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Broadprospect Launches The World's First Network Of Business By Broadprospect Inc., Fri Dec 9th You have permission to publish this article electronically or inprint, free of charge, as long as the bylines are included. Acourtesy copy of your publication would be appreciated. BroadProspect Launches the World's First Network of BusinessConnection Makers New York, June 18, 2002. BroadProspect, Inc. today launched theworld's first network of business connection makers. The newbusiness network, www.broadprospect.com, matches well-connectedpeople with companies who seek assistance in getting businessopportunities and leads, helping them to open doors and closedeals. (Article continued below)
During the pilot phase, 2,476 business opportunity seekers and1,067 connection makers have joined
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How to Protect Your Customer Data and Your ReputationWhen it comes to safeguarding customer data, the stakes are higher than ever in today's wired world. A single security breach can create a legal and regulatory nightmare. How vulnerable is your organization to hackers and disgruntled employees? What can you do to protect your company?<br><br>Sponsored by Cisco, this 30-minute BizWise TV broadcast for small and mid-sized businesses outlines the legal, ethical, and business obligations you face. A panel of security experts will show you how to assess your vulnerabilities, implement an effective security plan, handle an employee suspected of committing a security breach, and execute "damage control" through effective PR if a breach does occur.<br><br><br><br>BizWise TV features TV Style Broadcasts on topics relevant to SMBs. Tune in for a new topic on the third Thursday of every month or watch the previous broadcasts on demand at your convenience.Intrusion Prevention Case Study: Mainova AG - EnergyThis case study examines Frankfurt, Germany energy supplier Mainova AG's reliance on McAfee for its network security.Corporate Incident Response: Why You Can't Afford to Ignore ItThis Foundstone Professional Services paper explains the need for an effective corporate incident response plan and highlights common problems associated with inadequate incident response. It also discusses the steps you need to take when creating a corporate incident response plan and serves as a general guide to the phases that should be included in a comprehensive plan.Making Your Business Disaster Ready with Virtual InfrastructureDownload this white paper to learn how a virtual infrastructure built on VMware server software can help make your disaster recovery strategy more effective and affordable. The paper emphasizes the need for business continuity and disaster recovery (DR) planning in today's enterprises and explains how a virtual infrastructure enables you to:<ul><li>Extend disaster coverage to more applications</li><li>Reduce recovery time</li><li>Make DR processes more reliable</li></ul>Master Time Management With a Final 7 Time Management TipsTime management is a hot topic these days. With more pressure on most people to do more with less, people are constantly turning to gurus in this area to try and improve their time management skills. This paper seven more tips to help people in their quest to master their time usage.Action Plan in Time ManagementAction plans are lists of responsibilities that instruct a person "To carry out to achieve an objective." The list centers on the goals immediately needing achievement on demand. The list or action plan enables one to center his attention on the specific obligations required of him. The marketplace has several software programs that help those people that have busy schedules and time management is a struggle.Business Continuity Preparedness HandbookAT&T's Business Continuity Preparedness Handbook provides a broad range of information to support your business continuity planning efforts.<br><br>The 16-page handbook examines business continuity in the context of two potential catastrophic events a pandemic influenza and a hurricane strike and highlights why taking a proactive approach to business continuity planning is essential for all disaster scenarios.<br><br>Topics include:<ul><li>AT&T's own business continuity preparedness efforts</li><li>Planning assumptions for pandemic influenza and the 2006 hurricane forecast</li><li>Best practices recommendations</li><li>AT&T solutions that support business continuity strategies</li><li>AT&T customer support during business continuity "events"</li></ul>The Inexpensive Instant Message: Creating an E-Mail NewsletterHow does one share accurate, timely information with employees, customers and the community - and do it faster, better and less expensively than using the normal media outlets? The person should turn to e-mail. Faced with a barrage of negative media coverage as a result of innovative steps that provided a few surprises during the 2000-01 upheaval in energy markets, Chelan County PUD (Wenatchee, Wash.) came to this realization: The media were not going to tell their side of the story for them; they had to do it ourselves.Using Crises as Publicity OpportunitiesThere are two kinds of Crisis Management: Internal (for when something happens within a company or externally that affects the company directly) and External (for when something happens in the world that indirectly affects the company). The authors' recommend that every company have a written plan on how to handle a range of both internal and external crises. This paper deals with external crisis management, and how one can, with advanced planning, gain positive publicity for the company when an external event occurs.Telling Everyone You're Ok - A Key Element in Crisis CommunicationsHave a person ever noticed that one of the first side effects of most disaster situations is that the phone lines in the area immediately go down? The author believes that the first thing people think about in disasters is how