It’s about to be 2015.

We expect stuff to happen at the click of a button, or even easier, from a voice command—order this now, learn more now, register for this now.

Now, now, now, now.

We’ve really evolved into a bunch of Vladimir Putin’s, haven’t we?

So when things don’t happen instantaneously, we immediately get pissed off. Cause that’s what pre-programmed authoritarians do, right?

The reality of the matter is that we need to shelf our obsession with instant gratification. And by we, I mean we the guys doing the marketing. If we don’t, we’re inevitably setting ourselves up for disappointment—more demanding, more yelling, more headaches, more foul moods, less success for everyone involved.

For 2015, I’m making the boldest, most daring, most ridiculous marketing prediction: Companies that work hard to market their products or services will have more success.

Is your mind blown?

My old man always told me—and still tells me—that finding a job is a job in itself. The more that I think about that, the more I realize its relevance to sustainable marketing practices.

As marketers, we demand results. But, let’s face it. We can get a little greedy. And consumers are savvy enough to pick up on those tendencies. Serving up irrelevant content, and considering yourself smarter than your customers made CMO’s list of 10 Ways to Annoy Your Customers. Both of which are by-products of? Yup, you guessed it. Lazy, greedy marketers.

Yes. Marketing automation is an important concept and is something that should be practiced in balance. Understand that there are pros and cons, and that there lies a serious problem today with marketing automation overload.

I recall when I was first applying for jobs—before I landed my current position. I wrote up what I thought was a surefire gem of a cover letter and blasted that baby out with my jack of all trades resume for the whole wide world to see. When I never heard back from anyone, I was like, “Well, this is crap. The economy sucks.” But in all seriousness, my approach sucked. I sold myself short.

It wasn’t until I changed my approach that I started to get the engagement, interviews and ultimately the great job that I was looking for. Instead of automating my job search, I carefully read ads, picked up on cues, and altered my cover letter and resume to fit what that particular employer was looking for. I tried different layouts, fonts, added photos. Anything and everything that would elicit a response.

The same approach can and should be replicated for premium marketing results. You want to sell more product? You want to secure more clients? You want to grow your business? You want to drive around a Porsche and smoke cigars like Tony Soprano?

Then you better hit the whiteboard. Spend more time strategizing and less time filling out your time sheet. Spend more time testing and less time automating. Spend more time working hard and less time working on cruise control. Spend more time building relationships and less time taking shortcuts. The results will show.

The more things change—the more they stay the same. Those who work hard and smart, and never give up will find true success. Those who learn and adapt from mistakes of consistent effort will find true success.

At first thought, it doesn’t seem that a war hero and a business leader would have much in common. It’s hard to imagine that executing a mission on a battlefield is the same as winning a new account, boosting profits, and hiring the best employees. Sure, this may not be an exact translation, but the skills and characteristics involved in both are certainly helpful in either case.

What Makes a War Hero?

First, let’s examine the obvious.  At some level, a war hero must be a leader, a man of action and must be successful at either winning a contest, or making a substantial, sacrificial effort to do so.  For many years, the lower the military rank, the more likely the hero is referred to as a hero posthumously. But that’s changing.

Now, war heroes can be helicopter pilots, generals, Army captains, Navy medics, or most anyone who has served honorably in our military.  Why?  Not long ago, it was commonly thought that the only thing the military ever trained for was to disrupt, blow up, and mop up.  The idea has been around for a long time, and that thought has always been wrong.

Those with a successful military career of any length at any rank have learned to practice several extremely valuable qualities, such as:

  • Respect for authority
  • Pursuit of (and completion of) the assigned mission
  • Cooperation with others (teamwork)
  • Calmness under pressure
  • Punctuality
  • Finder of common ground between those with differing interests
  • Takes direction well
  • Courtesy
  • An open mind
  • Meet deadlines
  • Perform well even when the environment is permeated by chaos
  • Win the loyalty of others
  • Make observation of the facts and situation before making a decision or taking action
  • Give accurate and helpful feedback to others quickly

With demonstrated character qualities like these, what boss in his or her right mind wouldn’t want to hire a war hero?

Commerce involves competition and also winners and losers.  As any salesman knows, the commission for the second place bid is zero percent.  When it comes to sustaining or growing a business, new contracts, new customers, repeat customers, and high customer service are all vitally important.

Consider:  President Calvin Coolidge famously said: “The business of America is business.”

