Senin, 21 Juli 2008

SO YOU'RE A LEADER

There are many books on management and leadership, but there are only a few worth the time and effort to purchase and read – even fewer that can be considered essential reading. Two such essential books for the business leader are Leadership Is An Art and Leadership Jazz both by Max DePree.

Max Depree is (or was) CEO of a Fortune 500 multinational corporation and wrote two of the best books of their type. In Leadership Jazz, he poses a series of questions to help leaders gauge their progress. Both books are worth acquiring and referencing often.

In the chapter, “What Would Bucky Say?”, the questions posed provide a good litmus test for anyone who considers themselves a leader —

  • When was the last time you called a customer or employee to say “Thank you” or “How are you doing?”
  • How long has it been since you have seen the products you sell being made?
  • How often do you say, “I don't know”?
  • When was the last time an employee or co-worker confided in you?
  • Do you have a nose for “stale air”? (A boring, mechanical work environment lacking in creativity.)
  • Have you stopped hiring people better than you?
  • When did you last block out three or four hours to talk with someone in a different line of work?

There are at least another dozen or so soul- searching questions that people truly concerned about leadership qualities might want to ask themselves. The books are available worldwide and offer an easy, delightful escape from the many responsibilities of leadership.

In one of the last chapters, DePree leaves us with a rather profound, yet accurate, observation– “It is important that we focus more on what we need to be than on what we need to do. In so doing, leaders do transform peoples' lives. What a daunting responsibility!”

USE E-MAIL NEWSLETTERS TO MARKET YOUR SMALL BUSINESS

If you're promoting your small business on the Internet, you aren't alone. The latest surveys show that small businesses outnumber larger firms on the Internet by a margin of four to one. Corporations are advertising on the Net just like they do with other media: contact an Internet ad agency, buy banner ads, and watch results come in.

That works fine if you've got thousands of dollars to spend each month on advertising. But what if you're going it alone and your advertising allowance has to come out of the grocery money? E-zines are the answer. E-zines (short for e-mail magazines or newsletters) are quick and cheap to produce and often go to huge numbers of eager subscribers. Publishers don't have to pay for postage or printing, and the savings are passed on to advertisers in the form of extremely low ad rates.

For inexpensive Internet advertising, it's very hard to beat classified ads in e-zines. The "Business Start Page" includes Newsletter Advertising on their ADVERTISING AIDS websection. All told, there are literally thousands of e-zines, some specifically targeting your best customers.

Maximizing Your E-zine Classified.

As is the case everywhere on the Internet, your ad's first line is what makes or breaks it. Use the first line to announce your most important customer benefit. And don't forget the two most powerful words in advertising: "you" and "free." The sentence-- "You can get my FREE report"--always gets big response.

Sometimes e-zine ads bring disappointing results. If at first your ad doesn't succeed, try and try again. There's an old saying in marketing that the first ad never works. Advertising brings home the bacon when you smartly repeat your ad week after week. It takes time (sometimes as many as seven times) before your ad gets the prospect's attention.

Go One Better--Write For E-zines.

The beauty of e-mail publishing is that it works so quickly. I often write an article in the morning, send it to an e-zine in the afternoon, and see it published in a new issue by evening. Responses flood in by midnight. On the Internet, there's no wait-time while printing presses roll, trucks make their way through town, or mail waits to be sorted.

If you need marketing results fast, write an article for e-zines. Keep your article short. One or two pages is fine. Tell readers how to do something that will interest many of them. Keep sentences short, informal, and talk directly to the reader. If you don't feel comfortable with your writing skills, have a local English teacher or journalism student look over your article for you.

Also be sure to include four to six lines at the end promoting yourself, your business, your offer, and your contact information. Because you won't get paid for your article, publishers don't mind allowing you a personal plug at the end. The article makes you look like an expert in your field. Your contact info at the end urges thousands of impressed readers to contact the expert.

Put Out Your Own E-zine.

A lot has been written lately about the importance of networking to build your business. When marketing expert Leslie Speidel polled hundreds of successful entrepreneurs on what they attributed their growth to, most replied "networking!"

Nothing helps you network like your own e-mail newsletter. Your ideas and expertise along with product news and tips from customers go out to everyone you know and do business with. It's also OK to include some ads for yourself and associates. Readers don't seem to mind ads if they're packaged along with helpful articles.

People on the Internet are usually in a hurry, so keep your e-zine short. One or two articles coupled with two or three short ads may be all your e-zine needs. Keep lines short enough to fit into an e-mail browser and put a hard return at the end of each line.

For starters, you can send your e-zine out with your favorite e-mail program (a good free one is Eudora Lite--http://www.eudora.com). Later, when your subscriber list grows, you may want to upgrade to a majordomo provided, most likely, by the same company that provides your web site space.

Get subscribers by placing free ads on classified sites, ads in appropriate newsgroups, and announcing your new e-zine to firms that specialize in keeping track of various lists of subscribers. Start with liszt.com and The List of Lists (Listserv@LISTSERV.NODAK.EDU). Send a description of your newsletter to: gapach97@aol.com for inclusion on the "Yoken" list. Be sure to mention your new e-mail newsletter in all your print and broadcast advertising and add a place for people to subscribe on your web site. Your subscriber list can easily grow to include a few thousand within a year. An audience that size will be a continuing source of sales, contacts, and insights.

Consider how to incorporate e-zines into your on-line marketing. Start with consistent e-zine advertising, progress to writing articles (or having them written for you), and on to publishing your own newsletter. It's currently the best marketing tool available for small businesses.

TIME & EFFICIENCY

Along with the belief that most people have that they naturally know how to think is an underlying, correlating assumption that thinking doesn't require much effort or time. While we are fortunate to live in a society that allows us to use our time efficiently in everyday living - as when we can pick up dry cleaning and a meal along the same route on our way home - we have come to expect results to be as quick as service at a fast-food restaurant. We are encouraged to use our time efficiently, but we seldom take the time to think efficiently. Confronted with real-life problems, we imagine they can be dealt with as quickly and easily as a thirty-minute sitcom would portray them to be.

