Differentiating Yourself From The Competition

Writen by Sharon Drew Morgen

It's getting harder and harder to differentiate yourself from the competition these days. Especially when your competition is global, offer additional value through their stellar service, and look and sound similarly wonderful to your offering. Not to mention that the new buzz words - 'adding value' and 'trusted advisor' – are universal, making it even harder to distinguish what you bring to the party as being superior.

I recently read a quote by Daniel Pink in the Harvard Business Review 2/04 issue:

"Businesses are realizing that the only way to differentiate their goods and services in today's over-stocked, materially abundant marketplace is to make their offerings transcendent – physically beautiful and emotionally compelling." (page 21). Interesting. What this says to me is that companies are having a difficult time closing sales, and still assume that buyers will buy either because of the product presentation or when they make an emotional decision. It also tells me that companies are still using their product to differentiate themselves. It's a hard way to go.

WHY PEOPLE BUY

Buyers buy only when they need to solve a (business) problem. A purchased item might be their best solution, but they won't buy until they understand and resolve all of the systems complications that the purchase itself will create.

In other words, your product would be considered as a solution only if - or when - it would fit efficiently within a buyer's culture and won't rock the boat. Just because it's a great product, or because they need it/love it/want it, doesn't mean the idiosyncratic systems within the buyer's buying culture can make room for any of the changes that the purchase would entail.

Let me offer very simplistic example. Let's say I was house hunting; I find the perfect house for my family and our space and use needs, but my husband hates it, the kids won't be anywhere near their school or friends, and my dying mother would be an hour away rather than walking distance. I wouldn't buy the house no matter how much I liked the house itself. Nothing to do with the house, or the agent, or my passion. Just that it wouldn't fit into the system – or culture, if you will – that I live within. Purchasing is a systems-alignment decision, not a product decision.

THE SYSTEM OF BUYING DECISIONS

For those of you who have been reading my newsletters for years, or who have read any of my books, please be patient with me while I navigate this territory again:

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Buyers exist within a system. Whether it's a woman buying a new brand of lipstick, a small company purchasing their first server, or a large company purchasing leadership training. All people, all groups, operate within systems (people, rules, relationships, initiatives, partnerships, beliefs, values, calendars) they have already set up. And systems don't like to change. They just are the way they are. Are they healthy? Not necessarily. Are they effective? Not necessarily. Are they happy? Not necessarily. But they are stable because each element of the system exists as part of the fabric of the whole.

When change happens to a system, it faces chaos. Systems like stasis… they like being just as they are, for good or bad. You've heard of one member of a couple going to AA to get sober, and the other partner tries to get them to drink again to stabilize the system that has been. When one part of a system shifts, the whole system shifts.

Your clients would prefer to keep doing what they are already doing. They also would prefer to operate optimally without any additional effort. But any change to an existent system will create its own form of chaos.

To begin with, the status quo doesn't understand there is anything wrong. It all seems so normal to them – it's always just been that way after all. So before the system decides to do something different, it first must understand that it needs to change. Then it needs to understand how to manage the change with what's familiar so there is a minimum of disruption. If it can't find a fix for the problem with familiar resources, it needs to seek an unfamiliar solution. And that runs a great risk of creating disruption.

WHY CHANGE?

How will the static system bring in or manage something foreign if it doesn't know what might go wrong? There is a very simple reason why CRM implementations cost $5 extra to manage the people issues for every $1 of software: the team or group or company did not have the skills in place to help the different groups (users, managers, techies) collaborate, nor did they understand many of the technology- or people-issues that this new software would uncover. The time it takes buyers to understand and recognize all of the variables that need to be managed when something new enters their established culture is the length of the sales cycle. It has nothing to do with the product!

Until or unless a system (a family, a team, an individual, a company, a department….) knows how to recognize, understand, manage, and solve the disruption issues that will arise when they make a change (such as make a purchase or adopt a new idea, for example), they will not do anything different. Hence the length of the sales cycle.