Others today would say the business of our nation, and of others, is a war.  In either case, strategic thinking and execution of well conceived processes determines the outcome in war or business.

War heroes learn the value of developing and exercising all of these qualities, and know the importance of gaining the next promotion on a regular basis. When a military person fails the win the next promotion on schedule, he or she loses a bonus, and if passed over too many times, may, in fact, be required to leave the military.   Because of this well developed military culture of improving excellence, businesses such as Macy’s, Enterprise Rent-A-Car, NYSE Euronext, JP Morgan Chase, and organizations such as Hire Heroes USA, The Pew Charitable Trust, and many others know that Veterans make great employees.  Ex-military hires often are ‘fast-tracked’ to top executive positions precisely because of qualities developed during their military careers.

Summary

Business leaders need to notice what’s going on, find facts, and chart a course to victory for the mission, while gaining loyalty and commitment from employees, vendors, clients, and customers, so that the competition of commerce can be won.  Talent alone won’t win in business. Character, tenacity, strategic thinking, and the pursuit of the mission are qualities that those who would be effective business leaders need to develop and improve consistently.

War heroes size up the enemy, the challenges, the terrain, the hazards, and plan what the definition of victory for each campaign.  Procedures to ensure timely provision of material, transportation, tactical support and care for personnel are essential to a winning operation.

War heroes have already been trained, stressed, and tested.  Business leaders who would not only survive, but lead their business to victory would be wise to study and emulate our war heroes, and run their businesses accordingly.

First of all, what is etiquette? For the uninformed, ‘etiquette’ is not a word that means you have eaten a ‘quette,’ whatever that may be. The word is derived a bit from German but mostly from the French language, and, as many of our American English words, adapted for our use.

Some would say that proper etiquette is the same as good manners. They would be partly correct. Definitions vary, but etiquette has to do with knowing what acceptable conventions of behavior and practice should apply in particular circumstances. Good manners are general guidelines put into practice.

For instance, giving your wife or husband, child or parent a warm hug upon greeting them at a restaurant would almost always be both good manners and good etiquette. However, that same warm hug would not be good etiquette or good manners, were that warm hug given to someone not interested in meeting you at all.

“Business relationships come down to having proper etiquette,” said Edward DuCoin, CEO of Orpical Group, during an interview. “In order to have a really great rapport with someone you are working with, they need to not only feel comfortable, but also a level of mutual respect.”

In business, sometimes people fall prey to the erroneous mindset that merely functional roles are good enough. After all, the salesman works for the vice-president, doesn’t he? The receptionist is paid for her time, and that should be enough, right? Wrong!

Regardless what the functional relationships may be, employees, colleagues, prospects, customers, and competitors are still human beings. They have feelings, challenges, schedule pressures, hopes and fears, just like everyone else. Suppose you are the boss. Are your employees more likely to give extra effort to meet goals for the company when they feel as though you really care about them, or when they can’t wait to find a different job?

Of course, your employees will be more productive, efficient, and more highly motivated when they are confident that the boss actually cares about them.

How does business etiquette relate to sales? Ask any seasoned and successful sales professional, and s/he will tell you: you’ve got to not only know your product or service. You must know your prospects, in terms of what they might want to buy at what price point. You must also know why your prospects might want to buy. How can you know those what’s and those whys?

Some practical pointers for good etiquette:

  • Show more interest in the other person than your own goals whenever possible.
    • Before the meeting, whenever possible, learn about the interests and accomplishments of the other person.
    • Ask questions of the other person regarding their interests. Treat them as an expert, and don’t try to display a superior knowledge to theirs about anything.
    • If you are asked questions, answer them accurately and with humility.
  • Use good eye contact whenever possible. If talking on the phone, imagine you are looking at the other person, and speak accordingly.
  • Smile when you first greet the other person, and reveal your genuine pleasure in the experience of having a conversation with the other person. (If that sentiment isn’t genuine, think through and adjust your own attitude before arriving. You’ll be glad you did!)
  • Don’t use flattery, which is vague and generalized praise such as ‘you are so great.’ It might feel good to the recipient of the flattery, but it might also cause them to believe your goal is to manipulate their feelings for some unscrupulous motive.
  • When appropriate (and it will be in some way if you are paying attention) pay specific compliments for behavior, achievement, awards granted, or some other genuinely valid point of congratulation. The other person will feel genuinely appreciated, instead of feeling manipulated.
  • Call the name of the other person a few times during the discussion, and do so respectfully, in a way that expresses the dignity and value you ascribe to them. This will also help you to remember their name!
  • Respect the time of the other person. Whenever possible, arrive early. If the meeting is a phone conference, be as well prepared as possible, and then make the call a just a few minutes early.

