Get an Auto Loan the Smart Way

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Did you know that most people pay hundreds or thousands of dollars more on auto loans than they have to? Get an auto loan the smart way. Read on.

Most people really get taken for a ride on their auto loan. Did you know that differences in the total cost of different auto loans can run into a thousand dollars or more? Here’s how you can get the lowest rate:

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Make a list of different auto loan lenders and their interest rates and terms, before you go to the dealer (the web is usually the easiest way to do that). Did you know dealers get a commission on the loans they refer? If you’re not careful, that extra bit of money for the lender could mean you pay a higher rate than you would if you got the loan yourself.

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Get a credit report and figure out your FICO scores. Removing any incorrect negative information from your report will help you get a better deal. Knowing exactly what your score is will help you figure out what interest rate you can realistically get.

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Have bad credit? Try going to your credit union, bank or another institution where you have a relationship. Lenders like to help out established customers. If your bank still won’t help, online "bad credit auto loan" lenders usually offer better less expensive loans than dealers who advertise their great deals for people with poor credit.

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Use a vehicle loan calculator. It will tell you what your loan will cost each month. It saves you the time of looking at vehicles you can’t afford, makes you aware of what information you’ll need to apply for a loan, and is a "reality check" of your financial condition.

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Comparison shop, comparison shop, comparison shop. You don’t get the least expensive car by choosing a dealer at random, and you won’t get the least expensive auto loan that way, either.

Start researching your options now:

Get credit reports and FICO scores here:

Use this vehicle loan calculator:

Comparison shop among these lenders:

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You've Done PR the Hard Way Long Enough

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Please feel free to publish this article and resource box
in your ezine, newsletter, offline publication or website.
A copy would be appreciated at bobkelly@TNI.net.
Word count is 1135 including guidelines and resource box.
Robert A. Kelly © 2005.

You’ve Done PR the Hard Way Long Enough

As a business, non-profit or association manager, let the
tacticians handle the special events, brochures and press
releases from now on.

You have better things to do.

Like demanding the real results you’re entitled to, and for
which you’ve paid good money! Results, that is, that will
come about when you do something positive about the
behaviors of those important external audiences of yours
that most affect your operation. In particular, when
you persuade those key outside folks to your way of
thinking, then help move them to take actions that allow
your department, division or subsidiary to succeed.

In other words, good public relations can alter individual
perception and lead to changed behaviors among key outside
audiences. And that can help business, non-profit and
association managers like you, achieve their managerial
objectives.

How do I know? Because people act on their own perception
of the facts before them, which leads to predictable behaviors
about which something can be done. When we create, change
or reinforce that opinion by reaching, persuading and moving-
to-desired-action the very people whose behaviors affect the
organization the most, the public relations mission is
accomplished.

Luckily, here’s what can materialize from this approach:
prospects starting to work with you; capital givers or
specifying sources beginning to look your way; welcome
bounces in show room visits; membership applications on the
rise; customers starting to make repeat purchases; fresh
proposals for strategic alliances and joint ventures; community
leaders beginning to seek you out, and even politicians and
legislators starting to view you as a key member of the business,
non-profit or association communities.

Clearly, your first priority will be involving your public relations
people by getting them on board this particular approach to PR.
They must buy into why it’s so important to know how your
outside audiences perceive your operations, products or
services. Be especially certain they accept the reality that
negative perceptions almost always lead to behaviors that can
damage your organization.

Take the time necessary to lay out how you will monitor and
gather perceptions by questioning members of your most important
outside audiences. Questions like these: how much do you know
about our organization? Have you had prior contact with us and
were you pleased with the interchange? How much do you know
about our services or products and employees? Have you
experienced problems with our people or procedures?

Take comfort from the fact that your PR people are already
in the perception and behavior business and can be of real
use for the initial opinion monitoring project. Professional
survey firms are always available, of course, but that can
be a budget buster. But, whether it’s your people or a
survey firm who handles the questioning, the objective is
to identify untruths, false assumptions, unfounded rumors,
inaccuracies, and misconceptions.

Now, you identify which of the problems outlined above
becomes your corrective public relations goal – clarify the
misconception, spike that rumor, correct the false
assumption or fix a variety of other possible inaccuracies?

