Situation: A CEO has had to shift half of the company’s employees to part-time due to reduced business. This has hampered new product development. The situation has been exacerbated by slow payments from customers. Where should you focus for the next year?
Advice from the CEOs:
The company has a lot going on. Validate the company’s market potential for products in development, and start gearing up the marketing program so that it will impact this and next year’s sales.
Get a feel for how many customers want the new products in development. Invest in some market research to validate this.
The bottom line is that product development only pays if the company can sell a lot more product! The team needs to know whether customers for the new products exist, in what numbers, where and who they are, and their most critical needs. Without this market intelligence, the company is in no position to tell whether there is a market, nor is the company prepared to address it.
Assume that there is a market, that it can be quantified. Once the company knows who and where the customers are and knows their most critical needs, the next step is to prepare to attack this market. This is not something that is done in 1-2 months, after the product is ready to sell. The company needs to be starting now if marketing is to be initiated in 6-8 months.
Past practice has been to split R&D costs with the customer. The company has the expertise, the customer the money – this is close enough to 50/50. There is no need to show them the numbers. R&D should not be funded through future sales but should be making money now.
One project has been taking so much attention that it is hobbling the company. The company is so focused on getting this “just right” for the customer that sales and market development have been neglected.
For the next 3 months, focus on completing this project, getting it out the door, and getting the company’s focus back on growth. A sense of urgency is needed!
Situation: A professional services firm has opened a new office in Silicon Valley. Their immediate priority is building clientele in their new market. They have an excellent reputation in their other markets, but are as yet unknown in in either Silicon Valley or Northern California. What can they do to create buzz and local awareness? How does a professional services firm get known?
Advice from the CEOs:
Hire a part time PR person who is familiar with the local community. For example, this may be an experienced Mommy Tracker – a woman who puts priority on being a mother, but who is also interested in working part-time with a flexible schedule. The role will be to schedule speaking engagements with local organizations, groups or companies.
Think about publishing a book, whether yourself or with a professional writer. Tweak it to include a section on start-ups and do a book speaking tour in Silicon Valley.
Consider sponsorship of prominent local organizations. In Silicon Valley this could include incubators or entrepreneur groups. These are companies who could benefit from professional services.
Offer seminars to target clients, or those that invest in target clients – for example venture capitalists or angel investment groups.
Get to know the WI Harper Group (wiharper.com) – connected with Walden International. This is a San Francisco venture capital group with limited partners from China, and with a focus on US/Asia technology transfer.
Highlight past success in helping clients to gain funding.
The suggestions outlined here can be applied to opening a new office in any new location.
Situation: Market swings in recent weeks have shaken up some people. A CEO is curious about how other companies are seeing this as well as how the see their companies doing in the current economy. How are you responding to market instability?
Advice from the CEOs:
Business turned back up two years ago, and we are working on major sales opportunities.
We reduced executive expenses.
We are sharing a bookkeeper with another business to reduce salaries.
In April we increased staff to respond to strong first quarter demand; however since April revenue is flat to declining.
Let a few people go, may have to do more of this.
The current economy benefits our industry because our service thrives in an uncertain economy. We have not yet had to make adjustments.
We continue to see a big shift from direct hire and full-time to temp and part-time employees – this is working in our favor. Weaker competitors have closed shop.
Business is going well. Most customers have cash. The major decision that we face is how much to grow. We’ve seen some project cancellations, but not enough to hurt.
What concerns you about the future?
Availability of credit lines.
Varies by bank and your relationship with the bank.
Securing additional or increased lines may be difficult.
Anticipating a raise in rates by the Fed, lines may carry a higher interest rate.
The trickle-down effect from consumer spending continues to be weak. We are looking for opportunities less sensitive to swings in consumer spending.
Receivables are being pushed out.
What are you doing about this?
Proactively having employee meetings and being straight with employees about how the company is doing.
Situation: A company has a number of key employees who are nearing retirement. These employees possess software skills and company knowledge which will be difficult to replace. How are you planning for baby boomer retirements, and what advice would you have for this company?
Advice from the CEOs:
Following the loss of investment value after the 2008 market crash, Baby Boomers may retire very differently from their parents. Many don’t have the savings to support themselves during retirement and may well work 10 years later than their parents did.
Brute economics will force Boomers to continue to work. However, Boomers may want to work their own hours and on their own terms as they age. The focus may switch to part-time jobs just to maintain cash flow.
One solution is to offer more flexible working arrangements that allow individuals to keep working but with more freedom to work as they wish.
To replace in-house talent, develop mentor and apprentice programs now to pass your knowledge base on to younger workers.
The Internet has significantly changed the picture. People considering retirement may relocate to less expensive regions but virtual employment or virtual office solutions can keep them working.
Rising health insurance costs and questions about the viability of Medicare under the Affordable Care Act are concerns for Baby Boomers. This is another factor that may keep them working.