Speakology

Customer Discout

2008-10-22T08:00:00.002+08:00

What To Say When Asked For A Discount
** By Tessa Stowe **
------------ --------- --------- --------- -------

Has anyone ever said to you, "Your price is too high and I'd like a discount."

In this article I outline two approaches for responding to this comment. One of the approaches even has the potential for you to make a bigger sale than you originally anticipated.
Curious?

First, giving discounts in the right way may well be the most appropriate thing to do.
Conversely, giving a discount in the wrong way can not only lose you a sale but could lose you all possible future sales from a potential client.

Read on to see what I mean.

Just suppose you say "yes" and immediately give a discount.
What do you think this potential client now thinks?:

* You seem desperate for the sale.

* I wonder how far you will lower your price. Mmmm, maybe I should ask for an even bigger discount than I originally planned.

* The price you originally offered was not the real price. Are you trying to trick me? Can I really trust you?

* You don't set a very high value on your own services if you are prepared to discount so quickly.

* You agree your price is too high. This is a problem.

* Next time I come to buy anything from you, I will ask for a discount again.

The problem with just giving a discount by itself is that you have given something away and have asked for absolutely nothing in return.
You've just created a win/lose situation.

The potential client has "won" a discount amount and you have "lost" it.
Also, just because you've agreed to a discount doesn't mean you'll get the sale, in fact, quite the opposite.
You may have damaged your credibility to the extent this person no longer trusts you or wants to do business with you.

Just suppose now that instead of giving the discount you ask them, "Why do you want a discount?"

The response will help you understand what is behind the request. Then, depending on how they respond, you could use one of two approaches.

Approach One

This approach is useful if money really is an issue. Instead of giving a discount, you lower the price by taking out something of value. This is a win/win choice. They get the lower price and you still maintain your price for a certain value bundle. You could say, for example, "If price is more of an issue for you, then I suggest that we take out X product/service. " (Suggest taking something out of high-perceived value). The person needs to see that in order to get the discount they have to give up some of the value from your offer. Alternatively you could ask them for suggestions for what they'd like to take out. Or maybe offer a couple of suggestions. Your potential clients need to understand that there is a price for reducing the price!

Approach Two

You agree to give a discount provided they give you something in return. In exchange for a discount you ask them to give you something which is important or of value to you. That's another win/win choice. For example, suppose you offer consulting at $200 an hour, and someone asks for a discount. You could say, "I am prepared to reduce my rate from $200 to $180 an hour if you agree to an initial 100 hours of consulting." The client will receive the discount and you have received a commitment for 100 hours. Another example is giving a discount based on the client buying from you by a certain date, which is an important date for you (e.g. tax year end). The important thing is to ensure that whatever you do, it is a win/win situation and that the person is perfectly clear as to why you are prepared to give the discount.

I was once involved in a very large sale worth several million dollars. As usual, I was asked for a sizeable discount. I agreed to the discount provided the client made a commitment to purchase some other services at the same time (which they needed). As a result of being asked for a discount and the way I packaged my response, I ended up with a much bigger sale, double in fact!

I hope you're starting to see that when people ask for a discount, it creates a great opportunity for you.

Not really leaving Multiply.com

2008-10-19T09:00:00.001+08:00

It's cool to see this feature in Multiply where my blogs from the other site can be set to automatically update also here in Multiply. Nevertheless, I'd be writing on my journals:

Speakology.blogspot.com

SystemTalk.blogspot.com

Article: The Benefits of Talent-Pool Succession Plans

2008-10-18T07:55:00.000+08:00

The Benefits of Talent-Pool Succession Plans
by Sean Conrad

In most organizations, HR professionals and executives readily admit they need to better understand the potential talent in their companies and do a better job of rewarding competent, loyal leaders. Succession planning, when integrated into the overall employee performance and talent management strategy, can provide organizations with valuable insight into their leadership pipelines. But a well-managed succession planning process should seek to not only prime leaders for the future, but reward them today as part of a bigger drive for retention.

