more from an apex bank of a nation. Deficit financing is the last tool in governments` hands which they take when they can not overuse the instrument of CRR, repo rate, and domestic and international borrowing. Deficit financing is printing currency without creating the actual corresponding products and services in an economy and becuse of this reason it brings inflation. A higher inflation retards economic growth in an economy. It is for this reason governments usually do not undertake this step. There are no doubts that these steps will definitely increase the availability of the cash to banking institutions and governments. But the million dollar question is with these traditional approaches available to a nation, can sufficient amount of cash be injected into the body of an economy to keep it healthy so that everything in an economy goes well ? The simple answer to the above question is -a big NO. Consider this hypothetical situation : If a government brings its CRR and repo rates to 000 percent, what will happen then ?Can an economy will then have sufficient cash in their hand with which they can fulfill all cash requirements emerging in that economy ? The answer to this question is again a big NO. It is simply so because the deposits with governments is always low if compared to total demands of the cash requirement, especially when a country is facing situation of such magnitude. To ease the problem of availability of cash , the other option before a government is to borrow money from other countries. But is this possible now? At this time when no economy of the world is left immune from this giant problem which country will afford to lend and how much ?

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It is clear from the discussion of the traditional tools which governments usually employ to fight whenever problem of availability of cash arises in any economy in the world that these tools of CRR, repo rate, deficit financing and, domestic and foreign borrowing can not help economies to recover in the shorter possible period of time as they fail to infuse the required availability of cash in an economy. The consequence is an economy takes longer period of recovery. Longer duration perpetrates a great deal of suffering which every governments, every institution and every citizen of a nation has to face in some form or the other. In this crucial phase of economies every thinker of economics contemplates what are other ways that can help economies to recover faster ? My keen observations on the fundamental theories and practices of economics suggest the following 5 rules can greatly help economies to recover faster: (1)Instalment Based Selling Of Products : If industrial sector of an economy keeps on selling their products it implicitly implies that it will be manufacturing product also and if this sector continue to manufacture , it will definitely keep on contributing to an economy. What industrial sector faces as a big problem to them is the loss of revenues because of reduced volume of sell. And this reduced volume of sales is realised because at the time of recession customer are unable to pay the unfriendly prices of a product though they have desire to buy a product . This tool of customer friendly installment plan can greatly fight this problem of reduced sell volume and help the industrial sector to fight the problem of reduced sell. The benefits of this will go to everybody : the investors, the employees , the governments and as a whole to the entire nation. (2) Moderation of Governments Expenditure : As prices of goods and services attain a lower level due to fall in their demands , the purchasing capacity of the government employees proportionally becomes higher. To adjust this biased benefits going to them it is advisable to cut their salaries and perks according to a

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formulae to be worked out by a group of economists. It will help everybody in an economy , as the overall effect which this tool will bring is it will make available some degree of cash availability to government treasury which governments can rationally use to help to fine tune their economy. This will ensure a greater benefits as its beneficiary will be everybody in an economy Apart from this, the governments need to cut its defence expenditure, as this expenditure sucks a large amount of cash from an economy. (3) Issuing Of Public Bonds of Different Maturity Period: Governments should make use of this tool as a tool of instilling confidence among depositors and investors who do not want to put their money in financial institutions like banks largely because the fear psychosis ruling their minds. This step will yield to governments a large sum of money . The bonds should be attractive in terms of its return so that it can invite maximum possible amount of cash available with citizen . Governments can then lend this money to financial institutions which are enormously required to fight the economic crises. A healthy financial institution is an index of economic development. This step will definitely help to correct to a greater degree the financial problem of finance institutions in a nation and ultimately benefit every citizen of a nation. (4)Sorting out of worst affected business units and their subsidisation: governments are required to help those business units whose role in the concerned economy is crucial for development and stability. The waiving of various taxes and subsidisation of some inputs can help the more affected business unit to continue their business rather than deciding closure. This will shortly help investors, and employees and in the long term the governments when these units recover from the problem. (5) Encouragement to a collective entrepreneurships, rather, a single entrepreneurship in a business venture:

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A policy of economic governance which prefers to encourage and support a collective business effort will enormously change the quantum of business progress leading to a faster recovery. In a situation when an individual entrepreneur feels unable to start a business venture on its own because of lack of of capital , the collective effort will pave a way to undertake such business venture as this will sort out the problem of capital needed to start a business venture. A government can also provide economic help to such collective effort if they seek governments cooperation. This tool of economics will definitely benefit a large number of entrepreneurs in an environment of capital-deficit economy. These rules are nothing new they are already operational in one part of the world or in the other but their degrees of application is not sufficient to bring a significant result . What the time suggests right now is it is right time to apply these rules more comprehensibly. By Rajesh Kumar (Author)

Recession Proof Survival Guide - Be Proactive and Not Reactive "The best way to predict your future is to create it!" ~Abraham Lincoln Be Proactive and Not Reactive. During the current economic crisis, most businesses are looking at how much money they are spending, but are not willing to look at the entire financial situation differently. Instead of changing their business processes or reach, they're going to cut

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expenses, lay people off - typically starting with sales - and they are going to, essentially, put their head in the sand until they see signs (whatever those signs are, they do not know) of recovery. That's one way to approach the situation, but it may not be the best. For those that are open to some different ideas, here is another way to look at the current situation: Start by focusing on customer service. Call your customers and talk to them about their unique situation. Ask them how the recession will impact their business. It is kind of like talking about the 600 pound elephant in your living room. Ask them how you can help them to build their business even during the recession. Ask them who their ideal client is and find out how you could create an introduction for them? Your customers are your best assets when the economy is experiencing challenges. Make sure you are taking care of them. Or, when the economy does change, they may be looking to work with someone else. Anticipate their needs. During a slow period, you can do is offer a free training for your customers' employees on how to better use Word, Outlook, and Excel. Taking one hour out of your day to schedule a webinar for your clients can go a long way in showing them that you are loyal and sensitive to their needs. Don't make decisions out of fear. If you are going to downsize, that is fine - just don't downsize out of fear. Any decision that is made reactively and out of fear is typically not going to create the best result. Historically, there were more millionaires made during the 1930's after the Stock Market crashed. Why? Opportunity is on sale. This is a perfect time to diversify your offering is right now. If you haven't offered backup services in the past, this may be a

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great opportunity for you to begin putting together a marketing plan to introduce this type of service to your end-user. Most people that you're working with have an understanding that the economy is going to turn around. Also, they are probably very interested in addressing their inefficiencies, so this is actually a perfect time to talk with them about becoming more efficient using IT. What are your priorities? Stop making excuses. Not having the time and not having the money is just an excuse. Your best friend is getting married. The wedding location is in Hawaii on a private beach. Your friend is very well-to-do and will provide you with a round-trip airline ticket for accommodations on the beach. Plus, all the food and drink is on the house and all you have to do is get on the airplane. There is only one flight to Hawaii and it leaves at 5:30 a.m. If you missed the plane there is no other way to get to the wedding. Oh - and by the way, just for getting on the plane, you are going to receive $10,000 cash. (Hopefully you can see where I'm going with this). There is no way you're going to miss that flight unless you are completely committed to not going to the wedding. What is your major reason for being in business? Are you consistently doing the most profitable activities to grow your business? Most people will find the time for doing the things that they value. If your passion and value is no longer building your business, then get out of the business. Your business is only as strong as your weakest link. What is your number one asset? If your #1 asset is not your customers, then you better reconsider why not?

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The relationships that you have created are ultimately your source of income and information about your market. Most business owners do a good job in the beginning of their business, but lose touch once they begin to have success. This is a general trend that I see in all business, but it can be compounded in the IT businesses because of the fulfillment side of delivering services. Are you keeping in touch with your customers? When the economy begins to slow down, businesses find it much harder to network their ways into new opportunities and start to feel like it is unrealistic to create new business. Having said that, most businesses find it is much easier to get work if they are consistent in their approach. Pick an activity that you set aside time each day or week to perform. For example, make a certain number of calls per day to your current clients or set up a meeting with associates for coffee or lunch. Become Better at Marketing and Sales. In the history of our economy usually things get worse before they get better. However, they do usually get better. It is important to work hard now so that when things do get better you can reap the rewards of your hard work. The best place to invest your time and effort is in becoming better at marketing and sales. Most IT business owners would admit that they are not good at sales and the ones that say that they are good are not really that good. For most of us in sales, it is a constant uphill battle to become better and not make common mistakes. Let's say that you learn one new technique that helps you to close one new deal per month. That is 12 new sales per year that you would not have gotten if you did not invest in some type of sales training. It is really easy to see that this type of investment will give you an immediate return even if you only close 6 new deals per year. The companies that market well now will be more successful in the long run.

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A majority of marketing professionals would say that you need to create 17 to 29 touches before an individual is ready to buy. The best time to start a marking plan was 6 months ago and the second best time is right now - today. Using inexpensive, high volume, focused touches is the best way to build your new community of client that will buy from you. That is why your Web site will become the best tool for creating new business as more people are doing research online. Focus your learning on how to create auto-responders, how to evaluate Web analytics, and automated marketing strategies that allow your prospects an easy way for to comfortably get involved with your products and services. Anthony Blando Online IT Marketing Quick Tips http://www.onlineITmarketingquicktips.com

Make Your Business Decision About the Economic Downturn Are you choosing to participate in this current economic downturn? If so, you will be a part of the negativity that bleeds in the headlines. If you choose not to participate in this economic downturn, as I have, how will you handle yourself and your small business? This is not my first time in an economic crisis and it sure won't be the last, however, for some of you, it may be your first. What is a small business owner to do? First, stop spending time with people who have drunk the kool-aid and are a woe is me, what's going to happen to me, henny

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penny type of individual. Choose to spend quality time with professional individuals who are all about moving onward and upward. Choose your friends and associates wisely. Second, change your mind. That's right, you have the power to give yourself an attitude adjustment. Only have positive behavior. Focus on what you want instead of what is missing. Perform only three tasks of high value on a daily basis. Third, come up with a new, great idea. You could write a book, create a new vision for your business, survey your clients as to their needs and then provide a free teleseminar or presentation. Create a mastermind group with those positive professionals and you will design something spectacular. Fourth, market yourself and your business with more creative methods. a) Send five personal, handwritten notes per day, every day, to your clients. Enclose an article that works for them. b) Make 'dates' with prospects or clients for coffee or tea. Just get to know people and let them get to know you. c) Design a blog in your particular niche. Wordpress.com is free and there are several others. Fifth, write articles about how to stay positive in changing times, be specific about your clients' niche and publish them. Refuse to participate in the media driven challenges presented each and every day. If you have to stop reading the newspaper to avoid information that supports chaos and detriment to you and your small business, please do so. As difficult as it may be for small business owners and professional practitioners to see the light in your business today, Joanne Victoria has several programs at various price points to help you during up and down economic times. Contact Joanne at: mailto:[email protected] and check out her blog at: http://joannevictoria123.wordpress.com and her website: http://www.JoanneVictoria.com

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more sales and more fun. You can reach Joanne at: mailto: [email protected] or by phone at: 360-3772995. Book orders in the US: 888-503-2665

Power Protection Systems Design and UPS Topologies With energy consumption going up and businesses increasingly reliant on electricity to run today's operations, it is more important than ever that Uninterruptible Power Supply (UPS) topologies and designs are appropriately matched up to applications to secure the highest levels of power protection and business continuity. An uninterruptible power supply sits between a critical load and its source of ac power, usually a mains supply. It provides two functions: a secure source of power for when the mains supply fails and a clean, stable and regulated supply when mains power is present. It is this second, lesser known, of the two functions that is becoming increasingly important for today's businesses, particularly those that rely heavily on computer and telecommunications technology. This type of equipment is more sensitive to fluctuating currents and voltages and other power problems (surges, sags, brownouts, transients and harmonics), which are typically associated with raw mains energy. Disturbances like this can cause costly breakdown of equipment and data loss or corruption. There three primary types of static UPS are: Online, Offline and Line Interactive, which all differ in their ability to perform

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these critical functions and vary in the degree of security and level of power protection they provide. Line Interactive and Offline UPS are limited in their design to smaller applications such as home and small office. By comparison, Online UPS provide superior electrical performance, reliability and resilience and are suitable for powering loads ranging from critical file servers and telcoms PBXs to entire industrial manufacturing sites and data centres. UPS Design Inverters All uninterruptible power supplies incorporate an inverter, which digitally creates an ac waveform from a dc supply to power the connected load. In Online UPS, the inverter is designed for continuous operation. Raw mains power is a true sinewave so this type of inverter's output waveform is also a sinewave. This type of UPS is classified as Voltage and Frequency Independent (VFI). Its inverter operation is unaffected by changes in voltage or frequency supplied by mains power. Line Interactive or Offline UPS contain inverters that are much less sophisticated and are only used in standby mode, ready to supply the load when mains power fails or fluctuates outside of its pre-set input voltage and frequency window. The least sophisticated inverter type is that which is used in a purely Offline UPS (the type used in home office applications). The size of its inverter limits the UPS's load capacity and is measured in terms of VA (inverter output voltage x Amps). Rectifiers The constantly running inverter of an Online uninterruptible power supply requires a continuous source of dc and this is supplied by a rectifier connected to mains power.

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Rectifiers can generate a high level of harmonics, depending upon their design, method of operation and type of UPS. In addition to supplying the inverter, in a transformer-based Online UPS design, the rectifier also charges the battery set. In a transformerless design, a booster-converter sits between the rectifier and inverter to increase the dc voltage from the rectifier (or battery set) to the higher dc voltage level required by the inverter. The output of the booster-converter also charges the battery set. In Line Interactive or Offline UPS, the battery charger is connected to mains power. Battery Sets A UPS battery set is sized in Watts. It provides a dc supply, on mains power supply failure, to the inverter. The length of time an inverter runs on batteries is known as 'battery runtime', 'autonomy' or 'back-up time'. A battery set may comprise a single battery string (or multiples) connected in parallel. A string consists of one or more battery blocks connected in series. Battery runtime is measured in Ah (Ampere-hour) and is dependent upon the rating of the battery set and size of the attached load. The lower the load, the longer battery runtime will be. Filters UPS contain EMI/RFI (Electro-magnetic Interference and Radio Frequency Interference) filters to protect them (and their loads) from harmful, mains-borne spikes and electrically induced noise. They do this by suppressing or 'clamping' peak voltages to acceptable levels. These filters vary in complexity and usage within the three static uninterruptible power supply topologies. The filters can also help prevent electrical pollution, which can be generated by the high-frequency electronics within the UPS itself, from disrupting upstream or downstream equipment.

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Bypasses The primary reason Online uninterruptible power supplies are the preferred choice to protect critical loads is that they incorporate an automatic bypass, which provides it with resilience in case of system failure. This is known as 'safe failure to mains' and means that, if system failure occurs, the bypass will transfer the load to an alternative power source (mains power or an alternative power path such as maintenance bypass or centralised static switches that operate within parallel UPS configurations). Once the fault condition is cleared, the bypass will automatically transfer the load back to inverter output. UPS Topologies An Online or Double Conversion UPS maintains voltage and frequency variations within prescribed limits so output is independent of supply fluctuation. As well as conditioning mains power to negate problems, this is the only UPS solution that provides break-free supply to the plant or datacenter during a power outage. A Line Interactive UPS uses built-in passive electronic regulation devices to stabilize and regulate voltage fluctuations. When mains supply power is present, the output frequency of the UPS tracks the input of the mains. Line Interactive and On-Line UPS use tower or 'rackmount' case formats and sit next to their respective loads, typically in a datacenter or computer room. An Off-Line or Passive Standby UPS is a compact device designed for desktops or wall mounting, which uses its own output to track voltage and frequency variations in the mains supply power. Accessories UPS accessories include external maintenance bypasses, which allow maintenance to be carried out without disruption to the load, parallel kits, utilised to achieve higher levels of operating

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resilience and battery extension packs, which provide a simplified and convenient way to boost extended runtime. Depending primarily upon load size and type, application and criticality, a complete UPS solution may consist of one or more of the three main topologies. Online, for example, is considered the ultimate power protection solution, whereas Line Interactive is an intermediate option. Offline offers basic power protection and is well suited to small and confined applications such as small offices or home. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Power Protection in Today's Data Centers and Server Farms Data Centre managers have a lot on their plates. Pressured into squeezing more equipment into increasingly overcrowded spaces, energy-efficiency is also high on the agenda. Finance departments demand that costs are cut but that systems are kept up and running. In the face of a growing number of power cuts, it's a wonder they can sleep at night! Installing an uninterruptible power supply (UPS) need not add to the nightmare, as long as a few preliminary steps are taken. What managers want from their UPS is: maximum uptime, system resilience and efficiency, low running costs and energy consumption, high density and a small footprint. How do they get that? This article tries to answer that question.

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The Primary functions of a UPS An uninterruptible power supply, primarily, provides a valuable source of back-up power in the event of a mains failure. It allows businesses to ride through short-duration interruptions; perform a controlled shutdown of non-critical systems and power loads whilst a back-up generator starts up. A lesser-known function of UPS (but increasingly important one in data centre and server farm environments) is power conditioning. The voltage of raw mains energy can fluctuate wildly, causing power problems that are harmful to electrical equipment, particularly servers. UPS monitor and regulate mains power supply, keeping it to within acceptable levels and negating these harmful problems, thus saving on costly replacement or repair and data loss or corruption. Maximising Uptime Maximum uptime is achieved, firstly, by sizing loads and UPS correctly. This involves determining load power requirements, which can be confusing. On equipment labels and in user manuals, hardware manufacturers rate power usage unrealistically high. It is not uncommon to see loads running at only 50% of this rating. In addition, ratings given may be in Amps or Watts. Depending on the type of load, there can also be a significant difference between in-rush (start-up) and running power. It is important, therefore, when sizing UPS to carefully consider: apparent power (VA), active power (Watts) and Power Factor (pf). The higher the input power factor, the more efficient the UPS will be. Today's standard is upwards of 96%. Matching the right UPS topology and design to the specific application is also important, so too ensuring resilience and no single-point-offailure. Additional runtime and/or some form of alternative power generation (a diesel generator, for example) and ensuring the whole power protection solution is consistently and properly maintained will add to the likelihood of 100% uptime.

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Building-in System Resilience System resilience (fault tolerance) comes largely from the UPS design and topology and how the system is configured. The primary components of resilience are the automatic static transfer switch that monitors the output waveform of the uninterruptible power supply's inverter. Should it fail, due to a short-circuit, overload or fault condition, the switch transfers the load to mains supply without a break and automatically transfers it back once the fault has cleared. Other levels of resilience come from whatever source of back-up power (batteries, diesel generator and/or a dual input power supply) is chosen. Extended Runtime When extending the runtime of an uninterruptible power supply, special consideration must be given to load category and type. Load category determines how critical it is to the continuity of business. Critical and essential loads need extended runtime and some form of redundancy. Non-essential loads (canteen facilities or printing services, for example) may need a solution to power emergency lighting (for health and safety whilst they are shutdown for the duration of the power cut) but no extended runtime. Runtime is load dependent: the bigger the load, the more power it will need. Load 'type' refers to whether it is linear or non-linear, and how it draws its current from the mains power supply. It will be inductive, capacitive or resistive and this will have a bearing on UPS sizing. Low running costs and energy consumption Leading UPS manufacturers, such as Riello UPS, have made great strides in recent years towards providing the market with energy-efficient products. UPS energy-efficiency depends on: the energy they need to power them; the way they draw that energy; their affect on upstream supplies and the management of consu-

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mables (such as battery sets and switchgear). Modern UPS designs offer tangible improvements in all these areas, along with an everimproving carbon footprints. The latest zero-impact designs, such as Riello's Multi Plus, demonstrate low input current distortion, reducing the need for dramatically oversized supply (generators and upstream switching). They give a near Unity power factor sinewave, leading to less wasted energy and are physically smaller, thus allowing more revenue-earning, high-density servers to be fitted onto floor space previously required for UPS and batteries. Plan for the future - today! Data centres and server farms are fast-moving environments where growth and expansion are constant. When choosing a UPS solution for today, thinking about tomorrow (specifically expansion plans) is just as important. The most common approach is to ramp-up load sizing by 25% to allow for the next five years' expansion. For online designs (above 10kVA) future expansion can be achieved using parallel architectures. An uninterruptible power supply should alleviate data centre managers' headaches, not add to them and with a little prior planning and forethought, they can. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Rotary Uninterruptible Power Supplies and Power Protection Systems

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More than ever, today's uninterruptible power supplies (UPS) must be highly reliable and cause as little disturbance as possible upstream and downstream of their supply. Some manufacturers believe Rotary UPS to be the answer but others disagree, stating that new, improved designs of static online UPS make the added expense of Rotary UPS unjustifiable. What are Rotary UPS? Rotary UPS are mechanical uninterruptible power supplies that convert Kinetic energy into electrical energy to power connected loads. There are two competing designs: Rotating Transformer, based on a regulated isolated rotating transformer; and Induction Coupling, comprising a diesel engine, two-speed concentrically-mounted induction coupling and alternator. Whatever their design, Rotary UPS start at around 500kVA in size and range up to 2MVA (or more) when configured in parallel operation. For this reason, unsurprisingly, their application is reserved for large installations. Compared to a static online uninterruptible power supply, manufacturers argue, Rotary UPS generate little in the way or harmful harmonics and can achieve higher MTBF (Meantime Between Failure) values. Harmonics can result in poor power quality, which can be as hazardous to critical equipment as a partial or complete mains supply failure. It can lead to intermittent data corruption and hardware failure. The actual quality of mains power supply is measured in terms of its waveform, voltage and frequency and the presence (or not) of a variety of power problems including blackouts and momentary interruptions. Harmonics are voltage or current waveforms, the frequencies of which are multiples of the fundamental. In Europe this is 50Hz (50 cycles per second) and the multiples are ordered into a specific sequence. For example, the 2nd harmonic is 100Hz (2x50Hz), 3rd harmonic 150Hz (3x50Hz) and so forth.

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MTBF is a standard indicator of the reliability of an uninterruptible power supply. It represents the average operational time between powering-up and system shutdown due to failure. The figure is usually presented in hours. Rotary UPS manufacturers also believe their machines to have better fault clearance capabilities and that they are more suitable to loads with a leading power factor. A typical example of this is high-end server loads, such as Blade servers, which have a modular electronic circuit board often dedicated to a single application and housed within server chassis. Blade servers allow more processing power within less rack space than traditional or older server designs. They are being widely adopted within large data centre and telecommunications environments. Loads, like Blade servers, with a leading power factor have a current waveform that 'leads' the voltage waveform by a factor equal to the reactance of the load. Rotary uninterruptible power supplies offer a number of significant disadvantages too. A far higher capital, installation and environmental cost, for example, which can be as much as 40% higher than a comparable static online UPS design. Higher Costs and Complex Installation Installing Rotary UPS is much more complex than a static online UPS. They are a motor generator-based device and their installation presents high ventilation, vibration, noise and removal of exhaust gas issues. Some Rotary UPS designs operate at 30dBA higher noise levels than static online designs, which can cause noise pollution on site. Increased Size and Weight Rotary uninterruptible power supplies are heftier than their static online cousins and can demand as much as 20% more footprint area within a plant room or dedicated UPS area. This also makes system expansion difficult.

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Increased Service Costs As a mechanical device, Rotary UPS contain bearings in their workings, which require lubrication and this can make them sensitive when operating in Ambient temperatures. As a result, they can require more frequent maintenance and have a higher MTTR (Meantime to Repair) than static online designs. MTTR is a measure of the average time it takes to return a UPS to normal operation from shutdown in the event of a system failure. As Rotary UPS contain many bearings, their average MTTR is higher as these can take days to replace. Static online UPS designs offer many advantages over their Rotary counterparts. Firstly, they are far less expensive to install and maintain and can be easily used in parallel and redundant configurations to increase reliability and resilience and improve MTBF. Manufacturers have also made great strides in mitigating harmonic pollution in uninterruptible power supplies with the inclusion of rectifiers and filters. They are also introducing designs specifically for high-end computing environments, that offer extremely high reliability, cost-effectively, but with the minimal footprint and ability to support leading power factor loads and minise harmonics. The greatest advantage of a static online uninterruptible power supply over a Rotary design is their modularity and flexibility. It is far easier and cost-effective to expand a modern static online UPS design by adding another module into the parallel system, for example, than it is to rip-out-and-replace a huge, noisy Rotary unit. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

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Do You Have a Business Continuity Disaster Plan? - It is Not Complete Most large businesses have a risk management department and they have a binder they purchased discussing business continuity plan preparation in case of disaster. Perhaps they have put together a rather extensive disaster plan and then filed it away just in case, maybe they have even sent copies to all of their business units. Sounds good right? Well, yes and no. Yes, it is wise to have a disaster business continuity plan, but no, that is not enough. You see, you cannot become complacent or stop planning just because you have a plan in place. Why you ask? Because disaster planning is like any other business planning, as it is a process, not an event or task. You never complete it. It's on-going, under constant revision and ever-lasting consideration. When we talk with folks about business continuity programs, they generally think about their computer system, back-up power and IT department. Believe me, it is not just about computers. Every business big and small must be concerned with preparing for disasters. If you are in manufacturing, a disruption will cause loss of respect from customers, lost revenue and even market share, which you may not be able to get back. Small businesses may have vendors that cannot deliver or have disasters themselves, causing a disaster on their part. Do they have a back-up vendor? And if they hit a disaster head on, can they deliver on their promises? If not, all bets are off and the disaster maybe the end of their business and cause of bankruptcy. So, please review and revise your disaster plan early and often. Turn chaos into order and be prepared to win. Think on this. Lance Winslow Lance Winslow's Bio . If you have innovative thoughts and unique perspectives, come think with Lance; http://www.WorldThinkTank.net/

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Contingency Planning Before the Crisis Occurs No matter what we do in business, we can never coach the future. One of the things that resulted from the tragedy that was experienced here in the United States on September 11th was that many companies began to formally adopt contingency planning as a regular part of their overall planning process. The process of contingency planning is initiated by asking a series of questions about the business environment that begins with "what if". Regardless of the how good things appear at the moment, we have to embrace Murphy's Law that states if anything can go wrong it probably will. Contingency planning is a formal process to manage crisis, whether inflected from an external source or an internal source. In it's basic format, a contingency plan involves potential problem identification, prioritizing the problems in a list of most probable, and developing planned steps to limit the harm that can be inflected on the company if indeed the potential problem becomes real. Be Responsive Companies that are slow to act generally will feel the full impact of the crisis or problem. The days of sticking your head in the sand like the proverbial ostrich are gone. Competition is encountering the same issues you are in the marketplace unless it is self-imposed, such as a recall or product defect. Marketplace issues are easier to anticipate. These problems can usually be seen from a distance. It is those companies that fail to recognize their impact that feel the complete force of the problem. Customer and market perception of a company's professional prowess is dictated by the company's ability to handle big problems quickly and effectively. A slow response time, or pretending the problem will go away all by itself, can cripple a management team faster than the actual problem arose. A solid

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contingency plan that is well thought out in advance delivers a strong response and increases both internal and external appreciation of an efficient, responsive management team. We Learn From The Past History will usually repeat itself at some point. Scenarios are played out over and over again by companies that are willing to let history teach them that poor planning in the past has no place in the company in the future. At the same time, the question has to be asked, "is this indeed a true crisis?" Your type of business dictates the importance that you will place on having a single or multiple contingency plans in place so that as a crisis does occur, a list of exacting actions will result to minimize that situation as much as possible. Let's take for instance a fire. Every business owner has to think about this potential nightmare problem due to insurance requirements by landlords. Plans that are well thought out include keeping customer lists and computer data back-up's off site, vendor communications and inventory listings along with well documented video tapes of the premises, just to name a few. If you live in an area that is potentially effected by weather elements, you have a good idea of what has to be done when the weather alert is issued. Since you have done this before, the plan is more concrete and less necessary actions that are required to stay safe fall by the wayside. The same is true for you business. Once tragedy hits, you are in the middle of the crisis before you have a chance to consider the ramification. A well thought out plan in advance minimizes the problems that are going to arise because you have a prioritized list of actions to execute quickly and efficiently. List the Potential Problems Consider how serious the problem really is to you and your business. Assign it a priority number. The problems that rank the highest should be work on the most. A priority analysis should includes a list of the potential problems, how serious the problem

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would be, how probable is it that the problem would occur, then assign a priority weight to the problem. Some problems can be prevented altogether while others will occur no matter what you do. The best outcome here is to try to limit the damage and keep the problem to a minimum as much as possible. Outlining the trouble spots is important based on the severity of the problem. If the problem is less likely to occur, your time should be spent asking the questions such as " what has gone wrong before", "in addition to what has already happened, what else could go wrong?" and "what can be done to minimize the situation and get things back to normal as quickly as possible?" Give Yourself Reaction Time Small problems are easier to solve than large problems. By catching the smaller ones before they become big problems, you have time to anticipate and plan for a reasonable outcome. Gray stated "Ignorance is bliss". Without the proper time to plan, the bliss is indeed ignorance. Professional managers have to build in some flextime into their schedules. Priorities are rearranged, appointments change, unannounced meetings occur, and unforeseen problems arise that have to be handled. By having enough time to think through and anticipate problems before they occur, the manager can chart a course of action that is well planned and not reactionary. Minimize Over-Reaction Your company has a great deal to do with the way crisis situations are handled. If you are part of a crisis prone organization, the management style is often a "shoot from the hip" style. This style tends to create over-reaction to problems that occur seemingly daily. Many managers truly believe that they get more done when operating under these circumstances. Though everybody has a different personality, the reaction is understandable and at the same time, damaging.

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It becomes your responsibility to decide if you really need or want to be involved in the problem or situation. At time when the problem escalates to crisis proportion, the panic becomes a contagious disease that will spread through an organization rapidly. On the other hand, if you are not equipped to handle the problem, you can quickly manage the problem into a crisis. Be aware and selective when you decide to get involved. If you have the responsibility to make the decisions that will handle the problem, take prudent well thought out steps that allow you and your team to appear calm, cool, and collected. Dissect the problem and handle it in small pieces. This gives you the opportunity to think through each action with accompanying potential consequences of each action. Action steps that are thought out prior to the actual crisis occurring are always enacted with more confidence and received better by internal subordinates and external customers. Prioritize Look for at least two or three options that will solve each problem. A decision has to be made as to which problem has the potential to be the most damaging. Prioritizing the potential problems that could cause a crisis along with the number of options defined to take corrective action is critical. The best response should be discussed and a complete series of action steps documented to format the intended outcome. Remember to consider the seriousness of the problem as well as the actual probability that the problem will indeed occur. Ranking and prioritizing is an important part of the process. Contingency plans deal with serious issues that have serious outcomes. Individual managerial goals and objectives can be structured in a way to focus on solutions to anticipated problems as well as solutions to current problems. In either case, by setting the focus, the basis for contingency planning becomes part of the overall planning process. Companies and businesses that want a strong contingency plan in place make it a priority and treat it as a separate part of the

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overall planning process. No mater which course of action you determine is best for you, a basic plan is better than no plan. If the problem arises, you will be thankful that some thought has already been given to the situation. Take Steps to Prevent If you are able to prevent a problem before it turns into a crisis, you have successfully maneuvered through the minefield of management. Consider these courses of action to stay in a preventative posture. ? Anticipate the problems that might occur in your business and take action steps to prevent them or limit the consequences. ? Track major tasks through progress reports by identifying major issues and taking corrective action steps. ? Crosscheck internal departmental goals and objectives to make sure that no crisis is looming once the objective has been met. ? Assign the correct people to handle the issue, problem, or crisis. Avoid over committing your resources by determining in advance who and what is needed to solve the problem or issue. Re-access After the Crisis Taking time to examine the step steps to successfully navigating through the crisis can be one of the most important parts of having a complete contingency plan. You will find that some action items went well, other could have been improved and/or changed altogether. By revisiting the problem while the entire scenario is fresh in your mind, you will be able to make notes and outline a better course of action if the crisis were to arise again. Share the feedback and write a case study for others in the company to provide their input on specific successful action items as well as alternative ideas on unsuccessful action items. Modify and document the plan after a consensus has been reached.

