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A finger ring for success, a blue stone for reflecting back the ominous looks, a metallic necklace for threatening the evil energies, a prismatic glass in the professional office to invoke prosperity in the job and a lot of such equipments to fascinate and achieve the desired results, are few of the customary actions taken up willingly and as indispensable approach by a majority of the mass in the present world. These tools, for which people all over the world pursue willingly, are the great pearls of the astrological course.

The Astrological course is being pursued by fascinated and eligible students all over the world in a great number. This course has its strong foundation on the scientific logics and research work and experiences of the great minds. The students are enlightened with a great diversity of information on the stars, constellations, position of the sun and planets, favourable and inauspicious effects of them on the life of an individual and so.

Some tags it superstitious, few as scientific, others as pure energy. Whatever they may call it but at times it’s the same people, who willingly pursue for these astronomical equipments or stones. And hence irrespective of the development of the society and enhancement in the practical thought of the people, astrological course is showing its active partition in the day to day life of each and every section of the people. This finally exposes the significant role of astrological course in the present world.

An exhibition banner stand is an excellent tool for those who need to improve their performance at trade shows or conventions. As success at a large scale event is part appearance and part staffing, it is vital that you make every effort to ensure that your presentation is as appealing to your clients as possible. When you participate in a trade show, you have to compete against all of the other businesses for client attention. It is for this reason that it is important that you are very careful about the design of your booth. As trade shows are an excellent venue for cultivating customers, it is vital that you do not allow this chance to go to waste. If you manage to keep the attention of new clients, you will be able to cultivate them more easily.

The first step in selecting an exhibition banner stand is to decide how you are going to use it. Do you need a one use stand that you do not want to keep for future events? If that is the case, you may wish to go with a rental. This allows you to participate in a trade show without having to store a stand for the future. Do you travel often and require a stand that is highly portable? Collapsible stands are the best solution. These are light weight and compact so that you can easily transport them to whatever meeting or presentation you must attend. Finally, there are full trade show stands. These are harder to assemble and disassemble but are designed to be sturdy and long lasting. These stands are often part of modular sets for large scale exhibits. When you are picking out your stand, it is important that you decide based off of what best fits your business needs. This is the only way that you can ensure that you are making the most out of your investment.

Having a high quality exhibition banner stand is not the only thing that you will need to have a successful trade show exhibit. You will need to invest in high quality banners that quickly grab and hold the attention of potential new clients. Holding the attention of potential clients is critical if you want to cultivate new relationships. The reason that this is so important is due to the fact that a client will only remember things that hold their attention for more than a few seconds. As you have the ability to control the atmosphere of an event, it is vital that you do so. This is the only way that you can ensure that your branding efforts are a success.

Once you have purchased your exhibition banner stand and your banners, you need to make certain that you take the time to properly care for your equipment after you have it. After the trade show ends, you need to make certain that you properly store both the stand and the banners. This will ensure that you can use them again in future shows. You should always store your stands and banners in dry places that are not directly exposed to sunlight.

In the innovation field, the closest thing we have to a professional association is the InnovationNetwork and its annual Convergence conference (produced in partnership with the Institute for International Research), which just took place in Minneapolis. I’m on a plane heading home to California as I write this, and I have to say, this was the best conference I’ve attended in quite some time.

The talk in the hallways was about the up-tick in the number of companies launching innovation makeovers. Just as some of us predicted, as the global economy has improved and CEOs get past their hunker down/cut costs/survival mentality, the question of how to drive growth begins to dog them. But getting senior management to take action on innovation often needs a catalyst.

To address this issue at Convergence, I led a CEO/Senior Management Panel titled “How to Present Innovation in a Way That Gets to Yes”. We jettisoned the traditional panel discussion draped table and moderator podium and replaced it with a more dynamic talk show format. It went well, and was very well received. Guests on the lighthearted program included Carol Pletcher, Cargill Innovation Officer; Stephen N. Oesterle, M.D., Senior Vice President Medicine and Technology, Medtronic, Inc; Virginia Albanese, Vice President of Service, FedEx Custom Critical; and Alex Cirillo, head of 3M Commercial Graphics.