There are many approaches to succession planning. One of the more common has been the org-chart replacement model in which employees are groomed for a specific position. Ideally, however, succession planning should focus on developing people rather than merely naming them as replacements.

With this premise at its core, the talent-pool approach to succession planning recently has emerged as a best practice that establishes a larger number of employees for promotion. This larger group is more likely to stay loyal and possess skills that are easily aligned with the organization' s strategic plan.

In this model, high-potential candidates are placed in talent pools and then receive development - which may include specific types of training and education - in preparation for possible promotion. The organization commits to helping these individuals prepare to qualify for greater responsibilities, but ultimately, it is up to the individuals to perform well in their jobs while simultaneously equipping themselves to meet the new challenges of more senior positions.

The talent-pool approach to succession planning can be a great first step in rewarding loyal leaders, as they are not promised a specific position, but rather are recognized over time for their skills development, day-to-day performance and ongoing achievements. This approach provides a powerful tool set talent managers can use to recognize key leadership candidates and plan long-term bench strength.

Further, with talent pool-based succession planning, organizations are better able to get an ongoing snapshot of their workforces' potential and areas of retention risk while creating a larger pool of capable employees poised to take on leadership positions.

Capital District Physicians Health Plan (CDPHP) - an Albany-based, nonprofit, individual practice association HMO - introduced talent pool - based succession planning linked to its employee performance management to better address its strategic plans. With this approach, CDPHP can cultivate the necessary skills and competencies in high-potential employees by focusing on career and development planning.

The organization began the process by asking five questions to gauge which of their managers were at high risk to leave the organization and which were high potential. Of the organization' s 100 managers, approximately 77 were rated as high potential. From there, three talent pools within management levels - entry, mid and executive - were identified. CDPHP is taking steps to reward the 77 high potentials by building a customized development plan for each manager.

As in the CDPHP example, by moving beyond the org-chart replacement methodology and working closely with high-potential leaders, talent managers can take development and succession planning to the next level. Organizations also are better equipped to manage retention risk and build employee loyalty.

For future leaders and the organizations that need them, opportunities that go beyond regular succession planning processes - such as highly individualized leadership training geared to their specific competencies or interests - will go a long way to build a robust, long-term talent pipeline.

[About the Author: Sean Conrad is a senior product analyst at Halogen Software.]

Article: Performance Management Strategies

2008-10-18T07:54:00.000+08:00

Performance Management Strategies
by Susan M. Heathfield

Do you have the responsibility for supervising the work of others? If so, you know that employees don't always do what you want them to do. On the one hand, they act as if they are competent professionals.

On the other, they procrastinate, miss deadlines, and wait for instructions. They blame others when their work is unsuccessful. And worst of all, employees become defensive when you try to coach them to perform excellent, goal-accomplishing work.

So, what's a supervisor to do? Performance management is your answer. You must begin by finding out exactly why the employee is not meeting your expectations. Perhaps the employee is unclear about what you want him to do. He may lack the time, tools, talent, training, or temperament required to effectively perform the job. He may disagree with your requirements or expectations. Regardless, you won't have a performing, engaged employee until you identify what is wrong with the employee's functioning.

Diagnosing Performance Problems With Performance Management

When an employee is failing at work, I ask the W. Edwards Deming question, "What about the work system is causing the person to fail?" Most frequently, if the employee knows what they are supposed to do, I find the answer is time, tools, training, temperament or talent. The easiest to solve, and the ones most affecting employee retention, are tools, time and training. The employee must have the tools, time and training necessary to do their job well - or they will move to an employer who provides them.