As a result, many people show little interest in contemplation. The effort involved in truly thinking often takes a back seat, and they end up going in circles rather than dealing with life's various dilemmas efficiently. They wouldn't think of going on a long automobile trip without consulting a map and deciding which route to take. But in their psychosocial-spiritual journey through life, they rarely stop to think about why they're going where they're going, where they really want to go, or how best to plot out and facilitate the journey.

In this simplistic approach, we often overlook various aspects of our lives that are desperate for attention until they become full-blown crises. Or we dismiss new ideas that could further our growth simply because they do not fit within the general framework of our preconceived notions and self-concepts. An enormous amount of time is spent simply reacting. It's as if we are robots programmed to respond on cue to whatever demands the least time and attention, and disregard anything that requires putting in extra time and energy to think. We skim over the surface thoughtlessly. But we must acknowledge that thinking well is a time-consuming process. We can't expect instant results. We have to slow down a bit and take the time to contemplate, meditate, even pray. It is the only route to a more meaningful and efficient existence.

10 TIPS FOR WRITING POWERFUL ARTICLES

Webmasters and newsletter publishers are always looking for good content. Further, aside from your time investment, it's completely free advertising.

Here are 10 practical tips to ensure your articles get published and read by others.

1. Write to serve. Before writing an article, ask yourself what problem it will help others solve. Some of the more common issues people deal with revolve around a lack of something, whether it's time, money, self-confidence or just joy in life. How will your article help with these issues.

2. Grab their attention early. If possible, intend to "hook" your reader right from the get-go. Ideally, your title should be the hook. When creating the title, ask yourself if it would make you want to read the article. Your first paragraph should also serve as a hook , as well as a general introduction to the article content.

3. Write to one person only. Forget the fact your article will be read by many people and write to only one person, just like I'm doing with you now.

4. Keep the flow logical. Don't bounce around from one idea to the next. Each paragraph should logically follow the next. Although there may be different ideas expressed in each paragraph, they should dovetail off each other.

5. Use quotes to support your main idea. Quotes from famous people are a great method to reinforce your ideas. They help you make your point and add credibility to your overall message.

6. Keep your paragraphs short. Ideally, 4 - 6 lines per paragraph is what you want to shoot for. It looks and feels much more appealing to the reader to see "bite-sized" paragraphs.

7. Inspire action in your article. If your article is, in fact, intended to solve a common problem, give people practical suggestions for taking action. Remember the formula "insight + action = growth."

8. When possible, tie your message to everyday activities. A good example of this is "life is like a box of chocolates." Make it easy for your reader to relate to your ideas. That will also make it easier for your reader to apply your ideas in their life.

9. Summarize the article in the final 1 - 2 paragraphs. Briefly summarize the main points of your article, how people can take action from the information and what results they can achieve.

10. Don't forget the resource box. Provide a brief resource box following your article. It should tell a little about you, your business, how you serve others and how to contact you. Be sure to include your URL and e-mail address with an invitation to contact you or visit your site.

Using these 10 tips should help you write powerful articles that get published and read. Above all else, remember this. A writer writes. So - first - be a writer in your own mind.

SCRAP PLAN 'B'

Alexander Graham Bell said, "I shall create the telephone." Bell invented the telephone after much trial and tribulation, and in the face of much ridicule, but the point is, he didn't say, "I think I'll give it a try, and if I don't succeed in a couple of weeks, I'll do something else."

Henry Ford said, "I shall make automobiles so that they will be cheap enough for everybody to own one." He didn't say. "Well, I'll try to do it, but if I don't succeed, I'll just sell them to wealthy people."

And, Ray Kroc said, "I shall put a McDonald's hamburger stand on every street corner in America." He didn't say, "But, if it doesn't happen, I'll stay here in California and sell shoes, or something."

Now, it is accepted that mechanical things and electrical things can break down. And do! So having backup equipment, or a manual means of accomplishing what the machines normally accomplish, is to be recommended. So is backing up your computer files - we all know that little trick, although many people don't, and suffer for it when their computer goes on the blink. But, what would have happened, do you suppose, to the telephone, the automobile and McDonalds, if the aforementioned gentlemen hadn't pushed their dreams with such single-minded determination? It is all very comforting, and seemingly quite wise, to have a 'Plan B', but such 'Exit' strategies can be the death knell of dreams.

You might wonder what would have happened to one poorly educated, 65-year-old, broke and on Social Security, if he had had a 'Plan B'. Like so many in that situation, he would have certainly lived out his days in penny-pinching mediocrity.

But he decided to change his life. He didn’t wait to win the lottery. He just made a commitment to himself that nothing would stop him. And he would do it without a Plan B.

With few outside resources, he searched within himself for hidden talents, then remembered that friends and family always liked his chicken recipe. Since he had no money, he couldn’t start a restaurant, so he would have to sell his recipe in return for a share of profits.

He jumped in his old Chevy and set off to make his fortune, this 65-year-old. After approaching every restaurant in town without success, he set off to the next town. And the next.

Ask yourself this: How many rejections would you need before you quit? How many times could you hear the word 'No' before you gave up, and started working on Plan B?

Quitters never win: Winners never quit!

Although numerous doors were slammed in this man's face, after 1,532 rejections, the story goes, Colonel Sanders got a Yes, and the rest is history!

What is the true nature of success? Becoming powerful or successful, does not happen overnight. All true leaders have taken a long time and done a lot of work to get where they are. Real success has to be developed.

There are only two kinds of people in this world - those who are, and those who are not. Decide what you want to be, and be it! There is no trying, there is only doing!

Establish two principles for yourself - There shall be no Plan B. And: Failing is not an option! With that as your basis, there's nowhere to go but Up.