The truth of the matter is, you can meet that goal only
when you select the right strategy from the three choices
available to you. Change existing perception, create
perception where there may be none, or reinforce it.
Picking the wrong strategy is about as cool as using cajun
spices in your Tiramasu! So please be certain the new
strategy fits comfortably with your new public relations
goal. You wouldn’t want to select “change” when the
facts dictate a “reinforce” strategy.

Some regard this as the toughest part of the job -- create
a persuasive message aimed at members of your target
audience. Yes, it’s always a challenge to put together
action-forcing language that will help persuade any
audience to your way of thinking.

And so, since s/he must create that very special, corrective
language, be certain you have your best writer on the
assignment. You need words that are not only compelling,
persuasive and believable, but clear and factual if they
are to shift perception/opinion towards your point of view
and lead to the behaviors you desire.

From here on in, things get easier. For example, identify the communications tactics you need to carry your message to
the attention of your target audience. Insuring that the
tactics you select have a record of reaching folks like your
audience members, you can pick from dozens that are
available. From speeches, facility tours, emails and
brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others.

Stay alert to the fact that the credibility of the message can be
dependent on the credibility of its delivery method. Which
means you may wish to deliver it in small getogether-like
meetings and presentations rather than through a higher-
profile media announcement.

When you receive requests for progress reports, consider
yourself alerted to the need for you and your PR team to
undertake a second perception monitoring session with
members of your external audience. You’ll want to use
many of the same questions used in the first benchmark
session. But now, you will be watching very carefully for
signs that the bad news perception is being altered in your
direction.

Don’t fret if things seem to be slowing down. Your PR
program usually can be accelerated by adding more
communications tactics as well as increasing their
frequencies.

When all is said and done, the bottom line is, this workable
public relations blueprint will help you persuade your most
important outside stakeholders to your way of thinking, then
move them to behave in a way that leads to the success of
your department, division or subsidiary.

So, stop doing public relations the hard way.

The public relations rules that will best serve any business,
non-profit or association manager, read this way: the people
you deal with do, in fact, behave like everyone else – they
act upon their perceptions of the facts they hear about you
and your operation. Strongly suggesting that you deal
promptly and effectively with those perceptions by doing
what is necessary to reach and move your key external
audiences to actions you desire.

end

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Passing the PR Bar

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Robert A. Kelly © 2005.

Passing the PR Bar

The public relations bar, should such a proficiency
measure ever come about, may well include a test of
PR’s fundamental premise: people act on their own
perception of the facts before them, which leads to
predictable behaviors about which something can be
done. When we create, change or reinforce that
opinion by reaching, persuading and moving-to-
desired-action the very people whose behaviors
affect the organization the most, the public relations
mission is usually accomplished.

And the premise should be tested because it’s of such
utility to many business, non-profit and association
managers in achieving their managerial objectives.
They use the right public relations to alter individual
perception leading to changed behaviors among their
key outside audiences.

In other words, they do something positive about the
behaviors of those important external audiences, then
persuade those key outsiders to their way of thinking,
then move them to take actions that allow their
department, group, division or subsidiary succeed.

What that approach does is let those managers avoid
over concentration on tactics such as fun-to-manage
special events, press releases and brochures. Instead,
they focus resources on the very external folks who
may hold their professional success as a manager in
their hands.

A variety of results can occur -- membership applications
on the rise; customers starting to make repeat purchases;
fresh proposals for strategic alliances and joint ventures;
community leaders beginning to seek you out; welcome
bounces in show room visits; prospects starting to do
business with you; higher employee retention rates,
capital givers or specifying sources beginning to look
your way, and even politicians and legislators starting to
view you as a key member of the business, non-profit or
association communities.

Can you say your PR team really gets it? Will they
understand the blueprint outlined above and will they show
commitment to its implementation, starting with key
audience perception monitoring? As luck would have it,
your PR people are already in the perception and behavior
business, so they should be of real use for this initial
opinion monitoring project. Be certain that your public
relations people really accept why it’s SO important to
know how your most important outside audiences perceive
your operations, products or services. Make sure they
believe that perceptions almost always result in behaviors
that can help or hurt your operation.

Sit down with them and review your public relations plan.
Talk it over with them, especially your game plan for
monitoring and gathering perceptions by questioning
members of your most important outside audiences.
Questions along these lines: how much do you know
about our organization? Have you had prior contact with
us and were you pleased with the interchange? Are you
familiar with our services or products and employees?
Have you experienced problems with our people or
procedures?

You may feel its best to use professional survey firms
to do the opinion monitoring work, but that can run into
real money. So you may wish to use those PR folks
of yours in that capacity since they’re already in the
perception and persuasion business. But, whether it’s
your people or a survey firm asking the questions, the
objective remains the same: identify untruths, false
assumptions, unfounded rumors, inaccuracies,
misconceptions and any other negative perception that
might translate into hurtful behaviors.

Since you need a PR goal that does something about the
most serious distortions you discover during your key
audience perception monitoring, you must now answer
these questions. Is the purpose of this drill to straighten
out that dangerous misconception? Correct that gross
inaccuracy? Stop that potentially painful rumor cold?
Or something else?

With your PR goal in hand, you now must pursue the right
strategy to tell you how to proceed, or you won’t reach that
goal at all. But keep in mind that there are just three strategic
options available when it comes to doing something about
perception and opinion. Change existing perception, create
perception where there may be none, or reinforce it. The
wrong strategy pick will taste like beef bouillion on your
Canoli, so be sure your new strategy fits well with your new
public relations goal. You wouldn’t want to select “change”
when the facts dictate a strategy of reinforcement.

Next product on the assembly line is a well-crafted
message to be sent to members of your target audience. It’s
difficult to create an actionable message that will help
persuade any audience to your way of thinking. What you
want now is your strongest writers because s/he must build
some very special, corrective language. Words that are not
merely compelling, persuasive and believable, but clear and
factual if they are to shift perception/opinion towards your
point of view and lead to the behaviors you have in mind.

Moving right along with the PR problem solving sequence,
we find those communications tactics most likely to carry
your message to the attention of your target audience. There
are scores that are available. From speeches, facility tours,
emails and brochures to consumer briefings, media interviews,
newsletters, personal meetings and many others. But you
must be certain that the tactics you pick are known to reach
folks like your audience members.

Should you wish to avoid too loud a voice with this kind of
“corrective” message, you might unveil it during smaller
meetings and presentations rather than using higher-profile
news releases, as the credibility of any message is fragile and
always at stake.

Around this time, someone will mention “progress reports,”
which will be your signal to begin a second perception monitoring
session with members of your external audience. You’ll want
to use many of the same questions used in the first benchmark
session. But now, you will be on red alert for signs that the
bad news perception is being altered in your direction.

Should you notice a slackening pace, your program can be
accelerated simply by adding more communications tactics
as well as increasing their frequencies.

Passing the PR bar – should it ever become necessary –
will suggest that the people you deal with behave like
everyone else – they act upon their perceptions of the facts
they hear about you and your operation. Which, in turn, will
suggest that you are constantly planning to do something
positive about the behaviors of those key external audiences
of yours, thus helping you achieve your managerial objectives.

end

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Nostalgia of Motorcycle Lovers

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Finding riders cleaning, repairing and maintaining their motorcycles is just a common sight. Perhaps, it is not exaggeration when I say they treat it as an extension to their life.

In fact, my brothers spent hours and hours in the garage to see to it that his beloved bikes look great and are performing well. From him I know the essentials of how to maintain it and other stuffs that must be known about motorcycles. My brother has taught me the different parts. To name a few there are aftermarket and oem parts. Aftermarket motorcycle parts include air filters, brakes, windshields and exhaust systems. Oem motorcycle parts or original equipment manufacturer parts are the parts that were on the machine when purchased new from the manufacturer. I also learned that if a part has been discontinued, you will not be able to acquire it again most likely.

Motorcycling and racing are interesting fields. It’s addicting. And now that I know the basics, something is driving me to know the rest…Perhaps that’s the reason why it is addicting!

There is something in motorcycles that make its riders grope unto its memories. The passion is burning hot like fire and the need to keep every memory attached to it cannot be overemphasized. I recalled a composition where a motorist made a narrative about his firsts in connection with automobiles. He wrote down the dates, description of all automobile and finally he pasted some pictures for documentation. Awesome care to be able to gather all the pictures together. And the bond still lives on…

We can observe that riders give extra-diligence in maintaining their motorcycles as if it’s a human being that needs to be given adequate care. I have talked to one of the rider’s partner and she told me that he’s man is pretty engrossed with the bike and the race that they no longer have enough time for each other. This is an apparent drawback with regards to rider’s romantic relationships. This is the reason why they will more likely choose a racer partner.