Championing innovation as a driver of growth

In my opening monologue, I noted that each time another company says yes to innovation, you can be sure there was a champion at work behind that decision. And quite often a team of committed people as well. They did their homework. Amassed the evidence. And made the case for embarking on a new approach to innovation as a way to drive growth.

With PriceWaterhouseCoopers and Accenture surveys showing that innovation has risen to the top of CEO priorities, you might think this would be easy. It isn’t. CEOs know there is a great need to master innovation. But there’s a lot of trepidation.

Top-line vs. bottom-line growth

As a result, companies have long favored interventions and initiatives that promise immediate returns: lean manufacturing, TQM, reengineering, Six Sigma and scores of others. These process improvements, none of which are easy to implement, have the benefit of showing short-term cost-savings, and elimination of inefficiency, the need for fewer staffers. They are, therefore, easier for consultants from outside and/or advocates on the inside to sell to the guys in the head shed. But here’s what is not often clear: they do nothing to create top-line growth. They only improve the bottom line, and after awhile you run out of places to cut.

Oh sure, you can achieve growth from mergers and acquisitions, thus the M&A boom of the1990s. Guess who did a phenomenal job of selling CEOs on that strategy? Banks, lawyers, accounting firms, M&A consultants, etc. The only problem: study after study demonstrates this is a strategy fraught with problems of integrating incompatible cultures, and turf battles. But the big aha is that they just don’t create shareholder value, as longitudinal studies by McKinsey and others clearly demonstrate. Again: innovation is the only way to unlock organic growth, and the only way to sustain it is with an innovation strategy that has metrics, is comprehensive, involves the whole enterprise and is cross-functional and cross-silo.

Innovation initiatives require patience, commitment

Innovation will never be an easy sell because it can’t promise a quick payback. It took agribusiness giant Cargill, for example, almost a year of internal debate and study of best practices in innovation before folks there got clear on how they even should define it. With almost 100,000 employees, they knew it was a journey, but that they had to start somewhere if they were going to transform the organization. And as the feisty and outspoken Carol Pletcher, Cargill’s innovation maven, told the audience at Convergence, now they are on their way.

Cargill has the advantage of being a privately-held company. Many CEOs of publicly-traded firms, with Wall Street ever more impatient for steady quarterly earnings, are apt to be gun shy. Innovation conjures up sinkholes of investment and missed earnings – and too soon the ax. So if you’re in an organization that hasn’t yet gotten to yes, you’re going to have to overcome a lot of what professional salespeople call objections, both real and imagined.

Building a winning case for innovation

How can you make a stronger case for innovation? How can you present innovation in a way that gets to yes? By doing your homework. By keeping current on this ever-evolving field and knowing what works and what doesn’t. By constant benchmarking of what other innovation-adept companies are doing, and finding out. And by selling benefits (growth, transformation, talent retention), not features (it works like this, isn’t this clever, etc.).

Most important of all, it’s essential to identify and reference companies that are enjoying the fruits of their systematic approach to innovation. Whirlpool, for instance, added a whopping $100 million in top line revenue during the first 12 months of launching its now-famous innovation initiative. Deloitte-Touche Tomatsu of South Africa doubled the size of its enterprise within two years of launching InnovationZone, its idea capture system. And companies like 3M and Medtronic cite innovation for their success year after year. By building the case for innovation, it won’t be long before other firms come to you, wanting to know how you did it!

Robert B. Tucker is president of The Innovation Resource, and an internationally recognized leader in the field of innovation. Formerly an adjunct professor at the University of California, Los Angeles, Tucker has been a consultant and keynote speaker since 1986. Clients include over 200 of the Fortune 500 companies as well as clients in Europe, the Americas, Asia-Pacific, and Australia. He frequently contributes to publications such as the Journal of Business Strategy, Strategy & Leadership, and Harvard Management Update. He has appeared on PBS, CBS News, and was a featured guest on the CNBC series The Business of Innovation. Learn more about Robert’s latest work, Innovation is Everybody’s Business, at: