Do You Know Why Your Travel Business, YTB, Might Not Be Legitimate? I Do

Your Travel Business has been under investigation of whether it is a good investment or a scam. Even though I don’t believe that the company is trying to pull any strings on anybody, i do suspect that the corporate side has not been doing everything that they could to prove to their distributors that they have an investment-worthy product.

Now we will take a glance at the reasons guiding the suspicion about YTB Travel Business.

To begin, there have been countless lawsuits against the company, not to mention the numerous complaints made to the BBB. Although this does not directly depict that the YTB Travel is a scam, nobody from the company, including the corporate and public relations managers, have not made very much attempt to argue with them.

YTB is now undergoing investigation, and since they have chosen to stay out of these problems, it has brought many people’s attention. Even though there the likelihood of the company to be found guilty of the accused offenses is slim, their latest press release avoids to describe how they will improve their model.

Though the claims are minuscule, this can impact the prestige of the business. Various companies have dealt with claims and BBB complaints far worse, but have ensued success because they worked challengingly to cover up the black marks to persist to affect their prestige. For me to want to continue to invest time and money into YTB Travel business, I need to be certain that they have been making the same effort to ensure the reputation of the company I give my time and money.

If they are hoping that the cases will fade into the blue, they better be right. Even though this will probably happen, if they are wrong it will lead to more problems far more serious than the existing problems now. To counter this problem, more attention must be paid to the maintenance of the prestige of the company, otherwise this WILL effect the choice of future distributors.

YTB Travel still has many positive characteristics about it.

YTB has developed into a time-honored company in the travel business. Once the lawsuits blow over, there future will be successful. Considering the lawsuits, many are being rejected due to cases being of no worth and repetitive, and the remaining have not been proved guilty.

Since 2001, when YTB was first recognized in the industry, YTB Travel has shot up the ladder to become one of the top 30 North American travel sales companies, toppling over hundreds of other companies. On top of also becoming part of the stock market, it also has been awarded countless awards in the travel industry.

Is it certain that YTB Travel’s business model is not a scam? What can you do to make sure that the spoiled repute of the company will not ruin the capability to be successful inside YTB?

Due to inclination in travel itineraries and the fact that almost 75% of them are currently online, the probability of rise is extraordinary. If Your Travel Business realized how much the internet could improve their business, you and your networking abilities can create a prestigious reputation for your YTB team by taking advantage of the internet.

If you take advantage of the internet and how to market a business like YTB, you could create a lucrative network.

Learn How to Use Video Marketing for Your Business

There are lots of free video portals on the Internet. Although YouTube is the most well known, there are also others such as Google Video or Vimeo. So you might be wondering how you can use them to your advantage and what these advantages might be. First of all, and to be clear, I think that if you’re going to try to go for video marketing, you are better off just focusing on YouTube and forgetting about the rest. The site has more searches than any other except Google. That means that well used, your impact on YouTube can be higher than on Yahoo or Bing. And having an online presence on a video portal is also a question of prestige for any company, specially if they are an Internet business.

In my opinion, your videos have to cover two important factors. First of all, they have to give interesting and useful information to users. We’ll go on to see why in a moment. Second of all, they have to give your business prestige. Let us examine these notions.

Some universities, such as Yale, have uploaded full seminars on to YouTube. This means that the university trusts the quality of its lecturers and is willing to share some information with anybody who is interested. This creates an image of Yale as a high quality institution with sound values. They are not just uploading videos, they are giving information to people not just interested in Yale, but in more general topics such as literature, economics or science. As far as a business goes, these ideas are perfectly applicable. Few people are interested in getting to know exclusively the day to day of your company, or what your living room looks like. But they are hungry for useful information on which you can give a unique point of view. If you manage to make your YouTube channel a referent for a certain market or niche, you will indirectly be showing that your company or you directly know what you are talking about.

Furthermore, people will have a sense of knowing you and you will be able to create a community of potential buyers. Only a percentage of those who follow you on YouTube will end up making purchases, but the system will work only if you cater for everybody, answer their comments and create interesting and informative discussions.

In short, your objective with YouTube will be to talk about what you know best and share it, gratis, with the world. Users will appreciate this and respond by remembering you, recommending you and using your businesses services. So the time and effort put into video marketing in this case will always be justified.

Many CEO’s Pursue the Four Ps – Pay, Power, Perks and Prestige Rather than Profits

Many chief executives pursue the four Ps – pay, power, perks and prestige rather
than profits for the company.