These are the key questions that you and the employee will want to answer to diagnose performance problems that result in the need for your performance management. This checklist for employee performance management will help diagnose the performance issue.

a) What about the work system is causing the person to fail?

b) Does the employee know exactly what you want him to do? Does he know the goals and the outcomes expected? Does he share the picture you have for the end result?

c) Does the employee have confidence in her competence to perform the tasks associated with the goal? In my experience, procrastination is often the result of an employee lacking confidence in her ability to produce the required outcome. Or procrastination can result from the employee being overwhelmed with the magnitude of the task.

d) Is the employee practicing effective work management? As an example, does he break large tasks into small chunks of doable actions? Does he have a method for tracking project progress and to do lists?

e) Have you established a critical path for the employee's work? This is the identification of the major milestones in a project at which you'd like feedback from the employee. Do you keep your commitment to attend the meetings at which this feedback is provided?

f) Does the employee have the appropriate and needed people working with him or the team to accomplish the project? Are other members of the team keeping their commitments and if not, is there something the employee can do to help them?

g) Does the employee understand how her work fits into the larger scheme of things in the company? Does she appreciate the value her work is adding to the company's success?

h) Is the employee clear about what constitutes success in your company? Perhaps he thinks that what he is contributing is good work and that you are a picky, overly-managing supervisor.

i) Does the employee feel valued and recognized for the work she is contributing. Does she feel fairly compensated for her contribution?

Understanding these issues in performance management enables a manager to help an employee succeed. When you follow these steps and answer these questions in a performance management mode, the employee can be helped to succeed. Best wishes with your performance management. Performance management is the best tool you have to encourage and coach employee success at work.

[About the Author: Susan Heathfield is a Human Resources expert. She is a management and organization development consultant who specializes in human resources issues and in management development to create forward thinking workplaces. Susan is also a professional facilitator, speaker, trainer, and writer. Susan is a member of the Society for Human Resource Management (SHRM) and the American Society for Training and Development (ASTD).]

Article: The Four-Step Talent Management Road Map

2008-10-18T07:53:00.000+08:00

The Four-Step Talent Management Road Map
by Michael Sabbag

Despite the increasing pervasiveness of talent management, most organizations have only slight knowledge of how to evaluate the effectiveness of their talent management practices, determine their capabilities or develop a strategic road map for the evolution of their processes. Yet, understanding such factors is critical to drive greater measurable and perceived value in an organization' s talent management function.

The key to improving an organization' s talent management processes lies in evaluating them according to a talent management capability continuum, a graphical progression of talent management capabilities within an organization. The four steps outlined below will help talent managers create a road map to lead an organization toward best talent management processes.

1. Evaluate the status of your talent management strategy.
Begin by assessing the state of the organization' s talent management processes. Talk with each process owner to ascertain how each process is designed to be executed, as well as how it is actually executed. A process defines how things are supposed to be done. The practice is how they are actually carried out.

The process designed by HR, training or organizational development may be different across functions. Seek information from organization' s division heads, as they know their talent management processes best, and they also should have a sense of how those processes are put into practice.

For example, to determine the state of an organization' s succession planning process, first talk with HR, training or organizational development staff to determine how that process is designed. Then talk with each division head to learn how he or she actually engages in succession planning. This will provide critical information about current successes, disconnects or company-specific succession planning challenges: What processes are at work in the organization? How is each talent management process carried out (or not) by each business function? What process disconnects and differences exists across your organization? Once you have the answer to these primary questions, you are ready to move on to step two.

2. Find out where the organization lines up on the talent management capability continuum.
The talent management capability continuum should provide talent managers with the big picture. It can show where an organization ranks on a scale of worst-to-best talent management practices. While evaluating the talent management processes' different capabilities, methodologies and systems will emerge. Some potentially beneficial processes may have been overlooked, some may need improvement, and others may qualify as best practices.

Organizations that fall to the far left of the continuum have not started to develop their talent management capabilities. They have not formalized practices or centralized processes, do not track most talent-related metrics, nor have they created a culture that supports talent management.

As organizations improve their capabilities, they likely will formalize practices in certain areas of the business. These organizations fall in the middle of the continuum. They track key talent-related metrics and have foster a culture that accepts those talent processes, but may lack consistency.