What does this all mean? First of all, great sales professional, a great leader, and a great executive have this in common: they know how to ask appropriate, interesting, timely questions and really listen to what is being said, to what is not being said, to the tone of voice and what sort of emotional language is used, and more.

“Open communication is key,” said DuCoin. “The most rewarding relationships stem from being able to give constructive criticism, along with being able to share new ideas with someone you know will be honest with their critique, as well.”

Beyond that, great managers, executives, and sales professionals pay attention to body posture and body language whenever they are physically present with those with whom they wish to have good business relationships.

Too many people fail to take advantage of the opportunities to maximize their employment. Worse yet, otherwise competent employees can be heard complaining about their job, their boss, the need to occasionally work past ‘quitting time,’ bad coffee in the break room, failing to be thankful to be gainfully employed at all, or just grousing in general.

You can be ‘absotively, posilutely thoromazingly’ (translation upon request) sure that successful salespeople do not do the ‘crybaby complainer dance.’ Successful salespeople do, in fact, do a dance. It’s an elegant, exciting, delightful, and enriching experience for both dance partners, when done well.

The successful salesperson has a dance with prospects and clients. Sometimes, the salesperson leads, while other times, the salesperson invites the prospect or the client to lead the dance. Sometimes it starts as a group dance, but as the music plays on, the dance is ultimately between two partners whom each have the freedom to decide whether to dance, or to dance again.

This dance probably won’t involve holding hands, leaping in rhythm, or pressing your cheeks together. It will involve some mental and emotional exercise, and there will be give and take between the partners. The dance will definitely involve paying close attention to the steps of your dance partner.

That’s enough about the dance for now.

Habits of a Successful Sales Professional:

  • Listen to the marketplace. Get an idea what people in you marketplace may want or need.
  • Identify suspects who are people that may have an interest in hearing about your product or service.
  • Determine what sort of marketing best suits your suspects, and how that marketing should be delivered.
  • Plan and set aside regular time to identify and add suspects to your pipeline of people to approach.
  • From the suspects, determine which have become qualified prospects. This would include decision-making authority, interest in the product or service, the urgency of need as viewed by the prospect, and opportunity to meet with you.
  • Those still classified as suspects (not prospects) should be marked to the ‘suspect recycle bin’ for follow up at some future time. Rank them as a) on a slow day, b) when logistically convenient, c) after obstacles to doing business have been crossed, or d) probably never.
  • Professional salespeople will, when speaking with a prospect, endeavor to:
    • Think along the lines of what the prospect wants and needs
    • Learn what obstacles, frustrations, processes, and time-lines the prospect has on his/her plate
    • Identify whether your prospect must consult with someone else before making a buying decision, and work to include that person either directly or by inference in the discussion
    • Refuse to gloss over real concerns or objections from the prospect
    • Identify whether the prospect is uncertain and ‘hedging,’ or is waiting for you to clearly invite him/her to buy
    • Never leave a conversation with a prospect without an agreed plan with the prospect for the next step
    • If / when the prospect is determined to not actually be a qualified prospect, be pleasant, and get out of the interview. This avoids wasting the time of the non-prospect, and your own time. The non-prospect may be a qualified prospect in the future, and will remember your professional courtesy when that time comes.

Professional Salespeople will also have the following habits:

  • Punctuality. Plan to arrive early. If someone is apologizing for being late, let it be the prospect.
  • Preparedness. Have a plan for the discussion. It’s much better to have a plan from which to depart, than to not have a clue where to start.
  • Well-rested. This might be more difficult at times, but a well-rested salesperson is more efficient.
  • Knowledgeable. Know your product or service inside and out, backwards and forwards. Be familiar with realistic delivery schedules, costs, possible results, and especially how your product or service is a good fit for the need(s) or your prospect.
  • Constructive Listener. Everyone – everyone wants someone to hear them, appreciate and understand their situation, and respect their roles and contributions. The salespeople who consistently walk away ’empty-handed’ from what might have been a sale have mostly likely not listened well to the prospect. Ask thoughtful questions, then listen. Taking notes can be a great idea. After your client has told you their thoughts, then summarize to them what you think you heard them say, and ask them to confirm. This will add to your knowledge, and to the confidence your prospect will have in you.
  • Build Value. Any intelligent businessperson knows they must make a profit, and will eventually admit that you must do so in order to continue in business. So make the price as irrelevant as possible by demonstrating that your product or service will enhance their ease of doing business, their profits, their employee morale, or any combination of these and other concerns.
  • Ask for the sale. Any experienced, professional sales person can tell you that there had been times when s/he didn’t expect to get the sale, but asked for the sale – then closed the deal!