To give you an idea of how difficult it is for systems to even recognize a problem and face the confusion of changing what always has been, let me offer a simple analogy: Let's say you have a TV but only watch Channel 4. You've never changed channels. You know every show on every night. Some you like, some you don't, some you watch… but you don't need a TV guide. It's just familiar. Let's say I come along and ask if you could turn the TV to Channel 10 for me. Channel 10?? You've never switched channels. You have no way of knowing if the TV will even do that! But you hesitantly turn to Channel 10, and see a show you've never heard of. So, what do you do? Do you sit down and watch everything on Channel 10? Or do you try to learn what's new on Channel 10 that you would like better, and get rid of old familiar choices? How do you choose? Do you go back to Channel 4 because you've always done that? Do you give up everything you've ever watched because now you have a new resource?

My dad visited his parents every other week for 40 years. He drove an hour into New York from our house in Connecticut. He took the Triborough Bridge over to Manhatten, then drove through the City to Brooklyn over the Williamsburg Bridge. The trip took him 90 minutes when there was no traffic, and 2 hours with traffic. When I moved to New York, I realized that my grandparents lived moments from the TriBorough Bridge, and all my dad had to do was to drive straight over the bridge and get off two exists past the bridge – about a 70 minute trip door to door – with no traffic ever. When I told him to try it, he just smiled patiently, and said, "Thanks. Interesting. Maybe. But I've gotten used to doing the trip this way. I don't want to change."

WHY CHANGE IF IT AIN'T BROKEN?

Why is it so hard to understand that people do not buy ideas or products just because the products are 'better' than what they've already got? Or because they are packaged well? Or because they are 'physically beautiful and emotionally compelling'?

People make purchases when they recognize what they are doing isn't working AND they can't fix the problem with any familiar fixes AND they learn how to manage the changes that making a purchase creates. Even a small change to an existent system will create some form of disruption. And systems (groups, teams, families, companies, people) don't like disruption.

I've had clients go back to their old sales methods, even with proven 600% increases in sales that resulted from my training with them, because they didn't want to manage the internal systems issues that were changing with the new sales methods – the supervision and management issues, the changes in compensation, the considerations that the six sigma folks had to add to their measurement systems….

While it all could have been managed easily, it certainly caused a measure of disruption that no one, outside of the sales group, wanted to deal with. But my training was great, the folks loved it, it produced significant results, the sales cycles were reduced, yadayada… but my product excellence had nothing to do with the implementation of the changes in the system it sat within.

TRUE DIFFERENTIATION

The best way to differentiate yourself is to show your customer that you are willing and able to lead them through the learning process necessary to manage the changes that making a purchase will create.

Let's assume that you have a great product, that you are a great salesperson, and that you and your company offer world-class service. The step that you need to take to increase sales and differentiate yourself from your competition is to offer buyers the help they need in order to:

* Take a good look around their environment to understand their systems and see if anything is missing (in the way of products, capabilities and communication);

* See how they can fix the problem with what's there already;

* Understand how to manage the variables that will shift once a new solution is added to the system.

Whether the fix would involve a different vendor, or teams aligning themselves differently, or people being moved around, or partners being invited in to the mix, the buyer would have to figure it all out and come up with parameters for their unique solution before they bought your product.

So offer a product that is transcendent, beautiful, and compelling, just to maintain your position in the market. But, have that be your secondary activity. Use your unique position within your company – as the representative of your company – to create a true brand presence through your client relationship and as a true trusted advisor.

This will offer a vantage point for buyers that they haven't had before as they've been too close to the problem. As a result, you will:

* be on the decision team (so long as you haven't use the opportunity to push your product in any way);

* make the decision cycle much, much shorter;

* have differentiated yourself from your competition by being a true consultant/advisor;

* show your buyer you have the ability to collaborate with them through their decisions and implementation issues;

* reduce your presentations, proposals, travel costs.

* will also give the buyer the skills to be able to align all of the pieces that need to be managed prior to them making a purchase, so the buying decision cycle is shorter (from 3 years to 4 months, from one year to one month, etc.).

If you want to differentiate your product, use your unique role to help buyers make their purchasing decisions efficiently. This, above all else, will be your differentiator above and beyond any product you could offer. This will truly differentiate you from the rest of the marketplace.

Remember that until the buyer does all this, they won't purchase a thing no matter how transcendent your product is.

About the Author: sharon drew morgen is the author of NYTimes Best seller Selling with Integrity. She speaks, teaches and consults globally around her new sales model, Buying Facilitation. http://www.newsalesparadigm.com http://www.decisionconnection.com 512-457-0246 Morgen Facilitations, Inc. Austin, TX

A Concise Guide To Micr And Associated Technologies

Writen by Charles Katz

The Sort-A-Matic system included 100 metal or leather dividers numbered 00 through 99. Each check was placed in the corresponding divider by the first two numbers of the account. The sorting process was then repeated for the next two digits of the account number, and so on. When the process was complete, the checks were grouped by account number.