At the far right of the continuum are those organizations that consistently follow best practices in their talent management methodologies - at every level of the organization - using the most up-to- date technology systems as support. They track metrics that are tied to talent management process effectiveness frequently. And these organizations have created a culture that supports talent management processes and requires leaders to regularly engage in their design.

Note, while the term "best practice" is used to denote a practice generally accepted as highly effective, the level of effectiveness depends on many factors. What works in one organization may not yield positive results in another.

3. Prioritize talent management processes.
The next step is to rank each process according to importance and the expected impact of improvement. Talent managers can judge importance by how critical the process is to the execution of organizational strategy. Then evaluate the expected impact of improvement by measuring the difference between the current process state versus the preferred future state, and determine the value of closing that gap.

Senior leaders can be helpful during this step, and their participation will generate buy-in and reinforce that talent managers are working cooperatively toward the organization' s desired outcomes.

4. Create a talent management road map.
Once the talent manager determines where the organization falls on the continuum and has established priority for each talent process, he or she must develop a strategic talent management road map. This road map may span years because improvements to talent management processes can not happen in one month, one quarter or even one year.

Consider using a three-pronged approach to create the road map: Develop a framework of important criteria, establish a timeline, and communicate the road map to senior leadership.

Understand the importance of each process, the budget available for strategic talent imperatives and the organization' s business environment. Then prioritize data for each process and order them according to company-specific criteria.

For example, for the first six months, there may not be enough money to invest in a complete talent management process overhaul. So focus on small improvements to one of the organization' s current processes that will produce even a modest financial impact. Later, when there is more funding, budget more resources for large-scale process improvements that have greater strategic importance.

Determine how long each process will take to refine the organization' s critical business needs. Then map out improvement plans across a specific timeline. Keep in mind talent managers may be able to work on more than one process during a given period. And some processes are linked to or are dependent on others.

Finally, communicate the talent management road map to the leaders who helped during the prioritization stage: step three. Provide them a copy of the road map along with the data used to create it, and celebrate the work they did to help produce it. Be prepared to answer specific questions. Even though these leaders should have contributed the data on which the road map is based, there could still be some push back. Focus on the business imperatives and help them understand how the road map will impact execution of company strategy.

Many organizations would benefit from a planned and strategic approach to improving talent management capabilities. A recent Learn.com survey showed 248 leaders in the field of HR, training and organizational development rated their organizations' overall talent management practices an average of 1.9 on a scale of 0 to 4, with 4 representing best practices. This level demonstrates their practices are only somewhat effective and yield results that often - but not always - meet objectives.

In order to be competitive in the changing business landscape and achieve measurable and meaningful results, organizations must constantly move toward the right of the continuum through carefully planned and strategically designed improvement of their talent management capabilities. Somewhat effective talent management practices are nowhere near good enough.

[About the Author: Micheal Sabbag is vice president of talent management at Learn.com.]

A New TV5

2008-10-14T22:28:00.003+08:00

A full page ad in the major broadsheets has caught my attention this week. It's a full page ad inviting the public particularly owners of small businesses to participate in a presentation for a week long at the Crowne Plaza for an opportunity to get equal exposure on TV.

This morning, I just attended the presentation to explore the probability of getting media exposure for OpenSource, Inc. and the products that we carry. The Client Service Representatives have explained to me that the model they're doing here in the Philippines is more or less the one that they have successfully launched with a similar TV network in Malaysia.

The idea is 15 seconder spots for one week each month and the contract is for a year. Consistency in advertising is what the presentation is claiming and that the most powerful medium right now is TV. I didn't realize TV5 is what used to be the familiar ABC 5 that is now sporting the new red and TV5 logo.

Advertising costs range from Php850k to Php1.6m VAT exclusive per year. Not quite bad. But I am not really sure at this point if the critical mass for our business will be achieved. There could be brand recall with repetition, but initially, I am of the opinion that for software products and services, would still be good on the print medium as there's the pass-on rate to be considered even with a small number for exposure. One thing that bothers me is that with the type of software we carry are very high ticket items for an individual to afford. Repeat purchase can be about two to three years.