Summary:

Professional salespeople are interested in their product or service, but are even more interested in how they may improve the lot of their prospects and clients. As the legendary Zig Ziglar often said:

“If you will help enough other people get what they want, they will help you get what you want.”

Effective, knowledgeable, timely, compassionate conversation will lead to the crafting of appropriate solutions, and the professional salesperson continues to develop the study of the prospect so as to offer the best available solutions to the prospect. The client and the salesperson both win.

Whether you’re in charge of everyone or you’re the lowest employee on the totem pole, everyone faces both skills that help them and traits that bring them down in their professional life. If you’re looking to start up your career and head into the world of entrepreneurial and financially focused business, some of those traits that merely hinder small parts of other people’s day can be a career stopper.

While there are limitless ways your own mind can get in your way, there are three habits you can avoid in business that can make for a more successful career.

Lack of Confidence

It sounds too simple to be true, but it’s one of the biggest problems for everyone no matter what they are trying to do. Whether you’re in 8th grade and won’t ask a girl to dance because you don’t think she’ll ever like you, or you’re debating your worth to a company and being talked down in salary.

While it may not help to be over-confident, and does help to work hard to keep up, it also doesn’t help anyone to have a severe lack in confidence. This can hurt entrepreneurs more than most people when it comes to business.

An entry or junior level employee may under estimate their worth, but a CEO might be under estimating the worth of the company. It can also lead to not taking risks that could have highly benefited the company, such as plunging into social media or discussing a merger with a similar company, even if they feel it would be the best option.

This lack of confidence can also translate over into how the employees are treated. If the boss has no confidence in the company, it’s not likely he or she believes the employees have high morale or trusts their new ideas are in the best interest of the company. By being confident, those in charge can feel more trust in their employees and lead to a much better work environment.

Perfectionism

We all dream of having the perfect house, or the perfect job. Many dream of having the perfect spouse and living in the perfect neighborhood with the perfect kid. However, the majority of people have accepted these things can’t be a reality. The pipes will need maintenance in your house and your spouse will sometimes get on your nerves, but you’ll make the best of it.

Yet this same concept isn’t translated into business. If you can’t achieve perfection at home, it makes no logical sense to expect it in the office, yet it’s a constant goal for entrepreneurs. For the small business start up, the world isn’t going to end if your logo could be improved, and you won’t lose potential clients if your website has one typo.

It would certainly make for great business if you somehow figured out how to be completely perfect, but in the end, this isn’t achievable. Some clients you work with might even dislike your services, and sometimes problems will arise.

However, there does need to be a balance. Perfection can never be achieved, but preparedness and professionalism is a great goal. Rather than aiming to never make a mistake, you can aim to reach goals in the most accurate way possible, and set up safety nets in order to fix mistakes that may occur.

It can be easy to get caught up in details, especially when money or customer satisfaction is involved. But customers and clients aren’t looking for perfection; they’re looking for reliability. Apple products consistently get bugs or break, but the company is always quick to fix it and send out a patch or help customers fix what broke. They can’t make the perfect laptop that will never break, but they can guarantee to help fix what goes wrong in a timely and pain-free fashion.

Inability to Make Decisions

Just how well do you deal with those tough decisions you are faced with says a lot about how well your business is going to do. Ask yourself: how do you deal with tough decisions? Do you procrastinate and put the decision making on the back burner? Do you ask another person to make your decisions for you? Do you ask your friends and family for advice?

Before trying to find a better way of making decisions, you have to define how you already make them. Of course, this is true when it comes to facing any problem. If you’re the type of person who takes a long time to make that final call, what is it that convinces you in the end to go one way or another?

It seems simplified, but it works. Ask yourself how you make that choice, then try to recreate it sooner and stand firm. There will be plenty of times where you made the wrong call, but that’s all part of business. Missing out on big opportunities or stunting the growth of your company due to the inability to make a decision will usually hurt you more than a small risk that didn’t pan out.