Under the Top Tab Key Sort system, small holes punched at the top of the checks indicated the digits. For instance, the first hole indicated the value of the first digits (0, 1, 2, 3...) A metal "key" was inserted through the holes to separate all of the checks with the same value in the first digit, and this step was repeated for each digit until all the checks were sorted.

Both of these systems worked, but they were time-consuming. With the advent of the computer and its movement from the laboratory into the business world, a sorting and matching task seemed ideal. Stanford University and Bank of America were the first to successfully use computers to sort and match checks. They developed what is now known as MICR. The Development of the MICR Font

The MICR font was developed by Stanford University in conjunction with Bank of America and approved by the American Banking Association. The font is known as the E-13B font. E-13B has a total of 14 characters: ten specially designed numbers (0 through 9) and four special symbols (Transit, Amount, On-Us, and Dash).

The letter E indicates the fifth version considered. The letter B indicates the second revision of that version. The number 13 is derived from the 0.013-inch module construction used for stroke and character width. This means that all character widths, both horizontal and vertical, are in multiples of 0.013 inches ranging from 0.052 to 0.091. The significance of this will be explained more thoroughly later in this article. MICR Readers

Three types of machines are used to read MICR characters. The two that read the characters magnetically are referred to as MICR readers. The third machine is an Optical Character Recognition (OCR) reader.

E-13B characters are printed with toner containing iron oxide, which is capable of being magnetized. MICR readers transport the checks containing the E-13B magnetic characters past a magnet, thereby magnetizing the iron oxide particles. The magnetized characters then pass under a magnetic read head. The magnetic field (flux pattern) caused by the magnetized characters generates a current in the read head. The strength and timing of this current allows the reader to decipher the characters.

Magnetic readers come in two types: single track (single gap or split scan) and multiple track (matrix or pattern) readers.

Single-Track Reader Characteristics
Single track uses a read head with one gap to detect the magnetic flux pattern generated by the MICR character. When a magnetized E-13B printed character moves across the narrow gap of the read head, the electric voltage caused by the magnetic flux from the character generates a waveform unique to each character.

Multi-Track Reader Characteristics
The multiple track reader employs a matrix of tiny, vertically aligned read heads to detect the presence of the magnetic flux pattern. The small individual read heads slice across the character to detect the presence of magnetic flux. This sensing of magnetic flux over time produces a unique matrix pattern for each character.

An OCR reader does not use magnetic properties to detect the E-13B characters. Instead, it uses a scanner to detect the amount of light reflected from the character and the amount of light reflected from the background. A photocell column detects the presence of the dark area of a character.

Waveform Theory

The readers move and read documents from right to left. The right-hand edge of the character, as a result, is the first to cross the read head. Analysis of the signal level created by reading the character 0 will help explain this in greater detail.

As the character moves from right to left under the read head, the gap detects the magnetism of the first right-hand edge (edge 1). This results in the increase in magnetism and a positive peak is created (peak 1). As soon as the right-hand edge moves beyond the read head gap, no new magnetism is found, and thus the wave form returns to the zero signal level.

At the second edge, the vertical read head detects a drop in magnetism, which results in a -110 signal level at peak 2. Again the waveform returns to zero until the next portion of the inner ring of the character is detected. At this point (peak 3), an increase in magnetism (+110) is indicated. Finally, the outer portion of the character is read, resulting in a negative peak (peak 4) of -130.

The placement of the vertical edges must occur in increments of 0.013 inches from the first right-hand edge. There are five characters that have two positive and two negative peaks similar to the character 0 and also appear in a positive-negative-positive-negative format. They are 0, 2, 4, 5, and the transit character, which are differentiated from one another by the horizontal location of the peaks in the waveforms. The peaks do require different amplitudes, but ANSI standards allow them to vary from 50% to 200% of the nominal amplitudes (Canadian standards allow them to vary from 80% to 200% of the nominal amplitudes). This is why the placement of the waveform is so important and why the characters are shaped unusually. What Affects the Signal Level?