Recently, there are more and more CEOs falling from grace. In the United States, forced
exits accounted for 39% of CEO departures in 2002 up from 25 % in 2001, according to
Booz Allen Hamilton. In 2002, Enron Chairman Ken Lay, Tyco chief Dennis
Kozlowski, Qwest’s Joe Nacchio, Worldcom’s Bernie Ebbers. Year 2003 saw the
departure of CEOs from Raytheon, Kmart, Spiegel, Scherling Plough, Motorola, Freddie
Mac, Boeing, American, etc.

Agence France-Presse (AFP) in 13 April 2004 reported that Professor David Yermack of
New York University Stern School of Business found that the average shareholder gains
underperformed market benchmarks at companies where the chief flies by luxurious
corporate jets. In the study, “Flights of Fancy: Corporate Jets, CEO Perquisites and
Inferior Shareholder Returns”, Professor Yermack said: “The central result of this study
is that CEO’s personal use of company aircraft is associated with severe and significant
under-performance of their employers’ stock….Firms’ stock prices drop an average of 2
percent around the date of initial disclosure of corporate plane use.”

Some of the CEOs may not be justifiably fired as the economy turns bad through no
faults of theirs’ but they were held accountable. However, the days of fat cats running
corporations are over.

Uncontrolled and unnecessary costs destroy businesses. If your competitor has a limo and
you do not, you are already winning. He has a leaky bucket. There are six self-made
multi-billionaires. And all of them were paragons of simplicity and prudence in self-aggrandisement.

In 1991, Sam Walton founder of Wal-Mart drove an eight-year-old red Ford pickup. He
always fetched his own coffee. As President of EDS, Ross Perot paid himself $70,000 a
year. However, when Perot sold EDS to General Motors, the President of General
Motors, Perot’s new boss, made $2.4 million salary plus a bonus. Finally, he paid Perot
$2.5 billion to go away because GM executives were embarrassed by the folksy Perot,
who did not demand a fat salary or swanky office or specially tuned cars. David Packard
never had an enclosed office before he left Hewlett-Packard for government service. Bill
Gates of Microsoft often rode coach on planes, until they finally got so big they ran their
own fleet of aircraft. Warren Buffet manages Berkshire Hathaway’s billions and billions
with a staff of 24. When they lunch together, it is McDonald’s. Warren still stayed in the
same house that he bought thirty years ago and drew on a salary of US 100,000 per
annum. Ingvar Kamprad, the founder of Ikea takes the company bus to his stores.

Indeed examples of executive abuses dominated the news during 2002. Many Enron
employees were fired whilst Senior Executives used $200,000 to fund its luxury box at
the formerly named Enron Field. Though founded on the innovative idea of instant
photography, Polaroid’s management failed to save the company from the shift to digital
cameras. Polaroid reportedly cancelled health-care benefits for the company’s retirees in
the wake of its Chapter 11 filing. However, management reportedly petitioned the
bankruptcy court for permission to dole out roughly $19 million in bonuses to keep key
executives from leaving. Webvan is another example. It failed to compete against the
traditional supermarkets with its online shopping services and home delivery. Before it
ceased operations, the company reportedly agreed to pay its resigning CEO, George
Shaheen, $375,000 per year for life although the Webvan’s stock price plunged 99
percent during his tenure.

Kmart in bankruptcy authorised payments of $362,000 per month in retirement benefits
to some 242 of its executives. The Kmart’s creditors which K mart owed $6 billion
protested to a Chicago bankruptcy judge.

L A Times writer John Balzar observed that creditors and shareholders are not the only
ones enraged at the seemingly arrogant attitudes of America’s corporate giants.
“Consumers are mad, and some are declaring petty war against the mighty corporation,
against shenanigans, the double-dealing, the get-rich-quick schemes, the fraud, the selfserving
deals.” Those investors felt that they have been robbed as they saw their
retirement savings dwindled.

In America, CEOs compensation surged 1000% in three decades, making it to 500 times
the pay of the average worker. Yet, they are greedy for more. Martha Stewart of the
ImClone System expensed off the US 17,000 cost of a holiday to her company. Dennis
Kozlowski spent US$15,000 on a “dog umbrella stand” and US$6000 on shower curtain.
John Rigas spent US $20,000 of Adelphia’s shareholders’ funds on a Christmas tree. The
list of corporate excesses goes on and on.

CEOs who live “fat cat” lifestyles using corporate funds should be slaughtered and
skinned.