IndexLady

After years of improvements in other blog sites, I've decided to switch blogging locations for better search capabilities. The poor searching of this blog, and of Suite101.com have always bothered me. Articles and posts are not easy to find.

Hopefully, the move will make searching the archives easier. At least, that's why I'm doing it.

The NEW Location is:

http://dawneyspencer.blogspot.com/

I will be moving all the archives of THIS blog to the new location, as time permits. Also, look for new articles/posts at the new site.

Hope to see you there!

Dawney

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So, I just fiddled around with a few. They do NOT work like I expected them too. Sorry folks. No tags. I wish there was an easier way to search this blog!

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I now have the ability to put "tags" at the end of each blog entry. This will help tremendously to search this blog for main ideas. The problem? To now go back and tag each entry. There are close to 200 entries in this blog, many of them articles. That's my next blog project.....

Now, don't expect fancy-dancy indexing tags. I don't index my own material. Even my articles at Suite101.com aren't indexed. Probably never will be. Such is life.

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These are two great articles on using social networks for business purposes:

http://smallbusiness.aol.com/grow/marketing/article-partner/_a/lets-get-together/20070810161909990001

http://smallbusiness.aol.com/grow/marketing/article-partner/_a/avoiding-the-myspace-mistake/20070510161009990001

Both of these articles are in an area that may not archive the articles. So, don't delay reading them!

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The November 2007 issue of Entrepreneur magazine has a great article on creating a marketing package. What's interesting are the new, hip (read: current way of doing business) twists. Of the 5 information ideas listed, I actually incorporated only ONE of them when I did a marketing blitz back in the 1990's. The other FOUR are part of our today culture.

I'll definitely be updating my marketing package to include these new information pieces.

I've always included the FAQs, and other items listed later in the article. But, hmmm, some of these new information pieces sound quite interesting.

As the article brings out, not all will respond. But, the ones that do will be a good "fit" for you.

Edited to add the link!

http://www.entrepreneur.com/magazine/entrepreneur/2007/november/185580.html

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Recently, an indexer asked about how we begin our projects, how long it takes, and the like. I realized my project admin has evolved over the years.. It's a lot of admin work, which isn't good, but it's necessary.

When creating a standard rate, the object is to reduce the amount of time you spend on business administration tasks in order to maximize the amount of time you can actually spend indexing (doing more projects, or simply having more free time). I've written my steps out in a couple of articles at Suite101.com. Each article has multiple pages you will need to click on to read the entire article, instead of being one long Web page like they used to be.

http://www.suite101.com/article.cfm/indexing/28781

http://www.suite101.com/article.cfm/indexing/28785

However, because of personal, professional, and legal needs, I found the following lengthy admin steps necessary at the end of the project. The Project End steps have changed dramatically since my early indexing days.

Once I have sent the index to the client, there are several things I do. I have this checklist printed on each project folder (using the infamous labels!) that also has the rest of the project information on it.

1. Copy/paste the entire index in an annual cumulative index. I don't worry about combined entries, trying to reconcile each index with the rest of the year's indexes. Just copy/paste. This annual cumulative index is in Cindex.

2. Enter the information in a Titles index. This is also a Cindex file. Used to keep it in WordPerfect, then tried a database. Cindex works easiest for me. Sometimes, a database program is overkill.

3. "Acknowledge" the project in a subcontractor spreadsheet. In other words, I don't have enough information for a complete entry, but initial information is input. I use a subcontractor for admin work on each project, so I need to take care of this.

4. Subcontractor invoice and payment are filed in the project folder and in the tax file.

5. Final update in the subcontractor spreadsheet once all info has arrived.

6. Index is printed and filed in folder.

7. All files, including invoice, PDFs, all versions of the index, etc. are copied onto a CD and filed in the project folder.

8. Invoice is filed in the project folder.

9. Email for sending invoice is filed in the project folder. I have to refer to these about 3 or 4 times a year when an invoice has gotten lost in cyberspace.

10. A copy of the check is filed in the project folder, local taxes folder, and federal tax folder.

Some of this extra work is incurred because I use a subcontractor, while other work is because of local business tax issues. Other tasks are just personal things, like creating an annual cumulative index of all projects and the like.

But whatever you do, sometimes it's easier to have a list you can check off to make sure nothing is forgotten or overlooked.

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I have uploaded my ever-changing list of topics for my Business Operations Manual at IndexCafe at YahooGroups. It does not contain actual instructions. It is simply a list to get you going on topics that you might want to include in your own manual.

The files are not available to non-members. You must be a member of IndexCafe, but joining doesn't require approval. Join, grab the files, then un-join if you wish. We keep it like this so spammers cannot just come in and upload spam files or porn photos to our group. Members are free to post files and photos, and use the rest of the services, however.

One of the files is in Cindex format. The other file is in Word format. They are identical content.

To get to IndexCafe:

http://finance.groups.yahoo.com/group/IndexCafe/

Once you join, the files are in the File section.

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We are not focusing on formatting our Business Operations Manual at this point. Right now, we are going to focus only on the content.

It's important is to leave room for adding things. For instance, if you decide to work with a paper-based Business Operations Manual, instead of listing everything on one page, you will actually have an easier time if you have each item listed on a separate page.

Why?

First, you will get a better grasp for how big your Business Operations Manual will be. Second, you can move the individual sheets of paper around from section to section until you get it in just the right order.

Some might prefer to use the outliner feature in a word processor instead of a paper-based system. If you are not comfortable using this feature, it's easy to get frustrated with it as you try to move chunks of information around. The paper system, to start with, might be easier. You can then also write notes on these individual sheets as you think of things to add.

Whether you use a paper system or word processor to build your Business Operations Manaul, the next step is to decide what type of data needs to be included. You might think some data are out-and-out odd. But, if someone had to step in at the last minute, they won't be odd at all. Let's start listing some:

* Special tools you use in the everyday course of indexing, such as special pens. You will need the model, color, where to order from, with another section of phone numbers/addresses for ordering. Ditto with file folders, paper supplies, notecards, or anything else. Take everything into consideration, even if you simply use cheap copier paper purchased at the local store, what size staples you use, what color and brand of sticky notes you use, and the like. Your fill-in doesn't know these things, so communicate!

* All equipment and serial numbers. Then, include where the manuals are kept, and actually have them there. Also include ink cartridges, brand, model number, where to purchase, checking the expiration dates of the ink, best place to purchase, and so on. Keep track of last service dates, who to contact for service, and so on.

* All software used, registration information, and where the original disks/CDs are. Include security measures and automatic downloads. If you don't include read-write CDs in the special tools section, include it here. My computer doesn't like some brands. So, get specific with which brands to buy.

* Procedures to be followed to rebuild your computer, meaning the order of installation, software to be installed, location/subdirectory/folder that software should be installed, and file directory structure information. If you have a mirror image on a different hard drive, include instructions on how to restore it.

* ISP contact information and configuration.

* Client contact information. This is not a marketing record, so don't confuse the two. You need someone to be able to contact your current clients in the event of an emergency. Don't confuse your fill-in by having extraneous marketing information about clients in this part of your Business Operations Manual.

* Vendor contact information. Have this separate from the clients. You might be inclined to put them all together since it's just all names and addresses. The emergency fill-in person could easily become confused if they try to contact clients to let them know of the emergency, and they have to sit there and figure out who to call.

I can hear some of you saying that you will just color-code the clients different from the vendors. Not good. You've just placed the emergency fill-in person in the position of having to learn your color-coding system, and where to find the legend for it.

Do them a favor and keep vendors and clients separate!

* End of Day, End of Week, End of Month, End of Quarter, and End of Year procedures.

* Silly as it may seem, keep records of light bulbs, wattages used, brands, best place to purchase, size, and so forth. More than once, I've had to send hubby back to the store because I thought he knew what kind of light bulbs we use in my office. Nope.

* If you have air filters or special needs equipment, keep track of filter replacement dates, how to replace the filters, where to buy replacement filters, what brand to use, approximate cost, what to do with the receipt for that item, etc.

* Receipts. If someone needs to buy something for your business, when you discuss where to buy the item, make sure you include what to do with the receipt for that item!

You might put the receipt information in every location that describes a purchase, but you can also have a separate section on receipts. This is your manual. Sometimes, it's better to have the information in various places in the manual, rather than in just one, and then you expect your fill-in to find it.

* Include business opening and closing times. You might be in your office from 8:00am to 5:00pm. Your emergency fill-in person might think being in your office to take phone calls means from 1:00pm to 2:00pm. Your clients may be trying to reach you in the morning, and no one is there! By posting your business hours in your Business Operations Manual, you can help make sure the phones (or e-mails) are covered.

* Invoicing procedures. Include where to find the basic invoice template and how to update it, where the information that goes onto the invoice is located, the numbering scheme, how to calculate the number of pages, information on where to send the invoice (often, it's different than a client's contact information), what to do with an invoice after they've created it, such as what subdirectory to save it to, which file folder it goes into, and so forth.

* E-mail procedures and format. This is tricky. I've seen client e-mails that discusss everything in one hard-to-read paragraph instead of using correct paragraphing techniques. Or just as bad, they may start the salutation like it's still the 1960's (Dear Sir even though the client is female, or worse, the dreaded To Whom It May Concern). Make sure you include examples for your fill-in person to follow. You can mark on the examples what they especially need to pay attention to.

* Discussion lists, such as Index-L. Create a list of each list you are on, how to unsubscribe, who to notify if they can't unsubscribe, and so forth.

* The office cleaning routine should also be included. If you are in an emergency situation, it's not likely that you will feel like coming home to a mountain of dirt because no one thought to clean your office in your absence. I can hear many of you groaning now. Or saying your office is so dirty and cluttered it wouldn't matter. Now's the time to get it decluttered, cleaned, and on a cleaning routine!

* Business subscriptions—magazines, Web sites, and the like—should be included. Contact information, URLs, expiration/renewal dates, cost expected, frequency, and whether or not you WANT them renewed should be put in the Business Operations Manual.

A Few Closing Notes

One shortcut you can take it to make photocopies of various instructions and spec sheets from your equipment manufacturers to save time. There may be other parts of books you can photocopy. A little copy/cutting/pasting from various parts to make a whole page can save a world of time!

Everything in your manual should be indexed. Put in plenty of cross-references. There is no limit to the size of this index. The more easily your emergency fill-in person can find the information they need, the smoother your business will stay on its feet. By having Business Operations Manual already in place, your emergency fill-in person will be able to provide the same high-quality, consistent level of customer service that your clients are used to.

Don't forget that your Business Operations Manual is a dynamic entity.

Continually update it.

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Some indexers don't work with a hard contract. Instead, e-mails are often used as a letter of agreement, MOU (memorandum of understanding), or confirmation letter. The object is to make sure you are both in agreement on the scope of work to be done, the deliverable expected, due date, and other terms agreed upon during a telephone conversation.

The June 2006 issue of Entrepreneur magazine has a new term for these types of e-mails and letters. It calls them:

Reliance letters.

The longer a person takes to correct a Reliance Letter sent to them (i.e., the indexer sending it didn't hear the due date correctly on the telephone, and the due date is actually 10 days sooner than the indexer is expecting it to be), the more teeth it has in a lawsuit because the indexer "relied" on the letter, and the other party didn't correct their understanding in a timely fashion.

I frequently use these types of letters in many facets of life. But, this is the first time I've heard them called Reliance Letters.

New terminology to remember. This is the latest trend of what to call these types of letters--not Letter of Agreement or Confirmation Letter.

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