Signal level can vary based on a number of factors. The amount of iron oxide (concentration) that is present in the character will affect the signal level. This is a function not only of the toner itself, but also of how it is laid on the paper and the pile height, which can be controlled by numerous other cartridge components (i.e., "hot" OPCs).

The taller the vertical edge of the character, the taller the peak (either positive or negative). A vertical edge that is not regular and/or not vertical will result in a reduction in the amplitude of the peak and will flatten the peak out.

Keys to proper waveform detection are:
* All peaks in a character's waveform must be detected. The reader sorter must know that the peak is there.
* The peak must be located at or near its anticipated location.
* No significant "extra" peaks can be present.
* There cannot be wide variations in the signal levels of peaks within a character.
What to Look for in MICR Printers and Consumables

Printers that are used for MICR printing must have a unique MICR font that is modified to suit the unique printer engine, and it must be modified to the pixel level to match the magnetic toner provided for that printer. This is essential to ensure the correct waveform, dimension, and signal strength when a check is printed with the correct MICR characters. In addition, the MICR font must meet ABA-X9 standards to ensure acceptance of your checks by banking institutions.

The magnetic MICR toner that you choose must be specifically designed for the particular print engine in the printer. Ensure the toner has been thoroughly tested for consistent signal readings, image permanence and uniformity, and excellent edge acuity. Toner coverage must be solid with no extraneous toner lay down.

OEM cartridges are always a safe (but more expensive) bet. If you buy a "compatible" brand, ensure it has a new OPC drum, new primary charge rollers (PCRs), a new black velvet magnetic sleeve, and new image wiper blades. The hopper system must be filled with high-quality, low-abrasion MICR toner.

The vendor you choose should use the latest and most advance MICR test equipment, such as a Verifier and Golden Qualifier to conform to ANSI X9 Standards. It is also recommended that the systems exceed U.S. and Canadian check printing standards.

Charles Katz is CEO and founder of Printerm Datascribe Inc., a distributor of band, shuttle matrix, dot matrix, and ion deposition printers for various manufacturers. In 1992, Printerm started its R&D department to develop innovative MICR secure laser check printers, MICR fonts, MICR toner, MICR check software, removable security flash cards, and secure digitizing. Reproductions of this article are encouraged but must provide an html link pointing to http://www.printerm.com

Franchise Disclosure Laws Give Upper Hand To Attorneys

Writen by Lance Winslow

In today's franchising industry franchisors are forced to have excessive disclosure documents. Franchise Attorneys will collect this data to try to sue you. Every one knows you should never trust an Attorney; that also goes for any Franchise Attorney also. If you are in franchising you will of course need a few of these extorsionists to protect you from other suing franchise lawyers. Franchising Lawyers; 88% are incompetent, so be careful and do you home work. Many hardly know their rear ends from a hole in the ground. Be sure to read the study on the Franchise Attorney, Franchising Lawyer and problems in franchising law.

We need a complete overhaul in the industry with regards to franchise attorneys. While participating on the ABA Forum on Franchising for about 4 years, I have been noticing a problem with the aptitude and experience level of those who purport to practicing in the area of franchise law. Several quote "Franchising Attorneys" often ask questions of other attorneys of the group which are things they should inherently know if they claim to be "Franchising Attorneys". The ABA Forum on franchising, godbless their souls, claims that lawyers from all different experience levels come to the board and ask questions.

Well a recent question was asked by a practicing attorney in CA who claims to be a Business and Franchising Attorney on his web site, business cards and advertising asked the question about what disclosure was needed if any if a franchisor gave a franchisee a commission for sending him a buyer. Now many out there may not be too familiar with this, but then again you are not holding yourself out to well versed enough to charge $150-300 per hour for advice on such franchising subjects. This particular question totally infuriates me as a Franchisor, because I am to pay good money for these attorneys who block information from the public domain so they can sell it to me for the price described above. Yet these same people do not know the answer to the questions you ask, they instead call on other attorneys to answer such questions. Then may I ask why we pay them at all? And if you call them on it, and complain about their lack of knowledge they claim you are unprofessional.

Well if unprofessional means calling things the way they are then these two-faced attorneys are correct. In my opinion they are thieves, cowards and liars. They should shot and Caesar was correct in his statements as I am here today in this period. Entrepreneurs when they make mistakes pay for those mistakes in the market place. Attorneys wing it and hire paralegals to do all their work for peanuts and then bill you maximum rate. In franchising I would say the number of attorneys who purport such expert status to bill such high fees are generally morons.

Given that some are actually knowledgeable on their subject matter. Still the fees are way to high. But there are about 12% who know their stuff. The others need a Jerry Springer T-Shirt or a Jeff Foxworthy "Here's Your Sign". The answer to the above question is of course it is required for disclosure, my answer to this CA moron attorney (opinion) is "No, Keep it a Secret, don't disclose it?" DAH? It is a violation in my opinion and it is false and misleading to purport that you are an attorney specializing in some area of law and then not know the answers to fundamental questions in that area. For someone to put on a business card that they specialize in an area of law and hold themselves out to the public to be well versed and knowledgeable on the subject matter and to ask stupid questions that they should know the answer to is evidence in the need for on-going education, testing, and licensing of that area of law.

Attorneys seem to slip out of the categories in which other professionals such as Brokers, Accountants and Medical professionals must play in. Attorneys are therefore the most self-serving group of people on the Planet. Talk about calling the kettle black, these people sue franchisors and franchisees that are making a living by producing while these parasites steal your money and sit behind law books they have never read or use. They hire paralegals to do the work, they figure that if they do not know something they can find it, yet hide the information so you cannot find it, meaning you have to pay them to file paperwork. These attorneys file complaints and make up stuff in order to sue you and I and people who produce goods and services to this great nation. They often exaggerate issues and create barriers between parties where everyone loses, but alas, they get a G-Damn Fee. Fee for what, they are stupid well all but 12%. Now then we have many young Americans going back to school to get degrees in law? Oh great add more fuel to the fires and add more liars (lawyers).

The funniest part of this issue is that these morons cannot even argue the point, calling such observations of the system run a muck as unprofessional. Well when you are professional about it they cloud the issues with rhetoric and these word smiths sit around all day trying to figure out how to screw us all, so they can get theirs without working. Without knowledge, without ever having to produce one thing for America, except and invoice, which if you do not pay they will sue you? Whatever. The problem being that they hide behind a desk, never learning to the best of their ability the subject matter. Next time you are at a party and someone tells you they are a lawyer; tell them to go to hell. They deserve no respect, no professionalism and none of your time. Tell them to their face. Whether they are a politician, regulator, litigator or judge.

They system, regulations, sue happy lawyers are the reason the economy is in shambles. These lawyers reward laziness, lead in that regard by example, perpetually lie to clients, customers and the public in general using false and misleading advertising, could care less about right and wrong and should for the most part be hung or burned at the stake. You know this true. Look around folks; High insurance, medical, franchise fees, etc. Why do you think this is? Guess. Is it unprofessional to call an ace and ace and a spade a spade? Not where I come from.

I call and demand a complete revamping of franchise law, category of law where franchising is its own deal not mixed in with securities law; a crushing of duplication amongst states and the federal government. Re-education for all franchise attorneys mandatory, if they cannot learn what they should already know, they cannot practice franchise law. No Grandfather clauses, because in this area of law there are too many incompetent folks holding themselves out to be attorneys and do not understand the model or the dynamics. They (except for the 12%) are scoundrels, crooks, fraudsters, incompetent, and wannabes. (CYA-opinion). Recently when I wrote this attorney in CA and called him into check, He copied my email into the ABA Forum for other attorneys. Many stuck up for his views that it is okay to ask dumb questions (not the 12%, they simply kept quite, understood or agreed with my comments), although the real issue is that only incompetent people ask questions which are so fundamental that they ought to know by heart if they are to practice in this area of law.

During Franchising Week and we are to promote franchising, what a better way to promote franchising which delivers 1/3 of every consumer dollar spent then by deleting or calling into question the parasites the 88% of attorneys which plague our industry like a virus against humanity that threatens the economic stability of our nation worse than any potential international terrorist. By threatening to sue, when we should be working together to build a stronger unity and building small businesses through franchising for the betterment of the future of America and the laid off individuals which were forced out of work by lawyers in other fields suing and raising costs into oblivion. Today we have our troops being attacked and some occasionally killed to restore order in Iraq, yet in the US we have a worse threat than that, here, we have attorneys causing the crumble of America, for personal financial gain, without regard for the well being of the American people, these lawyers are the worst of all Terrorists, they are preventing America from getting back to work, they are immune to Patriot's Act know your client rules, they will take a check form anyone. They will defend guilty parties, they will file bogus claims against the hard working class of Americans, small business owners and franchisors who have delivered to all Americans, lower prices, competitive choices and smooth distribution, not to mention employing 38.44% of all Americans.