Of course, there’s a limit to this advice. While it’s good to take the leap on a calculated risk, it does need to be calculated. So what do you do in the situations where your choices need some calculation, but you’re up against the wall? Some entrepreneurs like to go with their instincts. If you’re not comfortable being that risky in business, there are many consultants you always have at your disposal. There is plenty of research you can do on your own, but remember you hired people for a reason.

If you’re concerned about the money involved and have a CFO, they should be the first person you talk to. If this is a question about whether or not to implement Twitter into your social media presence and you have a digital marketing team, you should see what they have to say. Since your employees have worked more in the specific areas, it can do well to hear how they project a risk to pan out for their department.

If all else fails, consult a professional about your business plan and how this risk might fit into it. Some may charge you for the advice, but if you can’t decide what to do and find someone who has been successful in similar cases, it may be worth the money.

Calculated risks are a bold, but crucial part of growing as a person and a business. They can be scary at first, as it can be human nature to overestimate the possibility of failure, but by evaluating the risk level for each opportunity that presents itself, you are more equipped to weigh the pros and cons of each situation.

A calculated risk is the key to good decision making, especially in a small business or organization that has big plans to grow. Overall, it is a chance of exposure to gain or loss for your business that might be undertaken after the advantages and disadvantages are carefully considered.

If you have been playing it safe with your business, it might be time to take a risk that will change how you look at decision making. Here are 7 ways to minimize the risk for your company:

1. Analyze Which Risks Make Sense for You

Risks are different levels of extremes for everyone, depending on their comfort level with change. For your business, you may want to become more efficient with your processes. For another, the concentration might be on growing their customer base. These two businesses would need completely different and specialized plans for what they wanted to achieve.

2. Set Your Goals and Brainstorm

By knowing your goal and working backwards to see how much time it will take to make the change, you prepare yourself for the process of the change. This step in the process also makes you aware of how many people will need to be involved and when.

3. Evaluate the Risk Level of Each Opportunity

When researching and preparing for the possibility of taking a risk, it is important to be unbiased to judge – such as an accountant, insurance agent, or marketing insight – to tell you when it will not be a good opportunity for the growth of the business. By getting an outsiders insight on your business, you get a more solid foundation of where your business is and where it could end up.

4. Create a Detailed Plan of Execution

With a calculated risk, you have to figure out what your goals are and fill in a roadmap of what will need to be done to make it happen. For example, coming up with a training program to roll out new procedures in your business works best when there is a set plan of exactly what each employee will learn and when.

By thoroughly researching the change you are planning to make, you know the consequences and benefits of what you are about to do. Stepping out of your comfort zone and taking on new opportunities presents your business as a leader in the market, and a carefully calculated plan can open you up to a world of possibilities that you hadn’t even considered in the past.

5. Edit and Change the Process As You Go

If you get halfway through a process and realize it is not going as planned, don’t be afraid to change it! Every business is different, and plans sometimes need to be tweaked to best fit what will work for your specific goal.

6. Review the Results

Whatever the outcome of your plan, use the results to help you adjust future decisions. Maybe you needed more funding or more time to complete the goal – now you are more aware of what to expect in your next endeavor.

7. Don’t Be Afraid to Fail

Not all risks go as planned, but it is crucial that you learn from your mistakes. Here at Orpical, we want to teach you how to make positive, calculated risks that will increase your profitability, open up new opportunities, and start a new way of thinking. While there is always a chance of failing, we feel as though risks can be very beneficial to everyone involved when they are well thought out and executed properly. Risk is unavoidable, so controlling it with an informed decision is the best approach you can take for your business.

Without a doubt, the lifeblood of a business is its employees, business partners, and clients. Therefore, business owners and executives must plan and execute those practices that are conducive to receiving and maintaining loyalty from these groups.

A business that is transparent and has a firm footing in integrity is one that is experiencing success at every level, has forward-thinking leadership, and possesses solid as well as balanced entrepreneurship ideals. Loyalty is not a myth. There is no relationship business or otherwise, that flourishes if loyalty is missing from the equation. A business can reel in, or foster loyalty by:

  1. Appreciating, engaging, and rewarding the input of employees, business partners and clients.
  2. Being responsive to criticisms and suggestions from employees, business partners, and clients.
  3. Analyzing comments and suggestions to utilize what is constructive and logical in decision making that affect the progress and future of the business.
  4. Ensuring that the business is interactive.