If OpenSource had the cash, I am willing to go for a calculated risk!

Eight-Step Troubleshooting Model

2008-10-14T22:13:00.004+08:00

Just got this from one of my emails and there is no acknowledgment to the author when received. May be worth trying.

The eight-step model is tried and true. You will find it in many basic computer texts and on the industry exam. The steps are as follows:

1. Identify the Symptoms

Sometimes troubleshooting takes place over the telephone while other times one troubleshoots directly. When troubleshooting over the phone, ask both closed and open ended questions based on the problem described by the network client. Don't interrupt the customer or you may miss important information and annoy the customer. Always clarify what the customer said to make sure that you correctly understand what they've stated. The goal is to clearly define all aspects of a problem before implementing a solution.

For example, if a client calls up and complains that their computer will not turn on, one may ask them, "Is it plugged in?" This closed ended will generally yield one response, yes or no. If the client answers yes, ask an open ended question, such as, "What other devices are plugged into the same electrical outlet and are they functional?" This line of questioning will help to clearly identify the real problem. In this example, there may be a problem with the computer, or it may not be receiving power from the electrical outlet.

Often, the best troubleshooting method is to recreate the problem. Sometimes, an error message that was initially overlooked will yield a valuable clue or even a solution. A technician can request that a client recreate the problem and report the result over the phone, or, even better, if the client is on site, a technician can watch first hand as the problem occurs.

Whether troubleshooting directly or over the phone, professional technicians always:

* Put the customer first. Don't get distracted by working on anything else.
* Write down all pertinent information.
* Are helpful and have a positive demeanor.
* Avoid technical acronyms and jargon.

Direct troubleshooting is generally easier because one can more accurately define the problem based on direct observations. When directly working with a client, one can easily decide if an operation is being performed incorrectly or if there is a problem with the equipment.

When troubleshooting directly or over the phone, the most important thing to remember is not to jump to conclusions. Before implementing a solution, especially for highly sensitive or important network equipment failures, it generally good practice to investigate a step further to determine if other areas of the network are affected.

2.Identify the Affected Area

Once the symptoms of a problem are identified, isolate the extent of network that is affected. This step helps to narrow down the extent of troubleshooting required. For example, if a user is experiencing problems when accessing the Internet, determine if it's a specific Web site or the entire Internet that cannot be accessed. Next, find out if it is just one computer or if the entire network has the same Internet-related problem.

3. Establish What Changes May Have Caused the Problem

Typically, network problems do not occur unless something was changed. The task is to eliminate all of the incorrect possible causes from the list of possible causes. Once of the best ways eliminate possible causes is to ask a client or yourself isolating questions such as

1. What was the last change to the system?
2. Was software recently installed?
3. Was hardware replaced?
4. Where you ever able to perform the task that led to the problem?
5. When were you last able to perform task without a proble?

4. Determine the Most Probable Cause

In many cases, more than one network element can cause a problem. Network administrators must use their vast knowledge of networking to select the most probable cause. To determine the most probable cause, or any possible cause, one may need to check with the hardware or software manufacturer or various Internet sources. This task gets easier as network administrators gain experience.

5. Implement a Solution

Once the cause of the problem is isolated, decide on the best way to efficiently and completely fix it. Whether the solution means giving advice over the phone or performing the task first hand, apply only one solution at a time and try to be right the first time. Do not confuse this step with trial and error.

If the solution does not work, it's not the end of the world. Simply document why it didn't work and try a new solution or tackle the next probable cause. All of the research should already be complete, but if necessary, it may be wise to double check with the hardware of software manufacturer or ask another networking expert for advice.

6. Test the Result of the Solution

Once a solution is implemented that appears to work, one must verify the problem is fully resolved. The testing process should include steps to recreate the problem to see if the solution worked.

When working with a client, have them attempt to recreate the problem. Be careful not to slide too far away once the solution seems to work because, more often then not, a related problem will flare up shortly after the solution is implemented. If working with a client over the phone, make sure that they know it's okay to call back for further assistance.

7. Recognize the Potential Effects of the Solution

After implementing a solution, be sure to analyze the potential for future problems to occur. The most common mistake made by network technicians is implementing a solution without realizing that additional problems may yet occur or that the solution itself is a problem. Sometimes, the cure can be worse than the disease.

If a faulty motherboard is replaced, for example, new drivers may need to be installed and the system may need to be reconfigured. As another example, the installation of a security patch may alter important settings on a PC.

8. Document the Solution to the Problem

It is vital to document every problem, large or small and exactly what was done to fix it because problems tend to resurface. When they do, documentation can save time and reduce the chance of repeating troubleshooting mistakes.

The documentation is often assembled into a troubleshooting database for quick reference. Be sure to include the following information to ensure that database entries are valuable:

* A description of the conditions surrounding the problem and the problem symptoms

* The Operating System (OS) version, the software version, the type of computer and a description of any possibly involved hardware.

* Whether the problem could be reproduced

* The solutions attempted

* The final solution

* Anything that important for the next person who may encounter the problem. Assume that you will not be available to help solve the problem the second time around.

Troubleshooting databases are also helpful for tracking problem trends. Trend analysis is often used for predicting troubleshooting workloads and identifying unreliable brands or models (e.g., printers and NICs).

NOTE:

It is not necessary to remember the eight-step troubleshooting model word for word, but it is important to know the basic differences between each step. The following mnemonic device may help:

1. Symptoms of the Problem Some Some
2. Affected Area Average Average
3. Changes to the System ComputerComputer
4. Cause ClientsClients
5. Solution Still Still
6. Test the Solution Try Try
7. Effects of the Solution Every Every
8. Document Day Day

Moving on with a tighter belt...

2008-10-11T11:19:00.008+08:00

OpenSource, Inc. (http://www.opensourcesw.com) is a small start-up company that I personally manage. It is envisioned to be into a lot of business service activities. Today it's just starting with providing software and implementation assistance.

In April, 2008 the office was set up on a 35 sqm area on the 4th floor of Roscar Building. OpenSource shared space with another company (APPEC Business Strategies, Inc.) that I teamed up with friends.

In August, OpenSource took an aggressive stand as APPEC had to move to a different floor of the same building. OpenSource participated in the first event marketing known as HR Recruiter's Summit held at the Crowne Plaza in Ortigas.

OpenSource also composed a sales team including: Michelle, Felix, Rhyz and Joseph. The sales team's focus was to move 30 boxes of Integra Payroll Master.

In September, the first cash crunch happened. But I made a personal sales close so we were able to work further. We participated in two other events. One in Baguio sponsored by PICPA and ACPACI. The other one in the World Trade Center. So the team had to split. Both events were flops. So I had to meet with the team to make sure that they understood the business. And that the allowances they were getting will necessarily come from sales. To summarize the meeting, quotas will have to be met and that allowances, commissions and incentives will still happen. Coco joined to work on customer support. A few weeks later Joseph has decided to pursue another type of job.

The first few days of October spelled cash drought. And I had to re-think what we had been doing all along. The payroll software wasn't living up to clients' expectations. Support from the principal's end wasn't sensitive to OpenSource and client's expectations.

Had to meet with the staff to make them understand what's happening and perhaps solicit some bright ideas. I also had to make them feel that they're not being left alone.

The immediate and simpler plan of actions:
1. Re-focus sales team to higher ticket and higher GP item: Peachtree
2. Cut further on costs by reducing unnecessary staffing
3. Convert some asset to cash
4. Move office in same building but with lower cost

So starting Monday, October 13, 2008, we'll be moving to a smaller and yet better office space.

Why Speakology?

2008-10-11T11:03:00.008+08:00

Is there such a word?

Truth is, you don't see the word in any dictionary or thesaurus. Initially, I thought the best blog name would be "speechify.blogspot.com". On check if such word exists, speechify meant something dull or pompous. Who would ever want to be known for being dull or just plain pompous.

Reminiscing about my younger years, my teacher remarked I was a man of few words. It only did not come from my teacher but most people that I came across with. I'm also seeing this characteristic on my two sons Gamaliel and Yshmael. The girls are otherwise. I even abhorred writing essays. I can't forget the times when I had to write essays on my job applications.

I look up to people with a gift of gab specially when they speak in front of people. I love their spontaneity.

Today, this is my resolve. Go for writing, down with shyness and speak up.

Grandiose short vacation anyone?

2008-10-11T09:30:00.002+08:00

I really never had the luxury of time for annual retreats or vacations. In fact, I never thought of it until Michelle, my eldest daughter, sent me pictures and description of this place.

Water world ... the Atlantis Hotel in Dubai , one of the world's most anticipated hotels, finally opened its doors on September 24. Situated on 113 acres of the Palm Jumeirah, the hotel boasts over 1539 rooms.

Water bed ... the Neptune and Poseidon Suites are exclusive to Atlantis, with both bedroom and bath views directly into the mesmerizing underwater world of the Ambassador Lagoon.

Sea view ... the Ambassador Lagoon is a window into the wonders of the ocean, and the center-piece of Atlantis, with over 250 species of fish and sea creatures.

Fish surprise ... keeping with he water theme, the Lost Chamber is a maze of underwater halls and tunnels under the Ambassador Lagoon with over 65,000 fish.

See sea food ... Ossiano is home to a three-star Michelin chef, and offers gourmet seafood with views of the exotic marine life of the Ambassador Lagoon.

Pleased to meet you ... Dolphin Bay is a four-and-a-half hectare lush tropical setting where you get the chance to meet the colorful characters in their natural habitat.

Big dipper ... Aquaventure is a 42-acre waterpark with the Zigguret Centerpiece that touts a 27.5m vertical drop.

Shark tank ... after the Ziggurat, you will emerge slowly through the lagoon at Shark Attack.

All washed up ... the Rapids is a 2.3km path of tidal river with one metre waves though a lush tropical landscape.

Shark proof ... you can also experience the Shark Tank from the dry, and more comfortable, viewing chamber.

Bar view ... sip cocktails in the oceanic space of Barazura and enjoy views overlooking Palm Jumeirah.

Grand view ... the Grand Lobby makes a colourful first impression

Bath time ... the spa experience includes two hours of spa treatments, your own private time in a jetted tub and access to both indoor and outdoor relaxation areas.

Spa service ... the Royal Spa Suite offers treatments designed to individual needs, and a spa menu delivered by private butler service.

Grand designs ... each of the 1373 spacious guest rooms and 166 suites is designed with subtle oceanic and Arabic influences.

Hmmm. I am really salivating (please excuse me, read, "deeply desiring") to spend a time with love ones in this place. Cool place indeed!

Hello world!

2008-10-10T21:31:00.000+08:00

During my younger days, I was struggling to learn how to tinker with computers. I had a lot of questions like: How does it work? How will it help me in my job as a budding accountant? How do you tell the computer to do this and that?

I had a strong desire to progress. But I did not believe in going through formal computer education. Besides, I also felt I can't spare time for another schooling except perhaps for another course in law. I resorted to books. It's good that the red sign bookstore (National) had some reprints. They appeared costly over 20 years ago, but at least I had a steady reference.

In all of the programming languages that I had to learn, there's always this print routine called "Hello world!".

So hello world!

This is my first attempt to create my own journal - a techie journal in fact.
This is also my first attempt to seriously look at my seeming waterloo years back - of trying to best express myself.
This is also my first attempt to explore an income possibility through PPC (pay-per-click). Hahaha! My hidden agenda.

I anticipate to create blogs of varying subjects. It may be on business, technology, relationships, excellence etc. There may also be praises and rants for many issues which may be of personal interest.

These things, I am willing to share with the world. So hang on! And again, "Hello world!"