Racing is a heritage that riders seek to continue. This is the reason why they are very careful and attentive to the needs of their motorcycles. Sometimes we see it as overly caring way for a hobby, exercise or adventure but when we try to see it on a larger perspective motoring life is life itself that needs to be lived by the riders...

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Myspace Promotion

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Making a myspace profile for your band, company or organisation will gain you usefull and effective free advertisement. The aim is to build direct contact with your target group. A commmunity where your fans or costumers will hangout, ask you question, talk to you and be easily reachable.

To start off, you need to create a profile on myspace. Make sure that you register with the display name of your authority and leave the First Name and Last Name fields alone. Registering with an email that you don't own will save your email accounts from a lot of irritating emails that myspace sends out every hour each day.

When you have registered, it's time to chose an url adress for your account. The url will be www.myspace.com/(your url name). If your url is already taken by somebody else, you can contact that person by going to his account add him/her as a friend and then email him about an account exchange. Tell the person that you need the account more than him/her and alternatively suggest that you can exchange it for some money. If you don't succeed with the contact, you can register the authority name plus one, two or three extra chars such as kentucky_, kentucky2 or kentucky_68. Make sure that the keyword stays in the name, because it's good for SEO.

After making the url name, you may pimp up your profile. Start with getting a good layout that you can use for backgrounds. You can find such on the myspace backgrounds site. You also need to add a description that should atleast cover one page. Add images, music, glitter, videos to it, so it gets interesting to read. Since it's on myspace, you should better write simple, so the avarage myspace user can understand. Write about what the organisation do, links to cool stuff and such. When you are happy with it, it's time to move to the next step.

Add friends and lots of them, but concentrate on your target group. If the profile is for promoting a clothes design company, you can make a query to google like this: site:profile.myspace.com design clothes pattern

Make sure you don't add too much friends per day or your account will be banned. The limit of today is currently 500 friends a day but it may as well change in the future. So be on your watch.

Adding friends is great, now you will slowly get a reachable community. From it, you can promote your organisation/band or company buy sending out bulletins. Just make sure you don't send too much, becouse then you will get a bad reputation. One bulletin each day is enough for most of us. Make every bulletin unique and as interesting as possible.

Other then sending out bulletins, you can also respond to your visitors comments, sending out happy birthday comments and starting myspace groups. The possibilities are endless.

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The Lonely Leader

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THE LONELY LEADER

By Alan Cutler, Leadership Writer, Speaker and Mentor

John had started small but, over the years, he had built his business up, and he now employs over 20 staff. It had taken hard work, long hours (and an understanding family). Whilst, in the early days, he knew all his staff personally and was, himself, involved in front-line operations, these days his role is more detached: he leads from a distance. Yet, with a bigger operation and more staff come more problems. It would not be so bad if he worked for a large company – he would have company policies and a line manager to fall back on, but he is still, essentially, a one-man-band. Things began to get on top of him and the problems seemed to be getting bigger and bigger. He had no-one to turn to and no time to stand back and actually think about his business and where it was going. He felt isolated and alone and was beginning to lose the confidence and self-belief he certainly had when he was building up his business. And then he decided to find someone who could help him through his current malaise and guide him to take his business forward – a mentor.

Managers today are working increasingly longer hours and, as a consequence, have less time for personal reflection; either on work or personal-related issues. Hence, an increasing number are realising the benefits of having someone who they spend time with to discuss issues and to benefit from experienced, specialist advice and guidance. In John’s case, being self-employed, his mentor, albeit a hospitality professional, had no connection with his catering business. Yet many organisations, in all sectors, are now setting up formal mentoring arrangements whereby junior managers can call upon the guidance of more experienced colleagues from within their company.

Mentors are not consultants employed to resolve specific issues, nor are they coaches whose role is to encourage their client to set and achieve personal goals. A mentor will act as a sounding board for their mentee and will walk alongside him or her to encourage career and personal development. The mentor’s role is to support and develop; to stimulate and challenge. Having a mentor can help people who hold a leadership position develop their leadership skills for their own benefit, as well as for their teams and, hence, their organisation. Many people have found that the guidance they have received from a mentor has given them greater confidence in their jobs which has made a significant impact on their career prospects.