A JOINT VENTURE

Joint Ventures are great ways to reach new customers. For example, suppose you sell powdered fruit juices, and further suppose you have designed a print advertisement to run in some magazines shortly. If you were to turn the print ad into say 1,000 flyers, and you were then to get some samples of your juice powders - let's say a one-serving sachet - then you could partner with another company to increase sales for both of you.

Perhaps you could contact 3 or 4 companies that have the same audience, you might be able to persuade them to include the flyer and sachet in their next mailing. You will surely be confident if people try your product and venture to your website, you would have a good chance of converting each lead. You could throw in a promotion code for 10% off. This might cost you, say $5 per customer including the sachet, flyer and 10% deal. But if you have a good return buy rate, you could make this back on the initial sale, let alone repeat buys.

You could offer the companies that do this a good incentive – perhaps pay them an amount per lead, offer them advertising on your websites, newsletters etc... You could even persuade people who do trade shows to offer these on their trade tables for a one off payment. The opportunies are endless.

One mistake repeated time and time again in these sort of offerings is to make the offer of partnership unattractive. Partnership/joint venture/strategic alliance - whatever you call them - are 50/50 affairs. Offering a company or independent sales person 5% or 10% commission is insulting and counter-productive.

If you are asking another company to send your product sample to their customers, for example, you are asking this company to invite their customers to spend money on your product rather than their own. It's a non-argument to say, well the other company doesn't have the same product so we are not taking anything away. Yes, you are. Money is a finite resource. Once their customers have spent their money on your product, the customer has less money left to spend with your partner. There is always competition, even between companies that do not seem to compete.

In this case, you must set it up so that you both benefit equally - 50%. And if this exercise will bring good subsequent sales to you, you must make it so it brings good subsequent sales to your partner, too. If you will gain more benefit from follow-up sales, then give your partner a greater proportion of the first sale gains.

See Jay Abraham's example of that arthritis rub - 'Icy-Hot' I think it was called. According to Jay, he paid a radio station $4.00 for every $3.00 sale they generated because there was no back-end for the radio station and all follow-up sales went to the company.

It must be a win-win for both of companies.


Regarding Backend?

1. You want back-end (repeat) sales but you also want your partner company to have a back-end, if possible. Then you can share the front-end 50/50. If there is no back-end for them, that's when you must 'over' compensate them at the front.

2. Partner companies will be wary of losing their customers to you. Protect them by letting their customers buy your product from the partner. Partner includes your promotion in their advertising or invoice enclosure, whatever. Customer sends money to partner, partner pays you 50% of money received and provides names and addresses of buyers for you to fulfill. Now you have a list of customers for follow-up sales but the buyers are still customers of your partner and you have no access to non-buyers. This protects the integrity of your partner's relationship with their customers. You get to follow-up directly with buying customers but not non-buying customers.


What if, you may ask, a buyer wants to buy again? How can you make sure that repeat buyers don't buy through the partner?

Repeat buyers won't be able to buy through the partner if it is a limited time offer. Also, because you fulfill that first order, it makes it clear to the buyer that you are the supplier and, of course, you include a re-order form with the product for them to re-order from you.

Also, you might only sell one of your products through the partner and all other products directly on re-order. That way you can continue to allow your partner's customers to purchase that one product through him, even re-orders, knowing that every fulfillment is accompanied by a your own advertising for other products and a re-order form back to you.

If you are thinking about using a coupon with your partner's name on it, your partner must trust you. He won't know how many of his customers place an order and he has no way of *knowing* that you will honor your committment to him. But if he collects the money, and pays you 50% for you to fulfill, he is guaranted that you will fulfill the order or he can send the customer's money back. He is also guaranteed his share because he gets to handle the money.

You don't need to handle the money. As long as you get your share prior to fulfillment, you are fine. The way I have laid it out here, both of you are guaranteed and neither has to trust the other. Furthermore, in letting your partner handle the money, he gets to feel you trust him (even though there's no risk involved) and you get relieved of a certain amount of paperwork - thus, it is simpler.

Also, you can include a personalised letter with each order fulfillment saying thanks for the order and offering 10% on their next order.

The sort of objection I sometimes encounter for this arrangement is that the partner might not pay you. You would be putting all your trust in their hands, you might think, and that if you arrange to receive the money it would limit the risk for you.

But that's not true...

  • Partner sends your ad to his customers.
  • Customer decides to buy and sends money to partner.
  • If the partner keeps all the money, you don't ship any goods. In fact, you won't even know about it. But that's not your concern. The customer gets on to the partner saying, where's my product? You are not in the loop yet. The customer doesn't even know you exist yet. The customer has received an ad for a product from the partner. If the partner doesn't deliver, the customer gets on to him.
  • But the partner pays you your 50% to supply the product, which you do directly to the customer. You don't ship until you get paid. In fact, you won't know a customer exists until you get paid.
  • There is no risk for anyone but the customer. Nobody has to trust anyone - except the customer who has to trust the partner, with whom he has already done business and believes to be trustworthy.

Another objection is, the customer would just be able to go and buy from the partner repeatedly.

That is true, if it was not a limited time offer. But, as I said before, if you are only partnering with another company for one of your products and are sending a full catalogue with the fulfilled order, the customer cannot buy your other products from the partner, they must buy them from you. If a customer only wants that one product and consistently buys from the partner, consider your additional cost as extremely targetted (ie. more efficient) advertising for your other products.

Every time you get your full catalogue in the hands of someone you know uses your products, that's better than sending 100 catalogues by bulk mail.

Let Loose Lawyers on Corporate Outlaws

Stopping corporations from cooking their books and having auditors bless their felonies will not be accomplished by increasing prison sentences. That’s fighting corporate fraud the way we have been fighting the war on drugs. Lots of talk but no action. We can get action by repealing the 1995 Private Securities Litigation Reform Act and turn loose the class action lawyers to go after the outlaws.

Before 1995 investors could use class action lawsuits to hold responsible executives who fraudulently reported sales and book-to-bill ratios, those who delayed reporting business reverses to inflate stock prices so they could exercise favorable stock options, and auditors who looked the other way, such as in the savings and loan association rip-offs.

In 1995, a Republican Congress passed the PSLRA to limit class actions. Republicans have long opposed class action lawyers’ efforts to represent consumers and investors. Even President Bush in a Texas gubernatorial race campaigned against class action lawyers who represented investors in security fraud cases, no doubt feeling the heat from his own questionable transactions. During the Clinton administration, Republicans screamed that private attorneys prosecuting securities frauds were bringing “frivolous cases,” and that enforcement should be solely in the hands of the SEC. The Contract with America proponents told us that the greediest of Wall Street were going to voluntarily follow the law when there were no private attorneys general in sight and the market would control any excesses.

The new statute placed onerous restrictions on shareholders efforts to hold corporate crooks accountable, limited the responsibility for accountants who were guilty of fraud and required defrauded investors to describe in detail all aspects of corporate fraud before taking depositions and learning how shysters had cooked the books. Damaged investors had to be able to explain the corrupt acts of corporate officers in order to stay in court even before they had conducted a full investigation. This new U.S. public policy restrained the private enforcement of laws, knowing that a strong plaintiff’s bar of private attorneys’ previously had played a significant role in the enforcement of securities laws. Private civil enforcement of the securities laws died. The effect was to reduce the probability that crooks would be held responsible for cheating.

President Clinton foresaw the decimation of private enforcement of the securities law. He vetoed it, but a Republican Congress over-rode his veto and we have seen the results.

Never before have there been as many financial frauds perpetrated on investors worldwide. Since 1995, Enron, WorldCom, ImClone, Global Crossing Ltd., Adelphia Communications, Xerox, Merck, Bristol-Myers Squibb, and Qwest cheated investors because there has been little fear of being sued. They have fabricated revenues, disguised expenses as investments and established off-balance sheet partnerships to inflate profits because the chances of being held accountable has been nil.

Investors were better off when the private securities bar could call out a posse of lawyers and bring in the desperadoes, make the shysters pay and scare would-be manipulators into being honest. Insurance companies, pension funds, unsophisticated investors, and retirees are more at risk today as a result of the PSLRA as current events have proven.

As waves of securities frauds hit the financial beach, confidence in the U.S. stock market has eroded worldwide. The dollar is approaching serious lows and soon the U.S. will have to raise interest rates to stem the tide of money leaving U.S. markets. Insurance companies, banks and a range of significant institutions have relied upon the integrity of our financial markets and the damage report is far from complete. We can increase investor confidence by insuring that wrongdoers will be under constant scrutiny and held accountable when they step out of line. It was a mistake to adopt the PSLRA and limit the private enforcement of our securities law. Repeal it now. Turn loose the class action lawyers.

Brain Injury: Proving a Lifetime Disability

Head injuries bring more than 400,000 people to hospitals every year. Approximately three-quarters are diagnosed as having suffered a mild to moderate injury - injuries that can be subtle, persistent, and potentially long term.

Demographically, three quarters of the survivors are males, one half of whom are ages 15 to 34. They are the "go for the gusto," high speed, consumers of alcohol who are going to live forever and who dominate ERs Friday night through Sunday morning and the Monday morning arraignment calendars. From a public health perspective, alcohol abuse training, roll bars, air bags, and helmet protection for motorcyclists, bicyclists, skateboarders, and skiers are top priorities because the number of TBI survivors is not expected to significantly diminish over the next ten years.

The most challenging aspect of representing TBI survivors is that many times they suffer minimal outward physical manifestations of injury. These patients are told they will recover. As a result many do not receive appropriate care and treatment for the disabilities that follow, including physical, cognitive, psychological, and social impairments. Maximizing damages for these plaintiffs requires a thorough understanding of traumatic brain injury. Since the medical community generally speaking is not well trained in neurobehavior, physicians often fail to diagnose the short-term and potentially chronic aspects of closed head injuries in the regular office visit. Outside of the regional head injury treatment centers, neurologists on a day-to-day basis do not treat trauma victims. Neuro-surgeons see only the most severe cases of acute disorders and coma.

There is widespread misunderstanding concerning traumatic brain injury even in otherwise knowledgeable medical circles. Anecdotes do not replace scientific evidence, bur recently a well regarded neurologist, an assistant clinical professor of medicine at Stanford University and a respected scientist and author, concluded that a moderate head injury in a bicycle/truck collision, in which the plaintiff's bicycle helmet was fractured, was not responsible for chronic fatigue six months post-injury. Even after he reviewed well documented medical references describing fatigue as the most common complaint in two-thirds of all minimal to moderate head injury patients, this physician still opined that his patient s fatigue was secondary to depression and unrelated to injury. Such a misinformed view by a treating physician severely impacted the plaintiff s ability to achieve fair compensation in a strongly contested case of liability.

People with concussions heal over time and that many of the emotional conditions reported can be equally associated with psychological conditions which occur in the absence of physical trauma. In this setting, reassurance goes a long way to promote healing and well-being. Unfortunately, reassurance should always follow a realistic assessment and often there is not enough time, or insufficient skill, to conduct a proper medical evaluation.

To maximize damages for this plaintiff requires a grounding in the medicine of head injury and an understanding the full range of traumatic brain injury is a sine qua non for plaintiffs who have suffered physical injury and in evaluating plaintiffs insulted by contaminated drugs, toxic exposures, and silicone gel breast implant reactions.

Keep in mind that, unlike common orthopedic injuries, there is no bright line to identify brain injuries and even if there were a line it would not be a straight line. The range and severity of disabilities in one patient will vary dramatically. Some functions may be severely disabled and other skills intact. That is why learning the medicine and being able to identify when you need to seek a neuro-psychological consultation is important. As a trial lawyer you must be alert to the full range of TBI symptoms.

Attorneys are often the first professionals who take the time to listen carefully to the patient, who critically evaluate any lingering condition, or carefully observe symptoms. Families members accompanying the plaintiff are excellent resources who can describe changes in personality, skills and the subtle symptoms and complaints many times dismissed as the complaints of a hypochondriac. During the several hours you devote to meeting with a new client, conduct a review of the common symptoms of TBI that are discussed below and do not hesitate to have the client referred for a neuro-psychological evaluation if you suspect there may be brain injury. The earlier you make the referral the better because that initial evaluation may be the first objective evaluation for the purpose of establishing a baseline for later comparison.

The human brain consists of billions of microscopic fibers, suspended in cerebrospinal fluid. While the exterior skull is smooth, the inner surface contains ribbing and pronounced bony structures. Impact with these inner surfaces of the skull causes tearing and bruising that results in brain damage.

Injuries occur when the momentum of the brain impacts against a skull that has been decelerated. This often results in swelling and resulting compression that can have long term effects. Nerve fibers are sheared in rotational injuries that can leave the brain stem permanently altered. Respiratory obstructions and compromised lung function that cause a total cessation of oxygenation result in anoxic injuries. Medically these injuries are distinct from hypoxic injuries caused by reduced oxygen.

The severely handicapped TBI survivor presents the easier case for maximizing damages because the extent of the injury is not doubted. It is the patient with mild injuries with a complete medical recovery from physical symptoms that presents a major challenge to the skill of treating physicians, rehabilitation professionals, and to the legal team called upon to prove and explain the long term effect of these injuries to judges and juries.

Post-concussion syndrome presents with headaches, spasticity, dizziness, reduced coordination, sensory dysfunction, memory losses, problems in concentrating, difficulty in perceiving, sequencing, judgment and communication, fatigue, loss of empathy, depression, anxiety, sexual dysfunction, depressed motivation, emotional volatility, slowed thinking and impaired writing and reading skill. Patients complain of trouble organizing thoughts, inability to express themselves, difficulty selecting and recalling words, short-temper, learning new information and retaining it, getting lost, confusion and agitation. These are the same symptoms and complaints observed and experienced by survivors of severe injury. Studying and understanding the treatment of the severely injured will assist in identifying the needs of the person who has suffered mild head injury.

To appreciate the extent of a precipitating injury, it is helpful to understand two commonly used medical scales found in every medical chart involving TBI.

The first is the Glasgow Coma Scale which rates a patient s ability to open his/her eyes, response to verbal commands and verbal responses. Each level of response indicates the degree of brain injury.

A Winning Strategy in Defective Products Cases

INTRODUCTION

A products case is won or lost in the early days following the accident, when the preliminary investigation must be initiated. This article will offer some suggestions on how to proceed in order to increase the client's chance of success.

IMMEDIATE INVESTIGATION

The first priority is to call an experienced products liability attorney who will make sure that all evidence is preserved. Remember that the product must be secured immediately. Never be afraid to buy wreckage and if anyone should have second thoughts about buying a wrecked Bronco, a Jeep that rolled or a vehicle that has a gas tank that failed, keep in mind that it is comparatively inexpensive to buy a wrecked car, for example, compared to the value of a successful product liability case and if worse comes to worse it can be sold, but once it is lost it is gone forever.

Once you gain ownership of the defective product, lock it up in a facility that you control. Never assume that no one will want the wreckage of a destroyed automobile. In two cases against BMW alleging the gas tanks in models 1600 and 2002 were defective, the hulks mysteriously disappeared. In another case in which a four teenagers burned to death in a 1978 Dodge Ramcharger equipped with a plastic tank, an investigating service believed to have been retained by Chrysler offered to buy the burned hulk from the wrecking yard. In the case of the BMW, investigators for the car manufacturer photographed the evidence six months before the injured plaintiff retained his own attorney. Major manufacturers carefully read newspapers and whenever possible secure evidence to deny plaintiffs the ability to pursue claims.

If the evidence cannot be bought, at a minimum put everyone on notice, including owners, tow operators, wrecking yards, police impounds, and the like, that they must take every step to preserve important evidence and the failure to do so will subject them to being sued for allowing evidence to be destroyed.

When the product is in the possession of a third party or one of the anticipated defendants, immediately file an independent action for a temporary restraining order and a preliminary injunction to avoid alterations or destructive testing. The temporary restraining order should be carefully drafted so that anyone receiving notice of the order and in control of the article will be required to deliver it to the possession of a neutral person and to initiate preventive measures against damage in transit.

Next, obtain the complete history of the article. Determine the date of the original sale, identity of the dealer, distributor, subsequent purchasers, lessees and users. Locate the instruction booklet, assembly booklet, warranties and all other written material that accompanied the new product at the time of the original sale and distribution. Determine whether the article was modified or otherwise changed after it left the possession of the manufacturer and distributor and, if so, the identity of the persons or entities which made the modification and the dates involved.

Obtain the basic background data. This includes a complete description of the article, the manufacturer, distributor, sources of all component parts and all written materials pertaining to the product; advertising brochures, instruction booklets, technical data, parts manuals, repair manuals, operating manuals, catalogs, technical and lay advertisements, blueprints and diagrams of the article and component parts.

Buy two or more duplicate products for later testing and use at trial. Often designs and product literature will change or are simply not available as trial time draws near. Buying exemplars at the beginning of a case can pay important dividends later when the defendant manufacturer explains that the original engineering drawings no longer exist as a result of a corporate destruction program. If you own exemplars it does not matter if you do not have the original plans.

DEFENDANTS

The potential defendants in a products case include the manufacturer, assembler, component supplier, testing laboratories, advertising agencies, distributors, retailers and repairers. [see generally, 8 Pacific L.J. 865 (1977), 9 Univ. of Cal. Davis L. Rev. 421 (1976).]

It is always important to name not only successor, but predecessor corporate manufacturers. [Ray v. Alad (1977) 19 Cal.3d 22.] In some jurisdictions, a purchaser of an existing business does not assume the liability of a former corporation unless such liability is expressly assumed in a contract of sale or under circumstances where two corporate entities have merged. In these cases it is important to name the predecessor corporation.