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Our businesses change daily. Both internal and external factors contribute to crisis situations that will arise. Most can be anticipated and minimized with a strong contingency planning process. Others cannot be avoided and will have to be dealt with expeditiously and professionally. Good luck is not always available and things happen. Being prepared to deal with bad luck can turn even the most unsavory situations in opportunities. Having a good contingency plan in place is no longer an option, but a necessity. Larry A. Bauman, Ph.D., CMC, CLSFM Dr. Bauman specializes in the service industries providing executive coaching, leadership development, change management, strategy definition, and training. He has over 32 years of experience in business serving as a corporate executive and consultant. He has worked with a diverse client base in both the domestic and international market He currently serves on the Chicago IMC Board of Directors as Immediate Past-President and holds the designation of CMC, Certified Management Consultant He has written numerous articles and four books on strategy and leadership. Dr. Bauman is certified and licensed for the web-enabled planning diagnostic One Page Planning and Performance System? and Behavioral Assessment Instruments from TTI,Inc. and CPP, Inc. He serves as a visiting professor and teaches Strategic Business Management at several universities throughout the world He can be contacted at: Phoenix Business Consulting, Inc 18888 N. Woodale Trail P.O. Box 6268 Lindenhurst, IL 60046 USA TEL: 800-655-0422 TEL: 847-265-3779 FAX: 847-265-3780

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E-Mail: [email protected] URL: http://www.coaching-stop-n-shop.com

Do You Want to Succeed in a Down Economy? Many Have - You Can Too Staying afloat during an economic downturn is difficult, but it's not impossible. Starting with the Great Depression, including the ten economic downturns since the National Bureau of Economic Research shows our economic slumps have been cyclic. The last five downturns have been shorter in duration than their predecessors. But speculate as they may, no one can predict when the economy will rebound. What you can be certain is that it will. Can you hold on? Will you be ready for the upswing? Businesses, old and new, have not only succeeded during a downturn, they have come out of downturns much stronger. How did businesses do it? Simple, they maintained good marketing programs, projected stability, provided quality products and services, knew their customers and how the downturn affected them and managed expenses. These companies created business stability and staying power until the economy turned upward again. Marketing during economic downturns is a must for your business stability and ongoing success. But it has to be done sensibly, with a plan. You have to measure and manage your results, control your expenditures, monetize and market your web site. This does not have to be expensive. What can you accomplish during a downturn? - Win business from weak or failing competitors.

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- Make stronger market in roads. - Show market strength and staying power. - Position your business to be ready for the upturn as soon as it starts. Waiting till the upturn starts may be too late. What to do: - Upgrade and monetize your web site. This is the cheapest source for increased revenue. - Don't lower prices, add value. - Control your advertising campaigns. Don't stop advertising just advertise smarter. - Advertise where you can measure results. Know the numbers. Measure your ROI. - Take care of employees and current customers. Your biggest assets. Monitor their reactions and needs. - Go the extra mile with customer services and support. - Reduce expenses and conserve cash but do it with a plan. - Review and revise your business plan to match current economic conditions. Have a contingency plan. - Diversify and share expenses through Strategic Alliances. During tough times difficult decisions have to be made that can significantly increase your stress level. It is important to recognize this. Monitor your stress and don't overreact. High stress levels tend to lead to making bad decisions. Most importantly, stay positive because better times will come. History proves it. For more information on succeeding in a down time visit http://www.bizstrategies.biz/economy-planning.html Biz Strategies, Inc. provides online business consulting for developing business strategies; including business development plans, writing business plans, business funding, web site strategies and marketing programs. Their coaches draw on anywhere from 20-40 years of experience to prepare their clients' for a whole new ball game

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Learn more at http://www.bizstrategies.biz

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Developing a Chemical Spill Response

If there are any hazardous chemicals in the workplace, Chemical Spill Handling and Cleanup Procedures must be in place. All employees must receive training before they are placed in a situation where there is a reasonable expectation that they might be exposed to a spill while on the job. An effective Spill Response Plan should consider: * The physical characteristics and volume of each chemical that is handled * Their toxicity and potential for release to the environment. * Determination must be made as to what constitutes a 'small spill' that can be cleaned up on site by trained personnel. * What steps will be taken for cleanup of a 'small spill'? * What is the extent and type of spill that would be designated as a 'large spill'? * What triggers a call to 911 or an entity designated for the clean up of hazardous spills? Developing an effective Spill Response Plan involves the following steps: * Review the Material Safety Data Sheets (MSDS) for all chemicals on site * Place MSDS in manual or notebook that is readily accessible to employees * List recommended spill cleanup method for eachDetermine what personal protective equipment (PPE), gloves, respirator, protective clothing, etc. is needed.

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* Acquire an adequate amount of spill control materials (spill kits that are complete) * Acquire an adequate amount of personal protective equipment (PPE) * Be sure all chemical containers are clearly labeled with the name and hazard warning * Flammable solvents are stored in an approved, vented, solvent storage cabinet * Train all personnel in the use of the spill kits and the PPE. * Place spill control materials and PPE in a readily accessible area. Develop a Spill Response Plan that includes: * Names and phone numbers of individuals to be contacted in the event of a spill * Evacuation plans for the room, building, work site, if necessary * Instructions for containing the spilled material, including potential release into the environment (for instance, floor drains should be protected) * Inventory of spill control materials and personal protective equipment * Methods of proper disposal of cleanup materials and hazardous waste, contaminated tools and clothing * Train all employees on the use of PPE and methods of chemical spill containment and cleanup. * Completion of all medical and incident reports as required by the organization, local, state and Federal requirements. Despite the best efforts of everyone, chemical spills do happen. Planning ahead is important for a safe response and the avoidance of a serious incident. A well prepared and well trained employee will be able to deal effectively with a chemical spill. Spill911.com supplies information and products for spill containment . You will find a large selection of spill kits and products to make your workplace a safer one

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4 Steps to Business Survival The answer is to innovate! Pure and simple. People are still buying products and services and if you can make your offer standout you will get business. You can innovate on quality or cost or a host of other factors to appeal to any specific target market. Just follow these 4 steps: 1 Study your target market, their behaviours, attitudes, like dislikes etc ask questions! needs

2 Decide how you can match one or more of their wants or 3 Test Market it to them 4 Return to step 1 and REFINE

You need to constantly refine your offering because customers now have the whip hand. They aren't begging for your product or service as they were during the boom! You need to convince them to buy your offering from a host of "me to" offerings. The only way to do that is to match your customers needs. So in practice you don't talk about the features of your product or service, you talk about the benefits that the customer receives. Specifically you try to find a single point that you are better than the opposition at and you own that point. Perhaps your widget is smaller or bigger or prettier or plainer than the other guys, so that is the point you make. Then rather than competing with everybody else's widget you start to split yourself away from the pack. So the people who

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start to call you are people who really care about (for example) small widgets! Then you have a real advantage! Naturally you find the killer angle first time so you need to experiment! Which is why we recommend a 4 step process, which involves a lot of testing. For help and assistance with this or for any of your marketing needs, please give me a call. I'm very happy to discuss how we could help you further. Best wishes Mike Spratt http://www.rapidbusinessgrowth.ie Phone: +353 1 491 3328

Economic Crisis: Another Breakdown Leads to Break Thru Economic Crisis: Another Breakdown leads to Break Thru It's hard even for an incurable optimist like myself to find any light sometimes in the harsh global reality we face daily. It is always wise however, to consider the paradoxes that life presents. That is to say the seemingly catastrophic negatives often have positive side effects. Here is a story about how the changes we are facing can actually be good for us. After I turned 50, everything I took for granted became more difficult. Things like good sleep, success at work, and good health were now all challenging. What happened? A decade ago I was dancing in the streets, now I feel like I'm cowering in the alleyways.

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At first, I tried not to think about the plummeting stock prices and the lost possibility of retirement. I just didn't look at it on-line. I figured I would just wait for it to go up and then it would all be an illusion. Unfortunately, I couldn't avoid facing about escalating food & gas prices. It now cost over a hundred dollars for gas to fill up my work van. It used to be under $50. a tank not that long ago. And I can never leave the grocery store for less then $150. for food either. These things add up, but with the economic situation, the sales in our business have dropped off tremendously. It seems like all our customers want to buy these days are Prayer Wheels! Are they all worried and praying more? With more free time and not as much money, I was forced to immediately change my lifestyle. To begin with, I started to do home maintenance myself, instead of hiring workers for the job. I used to do a lot of repairs in the past, but for over 10 years my tools have remained idol. Opening my dusty tool box in the bacement was an auspicous experience. I tell you it was like greeting old friends to get out my circular saw and tool belt. Home maintenace is very satisfying and although it was hard work, I totally enjoy it. I looked forward to a few hours of repair work everyday. You know what else: I put TLC into my work that a hired worker would never do. I did every joy professionally and with good materials. Taking time to do it right. Next, I put in a vegetable garden to try and tackle that grocery bill abit. Once again, it was returning to my roots (no pun intended). I used to grow a big organic garden 20 year ago, but have traveled too much for work in recent years to attend to growing plants. Now that my regular work is slow, I don't travel so much. Again, gardening was like remembering a favorite hobby. Planting and watching things grow brought me great joy. So far the economic crunch has improved my well being twice.

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To complete the agenda, I wanted to deal with the high fuel cost. I was not delivering goods in the van as often & felt I should not drive it as my sole means of transportation anymore. For shorter runs and non business trips, I picked up a used Prius that I found on-line to drive as a second vehicle. The gas savings not only entirely paid for the Prius cost, but it's was more fun to drive. Also, the maintenance cost on the van is way down since I drive it less. Vans are sluggish, bouncy, and generally an unpleasant ride. I have been used to a van for years as I thought it was more practical to drive my work vehicle during off hours rather then buy a second car. Who would have imagined that with the high cost of gas the second car would be basically free. Travel used to be a big part of my business, but with the cost of travel so high now the bottom line keeps shrinking. I decide to study Search Engine Optimization (SEO) and focus more on online website sales. Again, a new world opened up. Not traveling gave me so much more time at home that I ended up with a new baby on the way(I won't go into the detail, but you can guess what happened). If all the other life changes brought me joy, they pale in comparison to having a son. It is now the happiest time of my life. I find myself singing that old Loggins and Messina song: "Even thought we ain't got money,... It's called "Danny's Song" If you having a baby it's a perfect theme song to sing for nine months. Does having a bad economy suck? Yes, absolutely! It's hard on everyone. Does life cease to go on as we know it? Yes, again? Things are going to change. Could it actually be better to consume less and have more time? Well, I guess I already answered that one. Find the opportunity whenever you hit a wall. It's there, I swear it. Don't get down and out. Just get out. Out of that head space of limitation and be more creative. Really, it's all an illusion anyway. It makes no sense to take this Economic Crisis so seriously. In another few years what difference will it make?

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You have an opportunity now. This could be good for all of us if we can just manage to change. I am the original Himalayan Trader. I go to Asia to do adventure travel, meditation, & trading. The Himalayan Traders is from the 'Small Is Beautiful' lifestyle philosophy. In Buddhist thought, Right Livelihood is considered essential for the layman's spiritual path. As a Buddhist layperson, I have tried to embody this ideal through The Himalayan Traders. To support the intrepid spiritual wandering I have created the Himalayan Traders http://www.himalayantraders.com Most of our goods come from the Royal Kingdom of Nepal. In ancient times, large parts of Nepal were Tibetan territories, so the cultures are blended quite alot. The mountain people are generally Buddhist while the people of Kathmandu valley are a mix of Buddhist & Hindu. Out of this rich texture of religion and tribal culture I have been trading for 15 years mostly with small family run business. Come check us out at http://www.himalayantraders.com

Saving Your Company's Environment in an Economic Crisis The heartbeat of a company is their people. The health, mindset, and attitudes of the employees have a profound effect on the direction and performance of a company. During tough economic times, the heartbeat of the company can be very fragile as the employees find themselves in stressful financial situations. Not only are many Americans going through difficult times, businesses are too. This only compounds the issue as companies have little options, and little money to invest in their employees. This leaves businesses in need of answers, new innovations, and ways to help the culture of their company.

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Poverty Consciousness Slumping house prices, rising gas prices, and the overall situation of the nation's economy, have a major part of America living with doubt and concern. This doubt and concern leads to a state of poverty consciousness. What is poverty consciousness? It is a state of mind when one can only see the negativity around them. They can see no solutions in a time when solutions are needed most. It is not to say that the current economic situation isn't real, it is just saying you won't solve anything by focusing on the lack, or scarcity, of the situation. Focusing on the problems only leads you on the downward spiral to nowhere. However, if you can change your focus, you can begin to see solutions where others only see problems. Many businesses find that their ship is being manned by hundreds of employees that are in this poverty consciousness. They have many concerns about their life situation, and quite possibly, their job security. When the morale and focus of a companies' environment is stuck in this mush, what chance does a company have to climb their way out? ment

A Solution - Creating a Socially Conscious Work Environ-

In the new wave of social and environmental responsibility comes a solution to helping business create a work environment where their employees are inspired. This next evolution of doing business brings purpose to people's jobs, and a mindset of gratitude and abundance verses the current state of fear, doubt and worry. Becoming a socially conscious company will help lead employees out of state of fear and anxiety, and into a state of gratitude and abundance. This comes through an evolution of steps: First, as a company integrates socially conscious principles into their organization the employees begin to step outside themselves, their problems begin to dissipate as they learn of the suffer-

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ing around the world. Raising this awareness, and declaring the company's intentions to make a difference in the world, will bring purpose and inspiration to the work culture. Secondly, as awareness is raised about the world concerns, people will soon step outside themselves and serve. Service is a key to help alleviate so much of the suffering in the world, and it also helps alleviate any suffering to those who are lending a hand. In fact, in service it is very difficult to truly see who is serving whom, because both parties receive so much benefit from doing so. As people step outside their life situation to serve others in need, their life begins to change. Their perspective on life begins to change. They are left with a new sense of gratitude about their lives, and their jobs. And gratitude is simply one of the most powerful principles we can live. Employees will then go from this third step of Gratitude and begin to see the Abundance that is all around them. Gratitude is the doorway to abundance. When we are truly grateful for what we have, we now have the vision to see the abundance that lies ahead of us. A company's future is drastically altered when the employees of that company live in a state of gratitude, and see abundance all around them. Creating this culture of change inside your organization will do wonders for your company. Your employees will come together as a team. Their opinions of upper management, or ownership, instantly change. The overall mindset and attitudes of the employees are significantly improved. This is the single greatest step a company can take, especially in these tough economic times. In doesn't matter if you are part of a small firm of ten employees, or thousands, this is a revolutionary business practice that drastically improves your company's future. You can read more about creating a socially conscious culture inside your organization at http://www.cultureforchange.com Jeremiah A. Forest

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Culture for Change

Recession - Who Can Clear the Financial Mess? The financial institutions, which are responsible for the financial recession right now in the present world, have played the role of a doomsday scientist in our old English movies. Just like the monster, which is innovated, created, and pampered by the doomsday scientist, these institutions also innovated schemes out of thin air, woven them into real world transactions, and dreamed of making big money. However, in fantasy world, there will be a hero, who saves the world from the impending doom, somehow, at the end of the movie; nevertheless, is there such kind of hero, who can avert the financial crisis started by these institutions in this real world? Read further to know more about this ... Movies are based on our imagination but real life is based on our everyday real hard experiences. Coming to realty, it is not possible for any one person (read James Bond) to mitigate this enormous crisis, which is pulling down every other country's financial system. The impact of recession has touched almost all developed countries along with developing country's economies. The unemployment rose to new heights during this crisis everywhere. The financial world ideologies (read Capitalism, Marxism, etc), based on which countries had become enemies during the cold-war era, are all broken into smithereens. Today's world does not support the dominance of any single ideology (read capitalism) rather it supports a mixture of all good and best points taken from different ideologies. The US is going to welcome its new young and energetic President OBAMA on to the center-stage for solving its financial

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crisis on 20 January 2009. Right now, the financial future of the whole world dependent on US is so bleak for the next 2 years. The purchasing power parity (ppp) of the people has come down and the subprime crisis has forced them to leave their mortgaged houses in favor of car-parks. Though the crisis is not as drastic as the 1930's Great Depression during President Roosevelt times, nay, so far, it has swept a large part of the world into its clutches using its behemoth-poisoned fangs. Although the whole world regards US as a superpower (at least in piling up nuclear weapons) country, but in this case (read financial crisis) OBAMA as President of US, cannot play the role of James Bond to save the world from the onslaught of subprime crisis. The survival of the economies of the countries of this world is heavily dependent on each country's (irrespective of its size & economy) individual efforts to save itself from the fangs of the financial crisis. In the present scenario, every country's financial minister has to play the role of James Bond to save the economy of their country and in the process, saving the whole world. Concrete financial measures have to be taken to liquidate the crisis in real time and at the same time, the use of taxpayer's money has to be spent under watchful eyes of a strict regulatory mechanism. Complete accountability and responsibility has to be taken by the crisis-averters for every project/task they do/implement in the name of averting crisis. Remember, irresponsible financial innovations lead us to the present crisis. Innovations should be in such a way like Einstein/Newton's, which helps and prosper the world overall. The recent spate of financial innovations does not come near to the Einstein/Newton's category of innovations. These are like monsters created and let loose on this world by self-proclaimed psycho-financial wizards, who are educated and certified by worldrenowned management universities located all around the world. In summary, we, as citizens of this world, have to save ourselves and have to be alert all the times, not to fall prey for illogical

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and irresponsible financial schemes designed and implemented by whosoever in the name of development. Resources: Check your learning

skills

Generator Sizing For Compatibility With Uninterrupted Power Supplies Most critical power protection solutions, incorporating uninterrupted power supplies (UPS), today are interfaced with an alternative source of back-up power, which could be a fuel cell or flywheel but more usually it is a diesel generator. Generator sizing and UPS compatibility are fundamental to power continuity and must be taken into account at the outset of any power protection plan. Power Rating For Standby Power Solutions A generator must be sized correctly so that when it's required to do so it will be able to power the UPS (taking into account any allowance for harmonics that the UPS's rectifier will generate) and the load/s that the UPS is supplying. Generators are typically rated in two ways: Prime Power Rating (PPR) - whereby the generator supplies power as an alternative to the mains power supply, but on an unlimited basis.

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Standby Power Rating (SPR) - whereby the generator supplies power as an alternative to the mains power supply but for a short duration, typically one hour out of every twelve. A generator rated under SPR can be as much as 10 percent larger than one sized using PPR. This provides an overload capability for a short duration, perhaps to meet sudden load demand changes, for example. For an uninterrupted power supply installation, PPR is the more suitable method of rating. It is extremely important, for achieving greater resilience (fault tolerance), that a generator and its UPS are suitably matched. Not only must a generator be able to accept the load of the uninterrupted power supply but the UPS rectifier and static bypass supplies must be able to operate with, and synchronise to, the output of the generator. Generator set manufacturers have four recognised categories of load acceptance: one = 100%, two = 80%, three = 60% and four = 24%. Categories two, three and four are used in practice for PPR-rated generators. Load acceptance is closely related to the turbo charging system and the Break Mean Effective Pressure (BMEP) of the engine. This is a function of engine speed, number of cylinders and the swept volume of each cylinder. Synchronisation For load acceptance to occur, a UPS must be able to synchronise to the voltage waveform supplied by the generator. Uninterrupted power supplies tend to have fairly wide input voltage windows and generator output is usually well within this. Its frequency, however, can vary, which can be problematic. This is overcome by widening the UPS operating parameters to accept a broader range. This may not always be sufficient, particularly for poorly maintained or undersized generators. Their output frequencies could drift and make it impossible for the UPS to synchronise. A generator can never be matched on a 1:1 aspect ratio with an uninterrupted power supply. A UPS will at times be drawing additional current to charge its battery set. Generator sizing may

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also have to take into account the powering of essential loads, airconditioning, for example, and emergency lighting. As already mentioned, a UPS rectifier can generate harmonics and this needs also be the taken into consideration when sizing the generator. Ambient Temperature The ambient temperature around a generator is important. It is usual for the engine room temperature to rise by around 10 degrees centigrade when a generator is in operation. Things can get quite hot if the outside temperature is also hot. High ambient temperatures can degrade generator performance and cause damage to turbo-chargers and exhaust systems. In such instances, it is normal to de-rate and increase the overall size of the generator installation. Recommended practice is to oversize a generator by a factor of one-and-a-quarter to two-times the size of the uninterrupted power supply and to increase this to three-times or more when additional essential loads are to be powered. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Recession - The Advantage of Being a Populous Country What happens when the world's most developed country got hit by financial crisis? Everybody dependent on the country and the country itself goes down economically. Then, to bring back the economic crisis to stability, so many economic measures will

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be taken to increase the public consumption. However, what happens when the country faces a peculiar dilemma where the crisis runs into trillions/ zillion dollars and the population of the country can consume only in terms of billions? There are chances that the consumption may not pick up as expected and one of the reasons that support this fact is that the population of the country is small in number. Here, comes the advantage of being the most populous country, which has the capacity to consume in zillion dollars. Read further to know how. India and China are the world's most populous countries and both together contain roughly 37% of world's population. Both were sleeping giants once a time, but not now. For the past few years, they have been undergoing radical changes in their respective economies and are trying to show double-digit growth in the rate of their economies. Everything was fine until the recession struck them in the form of US subprime crisis. Just like most of all the third-world countries depends on US to sell their products in the US market, these two countries also exported a lot of stuff to US and gained a lot in return in the form of foreign currency, which they used to develop their infrastructure and other pressing needs. When recession started spreading like virus throughout the world, every economist worth his/her salt started recommending measures about how to come out of the this economic crisis. One of the heavily recommended points that have been in circulation and in consideration for so long is to increase internal consumption demand of the countries. It is normal during recession times, everyone feels the liquidity crunch and due to that, the availability of the liquidity is low. So, people cannot get enough money in the form of borrowing/ loans/ etc, to buy necessary goods. To tackle this problem, countries all around the world started infusing capital into their respective economies. They are also requesting their domestic banks to give loans liberally, so that the citizens start getting money to buy the stuff they are in need of. In one way, this particular measure has the potential to increase the consumption and break the recession.

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Being the most populous countries in the world, India and China has the potential to generate internal demand of consumption at such a large scale. The advantage to satisfy the internal demand of these respective countries goes to their domestic companies, which are eager to do the same for their own survival. Companies all around the country have to produce goods at the same rate they were doing during pre-recession times and have to sell the same to domestic consumers. Even companies that are so far exporting goods to foreign countries can sell the majority percentage of the products in their own country and can make money. In one way, the internal demand of these two countries have the potential to fuel the consumption rates going up, thus helping them to reduce their dependency on foreign countries for their survival and at the same time to break themselves away from the recession cycle. The kind of demand, which these two countries are capable of generating, cannot be replicated in any developed country. The main reason is due to the lack of the critical size of the population number. Although the developed country population has the potential to consume goods with high price tags, yet, the consumption rate cannot compete with India and China domestic consumption rates. In summary, India and China, both heavily populated and third-world countries, have the potential not only to survive in these recession times, but also to come out of the recession with a strong internal demand as well as a new balanced approach that define their dependency on their future exports. Resources: Check your learning

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As the Economy Slides, Don't Forget the Fundamentals The retail figures are not looking good. A weakening dollar, inflationary cost pressures (which will impact on wages), and poor consumer confidence, is enough to make some people run for the hills. I walked around the main street of Penrith, in Sydney's greater west, just the other day, only to be horrified by what I saw. At least every 3rd or 4th shop had for lease signs on the front. Some were empty shells and others were still trying to trade. One shop window had a 'For Lease' sign on the front and a hand written clearance sale tickets. As I had witnessed the bloodbath of walking up three quarters of this street, what caught my attention was the pile of bills stacking up in the corner of this particular shop's window. The owner was probably hoping they would go away. Now there is lot of witchcraft voodoo type solutions being propped up due economic woes. It is easy when you are desperate to get caught up in all of these quick fix situations (which most of them don't work). What you need to do to not only survive, but thrive in these times is to get back to some fundamentals. I have listed them below. Clearly Define your Market Category - If you are a me-too operator which cannot clearly be identified in the market place, you will get smashed by larger multi-store chains. They have deep pockets to spend on advertising and will use it grow market share. Determine what you can offer as a dominant product assortment in your locality that is truly unique. Focus on Core Business - When you are down in sales it is because your core business is down. Focus on ensuring your core business has the right product mix, depth of stock, the right amount of floor space and right prices.

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When Pricing Goods Factor in All Costs - Don't just price cost plus margin. You need ensure that you cover your operating expenses as well. If not, you could be selling every item at a potential loss. Focus on Conversion Rate - Don't cut the guts out of wages only to have no one serve the people walking through the doors. Cheapskate's cut wages on weekends so they don't have to pay for loadings - why have no staff on when you have people coming through your doors? Build Loyalty - Who sticks by you in good times and in bad? Only those who are loyal to your business. Focus on getting people signed up to your loyalty program, and offer incentives to get them coming back at a minimum 4 times a year. Always be Marketing - If you don't people will forget you. Focus on these fundamentals, and when the retail figures come in again you won't be another statistic. About Shaun Mooney 'Rogue Retailer' Shaun Mooney, provides easy to understand strategies which has helped countless retailers overcome their issues with cash flow, lack of sales and terrible profits If you want to learn more, get your FREE copy of 'Secrets to Instant Retail Profits' (valued at $29.95). To receive your copy go to http://www.fastretailprofits.com/free_report.html

When Disaster Strikes - Preparedness For Your Business Remember the old cliché "failing to plan equals planning to fail?" Perhaps there is no truer adage when it comes to doing business. Yet in the past it seems as though only large corpora-

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tions and well-funded ventures properly and adequately plan in the case of disaster. Data center readiness, sufficient remote backup solutions, and contingency plans are too expensive and laborious for small businesses to maintain. If you own a small business, there are a myriad of items you should consider when developing a comprehensive emergency plan - here are just a few of them. - Relocation - In the event of an emergency that affects the actual structure (i.e. natural disaster), you will need to have access to a temporary location and facilities; a hub where you and your employees can resume normal business activity for the time being. - Communications - If something happens, how will employees be notified and made aware of a new business location? Maintain a listing of all employees that is regularly updated with all employee contact information. - Advising Clients/Customers - Do your customers need to be notified if your business is not currently open or has moved? Many businesses have too many customers to contact by phone, so try other forms of communication, such as a mass e-mail or through local media. - Backup - Make sure you have remote backup to safeguard critical business data. If losing any information that would prevent you from doing daily business, then it should be backed up. - Phone Lines - Once a temporary location has been established, make sure you've made plans to get phone lines up and running as soon as possible in order to continue business. Also take into consideration other supplies you will need such as furniture, fixtures, and equipments.

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Is Your Business Safe and Secure in Any Emergency? In any businesses, large or small, it is important to remain aware of any weakness in the surroundings. One should be alert each and every day to possible threats to business operations in the form of thefts, avoidable accidents, employee misconduct and more. One should even prepare against unavoidable emergencies. This task should not be taken lightly. There are precautions that can be adopted against any of these and even other occurrences. Any responsible owner or manager should investigate into what the risks are and what should be done to secure the business whatever will be going to happen, to avoid or mitigate serious damages in the future. What would be the cost to the business for information misplaced and vanished, or worse stolen? One thing is to secure the smooth continuation of activity, another to investigate the cause and establishing corrective actions. The strategic placement of surveillance cameras could easily be of help in any investigation, to prove guilt or to free from blame within a very short period of time all involved individuals. Is such a case worthy of thinking about? Another scenario would be a break in, with the premises ransacked. Is there a backup available for every item and piece of information? How long will it take, sifting through the debris, before the damage is assessed in its real value? How long will be needed to come back to normal? Not only should all the suitable precautions be in place, but also there should be a contingency plan for every occurrence, establishing in detail how to manage the emergency and how to go back to work in the least possible time.

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Proper precautions against accidental fire or arson should be always in place and in good working condition, under the supervision of firefighters or experts. Sensors can give the alarm and start automatic fire extinguishing actions. Many are the areas at risk in any business. Probably only experts are prepared to cover them all. The most important thing is a constant awareness, preparing plans, training people, eliminating hindrances. The right attitude on the part of the owner or manager goes a long way in putting in place those precautions that may prove invaluable in the worst case. Even the meanest of budgets should consider taking seriously the preparation and adoption of suitable business security plans. Elia Levi is a retired engineer He built a website to assist with a step-by-step Guide to understand, design, select and set up, all by yourself the best and least expensive Surveillance System for your Home and Business Security. Read more on the subject of this article at Business Security Plan

Small Business - Don't Neglect Your Disaster Recovery Plan Small business owners have an enormous amount of responsibilities on their shoulders. Most don't have the time to think about planning for a natural or man-made disaster. According to a

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recent poll by the National Federation of Independent Business, almost forty percent of small businesses experience disaster at some time. That statistic is broken down to ten percent man-made (broken water pipes, mold outbreaks, etc.) and thirty percent natural (flooding, hurricane etc.). Document recovery experts, like Joe Perko, Director of Field Services with Rapid Refile, LLC agree that this is one of the most common shortfalls in business planning. "Although the experience of Katrina in New Orleans has motivated many companies and organizations in high-risk areas to develop disaster recovery plans, and to incorporate document salvaging as part of those plans, there remains a great number of people and businesses that have not formalized a response to potential property damaged and/or business interruptions" said Joe Perko in a recent interview. Regardless of the time, it remains very necessary for small businesses to take some steps to ensure a disaster doesn't take down their entire business. Developing a recovery plan does not have to be difficult, it just takes some time and a little forethought. There are a number of reasons small business owners give for neglecting disaster planning. 1. Lack of Resources (staff, outside resources) 2. Limited Budget 3. Don't see the need The need is very clear. Small businesses that go through a disaster without proper recovery plans are far more likely to fail. The Association of Records Managers and Administrators estimates that over sixty percent of businesses fail within two years of experiencing a major disaster. Developing a Disaster Recovery Plan When developing a disaster recovery plan, you have a few options. You can use online resources to put together one on your own or you can search for a third party company that can help you. There are a number of disaster recovery companies that will help

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you plan for alternate work space, communication contingencies and computer storage and back-up in the event that flooding, a fire or other disaster destroys part or all of your business facility. One of the most important and useful resources you can reach out to for disaster plan assistance is a document restoration company. These companies will assess your businesses' document storage facilities and mechanisms and provide you with recommendations for how to better prepare for a water or fire disaster. Architects, doctor's offices, lawyers, construction companies, tax preparers, and any other business using hardcopy or electronic records, x-rays, or pictures would benefit the greatest from consulting with such a company. The importance of having a plan for document protection cannot be under-emphasized. "A strategic plan for recovering water or fire damaged auditable records, X-rays, blueprints, pictures and so on is necessary to ensure functionality, and even survival, after a disaster," reminds Perko. "Whereas physical structures can be temporarily replaced by off-site locations or office trailers, the paper trail of open contracts, patient files, tax documents, etc., is the irreplaceable lifeblood of a business." Too often small businesses realize the importance of disaster recovery plans once it is too late. Take the time to do some research and develop a plan for your business so that it can exist for a long, healthy while. ~Ben Anton, 2008 Unexpected natural disasters can bring businesses to a stand still. We invite you to read more about small business disaster recovery plans and prevention from the Rapid Refile restoration services professionals

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Power Solutions Review For Power Protection Continuity A power solutions review is essential at the outset of any power continuity or power protection project, if the highest levels of reliability and resilience (fault tolerance) are to be acquired. A review aims to establish: ? The quality of available mains power and any history of power problems. ? The quality of power required by loads in terms of voltage, frequency and current. ? Future demands and the reliability of the power supply to meet them. ? Sources of alternative back-up power that may be available onsite. ? Priority-based load shedding and shut down. What you need to establish is what type of loads you have, linear or non-linear, what category they are, in terms of their criticality to the continuous running of the operation or business and any potential there may be for power problems including sags, surges, brownouts, harmonics, electrical noise, spikes and transients as well as the propensity for complete blackouts. This information will tell you what type, size and configuration of power protection system you need to give maximum reliability and resilience. So, how do you do a power quality review? Monitoring Power Quality Firstly, to assess the quality of mains power at a particular site, power-monitoring services are offered by specialist companies. Using specialist tools and software, an analysis can be taken of voltage and current distortion and/or frequency variations so that as assessment can be made of the type of conditioning and filtering that may be required.