Mentoring has been described as:

‘Off-line help from one person to another in making significant transitions in
knowledge, work and thinking’

Megginson and Clutterbuck 1995

‘Off-line’ in this definition refers to a relationship that is not with one’s line manager. Having someone outside one’s chain of command is seen as being potentially more beneficial, as it reduces the risk of conflict and lack of open discussion.

A mentor:mentee relationship should be seen as an on-going, medium-to-long term arrangement if it is to be of real benefit. It takes time for each party to get to know the other and, in particular, for the mentee to gain the necessary confidence to enter open, often personal, discussions. Confidentiality is the bedrock of a productive relationship, with the mentor responding to the direction set by the mentee. Indeed, the junior partner should be encouraged and empowered to take increasing responsibility for the pace and direction the continuing discussions take, although the mentor should also challenge and coax the mentee to identify problem areas.

An open, positive mentoring relationship offers many potential benefits, including:

? addressing and resolving specific situations associated with the mentee’s role

? building more constructive relationships within the workplace

? clarifying and prioritising work and personal choices

? gaining greater confidence and a feeling of self-worth

? improved career development potential

? developing better leadership skills founded upon greater confidence in the authority that accompanies a leader’s role

An example of how off-line mentoring can be of benefit to managers in large organisations was Mary (like John in the previous example, not her real name), who worked for an international company. She had a boss who she felt displayed generally poor leadership skills, hence for whom she had little respect. Their working relationship was generally poor, although not totally destructive. Mary was offered the services of a mentor within the company, who was a senior manager from another department. After six months of working with her mentor, Mary had been encouraged to review her relationship with her boss and had come to accept that, notwithstanding his flaws, she had much to learn from him. By subsequently seeking to build bridges with him they ended up enjoying a much more constructive, if still not perfect, working relationship. Mary believed that it was having someone who understood her position, and with whom she could discuss her concerns in confidence, that enabled her to review this issue in a broader perspective and to focus on finding an acceptable solution.

It is obvious that if a mentoring relationship is to bear fruit, the mentee must be, or become, totally at ease with the advisor. There must be a chemistry between them whereby the mentee has total confidence in the mentor; whilst the mentor feels able to advise, direct, challenge and, if need be, constructively criticise the junior partner in the relationship. The ideal mentor should:

? have appropriate background knowledge – this may not necessarily be sector-specific, but must include a good level of managerial and leadership experience

? be able to build rapport and develop relationships, based upon mutual respect

? have a record of developing and motivating others

? be enthusiastic and interested in the mentee’s role
? be a good communicator; not least a good listener

? not be directly related to the mentee’s current position or chain of command.

A supportive mentor can have a very uplifting effect on a manager who has the ability but, for whatever reason, needs the encouragement and guidance from someone who shows faith in him or her, as evidenced from this comment:

“I was rather under-confident when I took up my current post. I was newly divorced and had been out of the top flight for a period of time. I was totally intimidated by the company ethos. My mentor encouraged me to perform beyond my job description. She would question my performance, explain my mistakes and advise me how to perform better. Above all, she gave me confidence. She would say “I know you have the ability to do it and I know that you will do it”. Her encouragement and faith in me was a great support and incentive”

Most mentoring relationships include regular, timetabled meetings, ideally away from the mentee’s direct work environment. The initial meeting(s) are used to share personal information; address any concerns about the forthcoming relationship; and identify priorities and expectations held by both parties. Subsequent meetings, possibly held every month or so, will become more focussed upon specific issues as levels of confidence are built.

A fairly recent development, however, has been the increasing practice of e-mentoring, whereby meetings are largely, or entirely, replaced by communications over the internet. Whilst it may be more difficult to develop deeper relationships; and reactions and interpretations cannot be influenced by reading body language or verbal nuances, there are some positive benefits to e-mentoring, not least in combating problems of distance and international time zones. Moreover, the mentor can spend longer considering issues and offering advice, whilst the mentee also has more time to reflect on exchanges. Issues are addressed more promptly than by awaiting a monthly meeting, whilst discussions can be spread over several days rather than being confined within, say, a two-hour meeting. Perhaps, however, the best mentoring arrangement allows for a combination of face-to-face contact and telephone/email communications.

So, what can mentoring offer The Lonely Leader? The report following a mentoring programme specifically for women in leadership positions found that, as a result of the programme:

• 90% of mentees were more conscious of their own values
• 84% felt more secure in their leadership roles
• 82% believed that the programme had had a positive effect on their career development
• 80% reported that they had developed personally

Yet, how often do leaders allocate substantial resources towards the training of their staff, whilst giving scant consideration to their own development needs? A senior position within any organisation can, indeed, be a lonely and, on some occasions, a cold place. You may have nobody to share concerns with or bounce ideas off; or you may feel that seeking guidance from your manager may be interpreted as a weakness. But you do not have to be a Billy No Mates – consider the benefits of having a mentor!

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High Rankings - How do Search Engines fit into Your Business?

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Even if you’re clueless when it comes to Internet marketing, you probably already know about search engine rankings and the importance of being near the top of the list when people search for key words related to your product or service. Although there are other ways to get attention and drive customers to your website, rankings are still an important part of the online marketing puzzle. The rules often change, and it can be difficult to keep up with the crowd, but if you follow a few tried-and-true tricks of the trade you will be more than likely to meet with success.

So what is the best way to optimize your site without getting into trouble with the search engines? Set up to constantly work against spammers and provide search results that users can trust, Google and Yahoo! work with search algorithms in order to come up with relevant search results. They change these algorithms on a continual basis to stay one step ahead of those looking to exploit the methods employed by search engines and reach the top of the list unfairly. But there are legitimate ways to optimize your site without landing in hot water with Yahoo! and Google.

One method of achieving a good rank in the major search engines is to optimize your site’s content using keywords, although this technique is losing ground in favor of newer ranking systems. Including particular keywords in your site’s content makes it easier for the search engines to find you on the web. You must also keep up with relevant keywords over time and continue to optimize accordingly. Keep in mind it’s best to focus on Yahoo! and Google search engines because they are the top 2 in the search engine world and will drive the most traffic to your website.

Keywords can help improve your rankings, but you have to be careful when using them. Only use keywords that are relevant to your site’s theme because inserted keywords that are unconnected to your site are a cause for penalty. One great place for a keyword is in your domain name. Just be sure that the keyword shows up in the root of the URL, rather than the stem, as some search engines do not take kindly to sites that include keywords in a URL’s stem.

Also add keywords to any content you have on the site. Other places to put keywords include: title tags in your source code; in the meta description of your site; and in your meta keyword tags.

But now the best way to become popular in Google and Yahoo’s books is by proving your popularity in the online world. The way the search engines determine a site’s popularity is by analyzing how many other sites link to it. So let’s say you run a website selling cookie cutters. You will rank high in the search engines if a lot of other quality websites, related to your business in some way, contain a link back to your site. For instance, you might ask the person running a site selling cookie dough or baking accessories to place a link to your site on one of their pages. Getting your link on a site offering cookie recipes, baking tips and other cooking information might be a good idea as well. In turn, offer to list their websites, and you just might start showing up higher in the rankings.

Of course, the pure number of links you have is not the only test of popularity. In fact, the major search engines mostly look for quality links. If you have a bunch of links to irrelevant websites, you won’t really turn up in the search engines. But if your links show up on high-traffic, quality websites relevant to your own site’s theme, the search engines are going to pay more attention to you as a trusted site.

Another effective way to rise in the search engine rankings is by including high-quality content on your site, such as articles. Good information related to the theme of your website will ensure that real people find your site useful and want to link to it. Sprinkling keywords throughout the text naturally is also a good way to make use of the content on your site as a way to attract search engines.

Next, submit your site to online directories, such as Yahoo! and the Open Directory Project. Search engines also scour these directories so being listed in as many places as possible can’t hurt.

You can also create several sites all related to your overall theme or product as a way to boost rankings. This establishes a community of sites that is easier for the search engines to sniff out. Then use your group of sites to link to one another, thus making all your product sites more popular in the eyes of the search engines.

If you work hard to establish your site and avoid the pitfalls that can get you kicked out of the search engines, your site will climb the search engine ladder before you know it.

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