In addition, bailors and lessors can be held strictly liable. Foster v. Day and Zimmerman Inc. (8th Cir. 1977) 502 F2d 867. An employer who manufactured the defective product for sale to the general public can be liable in tort. [Bell v. Industrial Vangus, Inc. (1981) 30 Cal.3d 268.]

GOVERNMENTAL ASSISTANCE

In proving the plaintiff's case, a plethora of federal and state statutes, regulations, and safety orders concerning a variety of products can assist.

The discovery of a violation gives the plaintiff's attorney an outstanding advantage. Not only may a statutory scheme such as the Consumer Products Safety Act, provide for a direct civil remedy, but counsel may also locate agencies concerned directly with the product which can serve as a basis for gathering further information. Federal statutes encompass aircraft, automobile equipment, boats and boating equipment, insecticides, medical devices, hazardous substances, highway safety, household refrigerators, packaging to protect children, mobile homes, motor vehicles, natural gas pipelines and occupational safety and health.

In California, as well as other states, the Legislature has provided standards for a broad range of products: animal fee, blood products, brake fluid, canned foods, barbecue charcoal, electrical power lines, excavations, fire extinguishers, flame retardants, bedding, ceramic tableware, fireworks, honey, water, paint, meat, milk, petroleum products, pipelines, cranes, trenches, plastic bags, radio-active materials, swimming pools and toys. In addition the California Division of Industrial Safety issues safety orders regarding aerial trams, boilers, compressed air, construction safety, electrical safety, elevators, mobile equipment, plant equipment, dangerous machinery, power transmission equipment, high voltage electricity, sawmills, mines, oil drilling, oil refining, ship building, tunnels and window cleaning.

State police or the highway patrol should be checked for regulations concerning the use and equipment of motor vehicles. Most state fire marshals issue fire safety standards and basic building design and construction standards.

Numerous federal agencies can help the attorney prepare the plaintiff's case.

The U.S. Consumer Products Safety commission is an independent federal agency whose main purpose is to reduce injuries. The Commission issues consumer product safety rules and can ban hazardous products. It maintains an Injury Information Clearing House to investigate and disseminate data relating to the cause of injuries associated with consumer products.

The National Technical Information Service of the U. S. Department of Commerce supplies a wide range of technical information and has a literature search service.

The Occupational Safety and Health Administration (OSHA) publishes numerous regulations and pamphlets on workplace safety and health standards, the use of industrial substances, and safety in industrial and construction operations.

Another source for information on regulated substances is the Environmental Protection Agency, which has the authority for air, water and pesticide standards.

Information concerning standards for various products and materials is available from the Office of Technical Information and Publications of the National Bureau of Standards.

The Food and Drug Administration should be contacted in cases involving food, drugs, medical devices or cosmetics. The FDA establishes the standards for regulated products and also has information on drug ingredients and food and drug manufacturing methods.

Electronic products which may emit radiation are regulated by the Bureau of Radiological Health, which has information concerning research, testing, and recall campaigns.

The National Highway Traffic Safety Administration (tel. 800-424-9393, fax 202-366-7990) develops and issues safety standards for all new cars, conducts research on accident prevention, investigates motor vehicle defects and enforces notification of defects to owners of record. Numerous publications are produced by the Administration for consumers and their lawyers. The Federal Highway Administration is concerned with improving highway safety and conducts highway safety research relating to trucks and busses. The Transportation Research Board will conduct a computerized search and furnish abstracts of all engineering articles pertaining to highway topics.

The United States Coast Guard sets standards, makes factory inspections and conducts investigations of consumer complaints of defective boats. The Coast Guard notifies boat owners when defects are found.

Some other federal agencies that can assist the plaintiff's lawyer are the Federal Aviation Administration, the National Transportation Safety Board, and the Federal Fire Council.

PRIVATE SOURCES OF PRODUCT INFORMATION

Take advantage of the enormous amount of safety and accident prevention information published by insurance organizations. The Factory Mutual Engineering corporation of Norwood, Massachusetts, publishes a catalog of books, pamphlets and films on the prevention of industrial accidents and data containing technical information for preventing losses by fires, explosions and machinery accidents.

The American Insurance Association maintains an engineering and safety service and has pamphlets concerning a wide range of accident prevention topics.

Technical and scientific information can be located in several indices which contain references to scientific books, articles and reports on almost every product manufactured. The Applied Science and Technology Index, Engineering Index, and Science Citation Index should be checked.

The National Safety Council, National Fire Protection Association, American National Standards Institute, American Chemical Society, American Society of Mechanical Engineers, American Water Works Association, and the Manufacturing Chemist's Association all have scientific and technical data.

The Center for Auto Safety (202-328-7700) in Washington D.C., the Transportation Safety Department of Calspan in Buffalo, New York, and the Highway Safety Research Institute in Ann Arbor, Michigan, all do research in the field of automobile design. The Society of Automotive Engineers in Warrendale, Pennsylvania, maintains a complete library on automobile components and safety standards.

EXPERT ADVICE

The search for product information is often an arduous task and in many cases will be assigned to an expert in the field. Finding a qualified expert at the outset is usually the major factor in successfully proving the plaintiff's case.

Although a university professor may make an excellent witness, the skilled technician or mechanic should not be overlooked.

Lists of experts in various fields can be purchased from the California Trial Lawyers, San Francisco Trial Lawyers and the Los Angeles Trial Lawyers Associations. The Jury Verdict Reporter, in addition to its monthly report of verdicts, publishes a valuable semiannual index of all experts who have testified during the preceding six months. The list is indexed by name and field and is cross-referenced to the reported verdict. Should a particular expert interest you, speak with the attorney for whom the expert testified. Determine the nature and extent of the expert's qualifications and his or her impact on the jury.