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IT system event logs and electrical system maintenance records can provide useful information upon which to base assumptions. An event log, for example, could contain important data concerning specific system hardware failures, data corruption and/or system lock-ups. Electrical system maintenance records will tell you of any incidents of sudden circuit-breaker tripping, fuse ruptures, relay chattering and the dimming or flickering of overhead lights. Assessing Load Types and Demands Each load may vary considerably in type and size and will have its own demands in terms of current drawn (AMPS), power consumed, and voltage and frequency of supply required. In Europe, for example, loads typically draw either a single-phase 230Vac or three-phase 400Vac supply at 50Hz. In North America this is, typically, 120/208Vac single-phase or 277/480Vac threephase. Computer and telecommunications loads can range from single, desktop computers and keyphone systems to fully integrated date centres deploying the latest software-based PBX technologies and high-end servers. In this case, each peace of hardware should be assessed to establish its in-rush (switch on) current alongside the normal running current of its power supply unit, which in most cases, these days, is SMPS (switch Mode Power Supply). At switch on, most SMPS equipment has high inrush current, which needs to be considered when sizing UPS equipment. Whilst loads are assessed in terms of their power draw, a safety margin needs to be added to allow for system expansion within a two to five year period. A guideline factor is typically 25 percent of today's load. It can be achieved by either over-sizing the power protection solution (less desirable given today's demand for efficiencies and reduced installation costs) or by enabling the installation of additional capacity at a later date; UPS running in parallel configurations, for example, whereby additional units can be brought into the configuration when required.

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The time it takes to conduct a power solutions review is well worth the effort, particularly if costly and disruptive downtime is to be avoided. In these days of global markets and online businesses, it has reached a point whereby no business can afford any downtime, let along a minimal amount. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Recession Proof Businesses, Myth Or Fact? With the current unprecedented crisis in the financial markets and signs that the underlying economy is in for a down turn, the search is on for the 'recession proof' business. It may be argued that NO business is truly immune to the classic double-whammy effect of operating in a downturn, namely lower volume and tighter margin, but some businesses may be more insulated from the chilling recessionary effects than others. If we agree that in free markets margins will ultimately be dictated by the simple supply and demand rule, then on the customer side a product or service seen as nearer to being a 'need' rather an a want, will help insulate that business from a reduction in customer disposable income, typically utilities, food, children's education etc would fall into this category, the consumer may REDUCE their consumption, they may also seek the lowest price, but they will still purchase.

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The resistance to the lowering of pricing will be the lack of growth on the supply side; most utilities have either a de facto monopoly in a given geographical area and/or have extremely high barriers to entry for new comer's i.e. high capital expenditure over long periods of time. In many service based businesses this last limiting factor is not so evident; it could be argued that a specific skill set may be viewed as an 'infrastructure asset' and thus lead to service businesses requiring high skill sets being much more resilient to the lowering of margins than a lower skill set business. A clear illustration of this in practice was the influx of highly skilled workers in the building industry coming from East Europe into, what was then, an overheated building market in London. Despite clear signs that as more labour became available customer needs where seen to rise, in other words projects previously shelved as low priority because of the lack of skilled labour then became viable again, labour costs in this area actually fell during a period of rising demand. The final factor, that plays in increasing significant part the lower the skill set required, is the movement DOWN the skills chain as those seeking work consider less skilled work as an alternative to NO work. In businesses supplying lower skilled labour, whilst the need rather than the want may keep demand healthy the increase in supply of labour will lead to an initial lowering of costs and thus a short term increase in margins, followed by a inexorable fall in market rates and thus a tightening of margin. Businesses in this position need to market themselves intelligently, to ensure that customers can perceive and desire the added value the business brings to the proposition over and above the 'simple' provision of low skilled labour. assunto operating in the commercial cleaning sector is perceived by many of its' clients as such a business and thus receives great loyalty from its' clients during periods of increased competitor activity. This success has lead to its' latest move offering the

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assunto model as a UK franchise opportunity for people looking for a management franchise David Reynolds the owner of http://www.assunto.co.uk which he has run since 1986. He is just now starting to franchise the system and can be contacted on 01733 530000 or at [email protected]

Do?

Does Your Business Survive Only If You

Since opening my company in 2002 I've had this overwhelming desire to make sure my business was greater than myself. I would say to my sales team each week, "You need to understand and know this because if I get hit by a bus tomorrow I don't want you to be unemployed." I remember early in my career the couple I worked for wore so many hats it was as overwhelming as Value Village on Halloween. The hat that always made me laugh the most was, The Martyr. I believe the personal mantra of one of the partners was, "No one could possible do 'it' as good as I can so I'll handle it myself - and by gosh they'll like it." The reality was there were many people on her team who likely could have done 'it' better. She truly was the keeper of all the company secrets - if she had been hit by a bus we all would have been unemployed. What kind of company do you run? Are you the keeper of the all the secrets to its success or do you share your vision with your team and let them run with it? What would happen to your business if you didn't or couldn't work in it any longer?

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For many business owners these are questions that arise that few seem be able to answer. If a large corporation follows theories of organizational development, it typically embraces the idea of succession planning. That is to identify, mentor and retain team members to replace key players within a company as the positions expire. How would the solopreneur or small company implement these same strategies? Imagine you own a company that creates and designs The Futternutter (I googled to make sure there was no such thing) where you have a business partner who is the idea guy and you are the hands-on gal. One day the idea guy doesn't come back to work after he is killed in a skydiving accident. With your business' revenue based on your ability to implement his ideas - the ideas are now gone, and implementation will be difficult without those ideas. Add to this, his surviving wife technically owns his half of the company and you have just inherited a business partner you never intended to work with directly. What could you have done? Most of us have marketing plans, and business plans, but we continue to neglect the succession plan. It is critical in the organization of your company to discuss with your attorney how the shares of one partner would transfer to another in the event of death or permanent disability. Depending on your situation the attorney may have you construct a buy-sell agreement funded with life insurance, or a key-person policy where an amount of life insurance would be purchased on the life of a key employee, who if unable to perform their duties due to death would make up for the economic loss the company could feel in revenue until a replacement could be identified. This is just the beginning. Now what about your customers? You are a solopreneur maybe in marketing or design, financial services or law and you don't come to work one day. Who will know how to access your active accounts, reach your clients to let them know what has happened to you and explain to them how in your absence how they will continue to receive the same excellent service and work they have come to expect.

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A small business owner colleague of mine in his early 40s, was recently involved in a high impact car collision that left him in a coma and in the hospital for several weeks. In his absence what has happened to his business? If this had been you, would someone have known how to reach your clients? If not, how much business might have been lost, deadlines missed and how much of your reputation tarnished? There are many people who walk our planet saying, "Yeah but it won't happen to me - I'm young - I'm in good health - I run every day ....." The reality is life happens when we least expect it and when we fail to plan we plan to fail. Our businesses are an extension of ourselves; our integrity, our character, vision and passion. Make a resolution to lay out your succession and continuation plan. Meet with the key people that can make this happen from your attorney and insurance professional to the key people on your team or inner circle who will make sure your business is your legacy. Debbie Whitlock is a Registered Representative of, and offers securities through, Woodbury Financial Services, Inc. Member FINRA, SIPC 3200 First Avenue S, Suite 300 Seattle, WA 98134 (206)749-5111. Sound Financial Partners and Woodbury Financial Services, Inc. are not affiliated entities. Neither Woodbury Financial Services,Inc., nor its registered representatives provide tax or legal advice. As with all matters of a tax or legal nature, you should consult with your tax or legal counsel for advice Built on the principle that all people deserve good financial information, Debbie Whitlock co-founded Sound Financial Partners in 2002 after starting her career in the financial services industry in 1996 Her team of financial professionals create customized strategies around asset protection, accumulation and distribution for families, helping them make sense of a universe of complex information

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Debbie has a passion for creating sustainable investment strategies for women in transition due to the death of their husband or partner or due to divorce Debbie can be reached at http://www.soundfinancialpartners.com or directly by phone at 206-579-0249

How to Manage Your Lone Workers Lone workers, who carry on their job at a place where (or at a time when) colleagues or other people are not around to allow calling for help, are at risk of being left on their own if they are suddenly caught in a danger. That is the main worry for business owner or managers responsible for lone workers, who must keep in mind some very crucial points. Not only are there legal aspects to consider, but personal and moral obligations as well. Nothing is more important to the good name and success of a company than the well being of its employees. This is even more true for lone workers who are expected to be able to handle their job in safety even when others are not around. There are several applicable regulatory laws that cover monitoring the security and placement of lone workers. Responsible people in charge need to make sure that they are versed in these laws, as they may differ from place to place. Looking at the risks involved for the lone worker is the first step in the process of selecting and implementing the needed precautions. Better yet if the systematic search for possible dan-

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gerous situations is done with the concurrence of the workers themselves, who may have valuable perceptions as to what may endanger them. The list of possible risks facing lone workers while on the job may be long and various. From personal malaise or fainting, to human error in operating equipment, to mechanical failures, to bad weather and natural disasters. Criminal actions cannot be written off, at least in certain situations where a lone worker may become the victim of a malicious attack of robbery, burglary, and vandalism. A risk assessment document should be written down and reviewed often. It would be the base on which to build the measures to be implemented to take care of the unique dangers likely to befall on lone workers. Two different sets of means of precaution should be considered. The first would consist in a carefully thought of set of surveillance cameras strategically placed for keeping all the space under control. If possible the camera views should be monitored in real time to permit instant intervention when needed. Otherwise suitable recording should be carried out for permitting documented investigation after the facts. The other should include redundant and independent communication means to permit immediate call for help of the emergency teams that should stand by at any time. It is important to recognize and remind that constant education and training may go a long way in preparing lone workers to disentangle themselves from dangerous cases. It is good not only to the lone workers, it is sound business to take all the necessary precautions available to assure smooth and safe continuing operation. Elia Levi is a retired engineer

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He built a website to assist with a step-by-step Guide to understand, design, select and set up, all by yourself the best and least expensive Surveillance System for your Home Security. Read more on the subject of this article at Lone Worker

How to Evaluate Business Continuity Services Business continuity is a matter of business survival. If you're not sure what it is, it is what you do to make sure everything is up and running in the case of a disaster. Many companies have a business continuity plan, which means they will be prepared in case of an earthquake, a power surge, or another disaster that could keep them from doing business. A business continuity service can help a business continue their business operations. This is usually because data storage and other functions are taken care of off-site and usually from another place in the world. However, what this does is allow the business to retrieve the information that they need. In many cases, customers are not even aware that there is a problem. They don't need to know that there is a problem. All they need to know is that their situation was taken care of accordingly. They don't have to know about anything that is going on within your business. Evaluating a business continuity service To find the right business continuity service, you need to evaluate the service. First, you need to look at the continuity services they offer. If they offer things that you don't need, then

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see if they can offer you just what you need. A lot of business continuity services have plans that you can choose from. Basically, you are able to customize your plan to what you need. Only you know what your business truly needs, so you should be able to have a choice within reason. To really find out if they are everything they say that they are, you can check with the Better Business Bureau or similar organization in their area. You can also check online reviews and such. Someone somewhere has most likely said something about the business. They have either talked about how well the business did for them or how horrible their service was. Yes, it is very hard to satisfy everyone, but you can more or less pinpoint negative reviews or statements that are from hard to please people. As you continue on in their research, make sure you ask the business continuity service a lot of questions. Ask them any questions about things that concern you. Also see about a trial period. Although it is slim that you'll experience a disaster, you can possibly arrange a testing of the service to see how well they come through for you. You want to see how seamless they are when it comes to continuing on your services when your business is dealing with a disaster. The advantages The advantages are quite evident. First of all, you're not alone in dealing with a disaster. Second, you do not have to answer a thousand questions from your employees. Third, your employees will know more about what is going on. That means they are less likely to panic when disaster strikes. The last thing you need during a disaster is a lot of unnecessary panic. This can make things worse than what they already are. The disaster itself is hard enough the way it is, so it is only right that you employ a business continuity service to ensure that things go as smooth as possible. You need to focus on those other things that are affected. You shouldn't have to worry about whether or not you're entering into a situation that could take years to recover from. Then again, there are times when a business en-

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counters a disaster that they never recover from. With a business continuity service in place and a plan, disaster can be averted. Managed Hosting provider delivers a "higher level" of managed services for deploying and hosting e-business, security. We are PCI Compliant certified

Recession - Time For Skills How can you survive in these recession times? This has been the question what everybody is trying to answer for them. However, there are a few people who are highly confident that they can survive the recession times com what may. These people are skilled and have confidence in their professional demand. The ones who are most likely to lose jobs in these recession times are the unskilled labor. All the governments of their respective countries have to take care of these unskilled labor jobs while rescuing their countries financially. Now everybody is sure that the dreaded recession has setin. Developed countries like Germany, Japan, etc, are meekly succumbing one after another to this terrible financial monster, which is ready to gulp the whole world within a short span of time as quickly as possible. Countries that are struck in the claws of this monster are wriggling and struggling to free themselves but to no avail. Though the birthplace of this monster is in the developed country, it is growing everyday by consuming the developing countries economies day-by-day and not sparing even underdeveloped countries. The world citizens are losing jobs in the respective countries where they have been working and not knowing where to go

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and how to survive themselves, people are becoming frustrated. The only way to fuel the consumption power of the people is through giving them jobs straightaway; both skilled and unskilled. For this to happen, countries need to take initiative to create new jobs. Efforts should also be taken to increase the demand. Governments should come up with innovative ways of consuming strategies, and let people know the same so that they start fuel the consumption, which in turn increases the demand that leads to more job creation. Some of the most likely professions that will be in demand during these recession times will be Doctors (including Psychologists), Writers, highly technically skilled people, financial experts, retail marketing strategists, etc. People, who have already been in these professions, have to hone their skills to survive in the competitive environment of the recession times. And people, who are unskilled/ nonprofessional, should take a leaf from the lives of the successful professional people of these troubled times and try to learn a skill or two so that they can survive. In summary, for the nonprofessional in search of a job, the present world turmoil teaches two things: - You always need to be alert (both in good and bad times); - You should be game to learn anything, anytime. Resources: Check your learning

skills

Are Security Guards Needed For Your Business?

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Does your business really need Security Guards? To take a logic position on this question one should first define the security needs of the enterprise, and then examine how such a service would provide the sought benefits. The first part of the above sentence is probably best answered by hiring the services of a security consultant because the aspects to be considered are too many and too complex for the average businessman to deal with them alone. Security Guards are uniformed personnel that are employed to protect property and people from all kinds of dangers. Uniforms give the guards high visibility. This helps to deter theft of property or other illegal actions. Furthermore it makes them readily identifiable and available to the public in case their assistance is needed. They perform their task by standing at the gate or at the door to discourage or to deny admittance of undesired callers, to guide legitimate visitors to their destination, and to make sure that only paid for goods are taken away. They may also patrol the premises on foot for caring for problems before they become big issues, for maintaining order, and if summoned by loudspeakers or otherwise they hasten to the place requiring their immediate action. If surveillance cameras are displayed they may have to scan screens and monitors in a central control room and dispatch other guards if their observations request intervention in person. When action is needed they are responsible to alert the proper authorities like the police or the fire department, after they manage to do whatever they can with the tools they are allowed to use. Except for small enterprises, where an internal security department may cater to all needs, the practical solution for larger size businesses is probably to request the services of trusted external companies that specialize in security as their only job,

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including recruiting, training and managing people in their day to day operation. It is uncommon that security guards be authorized to perform arrests if needed, but they certainly can summon police or authorized personnel, can ask for personal identification of suspects and, given their training, they are in the best position to submit witnessing, if required. Many insurance companies will allow discounts to the companies employing a full time security guard service, because of the lower risks. The security Guards service has to be integrated with the comprehensive security plan established for the whole enterprise. It is widely recognized that the number of Security Guards to be employed in the coming years is going to grow substantially, given the uncertain climate and the perceived dangers of disruptive attacks suddenly surfacing in unforseeable locations all over the world. Elia Levi is a retired engineer. He built a website to assist with a step-by-step Guide to understand, design, select and set up, all by yourself the best and least expensive Surveillance System for your Home Security. Read more on the subject of this article at Security Guards

Parallel UPS Operation and Power Protection Systems Operation of parallel uninterruptible power supplies (UPS), whether parallel-redundant or parallel-capacity, centres on such

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criteria as mode of operation (supply present or supply failure), battery operation, handling of supply restoration, fault condition and overload. It also depends upon whether they are connected to a single or dual input power supply. The rectifier and static switch bypass supply inputs are taken from a common ac supply point (building incomer) and each uninterruptible power supply module is fitting with isolators or circuit breakers to allow individual disconnection. Each module will also have its own battery set. The output of each UPS module is taken to a common ac busbar where it is then distributed to critical loads. This configuration of UPS is also fitted with an emergency bypass switch (switchgear panel). For future expansion, a spare connection point is built into the switchgear panel. Operational Mode In normal operation, where mains power supply or back-up power (diesel generator, for example) is present, each of the UPS modules shares the load equally. During battery operation, when mains power and/or backup are no longer available, each of the uninterruptible power supply modules in the parallel-redundant configuration will continue equally to share the load. Each one has its own battery set with the same runtime duration and dc voltage cut off threshold. However, each battery set will discharge at slightly different rates. During extended supply failures, the battery sets will discharge until they reach their dc disconnect threshold. Uninterruptible power supply modules will automatically restart when mains power is restored. To avoid upstream breaker tripping, start up sequence includes a soft-start action to reduce the effects of high in-rush current. Should any of the UPS modules detect an internal fault, they will automatically disconnect from the common output, in

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which case the remaining modules in the configuration pick up the load (without disruption) and share it equally. If a second module in the parallel configuration fails, it will force the remaining modules into an overload condition and the load will be transferred to bypass supplies via a static switch. This method of parallel UPS operation ensures the load receives an adequate source of power automatically and without disruption. When faced with an overload, the entire uninterruptible power supply will react in one of two ways - depending upon the magnitude and duration of the overload. Firstly, UPS inverters have overload capabilities, so in the case of a small overload (within 100 - 150% of nominal rating), the UPS system will continue to power the load from its inverter. Secondly, for larger overloads that exceed the capabilities of the uninterruptible power supply, all the modules will automatically switch to bypass in an attempt to clear the fault. They will remain like this until the fault is cleared or, if it continues, shutdown. It is important to point out here that when in bypass, system resilience is compromised, which is why modern uninterruptible power supplies have been designed and programmed to generate alarm notifications, which can be monitored locally, via a network, or remotely. Emergency bypasses are commonly installed in parallel UPS configurations to allow modules to be electrically isolated and powered down when necessary. With a dual input supply, the UPS system is supplied from separate rectifier and static switch sources, which helps to enhance resilience and negates the single-point-of-failure associated with single supply. Operation of a parallel-capacity uninterruptible power supply is the same as a parallel-redundant system - except for how it handles UPS module failure. In this case, if one module fails, all

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of the remainder, plus the faulty one, will be forced into overload condition and the load transferred to bypass. This ensured that the load continues to receive adequate power automatically and without disruption. There are a couple of useful accessories that can be incorporated into parallel UPS operation: a UPS Group Synchroniser (UGS) and a Parallel Systems Joiner. A UPS Group Synchroniser synchronises the outputs from two separate groups of parallel UPS, which may be supplied from separate ac sources. It enables the outputs from the groups to be established into a dual bus format. A Parallel Systems Joiner operates in a similar vein but enables the connection of the two separate groups into a dynamic dual bus format, which facilitates system expansion, fault tolerance and ease of maintenance. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Measuring Reliability For Uninterruptible Power Supplies and Power Protection Plans The criticality for which uninterruptible power supplies (UPS) were created means that their reliability requires some form of measure to give customers a means of comparing different manufacturers and UPS. The purpose being to shield the loads the UPS is protecting from vulnerability, therefore, reliability should not be guessed at. Mean Time Between Failure

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MTBF or Mean Time Between Failure is one such measure an indicator of the reliability of an uninterruptible power supply. It is the average operational time between powering up and system shutdown due to failure (not power failure in this sense but failure of the UPS system itself). It is represented by a measurement of hours. Average failure rate is another measure of reliability. This is the total number of failures in a given time period. The failure rate over the lifetime of any UPS system, therefore, is inversely proportionate to its MTBF. Uninterruptible power supplies are no different to any other electronic equipment in that the rate at which they fail is not constant. There are three distinct periods associated with UPS failure (which are often represented by a bathtub curve diagram showing a) infant mortality failures, b) random failures and c) wear out failures). Infant Mortality UPS Failures Infant mortality failures correspond to failures early on the life of the uninterruptible power supply. IT-sized uninterruptible power supplies can suffer what is termed 'dead-on-arrival'. This could be due to a component manufacturing defect or transportation damage. A sudden shock or jolt in transportation may weaken a soldered joint, for example. Whilst UPS manufacturers strive to reduce these incidents as much as possible through stringent quality checks and testing processes, they do happen. Various processes can be applied to minimise the chances of it happening. UPS from 10kVA, for example, can be run for short burn-in periods (up to 48 hours) at high ambient temperature to reduce the potential for such failures. Random UPS Failures Random failures happen less often. During the normal working life of a UPS, the rate of these is low and fairly constant.

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Wear Out Failures Wear out failures at the end of an uninterruptible power supply's working life are more common (and this is where the curves is steeper). Here, battery problems account for 98 percent of UPS wear out failures. Particularly where uninterruptible power supply has been subjected to high ambient temperatures over long periods, internal cabling insulation becomes brittle and breaks down. There are other consumable items that should be part of a regular monitoring regime, such as fans and capacitors, which will also eventually wear out with use. Just because a manufacturer shows you some favourable MTBF stats does not necessarily mean that their products are the most reliable. Like most things, these can be massaged into looking more relaxed than they actually are. The important question to ask is: what was the basis for their calculation? There are two primary approaches: 1) A record of the total number of failures for a particular UPS size over a given time period. Commonly adopted by UPS manufacturers, this is a valuable approach if the field population is large and the time period long enough (more than the typical life expectancy of a UPS, which is five to ten years). 2) A system value calculated from the known MTBF values of components and assemblies. Obviously, this approach is more complex and relies on following standardised calculation formats. Mean Time to Repair Mean Time to Repair (Mean Time to Restore) is the time taken to return an uninterruptible power supply to normal operation from shutdown.

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Online UPS are designed to fail safely to mains; therefore, the MTBF calculation of the mains power supply is also an important consideration along with mean time to repair (or average repair time). As it is highly unlikely for a service engineer to be onsite at the very moment a UPS fails, MTTR needs also to include a travel time element. This also assumes the service engineer is carrying the required parts needed to fix the problem in a single visit, which is sometimes not the case. Uninterruptible power supply manufacturers may only provide a figure based on the actual repair time. Although this may be a satisfactory comparison tool, it is not a true representation of reliability. A degree of scepticism is sometimes necessary when comparing marketing data from some manufacturers. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Disaster Recovery Testing - Educating End Users on the Importance of Testing Most people can remember where they were on 11 September 2001 when two planes flew into the World Trace Centre in a massive terrorist attack. Similarly, millions of people watched the unfolding drama of Hurricane Katrina and the resulting devastation it caused in New Orleans. Many other instances of disasters on a massive scale are played out all over the world on a regular basis, but in addition to these events that capture the attention of the world, there are

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hundreds of small-scale disasters that happen every day. Buildings burn down, offices are flooded, and electricity generation or distribution fails leavings large areas without electricity. Beyond the human tragedy caused by the large-scale events and the immediate inconvenience caused by the smaller scale events, there are further implications that may not be obvious at first glance. Small and big businesses can be seriously affected when one of these events occur and this can often have long lasting consequences If a companies customers cannot receive their orders on time, or a company is not contactable or cannot operate for a period of time as a result of one of these incidents, they suffer damage to their reputation and often lose existing and potentially new customers that they may never be able to win back. The statistics in this regard are frightening - a very high percentage of companies affected by an incident that they are not able to overcome very rapidly will go out of business within a year. As a result, their employees will be out of a job, shareholders in the organisation will have lost their investment and a ripple affect from these events can affect a lot more people than apparent at the time of the initial incident. As a result, it is the responsibility of the directors of small and large companies to plan for how they would overcome an incident that affects their ability to operate. Business continuity, part science and part art, is the process of planning for continuity of business operations after such an event and covers areas including facilities, human resources, crisis communication planning and IT systems. A sub-set of business continuity planning is disaster recovery planning, which generally is used to refer to keeping computer systems going during a disaster event, or recovery of computer systems at an alternate location during an event. In order to ensure that our business continuity and disaster recovery plan is effective, it is necessary to perform regular testing

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and updating of our plans. We therefore hold regular disaster recovery tests whereby we ensure that we can run our IT systems from backup systems that we have available. As part of this testing, we require some employees to be involved in the testing to ensure that the recovered systems are operating correctly and to verify data. If you are asked to be involved it is important that you realise that this is a critical part of our responsibility, and one that needs to be taken seriously. By ensuring that our systems can be quickly and effectively recovered, we are protecting our organisation and therefore also the job security of our employees. As a result of the systems testing and the other activities documented in our business continuity document we know that we are well prepared for an unexpected incident that may one day challenge our ability to keep the business running. The reality is that disasters have always and will always occur. While we may not have been directly affected by an incident yet, we need to ensure that we plan and prepare for the unexpected for the sake of our customers, our shareholders and ultimately ourselves as employees. Gareth Eagar has been involved in the disaster recovery industry for close on 10 years, during which time he has developed much experience in the implementation and testing of disaster recovery strategies For additional disaster recovery resources, including detailed tutorials on developing and implementing a disaster recovery plan, refer to the Disaster Recovery Guidance website at http://www.disaster-recovery-guidance.com

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The Debt Workout - How to Avoid Bankruptcy and Stay in Business What's your worst nightmare as a creditor? How about getting a legal notice out of the blue, announcing the bankruptcy of your biggest customer and debtor? Or getting a written demand for the return of a "preferential payment" that you had received from your now-bankrupt customer. You are unlikely to be aware of an impending bankruptcy, or be given the courtesy ahead of time to speak with the debtor firm, which received your precious goods or services on credit. As a result, you are unable to suggest alternative approaches to help and to minimize the damage to your own business. An insolvent company can stay under your radar while still ordering supplies, before all hell breaks loose and it finally disappears from view, taking your firm's capital with it. When small corporations feel they have run out of options, they tend to close their doors or file for Chapter 7 bankruptcy liquidation. The costs of the alternative, Chapter 11 courtappointed workout, would protect from creditors in the meantime and keep the business operating. But it involves an up-front payment of perhaps fifty thousand dollars or more. Business people who have hung on too long often complain that they can't come up with the cash. Besides, the vast majority of small firms that file Chapter 11 quickly realize that they have to liquidate and close down. And it is rare, indeed, for unsecured creditors to get anything of substance from this. If your firm is struggling to stay in business, put yourself in the position of your creditors. Don't become their worst nightmare. It can make much more sense to speak plainly and honestly with them, in a structured process outside of bankruptcy known as a workout. The basic format can be looked at as an "unofficial" Chapter 11 workout. In our experience, many firms in serious financial

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trouble want the situation turned around, or "worked out", to permit them to stay in business, as would Chapter 11. Your workout process must then be tailored to resolve disputes, delay and reduce payment commitments, and maintain a good working relationships between the different parties. The bankruptcy process is cold and methodical, as proscribed by law. There is no need for pleasantries. A voluntary workout is different. Goodwill is important. It emphasizes courtesy and good communications in an environment designed to voluntarily reconcile the needs of creditors with those of your firm. You will need to share appropriate financial information to let others make an enlightened decision. Creditors normally want to see a snapshot of assets and liabilities, and particulars of what is planned, in order for your firm to stay in business and be retained as a paying customer. The exercise starts with a debt management plan, which is your company's road map through the process. This identifies the type and urgency of each liability, these being characterized as secured or unsecured and corporate or personal. It is important to identify those contractual obligations, such as building or equipment leases, which would permit the lessor to close you down at short notice. And you have to highlight any judgments and suits in progress. The workout generally starts by proposing restructured agreements to secured asset holders, to ease monthly cash flow commitments. Once this is done, you will have a better estimate of net cash flow in succeeding months with which to address unsecured payables. A workout gives creditors the opportunity to make the settlement decisions your firm needs, in their own enlightened best interests. It can be shown that they will do better to accept the proposed debt settlements, and retain your firm as a customer, than to take legal action and possibly force your company out of business. Creditors may be invited to an informal meeting, but this is not often necessary or convenient. Communication by teleconference, fax and e-mail will normally suffice.

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From your firm's perspective, a workout provides a number of advantages over Chapter 11. It holds the promise of a substantially reduced and restructured debt load within a much shorter period than bankruptcy protection. Proceedings are private and away from the public scrutiny of the bankruptcy court, which could ruin customer confidence and ultimate profitability. There is no huge up-front payment, as much of the work can be completed on a contingency basis. A mountain of time-consuming and onerous bankruptcy paperwork is avoided and there is no trustee to look over your shoulder, searching for process illegalities. From your creditors' perspective, the workout holds the prospect of a higher, faster return than in Chapter 11, and certainly more than if your firm goes under. It takes weeks, not months or years. A well-executed process ensures that there is no preferential treatment. Unsecured creditors are offered similar pro rata settlements. The process incorporates clear communication and attention to detail, so few problems can be expected to emerge. Creditors come to understand that their losses can be minimized and that there is nothing to gain by pushing the company into bankruptcy and closing it down. A workout in itself will not ensure your future success. But it provides breathing space to analyze what went wrong and establish how to return to solvency. If nothing else, you get the opportunity to stay alive. Considering the alternative, what could be better than that? Ken Thomson Biz 911? Inc http://www.biz911.com Ken Thomson is the CEO and founder of Biz911, Inc., a business debt management and turnaround firm based in Wilmington, Delaware. He is the author of "The Battle Scarred Guide to Small Business Debt Relief and Recovery", available at http://www.amazon.com If you want to find out more about how to protect and grow your business, check out the information at http://www.biz911.com

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Business Suicide Strategy #9 - Not Using The Acres of Diamonds Principle I can go into almost any business and release thousands of dollars of revenue and profit, literally overnight. How can I do this because I tap into 'The Acres Of Diamonds Principle' that every business possesses. I learned Russell Conwell's 'The Acres Of Diamonds Principle' while obtaining degrees at Temple University and Temple University School Of Law in Philadelphia, PA as the story was repeated many times. What is the 'Acres Of Diamonds Principle' I hear you ask? When I heard the story for the first time it resonated with me. It is one of the most powerful unforgettable stories that has impacted my life tremendously. One of the most interesting Americans who lived in the 19th century was a man by the name of Russell Herman Conwell. He was born in 1843 and lived until 1925. He was a lawyer for about fifteen years until he became a clergyman. One day, a young man went to him and told him he wanted a college education but couldn't swing it financially. Dr. Conwell decided, at that moment, what his aim in life was, besides being a man of cloth -that is. He decided to build a university for unfortunate, but deserving students. He did have a challenge, however. He would need a few million dollars to build the university. For Dr. Conwell, and anyone with a real purpose in life, nothing could stand in the way of his goal. Several years before this incident, Dr. Conwell was tremendously intrigued by a true story - with its ageless moral. The story was about a farmer who lived in Africa and through a visitor became tremendously excited about looking for diamonds. Diamonds were already discovered in abundance on the African continent and this farmer got so excited about the idea of millions of dollars that he sold his farm to head out to the diamond line. He wandered all over the continent, as the years slipped by, constantly searching for diamonds, and wealth, which

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he never found. Eventually he went completely broke and threw himself into a river and drowned. Meanwhile, the new owner of his farm picked up an unusual looking rock about the size of a country egg and put it on his mantle out of curiosity. A visitor stopped by and in viewing the rock practically went into terminal convulsions. He told the new owner of the farm that the funny looking rock on his mantle was about the biggest diamond that had ever been found. The new owner of the farm said, "Heck, the whole farm is covered with them" - and sure enough it was. The farm turned out to be the Kimberly Diamond Mine...the richest the world has ever known. The original farmer was literally standing on an 'Acres of Diamonds' until he sold his farm. Dr. Conwell learned from the story of the farmer and continued to teach its' moral. Each of us is right in the middle of our own 'Acre of Diamonds' if only we would realize it and develop the ground we are standing on before charging off in search of greener pastures. Dr. Conwell told this story many times and attracted enormous audiences. He told the story long enough to have raised the money to start the college for underprivileged deserving students. In fact, he raised nearly six million dollars and the university he founded, Temple University in Philadelphia, has at least ten degree granting colleges and six other schools. When Doctor Russell H. Conwell talked about each of us being right on our own 'Acre of Diamonds', he meant it. This story does not get old... it will be true forever... Opportunity does not just come along - it is there all the time - we just have to see it. So how does this relate to you and your business? Any ideas? Well, by far and away the most lucrative part of your business is your customers...It's your customers who are your own 'Acre of Diamonds'. Yes no surprise there, but tell me why 99% of organizations don't ever tap into the most lucrative part of their businesses?

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Once a customer is acquired it's your duty to enrich their life by giving them more value. More services. More products. More benefits. This is known as the 'Back-End Selling.' And when this is carried out successfully (it isn't hard when you know how!) you'll realize your potential and discover your passion and purpose. Once you do the money, freedom and luxury lifestyle you may only dream about will be there for the fruits of your labor and commitment. Strategies such as up-selling, for example will enable you to increase the profitability of each customer. As long as you look after your customers, they'll keep buying from you But you must keep selling to them - or someone else will! Often the word 'selling' carries along with it such a negative association. Selling and marketing is the keys to the treasure chest in any business. I am grateful for Russell Conwell's vision to make education affordable to individuals (like me) who did not have the money to attend college. What is in your backyard? In today's economy it cannot be stressed enough now is the time to look for your Acres Of Diamonds. Gail M. Barsky, Author, Attorney & CEO of ProfitsMakeOver, Inc. works with small to medium size businesses. Gail frequently offers FREE "Breakthrough Business Development" Seminars. Free download of an audio ebook "4 Hot Marketing Strategies To Flood Your Business No Matter What The Economy Is In" is available at http://profitsmakeover.com Great holiday gifts and lead generation tools to attract more new clients and customers in your business is available at http://www.gasandgrocerydepot.com and enter this code PUVNL This article is dedicated in memory to Edward Winder who helped me find my own Acres Of Diamonds

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There Has to Be a Better Way Recently came across an illustration for a program known as Square Wheels. Of course the name itself caught my attention but the picture even more so. The picture: A wagon with square wheels, being pulled by one person and pushed by two others. Oh yes, the wagon was filled with round wheels. Some key points about the illustration (at least from my perspective - you may draw others): The Leader is pulling the rope in front and the team is pushing from the back The wagon body represents the organization The Square Wheels are the things that work, but not always smoothly The Round Wheels - already inside the wagon - represent the ideas that could make the wagon or organization operate more efficiently The illustration brought back to my mind my previous experiences in a highly structured business environment. It reminded me of the plaintive cry heard many times from employees: "There has to be a better way!" Very often the folks doing the tasks recognize that what they are doing is not what could or should be identified as best practice. However, they do not know how to go about evaluating their processes for improvement. Unfortunately, in many instances they may also not have the skill sets required to properly communicate their ideas to the organization's leaders.

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In today's business environment this cry; "There has to be a better way!" is also being heard at the board table. Organizations recognize that to stay competitive and profitable they need to improve how they operate. Think for a moment about your organization. Does your wagon have square wheels? Are you hearing the same plaintive cry from leaders and staff as the title of this article indicates? A very successful business leader, Jack Welch of GE is quoted as saying: "Willingness to change is a strength, even if it means plunging part of the company into total confusion for a while." Think for a moment of the two questions posed in the previous paragraph. Would your answer to these be YES? The solution could be as basic as making some different choices and implementing process improvements. It could also be as Jack Welch suggests as radical as changing the very nature of your business. The key is to do something to find that better way. At the same time, look to ways to help those individuals with the creative, innovative and more efficient ideas develop and sell those ideas. At this point, what comes to mind is an often repeated quote from Dr. Phil McGraw: "You can't change what you don't acknowledge". Are you prepared to acknowledge "there has to be a better way!" Gordon J. H. Newman, CPT Gordon is President of The Newman Learning Group Inc. an organization dedicated to providing value add solutions to improve the bottom line performance of organization and individuals. Gordon may be reached at [email protected] or 905-790-2944

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What is Involved With HAZWOPER Training? HAZWOPER training is a program created by the government to ensure the safety of workers who handle hazardous materials. The training also teaches them what to do in case of an accident involving a hazardous substance. The idea for HAZWOPER training evolved through the creation of several different governmental agencies. In 1976, the Environmental Protection Agency created a group known as the Resource Conservation and Recovery Act. The purpose of this act was to regulate the handling of hazardous waste. As the years passed, the government knew that they needed to do more to protect the individuals who worked with the hazardous materials. In the late 1980s, OSHA created a new regulation standard known as the Hazardous Waste Operations and Emergency Response Standard (HAZWOPER). The new set of standards was formally put into place in 1990. These changes arose from comments made by workers who said that the current training system was too vague. There are several aspects of the HAZWOPER training that must be addressed before a worker can begin handling hazardous materials. The first step of training is the completion of a fortyhour course. This course is somewhat general, and is often completed online. The next step of the training process varies for each worker. This is because each worker needs training on all of the specific equipment that he or she will use. There are several different areas of training. One teaches workers what to do when there is a spill and, when necessary, how to clean the spill and treat the surrounding area. Companies that need HAZWOPER training should contact National Environmental Trainers, Inc. at NatlEnvTrainers.com

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National Environmental Trainers, Inc. helps other companies with the process of HAZWOPER training . You can get more information on their training courses by visiting http://www.natlenvtrainers.com

Business Suicide Strategy #11 - Not Charging the 'Perfect Price' For Your Product Or Service Part II In Part I we discussed one of the biggest mistakes many business owners make is not having the confidence to charge what their product or service is worth. Research shows people automatically value a product or service more if its' charge is higher. If you charge too low, your prospects will automatically think you can't be that good. On the other hand if you charge high prices you had better make sure your customers receive excellent value from them - because that's what they'll expect. Ultimately what I'm saying is that you cannot determine how much people are prepared to pay - you must let your customers decide what the perfect price is. You could be lucky and get the price right, but the odds are stacked against you. What you're looking for is a price point that gives you the biggest PROFIT (not revenue!), over the lifetime of the relationship. The only way you can come to this 'perfect price' is by testing but most businesses start with a price point that is too low and little if any testing. If you want to start with a very low price point then the only way to do that is as follows: Have one price for the

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first 10-20 customers, another price for the next 10-20 and another price for the next 10-20. You can then calculate which price generates the greatest profit. That doesn't mean the highest price automatically wins. What you may find is that more people buy at a lower price, which means you make more money because you get more clients or customers and do more of a volume business. The price point is also affected by the niche and exclusivity of the product. The ultimate principle on value and price so long as you provide excellent value - people will flock to your business and pay you handsomely for the privilege. Often many people make the mistake of thinking that price is the main issue in the mind of their prospects or clients or customers. But what you're missing is that if every product or service is generally viewed by the prospect as the 'same' - i.e. companies that don't take the time or effort to differentiate from others and add considerable value, the only way customers can choose between products is based on price alone without a consideration for value. But when you add so much value to your business substantially more than your competitors, you leave the prospect with little choice. And often they'll pay you much more than anyone else. Why? Because you've added so much value! Also when a customer decides to leave you and turns to one of your competitors, often they'll say, 'Your price/fees are too high.' What they're really saying is this... 'Your products or services are not worth what you charge. I'm just not getting enough value for the money!' There's a big difference! If you add so much value to what you offer, people are prepared to pay much more for your product or service. I appreciate some won't. Some people are only after the best and cheapest deal they can find. But let me ask you these questions..."Are those people the sorts of customers you want?" "Are they likely to stay with you for a long time?"

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Hopefully you answered "No" to both questions. You'll be amazed at what you can charge if you start adding value by offering things like risk reversal, bonuses, extra support and so on. Here's a great example... One of my clients was a professional wedding and portrait photographer. When he first met us he was charging between $350 and $450 for a wedding. After 12 months he charged a minimum of $2,995 right up to $4,995 for his weddings. All we did was add value to his services. Build extra value and you'll be surprised how high your 'perfect price' climbs! Gail M. Barsky, Author, Attorney & CEO of ProfitsMakeOver, Inc. works with small to medium size businesses This is my #1 lead generation tool in today's economy? that has had the greatest impact for my private clients to get more customers in the door that I am now making available for the first time to businesses 100% Guarantee: How to generate more leads and customers in the shortest, quickest and easiest way possible for ANY business: 1) Go now to http://www.gasandgrocerydepot.com 2) Cut and Paste this promo code PUVNL 3) When you get to the website don't forget to enter the PROMO code. 4) With this code you will learn how you can speak to me directly after watching a short 2 minute video explaining what this tool can do for your business Gail frequently offers FREE "Breakthrough Business Development" Seminars where attendees are randomly selected at LIVE events. The winners are put in "Hot Seats" and given on the spot training how to transform their business before leaving the seminar

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Free download of Gail's? AUDIO eBook "4 Hot Marketing Strategies To Flood Your Business No Matter What The Economy Is In" is available at http://profitsmakeover.com valued at $37.00

"In Emergency, Please Use the Elevators" - A Sign in the Future? Summary of learning from the Human Movement in Fire and Related Emergencies workshop held at Engineer's Australia, West Perth, 10 December 2008 The above instruction in the title of this article makes no sense to high rise safety traditionalists, but there is a paradigm shift sweeping the Globe in the science of tall building emergency egress (TBEE), headed by the research of Jake Pauls, CPE. It appears both elevators and stairways have relevance and applicability in TBEE, breaking a generations-old rule. The role of human behaviour in TBEE is now being considered and foremost experts on the topic are not just fire safety engineers, but ergonomists, psychologists and risk consultants. One of the key findings in this area, particularly on the back of the September 11 World Trade Center disaster, is we must 'carefully confirm the relevance of prevailing data'[1] we've always assumed to be correct. 9/11 smashed a lot of the theory regarding TBEE. For instance, descent speeds down stairways were actually only half that which were designed, and the ability to get people out of buildings was significantly overestimated. One major reason for this has been stairway design, including stair width. The predominant stair width of 1,120 mm (44") is the alleged cause of much of the flow rate problem. It is recommended that stair width be 1,420 mm (56") to significantly in-

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crease flows during emergencies. This 27 percent increase in width delivers a 38 percent increase in flow rate, suggesting the optimal result for a Level of Service[2] at "Level E".[3] It is alleged that even increasing the width of stairways to 1,220 mm (48") brings significant improvement (but 1,420 mm is optimal). As a rule-of-thumb a 1,000 mm stair width will allow sixty (60) people to flow through per minute, or one per second. Another major reason for the gross overestimation of TBEE effectiveness is due to our physical size, fitness and fatigue factors; obesity is rapidly becoming an epidemic that is having a direct impact on TBEE. Sixty to seventy (60-70) percent of Americans are overweight and thirty (30) percent are obese, and Australia is not far behind in second place, followed by Canada, the UK, France and Japan. With large people, not only is there less room, the added factors of lack of fitness and fatigue come into play. In extreme cases, there have been stories of three or four fire fighters required to move one person to safety. Obesity is not only a public health crisis. Such is the extent of this problem, grossly overweight people are now surpassing the mobility impaired as the major issue in overall TBEE. A further problem relating to obesity is larger people have a greater propensity for slips and falls down stairs. Another issue is the factor of "human sway." Until recently, human sway[4] was not considered. Ironically, we sway more as we slow down. This means as the flow down stairways slows down due to congestion, there is the compounded effect of more sway reducing the available space. "Traffic lanes work for cars, not for people," was cited. People also don't adhere to the rules of neatly uniformed road traffic. Not surprisingly, studies indicate human behaviour during evacuation is hard to predict.

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Six (6) percent of people have major difficulty using stairs, besides there are practical difficulties in evacuating tall buildings, including the time required. It takes approximately ten times longer to walk down the stairs of tall buildings than it does using an elevator. British Standard BS 5588:1999 is cited as a remarkably relevant document regarding its benchmark standards, but it has only been adopted in the UK, Hong Kong and Singapore. The rest of the world lags behind this Standard regarding stairway design, complete with lobby and dedicated fire elevators.[5] Elevators, together with stairways, are now being considered in both phase one and phase two of TBEE's. Phase one is the initial evacuation of the residents of buildings and phase two is the staging and mobilisation for fire crews in rescue and recovery of remaining evacuees. The Eureka Tower in Melbourne is a building employing a "Life Safety Strategy"[6] with combined elevator/stairway methodology for TBEE, with two staging areas, at the 52nd and 24th floors. In brief Whilst it is not yet considered as recommended that elevators be used during multi-storey evacuations, there is a paradigm shift occurring and strategies for the combined use of elevators and stairs could become the norm in years to come. Use of elevators for evacuating residents of buildings (phase 1) and staging and mobilisation for fire crews in rescue and recovery (phase 2) is already in place in some countries, including one example cited above in Australia. This information has relevance to anyone who regularly inhabits buildings of any more than a few floors to one as high as 200 storys tall. ENDNOTES:

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[1] This was a refrain repeated during Mr. Peter Johnson's presentation. [2] The concept of Level of Service (LOS) was developed by John J. Fruin, Ph.D. LOS "is a measure-of-effectiveness by which traffic engineers determine the quality of service on elements of transportation infrastructure. Whilst the motorist is, in general, interested in speed of his journey, LOS is a more holistic approach, taking into account several other factors." See http://en.wikipedia.org/wiki/Level_of_service for further information. [3] "Level E" flows are the most efficient rate of flows for high density traffic whether pedestrians or vehicles. At "Level F" for instance, the congestion slows the rate of flow. [4] "Human Sway" is said to be the swaying effect of a person moving their weight from one foot to another requiring increased space particularly at the shoulders. This significantly decreases overall flows due to the impact on limited space and other people. [5] Reference was made to parts 5 and 8 of this Standard titled: Fire precautions in the design, construction and use of buildings. [6] Part of the strategy is "to protect in place," ensuring a self-sustaining 'safety in design' as part of TBEE. Steve Wickham is a safety and health professional (BSc) and a qualified lay Christian minister (GradDipDiv). His key passion is work / life balance and re-creating value for living, and an exploration of the person within us

Stealing Business Secrets Imagine that your business is going through a very competitive tendering process and in the process of trying to secure a very lucrative contract. You would like to keep all your information

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away from the competing companies wouldn't you? I know I would. Let me tell you about a company that didn't. Expression of interest This company decided to submit a tender for a contract that its main competitor was also tendering for. Tendering for contracts is a long process and needs to comply with various requirements throughout the entire process. At the EOI stage every business knew who else was tendering for the contract because they met at the EOI meeting with the prospective client. What happened next? All of the tendering companies went back to work on developing the tender documents with their management team. All except for one company, who also decided to go one step further. This company decided to see if they could get some idea of the tender proposal from their competitor so they could adjust theirs where required to increase the likelihood of success. A month of two goes past A new cleaner is going through his induction training in a large corporate building. The induction process shows him how to move about the building and clean all the offices. The cleaning supervisor assigns him the top floors because of his impressive English skills and dedication to cleaning. He picks up the duties fast and seems keen to get to work. Graveyard security detail The new cleaner goes to the security guard on nightshift and asks for his ID card and keys to clean the executive offices tonight. The guard is watching TV and slides across an old key register for the master keys and hands a generic master access ID card to the new cleaner. The guard doesn't notice that the cleaner just signs the pages with no name in the appropriate columns. Getting dirty

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The new cleaner gets his equipment, including a rubbish trolley, and makes his way up to the executive floor. During the night there are only the two cleaners and one security guard, so the cleaner is feeling confident that it will be over shortly. Going down After a couple of hours the cleaner is back down and heading out to the bins to empty his rubbish bags and have a smoke. The security guard opens the loading bay shutter and leaves the cleaner to his smoke. After the guard has left the cleaner takes a rubbish bag and walks down the road to his parked car and puts the bag in the boot. The cleaner goes back to work and finishes his shift. Months Later The company lost the tender bid due to its competitor beating it on price and having similar OHS processes in place. Management thought it was strange that the competitor beat its price by a very close margin on all its schedule rates. © Copyright 2008 by Paul Baker Information supplied by Paul Baker Over twenty years security & risk management experience across Australia to protect corporate clients from critical incidents and security risks Previously served in the Military and expert in explosives, weapons, and information gathering techniques Achieved formal qualifications in a wide range of security risk management skills and commendations for crisis response operations Training Manager Between the Lines training

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0433 249 825 http://short-courses.com.au

sion

Steer Your Company Through a Reces-

INTRODUCTION Headlines of "Recession is Here," highlight a major concern in our economy. Fortune 500 companies cannot avoid a shrinking economy - they will all be negatively impacted. But emerging and medium-sized companies can sometimes avoid participating in recessions. In fact, they can often grow and thrive while the "big boys" struggle. EMERGING AND MEDIUM-SIZED COMPANIES MAY AVOID RECESSIONS The belief that emerging and medium-sized businesses fare poorly in economic slowdowns is: "a common misconception that is not true1." Emerging and medium-sized businesses are generally nimble and can quickly adjust their strategies to maneuver through tumultuous times. They are close to their customers and are often in touch with niches and growth opportunities that are below the radar screen of bigger companies. A recent poll of business owners of emerging and mediumsized companies estimated average revenue growth of 28% and employment growth of 24% in these recessionary times! Comparatively, Fortune 500 companies are going to struggle to repeat their 2007 performance, and most will do worse. If you are feeling the effects of the recent economic turmoil, here are a few suggestions to help you steer your ship towards deeper waters. CASH IS KING

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Cash flow is critical during tough economic times. Your working capital, current ratio, and accounts receivable will make or break your ability to cash flow through tough times. It is more important than ever to implement a three-month cash flow forecast so you are ready for both surpluses and shortages of cash. Interestingly, the banks haven't cut back on lending to healthy and well-run companies. Interest rates have dropped significantly, which has done wonders for the cost of capital and return on equity within emerging and medium-sized businesses. Now is the time to increase your borrowing capacity with your bank while they are lending to you on your historical, nonrecessionary financial statements. CUSTOMER FOCUS Use your strong customer relationships to learn more about the needs of your customers and potential customers. A strategic brainstorm session with your team centered on your core competencies and the needs in the marketplace will usually result in the discovery of new opportunities. Innovation is often the best way to recession-proof your business. Ultimately, you should work to diversify your customer base so no single customer accounts for more than 20% of your business. Although this may seem hard to accomplish during recessionary times, over-concentration makes you especially vulnerable to difficulties during an economic slowdown. VENDOR CONCENTRATION How will an economic slowdown affect your vendors, suppliers, and subcontractors and their competitors? Since their competitors are probably hungry for business during a slowing economy, you could easily diversify to multiple sources for each of the major and minor inputs into your business, and you will most likely reduce your pricing in the process. Be wary, because your customers may very well try the same tactic on you. SCOUR YOUR FIXED COSTS WITH A FINE-TOOTH COMB

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By definition, fixed costs should not change. However, some fixed costs were added to the corporate cost structure when the company was less worried about an economic slowdown. You could start by taking a hard look at these fixed cost categories: salaries, wages, automobile expenses, insurance, repairs, maintenance, travel, entertainment, advertising, and marketing. Avoid doing anything that will hinder your top-line. If your marketing campaign is responsible for generating most of your revenue, then be very careful changing that fixed cost. CONCLUSION Hopefully, you are not going to participate in this recession. If, however, you do, then start with these suggestions and you'll be on the path to building a more sound and successful business not only to weather this storm, but also to competitively position yourself for long-term success. Ken Kaufman, Founder & CEO - CFOwise http://www.cfowise.com CFOwise is the premier CFO firm for start-up, emerging, and medium-sized companies

Back-Feed Protection in Uninterruptible Power Supplies Back-feed protection, in uninterruptible power supplies (UPS), prevents the risk of electric shock from any electric current feeding back from the UPS output in the event of a mains supply failure. When mains fails and connected loads are protected by uninterruptible power supplies, a back-feed protection device prevents current from being passed back to the input terminals of the UPS from the inverter output. This is extremely important for

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health and safety reasons because it enables a service engineer to work on the incoming supply side of the UPS without risk of receiving an electric shock. A example of what could happen, in the event of a mains power failure, is that a bypass supply thyristor, which has shortcircuited causing the output from the inverter to be passed through to the input terminals via the faulty component. It is something that must be prevented at all costs - not only to safeguard engineers but uninterruptible power supply protected loads too. Even when the input supply has been switched off, via an isolator, there is potential for it to happen, hence the need for back-feed protection. The type of back-feed device employed is determined by the size of the uninterruptible power supply. Plug-in Uninterruptible Power Supplies Back-feed protection for a single-phase uninterruptible power supply, up to 16A, needs to provide protection for both live and neutral input conductors using a specified air gap. The air gap is usually provided by means of a relay that opens when mains power supply fails. For plug-in power supplies, if a fault occurs when the user disconnects it from the mains power supply (by simply unplugging it from the wall socket), the back-feed relay should prevent the exposed pins from becoming live. It should also remove any possibility of the user receiving an electric shock. UPS systems over 16A are hardwired (normally) and utilise one of two different approaches: mechanical or electronic. Hardwired Uninterruptible Power Supply Mechanical Back-feed Device: Some hardwired uninterruptible power supplies are provided with the relay or contactor-based solution as used in 16A plug-in models. This, again, provides a specified safety air gap which opens when the mains power supply is disconnected or fails.

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Only the phase conductors are disconnected and the neutral always remains connected. Electronic Back-feed Device: Many hardwired uninterruptible power supplies utilise a back-feed current detection system, which continually monitors the current flow through the bypass supply. Should a fault occur within the bypass thyristors, it is detected by the UPS, which then immediately shuts down its inverter. Back-feed protection is so simple to implement but is often overlooked. As with many potential hazards associated with electrical circuitry, such a simple problems can often, if not addressed, lead to a very complicated and costly set of circumstances. Static switches are part of online UPS design. Chances are back-feed protection will have been incorporated into the uninterruptible power supply units at the manufacturing stage but it is always best to check. This article was compiled using information available in The Power Protection Guide - the design, installation and operation of power supplies (ISBN: 9 780955 442803). By Robin Koffler and Jason Yates of Riello UPS. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Uninterruptible Power Supply - External Battery Testing Batteries provide the lifeblood of most uninterruptible power supplies (UPS) and power protection solutions (some are

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powered by flywheel energy storage devices but most contain batteries). They provide protected loads with continuous energy in the event of a mains failure, which will support loads whilst a generator or alternative power source starts up or provide enough time to gracefully shut down equipment or ride through short duration power cuts. Often, external battery 'strings' or 'sets' (a collection of additional UPS batteries, in blocks, providing extended runtime runtime over and above that supported by the UPS's own internal battery) constitute a large part of an uninterruptible power supply. A whole battery string, however, is only as good as its weakest battery. It is, therefore, imperative to regularly test UPS batteries and battery strings for 'weak links', which should be immediately replaced - even if they have not quite fulfilled their design life, which for UPS batteries is five to ten years. There are various methods for electrically testing UPS batteries: ? Automatic battery set testing (by the UPS itself). ? Load bank discharge testing or battery set, string and individual cell testing. ? Electro-chemical testing. Many uninterruptible power supplies are designed to test their batteries every 24 hours and will sound an audible alarm if a battery fault or condition is detected. How it works is that the test places a load on the battery set and the discharge performance is monitored. This is a basic type of test, however, and cannot be relied upon to give detail - other than an overall indication of the state of a battery set. Battery sets usually age uniformly but individual blocks of batteries can fail earlier than others and be rendered unable to sustain a reasonable level of charge, which can bring the whole set down under load conditions. A more accurate and reliable way to test batteries or battery sets is to use a load bank, which places a load on the set from which measurements can be taken intermittently to assess its discharge performance. But even this has its limitations. The

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disadvantages of load bank testing are that it reduces resilience whilst the system is being tested, which for critical applications like hospitals or financial processing is unacceptable. For large battery sets, individual block testing is much more reliable and need not take up additional man-hours as it can be incorporated into a routine maintenance visit. It should include a visual inspection to check that battery casings are not damaged or showing signs of aging such as buckling and emission of electrolyte discharge, which can sometimes be seen around terminals and valves. Sulphating Batteries: Because UPS batteries employ an electro-chemical process, they can deteriorate over time (months and even years). When batteries sulphate, Lead Sulphate crystals form within their electrolyte and at plate terminals, which will reduce charging performance and prevent normal operation. They can be recovered from this state (if caught early and their degree of sulphation is not great) by being charged at a higher current for around 12 hours. But care must the taken as this process itself can generate heat. If the battery does not recover through this means, it must be immediately removed and disposed of (by a licensed engineer) and replaced. Impedance Testing: Impedance testing can identify battery blocks that are about the fail. As batteries age, internal resistance (restriction to the flow of ions between the positive and negative plates) increases. Impedance testing consists of applying an ac voltage, suitable for the Ah size of battery, through probes attached to the battery block terminals. Impedance (in milliohms) is measured and recorded and compared to published data from manufacturers and/or previous recordings. Electro-Chemical Testing:

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Electro-chemical testing relies on measuring the frequency response to voltage and current signals passed into the battery using probes placed on the positive and negative terminals. Electro-chemical testing is a non-invasive method that uses the principle of Frequency Response Analysis (FRA) to compare measured data to algorithms of known battery conditions, specifically sulphate and electrolyte dry-out. This problem is the principle cause of UPS battery failure and poor performance. Although originally only available in laboratories, electro-chemical testing can now be applied to uninterruptible power supply batteries using a specially designed, portable hand-held testing unit. As batteries are so important to an uninterruptible power supply and monitoring and testing them relatively quick and easy, care must be taken to ensure it is done with precise regularity to ensure reliability of power protection solutions. This article was compiled using information available in The Power Protection Guide - the design, installation and operation of uninterruptible power supplies (ISBN: 9 780955 442803). By Robin Koffler and Jason Yates of Riello UPS. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

Recognition Rules! A Talent Retention & Team Building Imperative For Uncertain Times

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Howard has just rejected a second offer from a former employer. When asked (off the record) what was missing in the offer, he responded bitterly, "there isn't enough money in this world to get me back into a company that treats people like disposables. I put up with it as long as it took to pick up some skills I needed. Then, I was outta there." The New Balance of Power Skill shortages have flipped the balance of power in the workplace, creating a new model where talented workers like Howard can call the shots. Particularly, in leading-edge organizations that need to continue relying on hot-skilled knowledge superstars who are usually quick to migrate to greener pastures. Understandably, organizations often assume that the best antidote for a talent retention problem is to throw more and more money at people. Of course, compensation and benefits have always been, and will continue to be strong attraction factors during the hiring process. According to experts, compensation and benefits are the top two reasons why candidates accept jobs. However, once on-board, money usually becomes an entitlement in the minds of employees, and ceases to be a motivator. And, speaking of superstars, even Gretsky, The Great One, announced to the world that opportunities for more time with family and friends ultimately overshadowed all other motivational factors. One Size Fits One Most organizations that are successful in thwarting this spiraling of compensation pressures are exploring innovative ways to give employees more of what they want. And, they are discovering that what employees want is quite a bit more complex than just "show me the money." There are many non-monetary strategies that have proven to retain top talent in study after study. Recognition, one of the

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most cost-effective, is both one of the easiest and one of the most difficult. ...easy because creative managers can develop an unlimited array of powerful ideas that do not require big budgets and complex organizational interventions. ...difficult because the only way recognition strategies really work is when they are individualized, one-size-fits-one plans. Just as there are no longer any average customers, there are no average employees, either. Each employee¬ is unique, with a personal value system that will drive their satisfaction in the workplace. So, the real challenge in talent retention is in the diagnostics. Finding ways to figure out each person's "X" factors ... those motivators that will keep that one single individual with the organization, committed, happy and working at top productivity. Once you've done the diagnostics, recognition will almost certainly be on the list, in one way or another. It's a big arena, and covers those things that people require in order to feel valued, needed and appreciated. Eight Guidelines to Grow Recognition Here are 8 guidelines, some old - some new - that might give you ideas for enlarging your existing recognition options. Most are no-cost. Guideline #1. Look for opportunities to reach out to the family. For employees with children, allow them to bring their kids to work so the whole family can see what Mom or Dad does all day. (Never underestimate the power of a child's admiration!) For those without children, recognize important personal events, such as graduations, significant anniversaries, birthdays, bereavement. Guideline #2. When in doubt, revert to the oldest, most proven and guaranteed strategy ... thank you - thank you - thank you. Praise for a job well done continues to be at the top of worker wish-lists in surveys.

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Guideline #3. Look for every opportunity to share credit, no matter how small the contribution. But be warned, employees have a highly-tuned antenna that will spot the first sign of patronization or phoniness. Guideline #4. Be careful giving something tangible. Make sure it's appropriate for the scope of the contribution. Once you move into tangible rewards, there is often a natural instinct to equate the reward with the value of the contribution. You could actually "shoot yourself in the foot" and create even more problems. Sometimes, praise and non-tangible recognition can be a safer choice. Guideline #5. Team recognition can be an efficient way to offer appreciation. But watch for hidden land mines! Team members will have differing views about how much contribution was made by themselves and other team members. Group recognition should be an add-on, not a replacement, for individual acknowledgment. Guideline #6. Do not rely on merit pay as a recognition strategy. Surveys indicate that more than 90% of employers say individuals now view merit pay as an entitlement. Guideline #7. Think about the work itself - particularly for your younger Generation Y workers. Exciting, challenging work that offers tangible outcomes and skill building opportunities can motivate anyone in any generational group. Younger workers long ago figured out that the only job security is what they can create for themselves by developing marketable skills. Guideline #8. Ask! Ask early, ask late, and ask often. Ask individuals how they would like to be recognized before the work starts, after the work is done, and while the work is in progress. Keep asking until you get a good fix on what turns on each unique individual. Avoid cookie-cutter recognition. It will waste your time and trivialize the employee's contribution. One Size Fits One! Change Resources Group Inc

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Change Resources Group has been successfully providing services to organizations in the area of strategic talent management for over 20 years to address the impacts of a wide diversity of change challenges, such as new leadership, consolidations and mergers, site relocations, restructuring, market and customer changes, and high growth CRG's team building division, Creative Reality Games, has executed a wide range of initiatives designed to help our clients maintain levels of service excellence, while improving team cohesion, productivity and profitability in a constantly changing world of work. This division has become known for its innovative retreats and team building events using current reality TV formats, such as: The Amazing Race, Apprentice, Survivor, Are You Smarter Than a 5th Grader? Our founder, Pat Thornton, M.B.A., has several years of experience in Canada and the U.S. with multi-national organizations, and as an executive coach in private practice. She began her human resources career at the Pentagon in Washington, D.C. where she gained experience in public sector administration. Subsequently, she worked in Philadelphia and then New York City, where she developed a comprehensive background in customer service and sales training. After relocating to Toronto, she spent several years as a senior HR professional with multi-national organizations Pat's community service activities have included serving on the board of directors and as vice president for a multi-branch community credit union; member of the board of directors for a community social service organization, former vice president and member of the board of directors for a national association of women entrepreneurs; and volunteer facilitator/Mentor with Covenant House for employment re-entry workshops for youth Pat holds dual citizenship in the U. S. and Canada and has extensive experience in Europe and Asia

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ket

Business Survival in This Difficult Mar-

What can a small or a medium sized business do in this tough environment to see through? Well it is not an easy question to answer but there are different things a business can do to try to survive amid dwindling sales. 1. First thing a business needs to do is be more proactive in terms of taking new steps. 2. Look at your monthly cash flow statement and income statement and see how the cash flow looks like. A negative cash flow means that you have strong reason to be worried. 3. See what non-essential expenses can be cut down like any company memberships, travel, etc. If you already do not have a voip phone, try switching to this as it saves hundreds of dollars every month. 4. Look at your advertising budget and revisit how the money is spent. 5. Payroll expenses is usually the biggest for any small or medium sized company. Talk to your employees about 10-15% pay cut. Usually this does not go well but in this economy they will understand that this is a kind of measure which needs to be taken to survive. 6. If your employees are paid hourly, make sure there is no overtime hours booked by making sure they don't work overtime assuming slowing demand for work. 7. Last thing is make sure you and your employees focus on customers and provide top notch service. In this economy amid dwindling sales, the last thing you want to do is to send your customers to somewhere else due to bad customer service.

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Mahesh Varavooru, Samai Consulting LLC, http://www.samaiconsulting.com

Prepare For the Unexpected - It Probably Will Happen! Business continuity planning should be a priority for every company. A growing number of businesses suffer a major disruption every year and the current economic climate increases the risk of your suppliers going out of business which could seriously impact on your ability to manufacture or produce your own products - so how would you cope if just such an event happened in your business? How quickly a company can get back to 'business as usual' in the event of an IT failure, supplier going out of business, fire, flood or similar disaster, depends on how effectively it can put into action a business continuity management plan. Without a clear recovery plan, a company's chances of survival, especially in the current economic climate, are significantly reduced. Business continuity management (BCM) can best be defined as: 'A process that identifies potential impacts that threaten an organisation and provides a framework for building resilience. It will also have the capability for an effective response that safeguards the interests of stakeholders, a company's reputation and protects the brand as well as other associated activities.'

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With supply chains ever more complex, particularly given the global nature of markets, a back-up plan is vital. This is true whether it's an in-house operation or the service is outsourced to a third party logistics provider. In fact, detailed supply chain planning to set up a cost effective and robust operation from the start is fundamental to the success of every business. The main challenge is to keep stock to a minimum with a policy of continuous replenishment that ensures orders are fulfilled on time, both for high street retailers and the increasingly "savvy" online shopper. For some businesses managing peak seasons is even more important as they can account for the majority of sales and will determine whether the bottom line shows a profit or loss at the end of the financial year. Making sure products are delivered on time also keeps customers coming back. Building-in continuity, making it part of the way that you run your business, rather than having no other solution than to 'fire-fight' any emergency that occurs, will ensure you can get back to 'business as usual' in the quickest possible time. Planned continuity management systems should be part of your business strategy, enabling you to reassure all stakeholders staff, investors, customers and suppliers - that your company has an effective policy and practices in place for managing the unexpected. It also helps build confidence in your business. It is important that all key personnel, from main Board Directors and senior management to the operational teams, are fully involved and are aware of what the plan is achieve. Equally it's essential that senior management supports BCM and a member of the team has ownership of the plan and its implementation. This means the BCM plan has to be fully embraced and supported, from the planning process right through to making sure that everyone adopts the results and outcomes to ensure it becomes part of normal business practices and operations.

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However well you understand your business, it is vital that you discuss issues with your operational teams. This enables you to create a clear picture of the business complexities and how they interact throughout the organisation as well as between customers and suppliers. Including expert knowledge about every aspect of the business within the continuity plan will help determine if any part of the business already has plans or procedures in place to deal with a major incident. If this is the case, these can be adapted and included in the planning process for the whole business. As surprising as it may seem, many companies never give any consideration as to where they are vulnerable. This can be down to a number of different factors, from having to put all their energies into meeting day-to-day business requirements and maintaining sales volumes, to simply not taking into account how they would cope if a major, or even a minor, disruption occurred. One area that is often overlooked, and certainly deserves greater attention, is how would suppliers, customers and potential customers react if your business received adverse publicity because you were unprepared for an incident. It can take years to build a reputation but only a matter of hours to destroy one. The outcomes of a successful business continuity planning system means that your business stands a greater opportunity to be up and running it the shortest possible time and continue its operations. Without a plan you could be starring into a void, as the alternatives are almost impossible to assess or determine. There are some companies that prefer to take risks. If your company has an appetite for risk management, then a BCM is a very important operational tool. Good business continuity planning will help you deal much more effectively with an incident, no matter what caused it. It is also important to consider the benefits of your business continuity planning when talking to other businesses, suppliers, customers or potential customers. An all-inclusive plan can be

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used to present your company as one that takes its commitments seriously and can be relied upon to meet its obligations at all levels. In an uncertain and fast changing world, you owe it to yourself, your organisation and your customers to be back in business at the earliest opportunity. Gideon Hillman MILT MIBC - has over 16 years European Supply Chain, Logistics and Materials Handling industry experience, having been employed at a Senior Management Level throughout Europe within the Materials Handling, Logistics and specialist Supply Chain Services industry for over 12 years, (7 of which with TNT Logistics), prior to establishing Gideon Hillman Consulting in 2004, now recognised as one of the fastest growing specialist Supply Chain Consultants and Materials Handling Consultants in the UK. Gideon is a Member of the Institute of Logistics and Transport & The Institute of Business Consulting Further details are avilable at http://www.hillmanconsulting.co.uk or make enquries via email to [email protected]

Disaster Relief Government Grants Disaster relief grants are generally given out by the US government to meet basic necessities of the residents of the affected region during times of a natural disaster. Disaster relief grants are issued for various purposes depending on the scale of the damage caused to the region. Some of the main objectives of disaster relief grants include:

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- Providing necessary grants through grant funding agencies to curb the breakage and erosion of coastal shores and beach shores. - Establishing a council to take care of the nutrition requirements of people in developing countries who are in need of food and also stocking up on various important grains and pulses that are staple to the people of that region - In certain regions and amongst minority communities people may not be prepared on how to respond in cases of large scale chemical accidents and spillage of dangerous toxic substances. The US government issues grants to train people on how to be prepared in case of such a calamity. - Governments which have suffered considerable losses in citizen tax revenue due to unforeseen natural disasters can be reimbursed with grants issued by the government. - Natural disasters can also affect farmlands and crop cultivation regions resulting in complete or partial damage to crops and erosion of soil. Grant funding agencies issue grants to farmers and crop cultivators in the event of such a calamity. - The US government also issues grants to provide training on how to act in events resulting from thos of terrorist attacks and related activities as well as those involving the use of dangerous and powerful chemical weapons. - Government grants are also given out to form community emergency training volunteer groups to help local communities be better prepared and informed on national disasters. - Grants are also given out to poor families whose housing areas have been damaged due to such calamities and ensuring they have a place to stay will necessary facilities to meet their basic needs and requirements. Visit these pages to learn more about disaster relief government grants

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and the Top Government Grant Programs available

vive

2009 Business Disaster - How to Sur-

Been to your local strip mall lately? Next time you will notice that business after business that have closed their doors. "FOR LEASE" signs dominate the windows of Strip Malls all across the United States. Many experts and analysts see 2009 as continuing its downward spiral of business declines and bankruptcies. These once thriving businesses have been forced out of business for reasons beyond their control. Uncertainty in the employment arena is at staggering levels which has slowed buying cycles, which in turn has reduced sales and profits for these businesses. The Financial collapse of the largest banks and mortgage companies has dried up lending sources for these businesses. Businesses have found it nearly impossible to get a loan to make it through these hard times, because the Banks are not lending. Most businesses did not have adequate cash reserves to make it through such a long recession forcing them to close their doors and adding more people to the un-employment list. If you have a business, here is your Survival tip of the YEAR! Get funding lined up now, even if you do not need it! Yes I said, even if you do not need it. Most businesses had great years in 2006 and 2007 with strong sales. 2008 was weaker and 2009 will be even weaker. You need to be structured now to qualify for funding. If you go out to

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obtain a loan to now, be it for growth, expansion, or a line of credit so you have cash reserves albeit a loan to survive, the lender will be looking at your past sales. If you wait too long, the lender may see a decline in your company's sales and it will be almost impossible to obtain financing. Although there are positive signs, 2009 will be a tough year. Don't get caught in a financial cycle that could cause you to lose the business you have worked so hard to build. Make sure you have enough cash reserves to survive a decrease in sales this year. Go over your expenses and decrease unnecessary spending. If you need help, call a funding source such as If you think that you are in trouble, find a good Business Consultant that a team of experts that can help you work through your problems and help you structure your company to not only survive, but succeed even during a downturn. Thinking ahead like this will give you an advantage on your competition. It will put you in a stronger position in hard times giving you leverage to use to your advantage. Your opportunities in tough times are very profitable if used correctly in good times. When the economy comes back you will grow larger, faster and more profitable than ever before. Mr. Chad Atkins is a proven entrepreneur who started his first company at the age of 17. Today, his focus is http://www.CapitalBull.com Where he is helping people find existing profitable businesses for sale. His company also offers financing of the company purchase

Keeping Your Business Striving

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Due to the turbulent and devastating state of the financial market it is more difficult than ever to keep your business in profit. Many companies have been made to close their doors, not being able to stay competitive in this recession. However, there are many things that you can do to keep your company from going under which includes making sure your company has the best look and style. One the most vital factors is to modernise your company, not only by looking at how it is run and what you could do better, but by making it look more appealing to customers. This means that the branding of the company must be assessed, as it is one of the most important aspects of a business. If there is not enough emphasis put on the branding of your company, it can lack the all important factor of selling your business. A tired and dated logo will not give the market of potential customers the right image of what your company is about. Therefore, the logo design that you employ is of the upmost importance. To get this absolutely right, you should employ a graphic design agency to complete a redesign of your branding. This will make customers be able to relate you the business and respect it, in turn making them more liable to use or service or purchase your products. Another important style factor that will help your company is to be able to put across your message simply and effectively. To do this many people use leaflets and brochures to promote the company and also to turn an enquiry into a sale. A brochure design company would be able to produce you a high quality modern brochure that is true to your company but is able to represent the company the most appropriate and successful way. So to keep your company in the market and able to compete against others, you have to think about how the customer see your business. To make the right impression, your branding and image has to be up to date and unique to you if you want to be able to stand a chance in the uneasy and unsettling financial market. For a branding company in Edinburgh or Edinburgh web design visit http://www.evolution-design.co.uk

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Economic Obstacle Or Opportunity? In these changing times in business, I find it somewhat disturbing how so many small - medium businesses act surprised when there is an economic shift. It totally baffles me when I sit in business meetings or functions and listen to some of our business leaders cry foul. I hear such things as 'Where did the shift in the market come from?', 'I can't believe it, business was going so well', 'I don't understand it, it's really tough right now'. It's without doubt that the local and global economy has an impact on business. And it's also without doubt that there is an economic cycle. Boom - bust - recovery - boom .... So why do we ignore it? As business leaders, we've been watching this happen for decades, and yet each time a shift comes around we act surprised. It's crazy stuff. The 'toughness' in business only comes from a lack of preparation for the inevitable cycle. Now don't get me wrong, I'm certainly no economist, but it does not take a genius to understand the impact of a cycle that has been recurring since the Great Depression of 1929. As a business consultant for almost two decades, I have witnessed the cycle come around over and over again. And over and over again I've seen businesses hit the wall through a simple denial that at some point from every boom must come a bust. It's like a squirrel talking himself out of the fact that winter is coming, in turn deciding there is no need to store nuts in favor of eating as much as he can right now and enjoying his moment of indulgence. 'I'll be fine, I'm sure summer will last.'

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If we looked closely at those who see opportunity in an economic obstacle, you will see that these are the businesses that take responsibility and internalize solutions well before these external obstacles present themselves. The economy is what it is, and in small - medium enterprise, despite what we might be told, we have little impact on its short term future. What we can influence is how much of an impact the economy has on our businesses. If we are well prepared, and well in advance of the inevitable impact. There is an old adage that a business is 'going broke 18 months before you see it in the profit and loss reports.' This also is true in an economic cycle. To be looking for solutions to correct an economic downturn in business today is a total waste of time; it's 18 months too late. These are the times where fear-based decisions rule, where panic controls leaders, and the victor has already taken his spoils well before you even realised that yours were running out. What we can change now is what we have control of now. From a tangible perspective for sure we should have maybe been a little more precious with cash during the good times and stored some of those nuts. But that should not prevent us from taking the opportunity to observe strategy and structure in the business now, and use the survival efficiencies we create now as a benchmark for restraint during the inevitable upturn. This is an ideal time to learn from the necessity of restraint. Now is the opportunity for us to place metrics in the business allowing us to ensure we don't get fat and lazy again in good times, in favor of storing our nuts for the next winter. From a non tangible perspective we can also not 'talk ourselves into a bad day.' Business owners and leaders often times use 'things are tough' as the quintessential excuse for anything going wrong in their business. Now is the opportunity to claim responsibility for our attitudinal destiny and develop stronger company culture, vision, and values in the business.

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To put a positive spin on these simple things can shift focus from 'business down-turn' to 'business re-turn'. Opportunity abounds in economic times of change, the key to seeing these opportunities lies in how you view obstacles when presented to you. Troy Hazard is the former Global President of the elite Entrepreneurs' Organization and has owned, managed and run ten companies in the last two decades. He is an international speaker and author of 'The Naked Entrepreneur' http://www.troyhazard.com http://www.theedgecs.com

How to Survive As a Business During a "Recession" Many businesses are "cutting costs" in a time of recession and this is a major part of the problem, with most businesses cutting costs and buying less stock it's making a big impact on both their and other businesses profits. A lot of companies are foolish in thinking that employees and sales materials are "expenses" when really they are multipliers and make the company profits, without them they will make less profits so will find that there losing more money each year. Frequently business owners make decisions based on THE BOTTOM line, not realizing where the multipliers are in the business. So instead of doing what would increase the income, they start cutting out things that actually make the income. Some businesses think negatively because we're

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in recession, panic and hold onto their money and make job cuts, really they are shooting themselves in the foot! Businesses should be thinking about how to stand out above the crowd and expand in a time like this, not thinking how to make the business smaller. Often the failure of the business is actually the failure of the person or people running it. Instead of making job cuts, buying less stock, invest money in promotion and maybe hiring more staff and buying more stock because in the long run this will stand the test of the recession and your competitors may fail but you will come out the other end. As you may know businesses have to be able to adapt to new situations or times, by this I mean if you own a book store and suddenly no one is buying books anymore but instead DVD's what do you do ? You don't shut up shop, you start selling DVD's as well expanding your horizons. One of the key reasons why businesses fail is not being able to adapt, if suddenly your target audience of stay at home moms don't buy your products anymore you need to look into who is buying them? Then you need to aim your advertising campaigns or maybe even your shops interior at them. Although customers aren't really being affected by the recession, it has made them unsure about spending money and they "cling" onto it. A great thing a business can do at a time like this is to promote their business as much as they can even promoting "recession busting sales", people are much more likely to spend their money if some things cheaper. Customers will be flocking to your shop or business if they think that your prices are cheaper than your rivals because they will go that extra mile to even save £2. Word of mouth s not enough with businesses, I find that excellent advertising campaigns , whether it be online or offline will promote word of mouth and your business will be the talk of the neighbourhood or city. A businessman making bad decisions in a stable economy will tend to make bad FATAL decisions in a unstable economy purely because its sink or swim in business and if the water get deeper you have more chance of sinking. Employees and sales goods are key assets to any business, now some employees are unnecessary or useless, but to cut ones that are making you money

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is more likely to make you a loss, as you'll have decrease in productivity. Hiring more employees and getting more sales materials etc and possibly having a sale will all increase your business eligibly to survive the recession. You'll notice that places closing its shops and cutting staff are doing so because they have predicted sales are off target, they should be acting on this and promoting the business before making hasty decisions. Flexibility is very important, being able to change to meet the needs of your customers. Surviving the recession will be tough, but with a great business plan and plenty of motivation it should be something that could make your business a great empire. All in all the things I have talked about above should help your business through the current "recession" if put into practice properly. I hope this helps. Craig Roberts is currently an online entrepreneur, he mentors and helps people achieve their own extra income he also gives regular support to his team. find out how visit his Site for more details. http://www.craigswealth.com

Is Bartering a Way Out For Cash Strapped Communities? Bartering has been part of our economic activity, since we first settled, and started to develop on this planet. Until money was invented, bartering was an essential part of trade, and kept communities alive, in times of famine and war. In recent years, bartering became common in communities where money was hard to come by, or even non existent. In the early to mid-1990's, many Citizens in the former Soviet Union, were paid in cash and goods and it was a common sight in the rural East to see people barter the products they made. Countries barter products, in the late

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1990's Indonesia traded a small aircraft for the equivalent value in rice and Chili's from other Asian countries. New Zealand supplied Iran with fresh lamb, in exchange for oil, based on the international price for both produce. In both cases, this "trade" worked. In the pre October 15th economy, Banks and Stockbrokers did in reality "trade" stocks and assets, without the use of cash. Bartering or "trading" has been a part of globalized trade and commerce, its just that it has not reached main street, because main street had credit. Bartering can also solve food problems. If you lack the cash, or the credit to buy food, then perhaps you can trade the goods you do not need for food. Cash strapped communities could form cooperatives, and trade unwanted possessions into food. This basic approach to trade, works as long as it is organized. Look in your home, in the basement and attics of your home, in the boxes that gather dust in your bedrooms, and you find a host of unwanted goods, that someone somewhere in your neighborhood, needs. And chances are, they themselves may have something you need. So in theory, exchanging goods for the equivalent value of another, does not mean you need to go without something. So in a cash strapped society, were credit is scarce and the majority of people own more consumer items then ever before in history, why not use the method of bartering goods between people and communities? (The Surviving the Economic Crisis; is a series of articles dealing with the New economic changes we face after the October 2008 crash, and deals with ways we could adjust to and survive these changes) Provides you International recognition for your previous academic, and life experience in the form of a degree The Asian European University assess your experience using the Internationally recognized APEL method. For a compli-

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mentary assessment to see if you qualify for an International Degree: http://www.asian-europeanuniversity.com

What to Do in a Recession Markets change and so do demands and expectations, businesses should be in a position not only to anticipate client's demands at this time but also position themselves for when the economy starts to pick up. Now is a good time for reflection. Take a step back and look at how your business has operated. What has worked? And what has not, over the last couple of years. What can be improved on? What success can be replicated in order to diversify on your products and services you are currently offering? 5 TIPS OF RIDING THE STORM 1) Know your customer. Take the time to understand your customers, why are they buying from you instead of someone else? What else can you do for them to further improve the service / products you already providing? One of the easiest ways of finding out what your customers needs are, is to ask them. Which areas can you add value to enhance your relationship with your customers? It is more economical to sell to your existing customer base than trying to acquire new customers.

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2) Keep your overheads down. Cut backs seem inevitable at this time .But before you start laying off your valuable staff, look around at other ways of cutting back .Search around for better deals whether its electricity, broadband or telephones services. You may be surprised at just how much you could save on by simply switching to other providers. 3) Networking. This gives you the opportunity to talk to like- minded business people in your sector. Find out from them how they are dealing with the recession. Networking also gives you the chance to showcase your business, get referrals and give referrals to others creating a situation were both parties benefit from each other. 4) Keep your team motivated. Be honest about how the economical situation is affecting your business and let your team members know exactly where the business is going. Thing is, they probable know if the business is under -performing. However they will appreciate your honesty and are probably the best people to give you advice and support. Reward and offer incentives to motivate your team. 5) Diversify. One of the advantages of running a small to medium sized business is the relative ease at which decisions made can be implemented.As stated earlier, markets change and so a businesses ability to adapt to cater for the shift in demands is vital to its success and growth. Where possible use your USP (Unique Selling Point) to enter into other markets which are not as affected by the recession.

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Kumbieclyde Consultancy is offering free initial consultation to businesses affected or worried about the effects of the recession on their business To get in touch <[email protected]>

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Alternatively call on: 01617246180 Website: http://www.kumbieclyde.com ©kumbieclyde Consultancy 2009

How to Experience Business Growth in Tough Economic Times I live in an area of the country that compared to some regions, experiences fairly mild winters. Our winters are mild, not nonexistent. We experience below freezing temperatures and lawns, trees, and other outdoor plants go dormant. I happen to love roses and enjoy the long blooming season here. My roses usually begin blooming in March and continue to bloom until early December. As I am writing this paper it is winter. The thermometer has already dipped below the freezing mark and all plant life is dormant...almost. Recently I was in my yard and I happened to glance at one of my rose bushes expecting to see nothing but dead leaves and spent blooms. Instead, much to my surprise, I saw life...several clusters of tiny new leaves were growing on that rose bush...in the winter! That rose bush has overcome the odds. In spite of cold temperatures and a lack of any attention from me, it is growing.

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We are all keenly aware of the difficult economic times we are currently living in. It seems that every week or so we hear about a company closing its doors for good; another one is filing bankruptcy; massive layoffs at another. I have spoken to many people who have experienced drastic downturns in their businesses. In spite of all this, there are also businesses that are actually still growing. Just like my rose bush, in spite of difficult conditions, against all odds "new leaves" are sprouting. How is this possible? A study published in Strategy and Leadership addressed this issue. The study examined the tools used by management for the purpose of making headway in tough financial times. Findings revealed a clear bias toward growth over cost cutting indicating that moving ahead, not retrenching, is critical to control a company's destiny. Unfortunately, unlike my rose bush, our businesses will not thrive if we do not take action. Among the tools used by most (more than 75%) of the managers in the study were surveying and benchmarking. Recently a vice president of marketing told one of my colleagues that although his company was cutting back on some expenses, eliminating their surveys has not even been mentioned, much less discussed. This VP realizes that employee and customer surveys are vital to business survival and growth during difficult economic times. Business growth is possible even in tough economic times if you have knowledge of the drivers of employee and customer behavior. You need to know what influences their perceptions, attitudes, and behaviors in order to be successful. It is imperative to be knowledgeable of both employees and customers because the attitudes and behaviors of your employees affect the perceptions, attitudes, and behaviors of customers. Think about some of the organizations you have done business with recently. Most likely you have interacted with employees with good attitudes and others with bad attitudes. Some were probably very eager to be helpful, others may have ignored you. Which type of employee makes you want to conduct further business with those companies? The relationship between employees, customers, and profits is no secret. A recent article in the Harvard Business Review

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discussed how a major retailer went from experiencing big losses (a net loss of $3.9 billion in one year) to big profits (a net income of $752 million) in just one year by making a strategic shift to a business model that tracked employee attitudes to customer satisfaction and financial performance, an employee-customerprofit model. This retailer began an ongoing process of data collection, modeling, and experimentation in order to obtain knowledge about employee and customer attitudes. The retailer hired statisticians to analyze the data collected from employees, customers, and financial records in order to identify drivers of perceptions and behaviors and to investigate whether these were directly related to profits - they were. Not only has this strategy of continuous survey research enabled this retailer to go from big losses to big profits, but it has also enabled them to experience an increase in customer satisfaction during a period in which independent surveys showed that national retail customer satisfaction had fallen for several consecutive years. During that period not only did this retailer's customer satisfaction increase by almost 4%, but employee satisfaction rose by 4% as well. This may sound like an insignificant increase; however, statistical analyses indicated this small increase in satisfaction translated into more than $200 million in additional revenues during a 12-month period! How can we know what truly drives the behavior of our employees and customers? Learning about their attitudes and perceptions is the first step. It is important to know the right questions to ask because many of our cognitive processes occur on an unconscious level. Thus, we do not always know ourselves what drives our own behavior. Take a piece of art, for example. We may look at a painting and have an immediate positive or negative reaction to it. But when asked to describe what we like or dislike about it, some will find they just can't answer that question. We may also experience this when judging food or beverages; we may know what we do and do not like, but the explanation of why we like or dislike it may elude us. Thus, survey design is very important. An article by Valarie A. Zeithaml, published in the Journal of the Academy of Marketing Science , emphasizes this point. If you know the right questions to ask, statistical analyses can tell you what employees and customers cannot; the actual drivers of their behavior; that is, what makes

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them "tick." Let's look at a couple of case studies of companies from two industries that are applying survey research and statistical analyses to thrive in difficult economic times. The first company is in the financial services industry and has been conducting employee surveys for years. A business research firm, The National Business Research Institute, Inc. (NBRI) has been deploying and analyzing their surveys as well as benchmarking them against other companies in their industry. The benchmarking provides this financial services firm with precise knowledge of how their employee's responses compare with a national average, which is set at the 50th percentile. Obviously, no company strives to be average. We would all like for our company's performance to be above average. Not only is this financial company well above the national average (ranking above the 75th percentile), but for each of the last several surveys, they have steadily increased their overall rating. In addition to increases in their overall ratings, they have also seen numerous positive trends in survey topics including job satisfaction, benefits, and communications. During a time when many financial institutions are seeking a government bailout, this company is experiencing a steady improvement in employee perceptions as well as profits. How is this possible? One important factor contributing to their success is that this institution is knowledgeable about the drivers of their employee's behaviors. In their most recent survey, a Root Cause Analysis (RCA) identified three survey items that were influencing employee perceptions and attitudes and driving 62% of the items on the survey. The primary driver identified was, "My supervisor is an effective communicator." This item was driving 26% of the survey items. The secondary root cause, driving 23% of the survey items was, "Corporate executive management values the company's employees." Driving 13% of the survey items was the tertiary root cause, "Major divisions of the company work well together." Now that this company has knowledge of the root causes driving employee perceptions and attitudes, they can take action to improve perceptions in these areas. By so doing, they will increase scores on over half of their survey items; an increase that influences customer perceptions and leads to higher profits. As previously

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mentioned, action is necessary. If you survey your employees but do not take action to improve perceptions, employee perceptions are likely to become more negative rather than more positive. Action should also be taken quickly. Behavior is dynamic; it is always changing. If you sit on survey results for 18 months, the identified drivers will be out of date and any action taken based on those results is unlikely to bring about the desired outcome. This financial services company has a history of taking quick action based on survey results and they are reaping the rewards. The second case study involves a company in the hospitality and gaming industry. This company also utilized NBRI for their survey deployment, benchmarking, and root cause analyses. For most of us, when we begin to feel the effects of a downturn in the economy, optional expenditures are the first to go. For example, many people cut back on entertainment expenses. This presents a challenge for those in the gaming industry. However, this particular company has remained profitable and experienced steady increases in overall guest satisfaction and intent to return. Over the last year, overall guest satisfaction has increased by 8 percentiles and intent to return has increased by 10 percentiles. In the second quarter of last year, NBRI identified three drivers of overall guest satisfaction including: Overall impression of the service at the casino, a good mix of slot denominations, and overall cleanliness of the casino. The company took quick action to improve perceptions of these items and all showed improvement on the survey conducted in the third quarter. The second quarter survey also identified four drivers of intent to return. These drivers were all unique from those driving overall satisfaction. They included: cleanliness of the hotel rooms, wait time for service from cocktail servers, wait time for service from bell staff, and wait time for service at one of the hotel's cafes. While one item showed no change in ranking on the third quarter survey, the remaining three items all showed an increase in ranking due to the action taken as a result of the research findings. This company can expect continued improvement in survey scores, as well as continued financial growth, as long as they continue to take action to improve the survey items driving their customer's perceptions.

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Looking at the results seen by the companies discussed in this paper, the keys to experiencing business growth in tough economic times are no mystery. They include: 1. Survey both employees and customers for maximum results; 2. Utilize benchmarking: this enables you to know how you compare to other companies in your industry and allows you to track improvements; 3. Conduct root cause analyses to identify the drivers of your employees' and customers' perceptions and behaviors; 4. Take action on your survey results aimed at improving perceptions of these drivers; 5. Regularly repeat the cycle to measure improvement and identify new drivers. Employing these steps on a continual cycle will provide the impetus your company needs to not only survive, but thrive in tough economic times. Dr. Cynthia Reed, Ph.D, is an Organizational Psychologist at the National Business Research Institute which creates, deploys, and analyzes superior customer surveys and employee surveys

Disaster Recovery Gotchas - Watch Out For These Common Mistakes!

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More and more, IT executives are realizing that having a plan for recovering from potential disasters is no longer an option, but a necessity. Disasters do happen, and they occur in many different ways. Your critical IT systems could be made unavailable by a hardware failure, flooding, fire, theft, an extended power outage or countless other unexpected events. And while the cause may be unexpected, you need to have a plan to get your business systems up and running again, reliably and quickly. Whether you have a contract to recover your systems at a commercial disaster recovery site or make use of your own backup systems and site, there are some common "gotcha's" that you need to be aware of before a disaster strikes. Firstly, and I believe most importantly, if you haven't tested your recovery plan recently (that means at least once in the last 6 months), you cannot have confidence in your ability to recover. You will also not have an accurate idea of how long it will take you to get your IT systems running again. To be really prepared for a disaster and confident in your ability to recover, you need to test your DR plan and you need to test regularly. When you do a test recovery of your systems, ensure that you recover to the expected recovery hardware, as this will often be a different system type to your production hardware. You may, for example, have a 2 CPU IBM server in production but a lower spec single CPU HP server as your recovery system. As most backup and recovery software restores the system fully, including the configuration that applied to the original hardware, restoring your system on different hardware can be a complex and time-consuming process. Therefore, ensure you get some experience of these issues during your DR testing and make sure that you have built in adequate time in your recovery plan for hardware dependency problems. Alternatively, review some of the software solutions that are available from various vendors that automate the process of recovering to different hardware configurations.

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Another common 'gotcha' that many companies experience when recovering their systems in a real disaster situation is that they had not planned for and tested the worst-case scenario. I recently worked with a company that experienced a hardware failure on a critical system. They were contracted for recovery at a commercial disaster recovery site and regularly tested their recovery plans. However, their disaster recovery rehearsals were based on a 'best-case scenario' and in performing the recovery after the hardware failure they found that the disaster had not occurred according to their best-case scenario planning. Perform both bestcase and worst-case scenario testing. For example, don't only test recovery of a full system backup, but also test recovery of the incremental level 1 backups and database log file backups and plan for a disaster occurring during your financial year end processing, just for good measure! We all know that our business systems are constantly evolving and changing - we seldom have the 5-year upgrade cycles for our servers that were perhaps more common 20 years ago. Therefore, your disaster recovery plans and procedures need to be 'living' documents - it's not a WORM (write-once read-many) type of document. Your Disaster Recovery documentation needs to be updated on a regular basis and you need to ensure that whoever performs your recovery testing strictly follows the procedures outlined in the documentation (rather than ignoring the procedures and working from experience as many people do). As they work through the documentation they need to constantly update the procedures, clarify parts that may not be clear, etc. There are many different disaster scenario's, from isolated hardware failures to a major incident rendering your entire site unavailable. So even if you do have updated procedures based on regular testing, it's not going to help you if the next disaster to hit your company is a major incident type disaster and the latest backup tapes and recovery documentation isn't available off-site. Arrange to store your backup tapes securely off-site and ensure that you have a process for keeping the latest version of your recovery procedures, contact lists, etc off-site but easily available

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(a good way to store the required documentation is electronically on a secure Internet site that you don't host). Having your documentation and tapes available off-site is great, but you also need to make sure that you aren't heavily dependent on a few key resources that could potentially be unavailable at the time of a disaster. Murphy's Law states that if you need to recover your systems, the staff members who have the technical skill and have performed the recent recovery testing will be on holiday in a remote outback part of Australia without phone signal. Although you won't achieve this on the first test, you do need to work towards having procedures detailed enough that other technical staff that have never worked in your IT environment could perform the recovery of your systems based on your documentation. So ensure that your procedures make no assumptions about the reader having experience in your specific environment. You may perform test recoveries of the worst-case scenario to different hardware using other technical staff regularly and have great updated procedures stored off-site with the backups, but you also need to make sure that you review your entire DR plan from all levels (including high-level objectives) on a regular basis. That way you will minimise the risk of a recovery 'gotcha' when Murphy's Law catches up with you at 2am during your next financial year-end run. Gareth Eagar has been involved in the disaster recovery industry for close on 10 years, during which time he has developed much experience in the implementation and testing of disaster recovery strategies For additional disaster recovery resources, including detailed tutorials on developing and implementing a disaster recovery plan, refer to the Disaster Recovery Guidance website at http://www.disaster-recovery-guidance.com

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How Does an Orange Beat a Salami? Crisis Communication - Case Study #1 - *This is a true case study and all details are correct, except the names have been changed to protect the identities. Frank* grew up on an apple and orange orchard in the riverland where his parents owned a small fruit juice manufacturing plant. Antonio* grew up in the city where his parents ran a popular small goods shop selling their own meat products such as salami and prosciutto. Both men loved their family businesses, and both men went to University to gain qualifications to grow their burgeoning empires. Frank attracted some venture capital to grow further and re-named the company 'The Nipped in the Bud Fruit Juice Company'*. Antonio relied on family money to expand and his 'Meat Me in St Louis'* brand attracted a big following. Both companies were very successful, and Frank and Antonio were proud of their achievements. They both lived in the same city, but didn't know each other. However, something was to happen that would affect forever the future fortunes of these two successful entrepreneurs. First one little girl got sick. Then another child and another and another. Many residents in an aged care home suddenly started falling sick with serious gastroenteritis. Investigations showed that some people had drunk contaminated orange juice from The Nipped in the Bud Fruit Juice Company. Other investigations found that some different people had eaten contaminated salami and metwurst produced by 'Meat Me in St Louis'. In total, 260 people were very sick, and then the ultimate tragedy occurred - a six year old girl died. Frank and Antonio were devastated. Frank immediately called a media conference and expressed his sincere sympathy to all the families and promised that he would do everything he could to get to the bottom of this tragedy. He told the media, and therefore the public, that he couldn't be sure the contamination came from his manufacturing plant, but he would leave no stone un-

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turned in finding the truth. He promised to report back his findings within 48 hours. Sales of his fruit juice plummeted. The media turned their attention to Antonio. What would he say? What would he do? He said nothing. He did nothing. Publicly. In private, Antonio was very upset. He told his family that he was very concerned about the family of the little girl who had died and everyone who had suffered from eating their product. He felt that if he said nothing publicly then maybe the fuss would die down. He didn't want to draw attention to himself. He hoped another bigger story would soon come along and that people would forget about the contaminated products. A health department spokesperson said the factory would be thoroughly inspected. Was there reason to believe the factory didn't comply with health regulations? Had an employee sabotaged the production line? Was the company operated by dishonest people? The rumor mill started. All of the company's meat products were withdrawn from sale. The media themselves decided that maybe there was more to the story than met the eye. Why wouldn't the company talk? They must be hiding something. Maybe a disgruntled employee would spill the beans? Several reporters decided they might be on to a scoop and set about unearthing information. Antonio and his family were repeatedly contacted. But they remained silent, hoping the problem would just go away. Frank reported back to a media gathering that the factory had been fully investigated and nothing improper could be found. He offered the media a guided tour of the factory and provided them with inspection reports, a diagram of the factory and it's work processes, and provided a list of relevant suppliers. He even asked a government health official and the local Mayor to provide testimonials as to the company's compliance and high standards. After many weeks of open communication the sales of Frank's fruit juice very slowly started to increase. Then it was revealed that the source of the contamination was from a batch of oranges sourced from another supplier. The public trust surrounding Frank's company gradually started to increase. More retailers

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than before wanted to stock Frank's fruit juice because of the positive media that had been generated from the crisis. Two years later, Frank launched a new blended fruit juice and it was very warmly received; their best launch ever. Antonio never returned to his factory. All the meat products were destroyed and the factory was closed down. Antonio's father died of what some people said was a broken-heart. The family business, and reputation, was destroyed. And the reason for the contamination was never revealed. These are two different reactions to a very similar crisis, with vastly different outcomes. Frank had a Crisis Communication Plan; Antonio did not. Frank knew what he had to do to protect the image and reputation of his company; Antonio did not. What are your crisis communication skills? Would you know exactly what to say, to whom, and when? Did you know it's not just the media you have to deal with? How will you investigate a crisis? Or should you leave it to the 'experts'. How will you win back customers, and their trust? Do you know why you NEVER let lawyers run your crisis communication planning? Do you know what to give the media and what to hold back? Do you know exactly how to retain the image and reputation of YOUR business without spending thousands of dollars? We do. What's the cost of saving the image and reputation of YOUR business? For a free Crisis Assessment Checklist and to bullet-proof your business, go to http://www.underdogmarketingchallenge.com/crisis_manageme nt_2.php. You can also purchase a DIY Crisis Communication Planning and Management Workbook for just $39.95

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IT Infrastructure - A Boon to Grow Your Business! Have you ever thought how you can give your company a bright future? Choosing the right IT infrastructure for a company, no matter whether it is small or big, is the key to success of a company. If you are on a position in a company who has to design and decide the IT infrastructure, you have a tough task to accomplish. One wrong decision and your company will suffer for years, but the right decision will pay you back many times over. Remember, an IT Infrastructure decides how your company and its people are going to communicate internally and with the outside world. So don't just make hasty decisions, but sit back and think what your company's basic necessities are. Many small businesses start out with only one person to administer and operate the IT infrastructure. They do this to keep the infrastructure in-house. But what will be the situation once the company expands? Will they expand the IT infrastructure with their growing company size as well? On the other hand, for many companies the current size of the IT infrastructure is insufficient to meet the needs of their employees as well as their users. So they must expand their infrastructure in such a way that they can easily meet the needs of their employees as well as their users. What they do is move their infrastructure into an off-site data center. Generally, a central location where all the computing resources of a business are maintained is known is data center. This system maintains components such as environmental controls and storage, as well as back up systems, telecoms and security devices. The best part is you can always contact an expert who is well aware about all IT infrastructure updates and requirement. There are many companies that provide solutions on IT infrastruc-

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tures. You can always look for them on the internet and get the best. For More Information :- It Infrastructure Management and Business Continuity Planning

Successful Survival For a person struggling to survive, it becomes very easy to lose sight of the goal to succeed. The process of survival tends to narrow one's field of vision by increasing the focus on the immediate challenges, while completely ignoring thoughts of the future. When you are hungry right now, your immediate concern is finding food and not what you will be doing a year from now. As we move into 2009 with the recession in full force and the economy crumbling before us, more and more people will suffer from this restricted vision of the future. As employees lose jobs and businesses close their doors, people will shift their focus to the basic necessities-surviving on a daily basis. Planning for career growth and long-term financial stability becomes replaced by the most fundamental process of trying to pay bills, make ends meet, and most importantly, putting food on the table. The process of survival and the process of success do not have to be mutually exclusive however. Even in a downturned economy and during a severe recession such as we are now faced with, it is possible to not only survive but to succeed with abundance. Many opportunities present themselves in a recession that can completely alter not only the present but the future as well. The challenge is in being able to spot these opportunities, to capitalize on them, and to take full advantage of their potential.