it affects the people they know, or maybe just know of. That's why the phone lines go down - calls to check.Impact of Past Crises on Current Crisis CommunicationPrevious research based on Situational Crisis Communication Theory (SCCT) suggests that an organization's past crises history affects the reputational threat posed by a current crisis when that crisis results from intentional acts by the organization. The study reported on in this paper provides a wider test of crisis history to better assess its role in crisis communication. Results from the present investigation showed that a history of similar crises intensified the reputational threat of a current crisis even when the crisis arose from the victimization of the organization or from an accident, rather than from the organization's intentional acts.Sample Source: Crisis Management Plans - Part IIThis paper includes specific action steps to take in the event of a crisis. Schools should create detailed procedures for each type of crisis that may threaten the school environment. Each process will vary, according to the type and severity of the emergency. The paper also describes the process in which the school recovers and restores its community.Sample Source: Crisis Management Plans - Part IEvery morning, millions of students pour into school buildings all across the country. Families depend on schools to ensure that the environment in which their children learn and play is as healthy and safe as possible. Emergencies can take many forms, including severe weather and natural disasters, medical incidents, terrorism, and other threats of violence. Although many of these incidents are rare, it is vitally important for schools to be adequately prepared in the case of an actual crisis.Media Communication Takes on New Dimensions With RMPIt is puzzling why many companies are doing little to prepare the local press for the information that will soon become public. This may stem from the industry's long-standing mistrust of the media. The good news about the U.S. Environmental Protection Agency's (EPA) Risk Management Program (RMP) rule is that it could serve as the catalyst for improved relations between the chemical industry and the news media. The bad news is that both are going to have to learn a new set of rules. Before the RMP rule, a chemical company's communications with the local media took place on two levels - routine and crisis.Crisis Management and Disaster Recovery: The New Reality - Response to 21st Century ThreatsThe unfortunate truth is that many companies have failed to recognize that physical events or nagging perceptions can be their undoing. As keepers of corporate reputation, people need to step up to one of their most important responsibilities: developing the capabilities for responding to threatening situations. In the process, if the planning is founded on ethical core values and implemented properly, it can help avert loss of public confidence. Today, up to 25 percent of every chief communicator's time requires attention to readiness planning. That planning had taken on new dimensions that will be discussed in this paper.
BroadProspect. Contacts thathave been created, led to business negotiations valued at $7 M. "BroadProspect solves the biggest problem facing the businesscommunity - how to reach the right person in the appropriateorganization who will close the desirable deal," said ZivDascalu, Founder and CEO of BroadProspect. "The most rapid pathto deal closing is through direct connections or personalreferrals. Only few deals are the result of a “blind date” withthe target customer" BroadProspect enables the seekers to locate, at a mouse click,the right person with the appropriate business connections. Theweb-based service assures maximum privacy and discretion. Bothclients and connection makers remain anonymous throughout theirnegotiations until each party decides to identify itself. Then,they can directly communicate offline. Connection makers are exposed to numerous potential clients andpartners. They can leverage their contacts, relationships andbusiness experience into a revenue source. Both seekers andconnection makers can join BroadProspect at no cost. Seekers pay $25 when they and the connection makers decide todirectly communicate offline. If the connection maker succeedsto set-up a meeting with the target business decision maker, theseeker pays an additional $100. BroadProspect is not involved inthe business negotiations and the agreed compensation betweenthe connection maker and the seeker. About BroadProspect BroadProspect business network matches well-connected peoplewith companies who seek assistance in getting businessopportunities and leads, helping them to open doors and closedeals. BroadProspect is headquartered in New York and isoperating internationally. The company is owned by Ziv Dascaluand a group of private investors. For more information, pleasevisit the Company's website at www.broadprospect.com About the author:BroadProspect business network matches well-connected peoplewith companies who seek assistance in getting businessopportunities and leads, helping them to open doors and closedeals. BroadProspect is headquartered in New York and isoperating internationally. The company is owned by Ziv Dascaluand a group of private investors. For more information, pleasevisit the Company's website at www.broadprospect.com | Sign In |
Some businesspeople shouldn’t market themselves
Well, That Didn’t Work
Vacation
Oh The Wait, She Kills Me
Marketing To My People Part 4
Blogs & Journalists
Marketing To My People Part 3
Tiger impressions
Bad documentation strikes again
All I Want Is A Simple Contact Manager
Some businesspeople shouldn’t market themselves
Well, That Didn’t Work
Vacation
Oh The Wait, She Kills Me
Marketing To My People Part 4
Blogs & Journalists
Marketing To My People Part 3
Tiger impressions
Bad documentation strikes again
All I Want Is A Simple Contact Manager
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