The evidence is very clear; employee loyalty leads to increased productivity, enhanced service value, and client satisfaction. On the other hand, client loyalty results in increased sales, which in turn boost the growth of the business itself. Satisfied workers go hand-in-hand with satisfied clients.

Therefore, leadership needs to set realistic expectations for employees, ensure that the workload is bearable, and create and mentor an environment that allows for creativity and job satisfaction to prosper. For this reason, open communication is vitally important in order to be abreast of the needs of employees, business partners, and customers.

When I started Orpical I intended to create a company that can grow to INC 500 status (I did it 3X before) and have an environment that is drama free – – as free from drama as humans can be.

What is Orpical? It is what we stand for:

Optimistic – We expect the best outcome for our employees and clients.

Respect – The consistent consideration of all we encounter in a courteous manner.

Passion – Engaging enthusiasm for the positive wellbeing of people, opportunities and our planet.

Integrity – To be known as individuals and a company of scrupulous integrity.

Curiosity – Be a company that is always eager to teach, learn and grow.

Altruistic – As a profitable company will we have the capital to be devoted to the welfare of others.

Loyalty – Steadfast adherence to our commitments and what we stand for as a united company.

We are not perfect, but we strive to have all interactions and relationships based on the Orpical model. Each letter and corresponding word is critical. Take one away and we are missing a piece of our culture. My favorite is loyalty. Search “business sales” on Google and you get 2.8 million results. A search for “business culture” will get you 728,000 results. Now a Google search for “business loyalty” will get you only 68,000 results.

Business loyalty is not a myth and we believe can be a winning formula for long-term relationships and mutually rewarding for our employees, business partners, and clients.

Business consulting and coaching can be extremely beneficial in terms of changing enterprise operations, managing organization potential and improving productivity.

The purpose of this article is to review the benefits of the process of business coaching and the issues surrounding performance and fees. Most people can guess “what business coaching is.” However there are perceptions of high fees and lack of performance guarantee.  Usually, and I would say more than 95% of the time, all the risk is placed on the client or small business owner.

At ORPICAL we are a firm that becomes profitability partners with our clients. Our only means of compensation is to insure clients improve bottom-line profits.

We strongly believe that if a business coach works on a percentage of process improvement or even a perceived value, they can spend less time seeking clients and earn significantly more annual revenue. Any “stigma” can be eliminated by the fact that the business coach is now viewed as a partner. We have been called a part-time COO for clients because we focus on the entire enterprise to increase profits through increased and perhaps more importantly obtaining services and a greatly reduced price as compared to traditional costs.

Of course great coaching is extremely beneficial with regards to changing organization procedures, managing company potential, and improving productivity. But when the coach has a vested interest more bottom-line positive results will happen.

The service offered is based on performance based compensation  called ORPICAL which is mentoring that enables small business owners to enhance their overall performance, their quality of life as well as heighten their productivity. The service commitment of ORPICAL COO is to encourage improvements in techniques, strategies and processes which result in increased sales and decreased expenses.

Some sessions are conducted via a telephone and or video chat. This makes ORPICAL COO Business Coaching an exceptionally practical choice for executives that can’t seem to allocate a whole day or some of their time everyday for coaching sessions. Plus it avoids the time and expense associated with travel.

To offer immediate, productive and cost-effective services for our clients, we also developed a system of outsourcing called Real Smart Source.

The foundation of ORPICAL is a form of business enterprise theory that aims to generate far more benefit when utilizing the fewest resources.  Lean management concentrates on enhancing procedures, so the concepts can be applied companywide.

One sure way to hyper-increase net profits is to increase sales while reducing the cost per sale.

Too many business owners spend their hard earned money with good intentions but pay far more than necessary for personnel, services and products.  A key mission for Lean2 Profits is to help companies obtain more for less.

We manage the hiring, project management and performance so our clients can focus on what they do best. We can have 1 to 100 qualified people working for you, managed by us, for far less than you can imagine. We develop with our clients to help increase sales while cutting operational costs.

There are thousands of business service companies and consultants. Most are very qualified; so ask this question. Why do so few work on a “paid for results basis” or a percentage of net profits? We do because we know we can. Our confidence and experience added our client’s product or service offerings are a winning formula.

Greater client output and lower costs yielding client profits is our mission.

Need more info on ORPICAL?

Send us an email to info@orpical.com, or give us a call at +856-242-1520.