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One of the basic tenets of survival training is that your most powerful tool is your ability to think. Survival schools typically teach that the first step in any critical situation is to rationalize and understand your problem and then to formulate a plan. Once the plan has been devised, the next step to successful survival is to take action. These same principles apply not only to the physical world but to the financial world as well. If you find yourself in a financial survival situation, your first step should be to formulate a detailed financial plan that describes not only what you will do now, but also what you plan to do for the future. If you don't understand now how to create such a plan, make it a point to obtain the information and education necessary to do so. Onced your plan is in place, immediately begin taking action. And don't set your sights too low - your objective should be massive success, not simply daily survival. Scot Poole and his team have helped entrepreneurs build online empires. He shares powerful tips, ideas and secrets about achieving success and building massive wealth as he and his team assist lawyers, nurses, firemen and teachers build multiple 6 figure incomes from the comfort of their homes. For more info and to contact Scot, visit: http://www.ScotPoole.com

Business Disaster Recovery - Flood Protection Winter's snow can so often bring on major flooding when it thaws too quickly. The snow melts, waters rise, drains become blocked and hillsides become too saturated and slide. These

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simple changes can cause major disasters for small businesses trying to keep things moving smoothly forward. Flooding and other disasters can cost business owners money in three ways: 1. Cost of repairing damages to the business 2. Cost of replacing products 3. Lost of revenue The startling truth is that as many as 25% of small business do not reopen after a disaster. That is why it is so important for small business owners to layout a strategic disaster plan that includes emergency recovery steps in the event of a flood. All business owners should consider purchasing flood insurance for their business, regardless of where the business is located or its size. Flood insurance policies will not only cover a natural disaster but also broken building pipes or leaking roofs. The cost up-front could save you a lot of money down the road should water damage destroy the business. Once you have that major protection from flood damage in your disaster plan, take the necessary precautions to ensure you never have to call upon that plan. Below are some suggestions as you develop your disaster management plan. ? Put together a list of important emergency contacts and their information and place it in TWO easy to find location. Important contacts should include landlord contact information, building maintenance numbers, utility company numbers, medical and fire service numbers, a business disaster recovery service number and any technical support staff numbers that may be needed. ? Make photocopies of any important documents related to your business, the building or your employees and store them offsite. The same should be done for important computer files. ? Have a map of the office building and indicate where the electricity shut off system, and water valves are located. Indicate any other key pieces of equipment that may need special care in case of water damage.

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? Store important documents, archives, film, photos and anything else vital to your business in safer storing areas, preferably off the ground on high shelves in waterproof storage containers. ? Run basic drills with your employees are emergency procedures, including evacuation plans and phone call protocols for getting and receiving information in the event of a flood or other emergency. Also include information on alternate working locations should the office building become off-limits. ? Put together an emergency supply kit and place it in an area easily accessible by all employees. ? Plan your landscaping to properly channel water away from the building foundation. Clear away debris from drains periodically throughout the year and keep your eye out for any standing water that may cause long-term problems. With a proper disaster plan, you may not be able to completely forestall major water damage but you can keep it from ruining your business or your most important assets. Small business owners that take the time to prepare a solid flood disaster plan will be able to spend more time on the items most important with running their business. ~Flora Richards-Gustafson, 2009 Flora Richards-Gustafson is an Oregon writer who frequently writes articles and blog entries for Rapid Refile, LLC. Recovering flood damaged business documents is overwhelming, tedious and can bring a business to a stand-still. I encourage small business owners to talk to disaster recovery service, Rapid Refile , to help put together a flood disaster plan

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Pre-Qualifying Your Disaster Restoration Contractor It is imperative that property owners or managers prequalify the many options for restoration contractors. There are certain critical issues that must be considered in the selection process. As you would typically do, you should seek references from your professional peers as a starting point. Once you develop a list to be interviewed, ask each contractor to submit a capability statement. In that document ask him to address accessibility-24/7. Require an overview of the personnel with relevant experience and training. This is a field where training is often limited to a few key personnel. Often the field labor is seen as a disposable commodity and may not have sufficient training to perform significant work without substantial supervision. Find out what the company's education and training policies are. Next seek a submittal of the contractor's typical contracts and standard pricing for emergency services. These rates should be presented to you as a printed document with a current date. Make certain you explore any pricing variations for overtime and holiday work. Find out if the contractor is currently engaged in any significant legal proceedings. Be aware that in this business is not unusual for there to be a certain amount of litigation as the insurance claims business often brings out a strange strain of greed and avarice. Also be certain to review the contractor's insurance coverage including liability and workers' compensation. Ask the contractor for a copy of his company safety plan. Determine if the candidate performs drug testing and criminal background checks as part of his hiring process. Weigh each contractor on his own specific merits. Look for proof of competence, awards or recognition in the industry. Ask for references and actually check them out. Follow through with your investigatory process. A little time well spent in this process will return a huge dividend by limiting the severity and costs of

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your property disasters while speeding your return to normal business operations. David Mistick CPM has more than twenty-five years experience in property management, disaster planning and management. David is the co-author of "Before Disaster Strikes: Developing an Emergency Procedures Manual", published by IREM. He has also developed Circumspex a web-based business continuity and disaster planning tool for property owners and managers. For more information please visit http://www.circumspex.com

Ways Your Business Can Fight Back in an Bad Economy The economic news in America keeps getting gloomier. A lot of bad business words are flying around - such as recession, bailout, depression, downturn, downsizing, etc. Marketing departments are cutting budgets. Sales reps are saving money by making fewer customer visits. Businesses are hunkering down to wait out the storm. Makes sense, right? Wrong. Why? Because when you hide, you're forgotten. Sure, you may be saving money, but your customers won't remember who you are or what you do. You may think that all of your competitors are hiding too - and most will - but there will always be at least one who forges ahead. One who embraces the tough economy and finds creative ways to stay in front of their customers. One who fights back and refuses to toss their hands up in frustration. One who takes business away from their competitors. Which one would you rather be? Here are Some Things You Can Do to Fight Back:

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Figure Out Who Your Customers Are Now is when you need to be most efficient with your sales and marketing efforts. It's a waste of your time and money to go after everyone who inquires about your products or services. Figure out who your best customers are and focus on keeping them happy and finding others just like them. They often say 20% of your customers bring in 80% of your business. Find out who that 20% is ASAP. Diversify Your Target Markets A bad economy for one industry, may be a boon for another. If you only cater to one specific industry, it might be time to get creative and find ways to branch out and diversify. Sometimes this is the biggest challenge that businesses face, but often it's easier than you think. Keep an open mind and think creatively. Pay Attention to Where You Spend Rather than making drastic budget cuts, first analyze how you are spending your money. A little trimming here and there could go a long way towards saving money each month. Be sure to test your sales and marketing efforts as well. Don't be afraid to try new things, but always analyze your efforts to make sure you're not wasting time or money. Make and Keep a Regular Outreach Plan Whatever you do, don't go into hiding. Make a plan to communicate with current and potential customers. Send them handwritten notes, give them a call, drop them an email, and continue to update your website. Keep in touch and show them that you are still in business and ready to serve. As they say during any tough times - only the strong survive. Choose to be one of the strong ones. Don't let economic fears affect your success - fight back.

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Kathy Hrach is Co-founder of Write On Results , a marketing agency that uses real pens and real writers to hand address their clients' envelopes for dramatically improved direct mail response rates. She writes the Pen & Paper Marketing Blog as well as the monthly Pen & Paper Marketing E-newsletter

Disaster Recovery Tests Too Costly? With the recently announced cancellation of the Business Continuity Expo 2009 by Reed Exhibitions, it is clear that service providers expect UK businesses to scale back their budgets for disaster recovery and business continuity provision. It seems that while some firms have decided to take the risk of not having a plan at all, others are trying to find shortcuts to reduce their spending. By far the most obvious piece of the jigsaw to remove, for most businesses, are the test invocations. Test invocations form a crucial part of all disaster recovery plans, but often it is the most expensive component of the solution. Test invocations are frequently overlooked at the outset of a business continuity plan, as service providers and manufacturers proclaim 'ease of recovery'. Only when the first test is carried out does the extent of the hidden costs become apparent. Even simple tape restore testing can be time consuming and therefore expensive (and often outside the desired Recovery Time Objective or RTO). Worse still, if the test fails, further staff time must be dedicated to investigation and documentation updates. When job losses are on the horizon, and teams are running on empty, just sparing the staff to fulfil the project may not be an option.

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Some DR processes have an even higher cost due to bad design, and can only be carried out at the expense of uptime. Physical servers sometimes need to be moved, or shutdown to carry out all the environment or application testing. Some business continuity advisors get it right and ask service providers to 'bundle' test invocations into the service contract. That is fine as far as it goes, but it generally does not account for the hidden costs like resource, transport, and documentation updates. It seems fair then to reduce or postpone test invocations as part of a budget cutting directive, but at what cost? When times are good, and business is booming, cashflow is rarely a problem. IT budgets increase as stakeholders recognise the need for business continuity plans and related insurance strategies. In reality, during such times, the organisation may be able to recover from the impact of a couple of days IT downtime. Sure, some customers will switch to your competitors, some of those will never come back, but your order book, and cashflow will be strong enough to carry the business through. In contrast, during a recession, when order books are small, and cashflow is tight, the same period of IT downtime, and resultant loss of business, could be enough to break the camel's back. Hence, economic recession makes a working business continuity plan even more crucial. Some service providers have engaged with their customers to find a solution to this dichotomy. It is possible, given the right approach, to leave the invocation process to the service provider. The service provider maintains a detailed documentation process, and provides both the equipment and the manpower to invoke the solution independently, with no impact on the client's live running IT operation, or the team supporting it. Once the solution is fully invoked, the business can carry out specific application tests, before leaving the service provider to dismantle the invocation test again, and update the documentation. This sounds like a shift to wholly outsourcing the disaster recovery solution to a service provider, and it is. It also sounds very expensive, but it isn't. Recovery teams at managed service providers, perform test invocations every day of the year. Fortunately live invocations are rare, but test invocations happen on a

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regular basis. Because the test invocation is a routine action, and often highly automated, the costs are kept small, and more importantly, included in the contract. With contracts available in the market for around £50/week for a server with 60GB of data, and an achievable Recovery Point Objective (RPO) of near zero, why would you do it yourself? John Murray, virtualDCS, http://www.virtualdcs.co.uk

Job Opportunity at FEMA Federal Emergency Management Agency (FEMA) became part of US Department of Homeland Security (DHS). The mission is to reduce the loss of property and life and to protect the nation from all disasters, being an act of terrorism or a natural disaster. When a disaster strikes, it can be in the form of a tornado or an earthquake. It could happen in an instant or build over several days or even weeks. There are a millions of Americans that face disaster and its consequences. The mission for the Department of Homeland Security's is to lead the unified national effort to secure the country and preserve our freedoms. This department was created to secure our country against those who seek to disrupt the American way of life. They also include preparation for and response to all disasters and hazards. FEMA looks for individuals from all backgrounds; with this it gives them the invaluable contributions and strong work ethic of all the Homeland Security staff. They look for individuals that are creative, have initiative and good decision-making abilities.

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There are several job opportunities at FEMA. You would need to search for a position that is right for you. Read over the job description and then fill out an application for this position. If you are considered for the position you will go through the interview process. There are quite a few benefits that are offered with a position at this company. They offer a wide choice of health insurance programs, there is 401K and tuition reimbursement. They do offer competitive wages depending on the position that you are applying for. You also have many opportunities for advancement or are able to transfer. Now if you are looking to earn large amounts of money or a substantial income, I am not sure this is for you. If you are looking to be part of an opportunity to help and protect the United States then this might be for you. There are many opportunities out there for anyone who is looking. There are chances to start your own business and then there are positions like what FEMA has to offer. These choices are up to you and it's never too late to try something new! Adam Zierer is a top internet marketer and has experience in business ownership and construction management. Currently Adam is working online with a team of experienced internet marketers mentoring others how to create success online. To learn more about Adam Zierer and his team of Marketing Mentors, Go here . Who doesn't want another source of income? How about earning more than your day job and then transition into your new career full time and be your own boss!

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Power and Data Center Flexibility Key considerations for power systems in adaptive IT environments Even where there is ample budget and space to support IT growth, is there enough power? Often the answer is "no." This essential commodity, once taken for granted, now factors into IT planning decisions in a big way, for several reasons. Your IT, networking and telecom systems consume more power than ever. A typical rack or wiring closet of equipment used to consume about 1.7 kW or 2 kW. A few years ago, that would have been high; it would be minimal today. For example, a rack full of Cisco Catalyst 6513 networking equipment consumes 8 kW. A rack of HP Proliant DL145 1U servers consumes 12 kW. Fill that rack with HP blade systems, and now power consumption more than doubles, to 26.5 kW. Your power requirements will inevitably change. Business units within your organization are seeking to satisfy ever-changing business requirements, and they turn to their IT teams to provide the systems to make that work. They aren't expected to consider all the behind-the-scenes logistics of making that happen, and they don't. Power isn't even one of the top four worries on IT managers' minds, according to the Network Computing survey, "This Old Data Center" (2005). However, power systems can make or break the business case, now that power costs are approaching 50 percent of a typical enterprise IT budget. If you manage a data center - or you care about the profitability of an organization that has one - you know how critical flexibility and adaptability have become. But the IT infrastructure is only as flexible and adaptable as the power system that feeds it. The good news is that technology solutions and best practices are

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available to mitigate the limitations of previous-generation power systems and substantially raise the bar for new installations. Either way, you just have to ensure that power considerations are included in the planning horizon. Thanks to recent technology advancements, we can now match the sampling rate of these highend systems in compact, affordable devices. These permanently installed instruments monitor, record and analyze critical aspects of an electrical distribution system. With this knowledge, you can optimize energy utilization, process performance and cost, no matter how rapidly your IT architecture changes. For more on this subject, read the Eaton paper Is power your weakest link in data center flexibility? Go to http://www.empoweret.com/resources/white-papers Mark Bell is President of Empower Energy Technology Your Alternate Power Source in the greater Atlanta, GA metro area and other parts of the southeast U.S. Empower provides comprehensive turnkey services for all aspects of standby and supplemental power systems. Our expertise includes engineering design, project management, startup/commissioning and ongoing maintenance services. Visit our website at http://www.empoweret.com

Clean, Reliable Backup Power How will you provide clean, reliable backup power? The UPS provides a critical line of defense against power outages, transients and anomalies that could otherwise compromise data center availability. Several deployment approaches are available:

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* Centralized, where a large-capacity UPS powers the entire data center. This works well when growth can be accurately forecast. The basic architecture simplifies monitoring and maintenance, but a failure of the UPS can bring down the entire computer room. * Zoned, where the computer room is divided into zones, each powered by a UPS. This approach is more scalable, and a UPS failure would only affect a single zone, not the whole data center. * Distributed, where a UPS serves one or a few racks. This approach adds complexity but limits the impact of a UPS failure. In practice, only four to eight UPSs can be connected in parallel for capacity or redundancy in any deployment choice, so it's important to size the UPS appropriately both for present and anticipated load requirements, for three to five years out. Where should you locate the UPS? You would probably install it in a separate equipment room when the UPS is large (>200 kVA) or uses flooded (wet cell) batteries, where computer room real estate is at a premium, or if maintenance technicians should not enter the computer room. You might prefer to keep the UPS in the computer room if it is important that the UPS receive the same security and conditioned environment as other IT assets, to be managed like every other device in the data centers. The sleek design of modern UPSs blends well in today's computer rooms. Learn more about clean, reliable backup power. Your business continuity plan demands it. Mark Bell is President of Empower Energy Technology Your Alternate Power Source in the greater Atlanta, GA metro area and other parts of the southeast U.S. Empower provides comprehensive turnkey services for all aspects of standby and supplemental power systems. Our expertise includes engineering design, project management, startup/commissioning and ongoing maintenance services. Visit our website at http://www.empoweret.com

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Data Center Disaster Planning In late 2008, Symantec Corp. released the global results of its fourth annual IT Disaster Recovery survey, which demonstrates a significant decline in executive involvement in disaster recovery planning and a significant increase in the number of organizations reevaluating their disaster recovery (DR) plans. Disaster recovery plans are not documents collecting dust on shelves. In the past year, one-third of organizations surveyed had to execute their disaster recovery plans due to a variety of factors including: Hardware and software failure (36 percent of organizations); external security threats (28 percent of organizations); power outage/failure/issues (26 percent of organizations); natural disasters (23 percent of organizations); IT problem management (23 percent of organizations); data leakage or loss (22 percent of organizations); and accidental or malicious employee behavior (21 percent of organizations). Given the regularity of events that cause downtime, IT organizations should expect that their DR plans will be tested at some point in the future. Survey results also indicate that C-level involvement in DR planning is declining. In the 2007 survey, 55 percent of respondents said that their DR committees involved the CIO, CTO or IT director. However, in 2008 that number dropped to 33 percent worldwide. Symantec believes that such a move is a troubling trend, particularly in light of the mission critical applications not currently covered in DR plans and the reevaluation of plans due to virtualization. Increased executive involvement has been shown to increase the success of DR plans. From my point of view, I couldn't agree more with Symantec that C-level involvement is a necessity in DR planning. Our experience shows that when C-level decision makers are involved in DR planning - from authorizing the action to assuring that senior management stays involved - the plan has a much higher rate of success and implementation.

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Considering the intensity of the past few hurricane seasons and the severe winter weather so far, I believe businesses have plenty of incentive to plan for disasters and business disruptions. Don't wait until disaster strikes. Get your disaster recovery plan done and implemented today. Mark Bell is President of Empower Energy Technology Your Alternate Power Source in the greater Atlanta, GA metro area and other parts of the southeast U.S. Empower provides comprehensive turnkey services for all aspects of standby and supplemental power systems. Our expertise includes engineering design, project management, startup/commissioning and ongoing maintenance services. Visit our website at http://www.empoweret.com

Keeping Your Business Alive During the Recession The economy is in awful condition and there is no avoiding the dire forecasts and stagnant performance data issued by the news channels. Some of the biggest names in the global economy have come tumbling down from previously-untouchable thrones. Yet, this does not mean that small business owners need to take the fall along with the others. With some foresight and ingenuity, you can beat the recession...and even turn it to your favor! Pay Attention to What Is and Isn't Working To remain afloat in these times of recession, and to be able to swim against the current-that is, grow at a time when others are shrinking-you can't lose your cool. You need to take stock of exactly what is working and what is not working in your business, and react accordingly.

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* Don't mimic what the major corporations are doing. It's not only that they have exhibited wildly flawed practices; as a small business owner, you have much more wiggle room in the way you run your operation. Your contracts are probably not as inflexible, and your ability to pick and choose merchandise means that you can shorten your reaction time. Know How and When to Streamline Cut the extra weight that is holding you down now at the beginning of a recession, and don't wait for it to corrode things more central, and therefore crucial, to your business plan. * Sadly, employees that under-perform or have excessively demanding pay pretensions need to be taken out of the picture-or, at least cut down a size. * If you're a retailer, check your data: stop buying junk that's not selling. * Put some effort into researching how to optimize your supply chain, and consider looking abroad for alternate sources if your local provider has dried up. Though it may seem a bit harsh, globalization is not going to be stopped, and you'd be wise to embrace this trend all the sooner. Making Your Business Stand Out in the Crowd These are no ordinary times, and your business model shouldn't be the same old ordinary routine you ran all the way through the '90s and early '00s. Once all of the current turmoil blows over, the rewards will go to the businesses that figured out innovative ways to respond to the challenges that beset them. * Exploit the web, and discover what business alliances you can develop-either at a minimal cost or, yes, even for free-that will produce a symbiotic relationship in your favor. Community outreach programs can work like a charm in this regard: social solidarity tends to increase in times of recession, so using this venue to get your name out will be that much more effective.

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* Making the investment in sponsoring a community group during hard times will win you an enormous debt of gratitude from the community, and will be the equivalent of a giant seal of approval on your brand name. Take the Blows That You Are Dealt The sign of a genuine entrepreneur is being able to swallow hard, and convert short term losses into long term lessons. The key to small business survival is minimizing damages, and that means that you can't let one bad investment or business move ruin your entire operation. * Don't let a few setbacks spell doom for your small business. * Talk to other small business owners in your field, and consider setting up a cooperative to wade through the worst of the downturn. * If you are having cash flow problems, discuss with your providers ways to modify payment schedules-this is not a great time to commit yourself to 100% up front payments for all your purchases. Gaze Upon the Horizon Running a small business in a down economy will be a tall order, and though your creativity may mean you'll achieve a greater degree of prosperity than your larger, aching competitors, you'll undoubtedly take your fair share of hits. If you make the proper choices, however, and discover what direction your market is heading in, you'll be that much more likely to come out of the recession at the top of your game. * A recession is a perfect time to do research on customer preferences, marketing strategies, cost-efficiency, and lastgeneration technologies that can help your business. * Invest in a Point of Sale system, launch an email marketing campaign, reassess your stock purchases, and don't assume that just because something worked in the past that it'll keep working in the future!

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Written by Jon Boyd Barrett Owner and Primary Writer for the website Survival Insight : Guide to Surviving a Recession, from where this article originally stems from. Ideas to Recession Proof Your Business

Crisis Reputation Management - When Leadership Fails My now adult children still often chide me when I remind them how the concepts underlying the second law of thermodynamics can be seen in everything we do. The effects of an action can never be wholly undone: while the email can be deleted, the impact of reading it can't be erased from memory. The examples in life - and the media - are easy to see: it takes time, energy, strength, courage and integrity to build a reputation. It takes just a few seconds of stupidity, a lie, or one poor decision, to demolish it. Our reputations - our personal brands - precede us in almost every situation. We nurture and polish them, believing that the right shine will open doors and bring rewards. Strange then that in our professional lives many of us assume that the bulk and grandeur of the corporation will shield our reputation when something goes wrong - when a "crisis" disrupts the daily routine, and any action we take will have far reaching consequences. At the onset of a crisis the corporate leader moves into a new spotlight on an unfamiliar stage, where the script says promote courage and assuage fear, instil calm and minimise panic,

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inform with facts and douse the rumours, make and clearly communicate sometimes radical decisions. In other words, demonstrate characteristics of leadership under extreme pressure in strange circumstances, where the trusted systems of communication and command may have stopped functioning. In severe cases the corporate leader may have just a few hours or days to prevent the fatal collapse of the business. What ever the outcome for the business, personal reputations have been shredded because the corporate leader was perceived to have managed the "crisis" badly. Can we better prepare ourselves to manage an unexpected event that may change the course of careers and lives? As the second law of thermodynamics reminds us, it takes determination and energy to maintain integrity and order. The assiduous few who minimise the risks to their reputation will use some determination and energy to create a crisis management plan and learn and hone the skills needed. With so much at stake it's an insurance policy that should not be overlooked. The first step is the longest because it often needs a change of mindset, an evolution of the culture, to acknowledge that crises do happen and that efficient management of their effects can be hampered by the way the organisation thinks and acts now. As our Crisis Management Handbook notes: Analysis of numerous real-world crises shows it is not lack of planning or emergency response resources that turns problems into public relations and economic disasters. More often than not, the factors spelling the difference between effective management and mismanagement are subjective attitudes and related tendencies of human nature contributing to an organisation's management culture. More succinctly: the incident is usually not the cause of the crisis; your reaction to the incident usually is. Broadly there are

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five cultural scenarios that frustrate even the best written crisis plan: 1. Isolationist - the organisation tends to operate within a shell, having strong relationships only with suppliers and customers. 2. Reactive - the classic "it won't happen to us" or "we'll deal with it if it happens" approach. 3. Them vs. us - anyone who questions or raises a concern about something the organisation is doing is portrayed as the enemy. 4. "Don't tell the boss" - if culture were a disease this is the fatal one. There is a high risk in telling management bad news because the messenger gets shot. So no-one really knows what is going on, even after it is too late. 5. External communication is not important - there are no friends and allies to call on when the crisis hits because no-one knows who you are. The diligent corporate leader knows reputation - personally and the organisation's - needs to be preserved and nourished, and integrates that premise into every plan and strategy, from the vision and mission down to day to day operational procedures. Crisis planning, training and preparation are acknowledged as part of the organisation's advantage over competitors, and that small amount extra energy used is viewed as a sound and practical investment in a more secure future. Robert Pritchard I consult and train worldwide in crisis and reputation management. Most companies ask for help after their reputation has started to slide

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Contact details: [email protected]

How to Reduce the Pain of a Small Business Failure OK. I admit, that's not the most positive headline I've ever read either, but the truth is that most small business start ups do not make it and the fear of failure prevents a lot of people from even trying. So why not take a look at what you can do to reduce the downside if your small business doesn't make it. It might just be what you need to do to get out there and go for it. Now, if you're thinking that to go into business you need to be a risk taker, you're probably right. But no one ever said you have to get crucified because you tried. Only those people who will never have the gumption to get up and do it themselves would think like that. There are three main areas where you can downsize your risk and they're financial, emotional and family. None of them are simple but let's see what we can cover in a short article. To reduce the risks to your own self esteem if your great idea turns into a small business failure, remember that you are not a failure. Maybe the idea was ahead of it's time (euphemistically speaking) or you just didn't have the right marketing or business experience. Maybe the competition was tougher that you thought, maybe you make some mistakes and bad decisions. But YOU are not a failure, unless you decide you are. Up until that point, you are just accumulating experience. Making sure that your family doesn't suffer if your business fails is also something you should think about. Remember, when

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you're stressed or frustrated or disappointed the people closest to you will also feel your pain, even if you refuse to share it with them. When you're hard on yourself they will be upset. But it's even more important not to lose sight of the fact that your family is more important than your business. Yes, it's inevitable that your time with them will suffer when you're burning the midnight oil, but I can promise you there will only be one Kindergarten Christmas concert, one middle school graduation, and one tenth anniversary. The day that your child is too big for you to pick up will come sooner than you think. If you paid the price of all these missed events in your life because you were "at work" the pain of failure will be all that much harder to carry. We're talking about balance. How to reduce the financial pain is probably the easiest don't over spend. If this is your first business and you know (if you look objectively) that your experience is a little light in some key areas- for heavens sake don't mortgage the house! Look at an internet business as a great way to build a ton of experience without risking an equal ton of money. There are retail drop ship business models where you don't need to hold any inventory. You don't need to spend a fortune marketing your online business because you can learn to do much of the important work yourself. It's a great way to keep a lid on your investment - and your riskand if you're not willing to stretch yourself enough to learn new skills, you'll never make it. Once you have a little success going for you and have a better feel for what you're doing and how to buy it, you can outsource some of the work, but don't outsource too early in the game. Louise Collins is the Author of Start Up Mistakes a report created to help the small online business start up avoid some of the expensive mistakes that can doom a new business

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UPS Monitoring - Onsite and Remote Uninterrupted power supplies (UPS) emit alarm signals (audible and visual) to alert operators to fault conditions or a change in operating environment. A primary function of uninterruptible power supplies is to monitor the power supply and respond when it is no longer present, or if it fluctuates to extremes outside of predefined boundaries. The point about alarm signals, however, is that they are only useful if someone is there to hear and respond to them. UPS monitoring and how alarms are responded to should be an important part of a Power Continuity Plan, as failure to act will result in reduced system resilience. A complex, multi-site installation, for example, throws up a number of challenges in terms of how uninterruptible power supplies will be monitored. Each unit will have local, network and remote monitoring and control facilities in place using a combination of built-in communication ports within the UPS itself. In addition, a UPS monitoring system comprises other components including hardware (cabling, connectors, sensors) and software accessories. Monitoring software has been designed to recognise certain pre-defined conditions and can be configured to respond in certain ways, such as perform a controlled sequential and prioritybased shutdown of protected equipment in the event of a fault condition or power failure. Why Monitoring Should be Part of a Power Continuity Plan Today's uninterruptible power supply designs contain microchip technology that allows them to perform detailed analysis of electricity voltages and currents and their operating environments. They can even be automated to respond in a certain way to within preset parameters, and shut down all or part of the system. But the technology only goes so far, and as with most critical equipment, there may be a need for human intervention at some point in the decision making process. Classic examples of inadequate monitoring include failure to notice that a UPS is operating

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in bypass or that it failed a battery test a week prior to a mains power failure. Onsite monitoring Today's uninterruptible power supply manufacturers provide a range of monitoring and control packages from simple installation and service programmes to complete network packages capable of cross-platform communication and external management across the internet or other gateway. Service monitoring packages may also be offered as a supplement to emergency call-outs and remote site monitoring. Basic UPS installation software, designed to run on laptops, PCs and PDAs can be customised onsite to interrogate alarm and history logs, display information (bar graphs and measurements) and initiate test routines. UPS monitoring and control software is more sophisticated and can provide all of the above plus a graphical display of UPS operating conditions; sequential and prioritybased computer and file server shutdown; event scheduling for timed system boot up and power down; alarm message management including email, faxes and SMS and monitoring via a WAP server on a handheld device or internet browser. Outside of the capabilities of UPS software, onsite monitoring should also include regular and consistent physical and visual inspection of all power continuity equipment, most particularly, UPS batteries and battery cabinets. Alongside the UPS units themselves, it is important to check cabling and connectors for wear and tear or damage. Remote monitoring Remote monitoring enables signals and other information communicated by the uninterruptible power supplies to be transmitted to an offsite service centre via a modem and telephone line (fixed or cellular). This type of platform offers two-way communication; alongside receiving information generated by the power protection equipment, service centre personnel can also dial up the UPS or generator/s to interrogate their status and generate

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alarm logs and other reports. They can also initiate selfdiagnostics to locate the source of a problem and perform certain tests that will highlight problem areas or potential problems such as a depleted battery. This article was compiled using information available in The Power Protection Guide - the design, installation and operation of uninterruptible power supplies (ISBN: 9 780955 442803). By Robin Koffler and Jason Yates of Riello UPS. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

UPS Downstream Distribution The nature of the beast, as far as uninterruptible power supply (UPS) is concerned, is power protection. Load connection to the source of uninterrupted power must be secure and provision needs to be made for power distribution to essential loads. Critical load connection will rely on either direct connection to the UPS output or a form or power distribution unit. Load connection may be via a socket or hardwired, depending upon rating and currents drawn. Downstream distribution depends upon the installation format that has been chosen whether centralised or decentralised. Essential loads are those a power continuity customer cannot operate without and may include things like payment systems, transaction processing and other operational loads. Critical loads are those that require power protection, such as PCs perhaps and other back-office equipment but are not as crucial to operation as essential loads.