You want to keep America back to work? Hold those Lawyers responsible and if they cannot be responsible, SHOOT THEM, shovel them and shut up; stop listening to this rhetoric and playing with words. It does not take a rocket scientist to figure out right and wrong, but all the lawyers in the world could not get themselves into agreement. The system of law, truth and justice is flawed because the lawyers have run a muck, are not held accountable, don't care (88% of them), stir controversy, avoid intent. It is obvious that the lawyers in the Franchising Field yield a huge chokehold on our society; from every aspect of franchise law. When someone asks these 88% what type of law they practice, typically they will smile and say, "well what is your problem?" Then they simply say yes we can help you with that here is the fee schedule and then quickly they get online to find the answer or pay someone else to look it up. Is that really fair to America. Franchising is a huge system of distribution and rivals Wal-Mart in efficiency.

If franchising were to leave tomorrow, you could not see a ball game, buy a car, eat out, buy gasoline, etc. And because this distribution system is so powerful America is so powerful. We have regulators who are lawyers who have no experience making a paycheck, little if any in franchise law, clogging the system. We have OSHA, EPA, Workmen's Comp, ADA, etc all areas with more lawyers. Franchises often involve real estate, the average re-finance paper work or real estate listing use to be 3-5 pages, today sixty. Franchise UFOCs with attachments usually 180 plus pages. Use to be 13 for UFOC and about 10-15 pages of various attachments. Lease agreements and Sub lease agreements use to be 5 pages not 55 pages. OSHA standards are 47 stories high are stacked on top of each other. Come on people, THINK. Think about it, what is the problem here. It is not that American Companies cannot compete in free markets; we are the ones, which refined them, used them to become victorious in two World Wars. If anyone knows free markets like Milton Friedman it is we, we practically created the modern free market and folks the biggest single factor and driving force of that modern force today is franchising. Not bunches of two-bit, fake it tell you make it, Boilerplate bandits, self-serving, three-piece suit parasites. Yet today we have Blood sucking giant mosquitoes, Lawyers, sucking us dry in swarms and then infecting us with the virus they call professionalism and law.

Societies exist because the human species is innately social by nature, not simply because of law. What we need to do is Genetically modify these lawyers to work for solutions, not create pages of What-ifs and case law based on arbitrary decision making of other lawyers who have graduated as the best ten gallon hat bull slingers into status as judges (again 88%). America can be fixed tomorrow and everyone can go back to work when the lawyers 88% of them get educated, terminate, die or get a life. Then there will be plenty of jobs for all Americans and the Lawyers, can work on the automated garbage trucks so they do not get their hands dirty. The whole world laughs at us, and the culprits are laughing too. But hey; they are very PROFESSIONAL, just ask them. I say so what, if someone is lying to your face and you are not allowed to call them on it, do you really care if they are lying professionally? I sure as hell don't. The hypocrisy has gone to far.

I am unconcerned what the Harvard Law School or these schools churning out 1000's of lawyers per year have to say about that, the fact is it is true. They are running the country and we must fight this now before we end up another has been on the list of great civilizations, which inhabited the Earth during the short history of modern homosapiens. I would rather not be part of a footnote in the evolutionary chain, which was unable to adapt and whose branch went no further. It is time to take control of the bull (pun intended) and wrestle this beast to the ground once and for all. Lets start with franchising, put America back to work, get this economy flying again and then we can weed out the other areas of law where parasitic lawyers abound. Care to comment on my opinion. Afraid too, chicken? Too unprofessional for you; Deal with it. Lawyers do not deserve our time, money or common courtesy. The time to stop playing games has fallen upon us, it is time to act decisively. Fight on Entrepreneurs; do not take anymore of this BS. This country was built on blood, sweat and tears, we have come to far to turn it over rhetoric of bunch of professional Lawyers. In my opinion they are scum of the Earth and you know I am right, why are you so afraid to say it? Might get sued? Think about it.

Lance Winslow - Online Think Tank forum board. If you have innovative thoughts and unique perspectives, come think with Lance; www.WorldThinkTank.net/wttbbs/