A literature search can usually provide a list of potential experts on the esoteric subjects or, at a minimum, will lead to qualified experts willing to consult with attorneys. In a recent case involving a vintage fire hose coupling which failed when placed under pressure, all identifying marks had been obliterated by use and the manufacturer was unknown. A literature search uncovered a San Diego author, an expert on fire hose coupling threads, who was able to identify the small Wooster, Ohio, manufacturer from a photograph of the coupling. After service the manufacturer admitted that the coupling had been originally designed with set screws to prevent failure, but this safety device had not been utilized until after field complaints confirmed the need for this feature. This information flowed from a few hours in the library and a telephone call and short letter to the author.

Often a competitor of the defendant manufacturer will refer you to a recently retired employee "with forty years experience in the field" who is now consulting. While many such persons can never shake their "company" orientation, they are useful for referrals to other qualified persons in the industry.

A patent search also can be a source of potential experts, and most patent files contain numerous references to industry data not catalogued or otherwise indexed. In a recent case involving the loss of an eye from a chip of metal from a backhoe tooth, a technical manager of the original patent explained the thirty year history of the product and how the accident backhoe tooth was never intended to be cast as a single piece and that this manufacturing method was in fact responsible for the plaintiff's blindness.

In addition to utilizing engineering testimony, consideration should also be given to psychologists or experts specializing in the field of human factors. On occasion a strict engineering approach fails to consider that a product must be designed so that people can safely use it. A bio-mechanical analysis can reveal a hidden trap for the unwary user or a practical way to prevent injuries. In a case against the manufacturer of a defective industrial switch that exploded and spewed burning oil, a human factors consultant envisioned an inexpensive safety lock that could be added to the existing design at little cost and which would have prevented the plaintiff's catastrophic injuries.

In appropriate cases, testing, either destructive or nondestructive, may be necessary to determine whether there is evidence that the product failed or could fail in the manner theorized by the plaintiff.

APPROACHES TO DISCOVERY

The plaintiff's expert should also help determine exactly what information needs to be developed or obtained in the course of discovery.

Carefully drafted interrogatories can be a strong tool to perfect the plaintiff's claim. Interrogatories should identify and locate blueprints and diagrams of the product and component parts, the materials used in manufacture and their suppliers, a breakdown and analysis of the manufacturing and quality control processes, the schedule of inspecting and testing of the product, patents and patent applications, dealer bulletins, advertising materials, trade journals and scientific journals.

In some instances, a manufacturer may have an indexing system to all its records. In the birth control pill litigation with Searle Company, manufacturer of Enovid, Searle denied that one of the known side effects what thrombophlebitis. In the course of discovery a computer printout listing complaints from doctors about the side effects was located which referred to numerous complaints of thrombophlebitis.

Interrogatories should also obtain information pertaining to subsequent design or manufacturing changes, since evidence of subsequent changes is admissible in products litigation. [Ault v. International Harvester Co. (1975) 13 Cal.3d 113.]

Interrogatories must identify pertinent standards issued by engineering associations concerning the product in question and locate the complete accident history file for the product and other similar models, and information concerning any other lawsuits. Counsel should determine if the manufacturer maintains a safety committee and whether or not minutes of discussions exist. Determine if there is a regular document destruction program and, if so, what documents have already bee n destroyed.

Interrogatories should identify each person connected with the design not only of the product in question but of similar products, including employees of the manufacturer and others consulted concerning the design. Reasons for selection of the design in question from alternates should be explored, as well as a description of safety features, the persons designing such safety features and all subsequent testing of safety features. Information regarding safety devices known to a manufacturer but not used should also be obtained. Much testing goes on during designing and a description of each test conducted with all test records should be elicited from the defendants. Counsel should also determine the intended use of the product when the design was originally considered and the contemplated conditions under which the product was to be operated.

Often answers to interrogatories will provide you with an opportunity to gain access to valuable test data and interoffice memoranda. During the MER/29 litigation against Richardson-Merrell Company, a number of skeletons were found hiding in corporate file drawers. [See Toole v. Richardson Merrell (1967) 251 Cal.App.2d 689.] MER/29 was developed and marketed to help reduce blood cholesterol. One side effect was the appearance of cataracts on the eyes of some users, which led to partial loss of sight in some cases.

Over a thousand personal injury claims were eventually filed. In the course of discovery a memorandum detailing cataracts in laboratory dogs and monkeys was found. The fact that Richardson-Merrell had concealed this knowledge was proved through interoffice memos obtained through discovery.

When doctors began to realize the side effects of MER/29 they were contacted by Richardson- Merrell employees. One interoffice memorandum advised a Richardson-Merrell employee to respond to a complaining doctor by cooperating with him in hope that it might keep him from publishing before Richardson-Merrell could "snow" him with data from other sources.

In a 1974 Paris air crash 345 people were killed when an aircraft baggage door opened unexpectedly. Detailed discovery was the key to the plaintiff's success. Two years before the accident, in June 1972, one of the defendant's engineers wrote a memo stating:

  • "the fundamental safety of the cargo door latching system has been progressively degraded since the program began in 1968. The airplane demonstrated an inherent susceptibility to catastrophic failure when exposed to explosive decompression of the cargo compartment in 1970 ground tests."

The Pinto case is another important example. [Grimshaw v. Ford Motor Co. (1981) 119 Cal.App.3d 757, 791-792.] In this case internal Ford engineering studies concluded that the cost of paying victims for injuries and deaths would be less expensive than installing a device that could help prevent gasoline from escaping from vehicles in collisions. This famous "Grush" memo, named after its author, was the basis of a $127 million punitive damage award.

These documents also prove the truth of litigator's adage that "the paper does not lie." Every successful product liability case rests on a solid foundation of thorough discovery of internal corporate records, which can provide unimpeachable, convincing proof of liability.

CONCLUSION

Because product liability cases require detailed preparation, an early determination of potential liability is essential before expensive discovery is undertaken. The importance of promptly securing the defective product and fully utilizing inexpensive sources of product information can reduce the cost of litigation and at the same time provide valuable aids for establishing liability.