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Uninterruptible Power Supply Connection Decentralised UPS distribution usually incorporates plug-in type units, which rely on standard socket outputs to provide connections up to 16A in total. Larger current require a hardwired connection to the output terminals or perhaps an industrial-type connector. Where there are multiple hardwired loads, a distribution board will be used. External Bypass Connection Where an external bypass is installed, it provides the point of connection for the loads; either directly (plug-in or hardwired) or via a distribution board. The bypass will have a manual transfer switch or circuit-breakers, and may also include automatic transfer switching circuit to provide the installation with additional resilient if the UPS is accidentally removed or fails. Distribution Boards Distribution boards provide a common point of distribution for the loads and are used for centralised systems, primarily. Each feed within the cabinet may be individually supplied via a suitablyrated circuit-breaker to provide discrimination in case of a shortcircuit. Within a large critical installation, two or more distribution boards may be provided, one for the uninterruptible power supply (critical loads) and one for the generator supporting essential loads. Power Distribution Units (PDUs) Power distribution units distribute power to multiple plugin loads, such as file server clusters. They are supplied with a variety of socket lengths and combinations to accommodate any number of sockets. Each PDU is fused and may also incorporate another form of surge suppression, TVSS (transient voltage surge suppressors) for example. Within a rackmount cabinet, PDUs can be installed vertically or horizontally.

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Intelligent power distribution units, which can be remotely controlled over a network, are becoming more prominent. PDUs should not be connected daisy-chain fashion where more than one is being used. They are normally individually fused and by powering one from another, a single-point-of-failure is being introduced into the power continuity system. Automatic and Static Transfer Switches (ATS) These can be used in place of power distribution units, especially for plug-in type loads. They are typically relay-based. Static transfer switches cater for high power ratings and can be hardwired for either single-phase or three-phase inputs and outputs. A distinct advantage is that they are static switch-based and can be connected in parallel to provide added resilience. A note or warning, however, with static transfer switches; care must be taken to ensure single-points-of-failure are not introduced on the output side of the uninterruptible power supply. Each device is fused or connected by a circuit-breaker, which should it rupture or open, will result in the load being dropped. This article was compiled using information available in The Power Protection Guide - the design, installation and operation of uninterruptible power supplies (ISBN: 9 780955 442803) By Robin Koffler and Jason Yates of Riello UPS.Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

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Uninterruptible Power Supply - Electricity Generation & Distribution To fully understand and appreciate the importance of uninterruptible power supplies (UPS), it is crucial to first understand how electricity is generated and distributed in whatever country around the world you happen to be. In many Westernised societies it is tightly controlled, regulated and fairly reliable but in other areas it is not and power protection at the final point of consumption, whether business or residential, needs to bare this in mind. It may be that what's needed is some form of micro-generation as well as uninterruptible power supply. Electricity can be derived from a number of sources these days and the call for renewable technology in response to environmental pressures means the list is getting longer. Coal, gasfired or nuclear generation stations have been the primary methods so far but wind, wave or solar power are beginning to make their mark. The phenomenon that generates electricity is termed Electro-magnetic Induction. Its output is an alternating current (ac) waveform. The process by which this happens utilises magnets on a shaft which rotate near to windings (usually three) into which electric current is induced; referred to as Electro-motive Force. The process is the same in each case; the only difference between each of the energy generation types is the fuel it uses to make the shaft spin. The windings within a generator are separated by 120 degrees of rotation, which creates a three-phase waveform comprising of P1 (phase 1), P2 (phase 2) and P3 (phase 3) components. The measurement of kV, at which electricity is generated, varies around the world from country to country, region to region. In the UK, for example, it is typically 25kV, which is stepped up to 275/400kV before being distributed as a three-phase, 50Hz supply. It needs to be distributed at a high voltage to overcome

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resistance (that might be in the network) or transmission losses. As it moves through the network, however, to the point of use, the voltage is reduced. On the outskirts of major towns and cities, substations lower the voltage. In the UK this would be to 132kV. These substations are connected to even smaller substations that reduce the voltage even further to typically 33kV and 11kV (UK). These are found either within or close to the point of delivery. It is at these substations that a neutral and earth reference are added so that, in the case of the UK, a 400Vac, three-phase, plus neutral and earth (TP+N+E) can be supplied to the incomer of a site or building, which could be residential (larger buildings such as blocks of flats), commercial or industrial. The physical point at which this happens is known as the Point of Common Coupling (PCC). In the UK, a single-phase, 230Vac supply (more typically for residential consumer use) can be derived from the same substation (or incomer), by drawing on any one phase and neutral. In this way, the earth and neutral reference points are connected all the way back along the distribution network to the substation. Each country or region around the world has its own set of grid transmission and distribution codes that govern electricity generation and distribution. In particular these stipulate minimum and maximum voltage and frequency values allowed. For any site, the quality of power received through its incomer is directly affected by the performance of the electrical distribution network upstream. Today this can be intercontinental and span a range of political and cultural environments. Within a distribution network power problems can be caused by: Network operation, grid switching, auto re-closers and fault tracing. Network hardware failure, including transformer and breaker malfunctions. Power shortages during peak demand periods when supply is restricted. Accidental severing of supply cables during construction or street works.

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Acts of terrorism, vandalism or deliberate sabotage. Environmental activities such as lightning, heat, rain, snow, ice, wind or wildlife. On any site, a stable and clean electricity supply can be affected and influenced by local overloading, simple switchgear faults and the operation of industrial or commercial equipment and fittings - including mechanical presses, welding equipment, lifts, escalators, air-conditioners, photocopiers and fluorescent lights. All of these can induce power problems into a mains power supply that may have been reasonably stable and clean beforehand. A review of power generation and distributed and the effect it might have on power quality (alongside other environmental, political and social unrest that may have an effect) has a baring on the size and type of uninterruptible power supply that may be ideally suitable to an installation. This article was compiled using information available in The Power Protection Guide - the design, installation and operation of uninterruptible power supplies (ISBN: 9 780955 442803). By Robin Koffler and Jason Yates of Riello UPS. Robin Koffler is the co-author of The Power Protection Blog and the General Manager of Riello UPS Ltd, the UK subsidiary of Riello UPS (RPS S.p.A). For more information visit the Riello UPS - uninterruptible power supplies website

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Learning More About Disaster Recov-

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Disaster recovery is generally something nobody enjoys thinking about - it is like making your will at your 21st birthday party, just in case something bad goes wrong. However, with any business, it is better to be prepared rather than allow the element of surprise ruin everything you worked on. Basically, every business needs a strong disaster recovery plan to protect itself from further damage. However, in order to discuss more about the topic we have to know what disaster recovery is. When talking about disaster recovery we are thinking of the ability of a business or a company to continue working after multiple sudden medium-sized catastrophes (this includes anything from a virus wiping the data from all your computers, to flood or fire destroying part or all the building). A business disaster recovery plan usually takes just a little time and effort, however it brings that certain peace of mind in other words, you can rest assured that if something happens, you have everything under control. The variable element of any disaster recovery plan is the actual business - the way you build your disaster recovery plan depends on how the business runs, what are its unique elements, what is the essential part of the business (what exactly keeps it going). By designing a general disaster recovery plan you will end up forgetting about the most important parts, therefore a unique plan is needed that will suit the business' needs. While it is true that a generic plan may save you from some trouble, if you truly want to be efficient, I would advise creating a personalized, unique disaster recovery plan that will include the more critical aspects. Your business is made out of key elements that generally happen every day. The key element to any disaster recovery plan is to map out all these key elements, and see what the most critical ones are, and which ones are harder to replace. A small example assuming you are a tech support company, which discusses with its clients on the phone, the key element of your business is the phone line. If something happens to the phone line, you have to make sure that there is some back-up such as your employee's cell phone, or a different line. Depending on the severity of the catastrophe, you should be able to find the best solution - for the example mentioned previously, the wise thing would be to have a backup call center (usually located in a different state so that it would

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not be affected by the same problem you encounter) which will route all your incoming calls if any problems were to arise. Data safety is one of the most important things for a business, and a very crucial aspect of disaster recovery. Taking into consideration the example given above - imagine that you do have a back-up telephone line, but what happens if all your data on clients, stocks and numbers is lost? You may be able to call your clients, but you will not be able to tell them anything. Inventory system needs to be backed up all the time and so on. As you can see, depending on the business the disaster recovery plan can have different issues. This is why you should pay close attention to the key elements, and make sure you secure them before something serious happens. Savenet Solutions was established in 2005 and offer managed backup and disaster recovery (DR) solution which are secure and reliable system which can be scaled easily from a single server in a start up business to hundreds of servers in a corporate network

Disaster Preparedness - How Ready Are You? It was a beautiful day in North San Diego County where Softec has their headquarters. Nancy Mandell, the IT and Operations Manager was reviewing the firm's strategic plan and making edits to her section in preparation for the Executive Team's retreat next week. Feeling the sun streaming in through her office window, she gazed out and saw something a little concerning. In the distance was a plume of smoke. She quickly checked the internet

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for local news and learned there was a fire burning out of control about 10 miles north. Winds were kicking up and blowing in a southwesterly direction, and Softec was right in the path. Time to put Level I of our disaster plan into action, thought Nancy. She e-mailed Bob, her direct report responsible for company-wide IT communications. "Put Level I of our disaster plan into action. There's a fire burning north of us and it may be headed this way. I want all staff on alert." Steve Wilder, the Marketing Director, was having a staff meeting in his office when the alarm rang on his computer and his Blackberry simultaneously. His two managers felt their Blackberries buzz at the same time. They checked their Blackberries and each had received a text message: "Possible fire headed this way. Level 1 of Disaster Plan activated." Steve quickly wrapped up their staff meeting and called in the rest of the department. "Level 1 of our disaster plan's been activated. Pull out your disaster plans and begin making the appropriate preparations," he instructed everyone. Similar activity was taking place throughout the company. Messages went out to all computers and blackberries. An announcement was posted on the company intranet. Human Resources Manager, Carol Standers had her Employee Relations Representative post announcements on all bulletin boards, and the Telecom department issued a company-wide voice mail announcement. Additionally, an announcement was made over the public address system. An alert went up on the company website to inform customers and suppliers of the current situation and how to contact Softec if they necessary. President Joe Baum called his Executive Team into his office for a quick meeting. "Ok, what's the status?" he asked. "We're monitoring all news channels to track the path of the fire," said Nancy. It's still 10 miles away, but the wind's kicking up. Security's been in touch with the Fire Department and they will alert us if it looks like we need to evacuate. Level 1 has been activated and we're in a watch and wait mode, she added."

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"Good work," said Joe. "Let's hope it doesn't go beyond this." They filed back to their departments and teams to continue with preparations. Within the next two hours, things had changed dramatically. The fires had spread and were headed in their direction....fast. Nancy activated Level 2. Again messages went out via intranet, e-mail, and text messages. Alerts were posted on the company's websites and emails went out to customers to alert them to the company's possible evacuation. Personnel were instructed to pack up critical documents, laptops, and important personal possessions. Everyone was on high alert. Employees whose homes were in the path of the fires were told to go home and take care of their families. Once they and their families were safe, employees were instructed to call into the out of state 800 number that had been previously set up for just such an event. Level 3, emergency evacuation, was activated an hour later after a call from the Fire Department. All employees were instructed to evacuate to safe locations except those who were part of the disaster preparedness team. After checking in with their own families, the president and his disaster team headed for their pre-arranged disaster headquarters. Their disaster plan included three different locations within the county depending on the location of the impending disaster. Again messages were sent via internet, intranet, text messages and voice mails to all cell phones, and e-mails to employees, customers and suppliers. The company had also made arrangements for backup network operations at two different remote locations, both outside the County. The first one was activated, and the network operations were switched to that location. This meant no disruption of email, or document file access, enabling employees to connect remotely to the network and continue working. Within an hour, the building and parking lot were empty. One by one, employees started checking in via the prearranged 800 number or via email to communicate their status and location. Those who had laptops or other computers connected remotely to continue working. The disaster team regrouped at the designated location and began monitoring the fire's

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progress, coordinating calls and information updates both to and from employees, suppliers, customers and government and emergency personnel. 12 hours later, they were informed that their building complex had been spared and they were cleared to return. Notices went out to all employees that they could return to the office the next day. Customers and suppliers were notified via email the next day that they were back in their offices and open for business. A similar message was posted on the company website. Thanks to the advance preparation and quick action of the disaster team, there was no business interruption. Three employees had lost their homes and five had suffered damage, but fortunately no one was hurt. While this is an example of a fictional company, it could happen to any of us. What did this company do that made the difference? Is your company equally prepared? Here's a simple plan you can follow to ensure your organization weathers a disaster as well as Softec did. A Create a Business Disaster/Continuity Plan. Where do we want to be in an emergency? Put the systems, structures and procedures in place to ensure you can stay open for business or get back in business within 24 hours. How did Softec do this? They had a vision for how they would continue to operate in the event of an emergency. This included pre-established remote locations so they could switch their network to a remote facility and keep the critical computer operations humming. They put communications plans in place for two-way communications between the company and staff and clients so everyone knew the status of the company and the employees. And they made it possible for key employees to work remotely, accessing their files and staying in communication with company personnel and clients. Once you have created your disaster plan, it is important to review it at least annually when you do a review and update of your strategic plan. B Establish key success metrics. How will we know everything's working successfully?

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If you don't have a strategic plan, create one, and be sure that disaster preparedness/business continuity is part of it. When preparing your disaster plan it's a good idea to identify metrics for tracking how well you are implementing the plan. These might include the different ways to communicate both with employees and clients - your company intranet, your website, email, text messages, etc. They should include an update of the number of employees that have been trained in what to do, where to go and where and how to call or email in the event of a disaster. A regular communications plan also should be included that identifies how frequently you will be training, informing and reviewing the disaster plan with employees, as well as how frequently and in what way you will keep your customers informed in the event of an emergency. C Do a current state assessment. Where are we today? Do we have the right structures/teams in place? Evaluate your current situation and assess how prepared (or not) you are in the face of an emergency. Use the following Quick Assessment to determine your level of preparedness in these critical areas: * Employee contact list * Key supplier/vendor information * Key contacts * Critical business functions * Recovery location * Shelter in place procedures * Vital records * Critical telephone numbers * Supplies * Equipment/machinery/vehicles * Computer equipment and software * Voice/data communications * Identification of the risks: fire, flood, earthquake, terrorists, power outage, tornados, etc. D Develop Key initiatives or strategies. What do we need to do to ensure a successful plan? Once you've identified your current state of preparedness, list the key initiatives you need to take to bridge the gap of where

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you want to be in terms of preparedness and where you are today. This should include departmental action plans in critical areas that need to support the plan. Create a matrix that identifies each key initiative and the actions supporting those initiatives. For each key initiative, identify the champion and who else to involve, as well as the date by when the initiative will be completed. For each action task, identify the person responsible and who else he or she needs to involve to get the job done, as well as the date by when each action will be completed. Establish the appropriate procedures to follow up monthly and ensure that the actions and initiatives are being addressed. E Scan the external environment as frequently as necessary. What could/might happen in our internal and external environment that could trigger an emergency? Conduct an environmental scan at least annually, and even more frequently depending on the conditions under which you're operating. If you operate in a high risk environment, then a monthly scan may be necessary to check the external factors that could precipitate a disaster. If you operate in an area prevalent with tornadoes during certain times of the year, then a frequent external scan is necessary only during tornado season. Set up the appropriate structures and procedures so these scans are completed and reported to your disaster planning team as frequently as indicated in your plan. If you follow Phases A through E, you should be as prepared as our mythical Softec was in the face of an emergency. At some point in the life of a business, there will be a critical emergency that tests the organization's preparedness and ability to continue operating. Don't wait until then to discover your level of preparedness. Take the steps now to ensure your company's and your employees' safety. Jeri Denniston is a strategy consultant with the Haines Centre for Strategic Management, a global consortium of consultants with offices in 22 countries. She specializes in an approach to strategic and marketing planning that starts with the future direction or objective and works backwards to today to create a roadmap for success. She has worked with financial, publishing,

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personal products, technology and non-profit organizations during her more than 30 years in strategic marketing. Contact her at 858357-9600 or [email protected]

10 Tips For Surviving - No, Thriving In the Workplace Today With the challenges facing us at every turn from the economic situation, developing resilience is an essential skill. Resilience helps us deal with the ups and downs we face on a daily basis, it minimises our reaction to stress and helps us feel an element of control. Here are some tips to do just that: Make the best of your current situation. Better the devil you know... if only from a mercenary point of view you will be building up entitlements for redundancy or pension if you stay rather than taking a risk in moving on where things may different but not necessarily better and your entitlements start from scratch again. Identify what you can gain. Are there new opportunities or projects that you can volunteer for so that you are adding to your experience and CV, new skills you can learn or get trained in to enhance existing ones? Find out what people think you are good at. If you don't already know, ask people what your strengths are and seek out opportunities to use them more. Research shows that these are the ones you enjoy using most and so using them more will make you feel more motivated. Identify what is most important to you about your work. Maybe it is earning lots of money, enjoying what you do, being with other like-minded people or making a contribution to the world in some way. We are motivated by different things. Finding

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out what motivates you will help you enjoy your work more and spot opportunities when they come your way. What are the causes of stress for you? Doing things that we can do, but are bored with can be as stressful as pushing ourselves so hard that we feel overwhelmed. Feelings of achievement come from pushing ourselves to the edge of our comfort zone, where we are stretching ourselves but not to the point of overload. How do you alleviate the systems of stress? Drowning your sorrows in drink or moping in front of the TV might make you feel better on a short term basis, but are not a good recipe for the long term. Many people find that taking exercise is a good way to deal with stress. A 10 minute walk around the block at lunchtime can make the afternoon seem more manageable, just as a swim or a visit to the gym after work can help you feel more positive about the next day. Find some way of expressing your feelings about your work. Saying them out loud (probably not to the boss though!) or writing down the thoughts that are going round and round your head will help put them into perspective. If you can afford it, get a coach to help clarify what you want from your working life. Find activities outside work that you enjoy doing. This will help provide balance if you are feeling stuck and are not finding your work fulfilling. Also if the worst happens and you do lose your job, you have other activities to focus on whilst you look for another one. Is the biggest problem your own mindset? Are you setting self imposed boundaries? We get what we focus on, so if you think you will be bored, then you will be. Be in the best place that you can be. For the sake of others but most importantly, for your own. These approaches are equally important skills when the economic situation improves, which it inevitably will! It's just a matter of when...

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Hilary Jeanes is a coach, facilitator and HR consultant. She works with individuals and teams supporting them to achieve improvements in individual and collective performance and to realise their potential. She is passionate about learning and the value of coaching and believes that a good HR function adds enormous value to an organisation. For a FREE report visit her website http://PurpleLineConsulting.co.uk

251 INDEX* A abundance 111-12, 153 ac 11, 238 action steps 99-100 air gap 171 alarms 54, 124, 233 Alternate Power Source 222-3, 225 Ambient temperatures 94, 117 high 117, 145-6 amount 22, 38, 46, 51, 66, 69, 75, 77, 105, 124, 132, 214, 230 analyses, statistical 199-200 announcements 243 Antonio 206-8 applications 11, 28-9, 34, 44, 51-3, 60, 62, 78, 84-5, 88-9, 92, 174, 218, 220, 224 archives 25, 35, 213 aspx 105 assets 28, 38, 40, 80, 103, 151, 194, 223 Atlanta 222-3, 225 attics 69-70, 194 attitudes 28, 59, 106, 110, 112, 198-200 attorney 132-3, 155, 161 Australia 163-4, 167, 205 Automate 41 average, national 200 average businessman 140 B baby 109 Back-Feed Protection in Uninterruptible Power Supplies back-up plan 57, 182 back-up power 89-90, 95, 115, 127, 142 back-up system 47-8, 57 backup tapes 35, 44, 204 backups 38, 42, 64, 122-3, 142, 203-5 Baker, Paul 167 bankruptcy 19, 95, 150, 152, 186, 198 banks 17, 23, 36, 71, 75, 77, 169, 186, 194 apex 75 commercial 75 bartering 7, 193-4 basement 69-70, 194 basis, regular 3, 147, 204-5, 219 batteries 11-12, 14, 86, 90-1, 172-5, 223 external 7, 172-3 battery operation 142 battery runtime 86

7, 170

252 battery sets 86, 91, 116, 142, 173 battery strings 173 Battle Scarred Guide to Small Business Debt Relief 152 Bauman 101 BCM (Business continuity management) 181-3 BCP, see Business Continuity Plan BCP/DR plan 19 BCP objectives 29 bearings 94 behaviors 198-9, 201-2 benchmarking 198, 200-2 Biz 152 blackberries 243 Blade servers 93 blocks 69, 173-4, 239, 249 blog 83 blooms 197 BMEP (Break Mean Effective Pressure) 116 [email protected] 231 Bond, James 113-14 boom 106, 189 booming 28, 30, 218 booster-converter 61-2, 86 borrow 23, 74-5 branding 188 break 6, 14-15, 69, 90, 107, 118-19, 123, 146, 169, 218, 221 Break Mean Effective Pressure (BMEP) 116 Breakdown 6, 107 Breakthrough Business Development 155, 161 Bud Fruit Juice Company 206 budget 38, 66-8, 124, 177, 215-18, 221 building 45, 50, 64, 80, 105, 151, 162, 164-6, 170, 211-12, 239, 241, 2445, 248 bus 131 bush 197-8 business 16-21, 26-34, 38-42, 49-52, 55-9, 63-5, 68-73, 79-84, 121-7, 129-33, 148-55, 180-4, 186-93, 195-8, 212-16, 241-2 [28] based 130 conduct 16 daily 122 destroy 73 family 206, 208 helping 111 insurance claims 214 lost 57 lower skill set 130 medium 189 medium-sized 168-9 micro 63 most 49, 51, 78, 81, 159, 186, 191, 217

253 profitable 71 service 49, 130 size 140 sized 180, 196 sound 135 stable 58 thriving 186 volume 160 vulnerable 27 business activity, normal 122 Business Alive During 8, 225 business alliances 226 business architecture 30 Business Bureau 137 Business Coach 64 business column 43 business complexities 183 business components 28 business consultant 187, 189 business contact information 29 business contacts 29 business contingency plan 31 business continuity 4-5, 13, 19-20, 31, 44, 54, 57, 63, 84, 90, 95, 136, 148 web-based 215 business continuity advisors 218 Business Continuity and Legal Promises 5 Business Continuity Considerations 5, 55 Business Continuity Disaster Plan 5, 95 business continuity document 149 Business Continuity Expo 217 business continuity management 181 Business continuity management (BCM) 181-3 business continuity management plan 181 Business Continuity Plan (BCP) 4-5, 17, 19, 27-30, 33-4, 38, 43, 55, 63, 72-3, 95, 136, 148, 181, 183, 217-18 [2] business continuity plan demands 223 business continuity plan preparation 95 business continuity planning 5, 19, 34, 43, 55, 72-3, 148, 181, 183, 210 business continuity planning system 183 business continuity plans 4, 17, 27-8, 38, 63, 73, 136, 217-18 business continuity provision 217 business continuity services 22, 136-8 right 136 business continuity strategy 57 Business Decision 5, 82 business development plans 103 Business Disaster 7, 56, 186 Business Disaster/Continuity Plan 245 business disaster recovery 8, 126, 211 business disaster recovery service number 212

254 business disruptions 31, 225 Business During 7 business economy 42 business effort, collective 78 business endeavors 23 business environment 96, 157 structured 156 business experience 231 business faces 58 business facility 126 business failure 8, 231 business files 29 business focus 40 business func 29 business functions 246 business funding 103 business growth 198, 202 Business Impact Analysis 27 business inquiries 33 business interruptions 125, 245 business leaders 157, 189 business location 18, 122 business meetings 189 business model 199, 226 business move ruin 227 business operations 22, 28-30, 63, 123, 136, 148 disrupt 31 disrupted 32 normal 215 primary 33 business opportunities 59 business owners 68, 81, 97, 132, 134, 159, 168, 190-1, 212 business ownership 220 business partners 58-9, 132 business people 150 minded 196 business planning 95, 125 business plans 58, 71, 73, 103, 132, 193, 226 business practices, normal 182 Business Prepared 4, 47 business processes 30, 34, 78 core 28-9 business progress 78 business re-turn 191 business recession-proof 71 business reputation 33 business requirements 183 ever-changing 221 business research 200 business risk 41

255 Business Safe 6, 123 Business Security 124 Business Security Plan 124 business site 35 business stability 102 created 102 business start-ups 72 business strategies, developing 103 business strategy 182 Business Striving 7, 187 Business Suicide Strategy 7, 153 business survival 6-7, 106, 136, 180, 198, 227 business systems 52, 203-4 business trips 109 business units 77, 95, 221 business venture 77-8 business words, bad 215 businesses ability 196 businesses change 101 businesses drift 71 businesses outsource 19 businesses profits 191 businessman 192 savvy 28 businessmen 74 bust 189 bypass 87, 143-4, 234, 236 C cabling 233-4 calamities 185 Canada 163, 179 capacity 33, 53-5, 76, 118, 128, 169, 223 electrical 53-4 capital 78, 93, 169 capitalism 113 careers 131, 133, 220, 229 cars 68, 163 cash 38, 66, 74-7, 80, 150, 168-9, 190, 193-4 availability of 74-7 cash flow 121, 169, 180 cash requirements 75 cash reserves 186-7 cashflow 63, 218 casino 201 century 24, 55, 153 CFOwise 170 change 58-9, 65-6, 78-9, 83, 108-13, 157, 170, 190-1, 193, 201, 221, 229, 233 markets 195-6

256 charge 12, 36, 48, 66, 86, 116, 134, 159-61, 173 Chemical Spill Response Plan 6, 104 chemical spills 105 children 42, 177 China 118-19 circuit-breakers 236-7 cities 4, 16-17, 192, 206, 239 citizens 74, 76-7, 114, 193 civilizations 55 cleaner 166-7 new 166-7 cleanliness 201 cleanup 104-5 clients 15, 29, 79, 81-3, 103, 130, 132-3, 155, 160-1, 179, 217-18, 241-2, 245-6 climate, economic 19, 52, 71, 181 CMC 101 co-author 15, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 215, 235, 237, 240 coach 96, 103, 249-50 certified ActionCOACH business 64 coach business owners 64 colleges 154-5 communications 30, 32-3, 122, 151, 200, 229, 243, 245 communities 49, 82, 179, 193-4, 227 companies 18-19, 22, 26-7, 29-33, 47-9, 56-7, 96-100, 110-12, 131-2, 157-60, 166-8, 181-4, 187-8, 200-2, 206-9, 243-5 [27] best 48 bigger 168 branding 188 competing 166 conscious 111 construction 126 domestic 119 fictional 245 financial 200 insolvent 150 insurance 38, 141 large 57, 148 medium-sized 168, 170 mediumsized 168 mortgage 186 outsourced 56 service 64 sized 180 specialist 127 tendering 166 transportation 49 well-run 169 companies customers 148

257 companies experience 204 compensation 176, 214 competitors 40, 59, 71, 102, 160, 166-7, 169, 192, 215, 218, 230 computer room 87, 223 computers 23, 35, 47, 61, 84, 95, 128, 241, 243-4 configuration 127-8, 142-3, 203 connections 144, 236 connectors 233-4 consultants 28, 37, 45, 52, 101, 247 consumption 118-19, 129, 139, 238 consumption rates 119 contamination 206-8 contingencies 43, 63 contingency plan 30, 33, 96-7, 101, 103, 122-3 continuity, disaster preparedness/business 246 continuity plan, disaster business 95 contractor 37, 214 contracts 166, 203, 219, 226 contribution 178, 248 control 25, 46, 58, 102-3, 135, 186, 190, 198, 241, 243, 248 Conwell 153-4 core business 120 corporations 48, 63, 73, 150, 226, 228 cost business owners money 212 costs 11, 14, 19, 30, 32-3, 40, 52, 62, 88, 106, 108-9, 121, 123, 130, 150, 218-19 [7] cutting 191 fixed 169-70 hidden 217-18 countries 65, 74-5, 113-14, 117-19, 138-9, 164, 197, 219, 238-9, 247 foreign 119 populous 118-19 third-world 118-19 county 244 couple 38, 40, 51-2, 131, 144, 167, 195, 200, 218 courage 46, 228 courtesy 150-1 credit 42, 57, 150, 178, 187, 194 credit card 65-6 creditors 150-2 crews 164 crisis 5, 46, 96-7, 99-100, 113-14, 118, 208, 228-30 financial 113-14, 117 subprime 114, 118 Crisis Communication Plan 208 crisis management plan 229 crisis plan 230 crisis planning 230 crisis situations 98, 101 CRR 74-6

258 culture 110, 112-13, 229-30 customer base 169, 195 customer services 79, 103, 179 bad 180 customers 40, 42-3, 79-81, 106, 129-30, 148-51, 154-5, 159-61, 168-9, 182-4, 188, 192-3, 195, 198-9, 215-16, 244-6 [21] potential 169, 183, 188, 216 cycle 92, 186, 189, 202 economic 189-90 cylinders 116 D damage 2, 24-5, 69-70, 98, 117, 123, 148, 150, 184, 234, 241, 245 data center 4, 20-2, 209, 221, 223 in-house 21-2 Data Center Disaster Planning 8, 224 data center flexibility 8, 221-2 data center outsourcing 21 data centre loads 14-15 data centres 4, 13, 15, 20, 85, 88-9, 91 Data Replication 28, 45, 52 database 29 datacenter 87 date 3, 27, 37, 40, 128, 188, 201, 214, 247 day business activity 51 dc voltage 60, 62, 86, 142 death 132, 134 Debbie 134 debt 66, 227 Debt Workout 7, 150 debtor 150 decisions 43, 47, 60, 62, 79, 99, 103, 191, 196, 209, 228, 233 degrees 29, 46, 77-8, 85, 147, 154, 174, 194, 227, 238 Department of Homeland Security (DHS) 219 departments 31, 51, 53, 95, 140, 219, 243-4 dependency 119 deposit box, safe 36 deposits 17, 75 design 54-5, 60-2, 83-6, 89, 92, 94, 124, 132, 136, 141, 165, 172, 175, 209, 235, 237 [1] engineering 222-3, 225 stairway 162, 164 designations 2, 101 devices 222-3, 237 DHS (Department of Homeland Security) 219 diagnostics 177 diamonds 7, 153-5 Diamonds Principle 153 difference 12, 14, 16, 59, 62, 89, 109, 112, 160, 229, 238, 245 direction 110, 227, 243-4, 247

259 directors, board of 179 directory 37 disaster 4, 16, 29-36, 38-41, 44, 56-7, 73, 95, 122, 125-6, 136-8, 147, 203-5, 212-13, 219, 245-7 [3] economic 229 likely 35 national 17, 185 system 41-2 disaster event 148 disaster management plan 212 disaster plan 47, 95, 212-13, 243-6 solid flood 213 strategic 212 disaster plan assistance 126 disaster planning 4, 28, 55, 95, 215 neglecting 125 disaster planning team 247 disaster planning tool 215 Disaster Preparedness 9, 242 disaster recovery 3-6, 8, 21-2, 26-7, 37-8, 42, 52, 147, 217, 224, 240-2 Disaster Recovery and Data Replication 28, 45, 52 disaster recovery companies 125 Disaster Recovery Gotchas 8, 202 Disaster Recovery Guidance 149, 205 disaster recovery industry 149, 205 disaster recovery planning 148, 224 disaster recovery plans 6, 19, 35, 37, 42, 63, 124-6, 148-9, 204-5, 217, 224-5, 241-2 disaster recovery resources 149, 205 disaster recovery service 213 disaster recovery solution 41, 52, 218 disaster recovery strategies 149, 205 Disaster Recovery Tests 8, 217 Disaster Restoration Contractor 8, 214 Disaster Strikes 4, 6, 47, 121, 215 disaster team 244-5 discharge performance 173 Disgruntled employees 31, 207 dislikes 106, 199 disruption 11, 28, 54, 87, 95, 143-4, 181, 183, 244 distribution 8, 133, 148, 236, 239 distribution boards 236 diversify 79, 103, 169, 195-6, 216 DIY Crisis Communication Planning and Management Workbook 208 documentation 204-5, 218 documentation updates 217-18 documents 24-5, 33, 37, 41, 73, 100, 164, 204, 214, 224, 244 damaged business 213 important 24-5, 212-13 dollars 69, 150, 153, 180, 208

260 million 153-4 zillion 118 doomsday scientist 113 doors 33, 121, 150, 186, 188, 198, 210 dormant 197 downtime 19, 32-3, 51, 129, 218, 224 downturns 102, 129, 187, 198, 201, 215, 227 economic 5, 82, 102, 190 DR plans 39-40, 203, 205, 224 drains 211, 213 drive 109, 177 drivers 198-202 driving 62, 74, 200-1 duration, short 116 E e-mails 151, 244 earth 17, 52, 56, 239 earthquake 17-18, 35, 39, 56, 136, 219, 246 Economic Crisis 5-6, 74, 78, 82, 107, 109-10, 117-18, 194 economic obstacle 7, 189-90 economic situation 108, 111, 248-9 economic slowdown 168-70 economic times 83, 191, 198, 200 economics 76, 78 economy 5, 41, 74-7, 79-81, 102, 114, 118, 129, 155, 161-2, 168, 180, 187, 190, 194-5, 201 [3] bad 8, 215-16 efficiencies 58, 60, 70, 88, 128 operating 62-3 effort, collective 78 electricity 11, 54, 84, 148, 196, 212, 238 elevators 7, 162, 164 emergency 4, 6-7, 11, 14, 36, 45-6, 68, 122-3, 162-3, 182, 213, 245-7 emerging 75, 168-70 emerging ventures 73 employee contact information 122 employee perceptions 200-1 employee surveys 200, 202 employees 29-32, 59, 63, 76-7, 103-5, 110-12, 122, 137, 148-9, 176-8, 191-3, 198-9, 201-2, 209-10, 212-13, 244-7 [10] employers 176, 178 Empower Energy Technology 222-3, 225 energy 12, 53-4, 70, 90, 183, 228-9 energy consumption 84, 88, 90 engine 116 enterprise 39, 140-1 entitlements 176, 178, 248 entrepreneurs 71, 73, 78, 187, 206, 227 environment 21, 61, 78, 104-5, 111, 151, 180, 205, 218, 221

261 external 247 operating 62, 233 equipment 11-12, 15, 19, 21, 31, 38, 53-4, 84, 88, 92, 122, 151, 158, 167, 173, 212 [3] personal protective 104-5 erosion 185 evacuate 243-4 evacuation plans 105, 213 Evaluate Business Continuity Services 6, 136 Even companies 119 event 12, 17, 28-33, 54, 72-3, 89, 94-5, 105, 122, 126, 147-8, 170-1, 181, 185, 212-13, 244-6 [4] evolution 111, 229 Executive Team 242-3 expansion 15, 91, 142, 187 expansion plans 53, 91 expenses 38, 56, 58, 71, 79, 92, 103, 180, 187, 191, 198, 218 experience 28, 45, 52, 64, 72-4, 101, 103, 125, 137, 149-50, 179, 197, 199, 203-5, 214-15, 232 [6] Experience Business Growth in Tough Economic Times 8, 197 expertise 222-3, 225 experts 3, 69, 124, 162, 167, 176, 186-7, 208-9 extreme-technologies.com 210 F facilities managers 5, 53-4 factory 207-8 failures 23, 32, 45, 52, 92-3, 144-6, 181, 192, 223, 231-3 random 145 families 68, 110, 133, 176-7, 185, 206-7, 231-2, 244 farm 153-4 farmer 153-4, 185 fatal 229-30 fault 90, 142-3, 171-2 fault conditions 15, 54, 87, 90, 142, 233 Federal Emergency Management Agency, see FEMA FEMA (Federal Emergency Management Agency) 8, 219-20 ferro-resonant UPS 12 Few companies 51 fight 8, 76-7, 215-16 filters 86, 94 financing 187 deficit 74-6 Fire Department 243-4 firms 150, 217 first step 27, 134, 158, 199, 211, 229 fitness 163 flight 80 flood 16-17, 23-6, 31, 35, 39, 45, 47, 50-1, 56, 70, 155, 162, 181, 212-13, 241, 246

262 flood disaster plan 213 Flood Disasters 4, 23 flooding 125-6, 203, 211-12 floor loading 54-5 floors 164 flows 69, 163, 165, 172, 174 FMs 53-5 focus 13, 20, 22, 82-3, 99, 109, 111, 120-1, 137, 187, 210, 216, 249 Focus on Core Business 120 food 66, 80, 108, 129, 185, 194, 199, 210 Fortune 168 FRA (Frequency Response Analysis) 175 framework 28, 181 franchisees 16 Frank 206-8 frequency 62, 85, 92, 116, 127-8 Frequency Response Analysis (FRA) 175 frequency variations 87, 127 fuel 50, 119, 139, 238 functions 13, 69, 84-5, 116, 136, 189 fundamentals 6, 43, 120-1 G GA metro area 222-3, 225 Gail 155, 161-2 Galler, Larry 43 gas 66-7, 108-9 General Manager of Riello UPS Ltd 15, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 generator 15, 18, 49-50, 64, 91, 115-17, 173, 236, 238 diesel 13, 89-90, 115, 142 generator sizing 6, 115-16 girl 206-7 God 46-7 Good business continuity planning 183 goods 76, 109-10, 118-19, 140, 193-4 Gordon 157 [email protected] 157 gotcha 203-5 government bail-outs 42 government grants, disaster relief 7, 184-5 governments 56, 74-8, 138-9, 158, 184-5, 245 grants 185 disaster relief 184 gratitude 111-12, 227 state of 111-12 groups 77, 144, 158 growth 91, 130, 187, 196, 198, 221, 223 Growthink 73 guards 140, 166-7

263 Guideline 177-8 gutters 69 H hackers 55-6 hardware 15, 31, 40, 44, 51, 128, 203, 205, 224, 233 hardware failure 32, 39, 92, 203-4 harmonics 84, 86, 92, 115, 117, 127 Harvard Business Review 198 Hawaii 80 HAZWOPER training 158-9 health 13, 22, 47, 90, 107, 110, 133, 165, 171 heartbeat 110 heat 54, 61, 69-70, 174, 240 help economies 76 hero 113 Himalayan Traders 110 Hints 3 hiring 140, 192-3 history 17, 81, 97, 103, 127, 194, 201 Home and Business Security 124 Homeland Security 219 homes 48-9, 68-70, 85, 88, 109, 194, 206, 211, 244-5 host 106, 194, 205 housing 50, 67 Howard 176 human behaviour 162-3 hurricanes 16-17, 31, 35, 125 I ID card 166 IGBTs 61 image 188, 208 Impedance 174 Inc 64, 101, 103, 133, 152, 155, 158-9, 161, 200 incident type disaster 204 incidents 74, 105, 128, 145, 148-9, 153, 167, 183, 204, 229 income 66, 71, 191, 211, 220 incomer 239 India 118-19 individuals 69, 105, 155, 157-8, 178, 219, 250 industries 11-12, 43, 200, 202, 214, 216 gaming 201 industry standards 21-2 infant mortality failures 145 inflation 75 [email protected] 131 [email protected] 84 information 2-3, 15, 23, 27, 29, 42, 63-4, 122-3, 127-9, 164-5, 172, 175, 210-13, 234-5, 237, 240 [15]

264 information technology, medium business 21 infrastructure 8, 13, 70, 118, 209, 221 innovations 110, 114, 169 input terminals 170-1 installation 14-15, 21, 54-5, 61-2, 93, 128, 172, 175, 222, 234-7, 240 Institute of Business Consulting 184 institutions 24, 76, 113, 200 financial 77, 113, 200 internet 17, 29-30, 210, 234, 242, 244 internet business 232 intranet 37, 244 inverter 12, 14-15, 60-2, 85-6, 143, 171-2 investment 15, 55, 81, 148, 227, 230, 232 investors 74, 76-7, 182 IT-sized uninterruptible power supplies 145 items 65, 67, 122, 200-1, 213 J job

24, 38, 66, 71, 81, 104, 108, 112, 134-5, 139-40, 148, 176-7, 192, 210, 247, 249 joy 51, 108-9 K keeper 131 key business activi-ties 18 key elements 241-2 key employees 132, 245 key initiatives 246-7 kit 39 knowledge 34, 49, 58-9, 198-200, 222 Koffler, Robin 15, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 kW 14, 221 L labour 130 Lance 17-18, 24, 48-50, 56-7, 95 Lance Winslow's Bio 17-18, 24, 48-50, 56-7, 95 laptops 23, 234, 244 [email protected] 102 [email protected] 43 law 132, 134, 151, 153, 228-9 lawyers 126, 153, 208, 211 layer 69-70 leader, corporate 228-30 leaders 157, 190 Lehman Brothers 18 lender 187 lending 112, 169, 186 lessons 34

265 Level of Service (LOS) 163, 165 levels 21, 29, 40, 59, 62, 85-7, 89-90, 173, 179, 184, 205, 243-4 liability 2, 151, 214 libraries 24 life 15, 67, 74, 107, 109, 112, 132-3, 145-6, 153, 155, 197, 219, 228, 232, 247, 249 life insurance 132 likelihood 39, 60, 70, 89, 166 limitations 11-12, 109, 173, 222 Line Interactive 12, 84, 86-7 list 96-7, 104, 135, 177, 207, 212, 214, 238, 246 load acceptance 116 load bank 173-4 load category 90 load connection 235 loads 13-15, 41, 54, 61-2, 85-7, 89-90, 93, 116, 127-8, 142-4, 173, 236 critical 13, 84, 87, 142, 235-6 essential 13, 90, 117, 235-6 protected 55, 171, 173 loans 66, 68, 75, 118, 186-7 location 18, 23, 63, 69, 148, 209, 212-13, 244 temporary 122 lone workers 6, 134-6 LOS (Level of Service) 163, 165 M machines 40-1, 50, 93 [email protected] 197 mailto 83-4 mains 14-15, 87, 147, 170 mains power 13-14, 84-7, 127, 142 mains power supply 89-90, 92, 115-16, 142, 147, 171, 240 mains supply 14, 84, 90 mains supply power 87 maintenance 15, 87, 144, 170, 223 maintenance services 222-3, 225 management 21-2, 34, 43, 90, 100, 198, 215, 230, 234 business debt 152 senior 182, 224 teaching business 65 managers 53, 88, 98, 123-4, 134, 198, 214-15, 221, 243 mantle 154 manufacturers 2, 54, 62, 92, 94, 144, 146-7, 174 Mark Bell 222-3, 225 market 7, 59, 66, 81, 83, 90, 102-3, 118, 130, 179-80, 182, 188-9, 196, 219, 227 financial 55, 129, 188 marketing 71-2, 81-2, 102, 107, 121, 132, 155, 170, 198 marketing efforts 216 marketing programs 102-3

266 Material Safety Data Sheets (MSDS) 104 materials, hazardous 158 maximum uptime 88-9 Mean Time to Repair 146 Meat 206 meat products 206, 208 media 83, 206-8, 228 medium 180, 196 medium size businesses 155, 161 member 179, 182, 184 merit 178 midst 46 [email protected] 34 mindset 110-12, 229, 249 mobilisation 164 model, employee-customer-profit 199 modules 94, 142-3 monetize 102-3 money 3, 38, 59, 70, 75, 77-8, 80, 108-10, 118-19, 154-5, 160, 176, 180, 191-3, 212, 216 [3] monitoring 15, 134, 175, 223, 233-4, 243-4 remote 233-4 monitors 90, 103, 140, 172, 233 monster 113-14, 138 Mooney, Shaun 121 mortgage 66-7, 232 Most business owners 81 Most large businesses 95 motivators 176-7 MSDS (Material Safety Data Sheets) 104 MTBF 14, 92-4, 145 MTTR 94, 147 multi-national organizations 179 multiples 86, 92 multipliers 191 Murphy's Law 96, 205 N Nancy 243-4 nation 75-7, 219 National Business Research Institute 200, 202 National Federation of Independent Business 125 natural disasters 16, 50, 55, 68, 70, 122, 135, 184-5, 212, 219, 224 network 13, 15, 21, 29, 32, 45, 47, 81, 143, 233, 237, 239, 244-5 Network operation 239, 244 networking 196, 221 newspaper 69 niche 83, 160, 168 Nipped 206 NIV 47

267 no-one 230 nothing 17, 19, 28, 38, 40-1, 78, 134, 152-3, 197, 207 nuts 189-90 O obesity 163 off-site 48, 136, 204-5, 212 off-site data centers 21-2, 209 office building 212-13 offices 18, 26, 37, 44-5, 47, 69, 85, 88, 148, 166, 243, 245, 247 offline 29-30, 88, 192 offline UPS 11-12 Offline UPS 11, 85-6 on-line 14, 108-9 online 14, 44, 60, 63, 82, 84-5, 87-8, 192, 220 online business start 232 online businesses 103, 129, 232 online designs, static 93-4 online UPS 11-12 Online UPS 11, 85, 147 online UPS, static 92-3 onsite monitoring 234 operating power protection systems 15 operation 18, 34, 64, 84, 86, 117, 127, 135, 142-3, 172, 182-3, 218, 2267, 235, 240 business-critical 31 parallel UPS 143-4 operation of uninterruptible power supplies 175, 235, 237, 240 opportunities 7, 43, 58-9, 79-81, 99, 101, 109-10, 151-2, 154, 169, 176-8, 183, 189-91, 210, 220, 248 [2] organisation 27, 38, 44, 53, 59, 148-9, 181, 183-4, 218, 229-30, 250 organizations 20, 22, 24, 99, 105, 111-12, 125, 132, 137, 154, 156-7, 1767, 179, 198, 221, 224 output 12, 61, 86-7, 116, 142, 144, 171, 237-8 outsource 21, 232 outsourcing 4, 19-20, 22, 218 overload 15, 90, 142-3, 249 overload condition 143-4 owner 2, 120, 124, 131, 154 P Page Planning and Performance System 101 pain 8, 231-2 panic 4, 16, 42, 45-6, 99, 137, 192 Parallel Systems Joiner 144 Parallel UPS Operation and Power Protection Systems parents 42, 206 partners 131-2, 134 passion 80, 133-4, 155 path 40, 170, 243-4

6, 141

268 payments 66-8, 227 PCC (Point of Common Coupling) 239 PCs 234-5 PDUs (Power Distribution Units) 236-7 percentiles 200-1 perceptions 56, 135, 198-202 Perko, Joe 125 Perry, Michael G. 34 person 2, 36, 47, 68, 74, 113, 140, 156, 163, 165, 177, 192, 209-10, 247 personal protective equipment, see PPE perspective 29, 72, 112, 152, 156, 190, 249 perspectives, unique 17-18, 24, 48-50, 56-7, 95 phase 76, 164, 238-9, 247 Phoenix Business 101 phone line 241 physical size 60-2, 163 pictures 126, 156 pipes 69 plan 16-17, 27-8, 30-3, 38-40, 42-3, 47, 49, 56-8, 70-3, 97-8, 121-2, 1256, 182-3, 211-13, 224-5, 245-7 [13] financial 71, 211 marketing 80, 132 strategic 57, 126, 242, 245-6 plane 80 planet 133, 193 Planned continuity management systems 182 planning 15, 27, 35, 40, 43, 53, 97, 105, 121, 124, 148, 210, 213, 229 contingency 5, 58, 96, 99 crisis communication 148, 208 planning process 96, 99-100, 182-3 plants 49, 87 Plug-in Uninterruptible Power Supplies 171 Point of Common Coupling (PCC) 239 police 37, 140-1 population 118 position 18-19, 43-4, 103, 130, 150, 170, 187, 195, 209, 220 poverty consciousness 111 power 3-4, 11-12, 14, 16-18, 23, 31-2, 48-50, 53, 83-5, 88-90, 102-3, 115, 127-8, 143-4, 176-7, 221-2 [5] real 14 reliable backup 8, 222-3 power continuity customer 235 Power Continuity Plan 233 power continuity system 237 power distribution units 235-7 Power Distribution Units, see PDUs power factor 14, 62, 89, 93 power outages 55-6, 64, 87, 222, 246 power problems 84, 89, 92, 127, 240 distribution network 239

269 power protection 5, 13, 15, 53-5, 84-5, 88, 235, 238 Power Protection Blog 15, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 Power Protection Guide 15, 172, 175, 235, 237, 240 Power Protection Plans 6, 115, 144 power protection solutions 89, 115, 128, 172, 175 Power protection systems 14 Power Protection Systems 127 Power Protection Systems Design and UPS Topologies 5, 84 power quality 92, 127, 239-40 power supplies hardwired uninterruptible 171-2 uninterrupted 64, 116-17 power systems 221 previous-generation 222 supplemental 222-3, 225 Power Systems & Controls 12 PPE (personal protective equipment) 104-5 PPR (Prime Power Rating) 115-16 praise 177-8 precautions 2, 123-4, 134-5, 212 preparedness 6, 121, 246-7 level of 246-7 president 114, 157, 179, 198, 244 President of Empower Energy Technology 222-3, 225 price 68, 76, 159-60, 167, 192, 232 perfect 7, 159, 161 price point 159-60 Prime Power Rating (PPR) 115-16 prioritizing 96, 99 priority 27-8, 59, 80, 98-9, 181 probes 174-5 procedures, updated 204-5 productivity, support employee 28 products 2, 7, 54, 58, 71, 73, 75-6, 82, 105-6, 118-19, 129, 146, 159-60, 181-2, 192-3, 195 [4] profits 57, 71, 73, 153, 159, 182, 186, 188, 190-1, 198-200 project 43, 217, 248 project management 222-3, 225 prone 31 property 140, 219 property owners 214-15 protection 13-14, 52, 171, 212 back-feed 170-2 providers 19-20, 196 independent Business Continuity 27 publisher 2 Q questions, right

199

270 R rack 221, 223 Rapid Refile 125, 213 rates 66, 75, 118-19, 142, 145, 214, 224 RCA (Root Cause Analysis) 200 recession 5-8, 57, 71, 79, 113, 117-19, 138, 168, 170, 188, 191-3, 195-7, 210, 215, 218, 225-8 recession customer 76 Recession Proof Businesses 6, 129 recession times 118-19, 138-9 recessionary times 168-9 recognition 176-7, 214 recognition strategies 177-8 recover 30, 32, 35, 45, 76, 137-8, 174, 203, 205, 218 recovery 5, 74, 78-9, 148, 152, 164, 189, 204-5, 217 recovery plans 125, 203-4 business disaster 241 comprehensive Disaster 51 strong disaster 241 unique disaster 241 Recovery Point objectives (RPO) 41-2, 44, 219 Recovery Time Objective, see RTOs Recovery Time Objectives 29, 41, 44, 217 rectifiers 61-2, 85-6, 94, 142-3 reductions 38, 54, 75, 129 redundancy 13, 33, 90, 223, 248 referrals 196 region 23, 49, 184-5, 197, 238-9 Registered Representative 133 relay 171 reliability 11-12, 22, 58, 85, 93-4, 127, 144-5, 147, 175 remit 53 repo rates 74-6 reputation 40, 57, 133, 148, 183, 208, 228-30 rescue 37, 164 resilience 13, 15, 54, 61-2, 85, 87-90, 94, 116, 127, 143, 174, 237, 248 resilient 24, 26, 130, 236 resources 21-2, 38, 49, 73, 100, 115, 119, 125-6, 139, 218 respective economies 118 responsibilities 30, 36, 53, 63, 99, 114, 124, 148-9, 190 restore 36, 39-40, 45, 146 restraint 190 results, survey 201-2, 224 retail figures 120-1 retailers 121, 199, 207, 226 return 15, 25, 77, 81, 94, 106, 118, 146, 150, 152, 169, 201, 214-15, 245 revenue 16, 51, 57, 71, 76, 132, 153, 159, 170, 199, 212 review 27, 33, 95, 103-4, 203, 205, 214, 240, 245 revolutionary business practice 112

271 rewards 40, 81, 178, 196, 201, 226, 228 Richards-Gustafson, Flora 213 Riello UPS 14-15, 55, 63, 88, 90-1, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 Risk and Business Impact Analysis 27 Risk to Business Continuity 4 risks 14, 27, 31, 38-40, 43, 56, 72, 123-4, 134-5, 170-1, 181, 183, 205, 217, 229, 231-2 [2] rock 154 room 47-8, 105, 163 Root Cause Analysis (RCA) 200 Rotary 93-4 Rotary Uninterruptible Power Supplies and Power Protection 5 Rotary Uninterruptible Power Supplies and Power Protection Systems 91 Rotary UPS 92, 94 RPO (Recovery Point objectives) 41-2, 44, 219 RPS 15, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 RTOs (Recovery Time Objective) 29-30, 41, 44, 217 rubbish bags 167 rules 76, 78, 163 running costs, low 88, 90 runtime 89-90, 173 extended 13, 88, 90, 173 S safety 46-8, 63, 90, 134, 158, 163, 165, 247 salami 8, 206 sales 43, 50, 76, 79, 81, 84, 108, 120-1, 182, 187-8, 193, 207, 216 sales materials 191, 193 satisfaction, guest 201 saving money 215-16 savings 6, 20, 65-7, 89, 110, 114, 208 scenarios 19, 40, 43, 64, 97, 100, 114, 123 worst-case 204-5 Science of Economic Crisis 5, 74 Search Engine Optimization (SEO) 109 sectors, industrial 76 security 21, 30, 85, 133-4, 138, 140, 167, 223, 243 security guard 166-7 Security Guards 6, 139-41 SEO (Search Engine Optimization) 109 servers 4, 13, 26, 43, 45, 51-2, 89, 204, 219, 221, 242 service engineer 147, 171 service providers 217-18 services 2, 19, 25, 34, 71, 75-6, 80-2, 106, 112, 129-30, 136-7, 140, 15961, 165, 195, 201 [9] comprehensive turnkey 222-3, 225 power-monitoring 127 set 29, 48, 66-7, 71, 81, 124, 135-6, 141, 158, 173, 182, 200, 207, 211, 239, 244 [1]

272 skill 130, 156 shareholders 57, 148-9 ship business models 232 shock, electric 170-1 shops 48, 120, 192-3 sinewave 85 site 35-6, 39, 54, 64, 93, 97, 104, 127, 193, 203-4, 239-40 commercial disaster recovery 203-4 web 82, 102-3 sixty 125, 163 skills 6, 20, 49, 58-9, 138-9, 176, 229, 232, 248-9 Small Business Debt Relief and Recovery 152 small business owners 82-3, 124-5, 212-13, 225-7 small businesses 6, 12, 20-1, 43, 49, 82-3, 95, 122, 124-6, 209, 212, 227, 231 managed 42 small businesses experience disaster 125 smoke 167, 242 sockets 235-6 Softec 242-3, 245 solopreneur 132 solutions 21-2, 27, 29, 40, 44-5, 59, 74, 90, 99, 111, 140, 157, 182, 190, 209, 217-18 [1] source 13, 39, 61, 84, 96, 115, 143, 207, 226, 235, 238 primary 12 source of back-up power 89-90 southeast 222-3, 225 spending habits 66 spill 104-5, 158, 207 spill control materials 105 spill kits 105 Spill Response Plan, effective 104 spot 58, 98, 178, 210 SPR (Standby Power Rating) 116 St Louis 206 staff 19-21, 29-30, 33, 38, 121, 125, 157, 182, 192-3, 196, 217, 243, 245 technical 205 staff meeting 243 staging 164 stair width 162-3 stairs 163-4 stairways 162-4 stakeholders 181-2, 218 standby 44, 222-3, 225 Standby Power Rating (SPR) 116 startup/commissioning 222-3, 225 state 46, 96, 105, 111, 173-4, 188, 241, 244, 246 Stealing Business Secrets 7, 165 steps 30, 33, 62, 68, 70, 74-5, 77, 99-100, 104, 106, 111-12, 125, 158, 166, 180, 195 [3]

273 common 74 Steps to Business Survival 6, 106 stock, less 191-2 storage techniques 24-5 story 42, 68, 107, 153-4, 163, 207 Strategic Business Management 101 street 37, 107, 120, 194 stress 103, 248-9 strings 86, 173 study 106, 176, 198, 201 stuff 118 subsidisation 77 substations 239 suppliers 26, 44, 64, 181-3, 207, 230, 243-5 supply 6, 13-14, 53, 61-2, 85, 92, 122, 128-30, 142, 238-9, 246 ac 61-2 dc 61, 85-6 surges 12, 84, 127 survey items 200 survival 5, 8, 20, 63, 114, 119, 126, 181, 210-11 Surviving 9, 193-4, 228, 248 sway 163 human 163, 165 switchgear panel 142 SWOT analysis 58-9 Symantec 224 Symantec survey 39-40 synchronise 116 system failure 26, 87, 94 system resilience 88, 90, 143 systems 5, 19-20, 27, 33, 39, 41-2, 44, 52, 58, 62, 64, 88-90, 131, 148-9, 203-5, 209 [7] computer 20, 39, 95, 148 T tall building emergency egress, see TBEE tape backups 27, 51 tapes 39-40, 45, 51, 205 archive 36 Target Markets 106, 216 tax 66, 77, 133 TBEE (tall building emergency egress) 162-5 team 39-40, 63-4, 99, 112, 131, 133, 156, 169, 182, 187, 193, 196, 211, 217-18, 220-1, 244 [1] operational 182-3 team members 37, 132, 178, 196 technology 20, 30, 34, 40, 60, 233, 248 temperatures 54, 69, 117 tendering 166 test 36, 38, 42, 173, 192, 203, 205, 216-17, 235, 247

274 test invocations 217-19 test recovery 203-5 testing 6, 20, 40, 55, 107, 137, 147, 149, 159, 173-5, 203-5, 214, 217-18 text messages 244, 246 Thomson, Ken 152 threats 26, 58-9, 123 three-phase 128, 238-9 tier 20 Tim 64-5 time period 29, 145-6 time window 30 tions 30, 32, 70, 122 tips 3, 9, 82, 195, 211, 248 Tom 20 tools 58-9, 66, 75-8, 108, 140, 161, 198, 211 topologies 84, 88, 90 tough economic times 8, 110, 112, 169, 197-8, 202 trade 19, 120, 193-4 trademarks 2 trading 26, 44, 110, 194 tragedy 96-7, 206 train 33, 105, 230 Trainer Bubble 60 training 59, 101, 104, 135, 141, 158, 167, 185, 214, 230, 246 transfer 14, 87, 90, 132, 220 transfer switch 11-12 transfer switches, static 237 transformer 12, 32, 54, 61, 239 step-up 61 Transformer-based Uninterruptible Power Supplies 60 Transformerless Uninterruptible Power Supplies 60-1 Transformerless Uninterruptible Power Systems 62 transformerless UPS 61 travel 108-9, 170, 180 trusted external companies 140 TTO 41-2 tubs 25 turmoil 43, 74, 226 type 4, 11-12, 14-15, 24-5, 27, 31, 44, 51, 60-1, 68, 80-1, 84-6, 88-90, 97, 104, 127-8 [6] U UGS (UPS Group Synchroniser) 144 UK businesses 217 UK subsidiary of Riello UPS 15, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 uninterruptible power supplies 5, 7-8, 11, 13-14, 16, 21, 53, 55, 60, 84-5, 87-94, 143-7, 170-3, 175, 233-8, 240 [4] Uninterruptible Power Supplies and Power Protection Plans 6, 144 uninterruptible power supply, see UPS

275 uninterruptible power supply modules 142 uninterruptible power supply system 14 university 101, 153-4, 206 updates 33, 204, 216, 218, 245-6 UPS (uninterruptible power supply) 4-5, 7-8, 11-12, 14-15, 21, 53-4, 60-3, 84-6, 88-94, 115-16, 128, 141-7, 170-3, 175, 222-3, 233-8 [1] ups, small business start 231 UPS batteries 11, 14, 54, 173-4, 234 UPS equipment 53-4 UPS failure 145, 223 UPS Group Synchroniser (UGS) 144 UPS loads 54-5 UPS manufacturers 145-6 UPS modules 142 UPS monitoring 233-4 UPS protection 13-14 UPS rectifier 116-17 UPS sizing 89-90 UPS system 143, 145, 171 upstream 91-2 upturn 103 users 14, 39, 52, 171, 209 utilities 129-30 utility companies 37 V value 51, 80, 92, 103, 130, 155, 157, 159-61, 178, 190, 194-5, 250 excellent 159-60 vehicles 67, 69, 109, 165 vendors 17, 23, 29, 36-7, 56-7, 95, 169, 203 outsourced 55-6 VFI (Voltage and Frequency Independent) 85 victims 48-9, 135 visitor 153-4 voltage 62, 84-5, 87, 89, 92, 127-8, 175, 239 Voltage and Frequency Independent (VFI) 85 W wages 120-1, 170 wagon 156-7 water 4, 17, 25-6, 36, 48-9, 55, 70, 126, 168, 192, 211 Water Damages 5, 24, 70, 212-13 Watts 86, 89 waveforms 92-3, 238 weaknesses 58, 123 wear 145-6, 234 weather, inclement 63-4, 68 website 16, 55, 63, 83, 88, 91, 94, 117, 124, 129, 136, 141, 144, 147, 161, 222-3 [10] wedding 80, 161

276 weight 25, 54, 61, 93, 165 Welch, Jack 157 wheels 156 square 156-7 Whitlock, Debbie 133 widgets 106-7 wind 35, 238, 240, 243 windings 238 windows 39, 69, 186 Winslow, Lance 17-18, 24, 48-50, 56-7, 95 winters 5, 189-90, 197 wordpress.com 83 work 11, 18, 26-7, 38-9, 41, 49-50, 64, 71-3, 81, 107-8, 130-2, 165-7, 177-80, 204-5, 232, 248-9 [15] hard 81, 108 workers 135, 158, 178, 214 workout 150-2 workplace 9, 104-5, 176-7, 248 workshops 65 world 11, 17, 26, 29, 39, 41, 45-6, 58, 64, 74-6, 78, 112-14, 117-19, 147, 176, 238-9 [9] world economy 74 worry 55, 70, 111, 134, 137, 221 writer, professional business plan 73 www.biz 152 www.craigswealth.com 193 www.disaster-recovery-guidance.com 149, 205 www.ebusinessindex.com 232 www.empoweret.com 222-3, 225 www.Go123Usa.com 220 www.growthink.com/businessplan 74 www.himalayantraders.com 110 www.natlenvtrainers.com 159 www.power-protection.co.uk 15, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 www.pscpower.com 12 www.rapidbusinessgrowth.ie 107 www.riello-ups.co.uk 16, 55, 63, 88, 91, 94, 117, 129, 144, 147, 172, 175, 235, 237, 240 www.spill 105 www.theedgecs.com 191 www.troyhazard.com 191 www.WorldThinkTank.net 17-18, 24, 48-50, 56-7, 95 X x-rays

126

Y Yates, Jason

15, 172, 175, 235, 237, 240

277 Z Zierer, Adam

220