Future Page Rank Tools

There are a bunch of different page rank predictor websites out there in the wild, but it seems that there aren’t many reliable tools. I tried a variety of tools, all of them claiming to predict a website’s future page rank. However, I found that some of the websites merely queried Google search engine websites for current rank information. Not one of them actually predicted anything. Moreover, I found that few of them used any information that wasn’t available from Google directly. So why bother? Well, you can read more about Linkrain’s experience using these tools the result of which was: most of the predictions where wrong.
I’ve tried these tools and found that most of them were not telling something I didn’t know already. I’ll just mention two tools that I liked:

1. PR Prediction and recorder provides a useful summary of not just PR information, but a bunch of other stuff, too!

PR prediction + recorder
now-PR, DCs live-PR, PR-prediction & PR-history records all in one
plus Google Yahoo MSN AltaVista back links history records

Type in domain something but not nothing.

2. Google PageRank Prediction seems to provide the only genuine alternative number I could find that showed some rationale for their number.

One website that just didn’t work no matter what I entered.

So, if you are looking to find out where your website might be heading, try these tools, but take the results you get with a large pinch of salt!

Sensible Budgeting: Think Big Picture!

Many accounting systems work on the basis of accounting for every single cent you ever spend. I used to read about all those blogs who encouraged people to keep their accounts to the nearest cent. You know what. I tried that for two months and while it was instructive, I didn’t find it that productive a use of my time for three reasons:

  1. I hated looking for money I couldn’t account for, especially when it was 50c or some such small amount.
  2. Such detailed accounting seriously wasted my time. I have spent two hours looking for sums as small as $2.
  3. My wife didn’t have the personality for such detailed accounting, either. She could never remember how much she spent exactly. Moreover, it caused the occasional fight when she lost a receipt or forgot how much she spent. Of course, I did this, too.

So, instead, I created my own way to manage my money by setting up money pools and limits. I used them to macro-manage my spending and my wife’s (she hated accounting with a passion). The system basically worked best when combined with pay yourself first … Once you got down to your last $10, that was it!

Here are the steps.
1. Figure out your total monthly income.

2. Figure out your general expenses, category by category, expense by expense.

3. Decide how much you want to save regularly as a fixed amount or percentage of your income. Then allocate the rest to other categories. Don’t forget to include ‘play money’ for your discretionary expenses.
4. Reconcile the numbers in 1, 2 and 3 to make things work balance.

5. Set limits on your spending, real limits are better than artificial ones. So, make sure that the limits you impose are pretty rigid overall. For example, you can put budgeted money in one bank account and use that for your essential expenses. Put the rest in another place. This act of creating reservoirs makes things much more difficult for you to overspend.
6. Put your savings money away somewhere without an ATM card or credit card. Lock it up. Forget about it. Oh, and pay yourself first EVERY month. Don’t be tempted not to.

7. Put some money in an EMERGENCY account, for real issues, too.

8. Then put the discretionary cash where you CAN use it. Monitor your cash, but make sure you have enough.

9. The first few months will be difficult towards the latter part of the salary period, but your behavior will adjust slowly. Soon you will find that you have extra money at the end of the month.

10. And, stick to the plan. Once it becomes a habit, you won’t need to keep detailed accounts. But do monitor your expenses from time to time to make sure that you aren’t facing rising bills or expenses on some aspect of your accounting.

Tip: Oh, and quit using your credit card for discretionary items as that really screws your balanced budgeting up! I know! I made that mistake!

Resilience + Tenacity: Important Qualities in Business?

“One third of all new businesses fail by the two-year mark, and almost 60% fold within four years, according to a 2005 Monthly Labor Review study. But resilience can be rewarded. So can keeping a positive perspective.”

You can find a lot more famous failures in Business Week’s slideshow. This rather sobering statistic haunts me as my parents were one of the almost 2/3rds that failed within four years.

Our own business is rather progressing but after six years we are still facing every day challenges and problems. I had hoped that by this point things would be going much more smoothly. That has not happened. I have changed my attitude much more instead as I used to believe that having no problems was a sign of strength. Now I’m beginning to see that the opposite is true. Facing challenges, however, is not a sign of weakness, rather a sign of strength for three reasons:

  • Problems are a sign that something is not working, and that it is time to change.

For example, your marketing isn’t working and your new sales are dropping. Perhaps it’s time to find a new channel, a new promotion, a bigger advertisement budget…

  • Problems are an indication that there is something that you need to know that you haven’t figured out yet.

A good example might be that your team isn’t functioning well. Communication isn’t flowing smoothly between all the members. This happened in my work place, actually. Some parts of the team communicated, but others didn’t. It’s time to figure out what is going wrong in the dynamics, and set up whatever solutions are appropriate: formal meetings, private times with the less connected members, more memos, etc..

  • Problems show that the current situation has stresses that you need to resolve.

Perhaps the way you are handling customer problems, by giving excess discounts, etc., creates unwanted tensions elsewhere in the business. A customer complains about the cost of a product, you provide a concession. Another customer comes up having heard about it and wonders why s/he doesn’t have the same concession.

Such situations abound, but the important idea is to observe objectively what is going on, examine the causes, look at solutions, try them out, and collect data on the effects of changes. Such information will then help you to make more informed solutions in the future.

Most of all, though, don’t let the problems you face in your business cause you business problems that you don’t want to face.