Minggu, 20 Juli 2008

PLANNING INCOME AND EXPENSE EVERY MONTH

In my previous article, I said that there are several things to help your finance every month :

  1. Plan your income and expense every month
  2. Do the plan strictly
  3. Have reserves fund
  4. Take some insurances

This article will discuss point 1 and 2.

  1. Plan your income and expense every month

Starting right now, plan when you will get your salary, how much its amount, and when you will spend your money, what the posts and how much the amount of expenses. The plan called Budget.

In example, you will receive this much on your salary on 27th, then from that amount you will use this much for this expense, that amount for that expense, and so on. So, if you make a budget first, you will detect on the first place whether there will be deficit or not in the middle of the month. If yes, you can revise the budget to avoid deficit.

Composing budget is very easy. If you have already known the amount of average income and expense every month, you could also predict how much income and expense for the next coming months.


Budget function

Many people feels uncomfortable to draw up and have budget. They think budget is the same with restrain their shopping desire.

NO. The function of a budget is to inform if your expense surpass your income or not. If yes, you ocan revise the budget so deficit can be avoided.

But, if you do not have budget, you will be difficult to know if your family expense has surpassed the income. So, if there is deficit at the end of the month, you just realize it at that time, after all has happened.


IMPORTANT

Include saving in your budget. Usually people save their money later, after their money was spent. So, sometimes they cannot save their money because all of their money was spent for shopping.

Thereby, it would be better if saving is not included later but earlier. Therefore, when you draw up a budget, insert saving as one of the posts that you must do earlier, at least after you repay your loan.

  1. Do the plan strictly.

A plan is useless if it is not done. In here, plan of income and expense as much as Rp250,000, if you strictly obey and want to do according the budget, at the end of the month the discrepancy between income and expense of your family will be certainly figured out, namely Rp250,000.

Thereby, it would be easier to make another plan froward, because you have already known that every end of the month you surely have discrepancy of Rp250,000, which can be used for another purpose.

However, sometimes people, although have already made up a simple budget, is still unable to meet their budget. If he, i.e. allocated Rp500,000 per month for shopping, the figure could expand to Rp750,000.

This can be prevented with a harder system, namely 'envelope system'. If you have already drawn up a budget, you should allocate the amount right away according to each post. Each post is represented by one envelope. If the money in the envelope is empty, you don't have to try opening the other envelopes, because you have already known that budget for the related post has touched its limit. Envelope system is a little complicated, but perhaps it is the sacrifice that you should doso that you will not experience deficit. The most important, your expense now is more controllable.

A SECRET OF FINANCIAL MANAGEMENT

A huge earning is usually considered for measuring the wealth of someone. However, why do so many people with huge income frequently end up running out of money in the middle or at the end of the month? What is the problem?

If you have a job now, do you remember the first one you ever had? Usually, the first experience on work is the most unforgettable experience.

Let's take an example. Anto was still living with his family until he got a job at the age of 23, as a clerk in a trading company. At that time, he had just graduated. Although he had to go through a probationary period, Anto was so excited when he knew that he would get his first salary. His salary was Rp 600,000, which he would receive on the 27th.

We can guess what he would want to do: he wanted to treat his family. He wanted to express his gratitude for getting a salary for the first time in his life, and he also wanted to show them that he was independent now.

Let's see: he received the salary on the 27th. On the 29th he took his family out for a meal in an all-you-can-eat restaurant, so each of them could satisfy their appetite. The pre-tax cost for one person was Rp 22,000, and after tax was Rp 24,200 per person. All of his family members were 7, consisting of his father, mother, one big brother and 3 annoying younger brothers. All was 6, plus Anto made it 7. It means that he had to pay the dinner bill of Rp 169,400. Which means, only 2 days after he received his salary, he had already spent 28% out of his salary for that month. So, he had only Rp 430,600 left for the rest of the month.

"No problem", thought Anto. "It's my own family that I treated, not other people. Besides, it's not every day I do that. Once a month is enough." Days went by. One week, 2 weeks, 3 weeks. "Hmm…that stuff in the mall looks pretty good. There is a very interesting looking shirt. Okay, it costs Rp 28,000. There's also this nice pair of trousers to wear for work. Very cheap, costs only Rp 65,000. It won't hurt to look stylish at the office". He then started buying things. "Okay", Anto thought, "one shirt and a pair of pants for this month. The rest of my salary would be used for transportation and food until the end of the month" .

What happened? On the 24th of the next month, just three days before his second-month payday, he had only Rp 50,000 left.

Anto started thinking. Okay...., such was because he spent most of his money to treat his family. Also this was his first time working. Within the coming months, his finance would be better.

The second month, he got his salary again. Still in the same amount. No raise yet. The difference was no more treating the family. Days and weeks went by. A few days before his third salary, he only had Rp 75,000 left.

Three months passed by, he was finally accepted as permanent employee. He got a Rp 150,000 raise to Rp 750,000. "Not bad", Anto thought. This meant that I would be able to "breath" and save a little. But strangely, a few days before even one month period ended, his still had only little money left. The sixth month, the seventh month, the eight month, although he got a raise, but he still ran out of money and could not put any into savings.

As a matter of fact, Anto is not the only one, whose income is under Rp 1m, with this problem. Even people with millions per month income still have trouble saving money.

What is really happening? Many people think that by getting a raise, they will not run out of money in the middle of the month and they can save for sure. Every month they hope that they will get a raise the next months. But after they really get a raise, they still run out of money.

It is clear that the solution here lies not on how big your income is. The amount of your income does not guarantee that you will not run out of money in the middle of the month. The size of your income does not guarantee that you will be able to save. The key here is not how much money you make, but how you manage your income so that it can be stretched in a one-month period.

There is no fixed way on the right method to manage your finance. However, based from experiences, there are several things that can help you manage your finance well each month:

  1. Plan your income and outcome every month.
  2. Carry out the plan strictly.
  3. Have reserved fund.
  4. Join insurance plan.
In the next number, we will discuss each of the approaches.