Products That Deliver, Part 2

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The following is part two of last week’s article on product development.
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This week we will be looking at some of the areas of product development that can help us to ensure that the products or services we are creating are timely, tailored to our marketplace and that everyone on the team is pulling in the same direction.

Collective Commitment
Everybody commits whole-heartedly and knowingly to a worthwhile vision. See my article on visions, missions, and goals. Make real commitments of specifications and schedules. Involve customers and suppliers. Justify project for ROI (Return On Investment) based on performance, time and cost. Finally, we must fully understand and be clear about the objectives. Management studies repeatedly cite lack of common understanding of project objectives as the number one most common reason why a project fails. You may have heard this in the office hallways: “How can we meet the schedule when we keep working on a moving target?” This is typical chaos with predictable results: nebulous corporate objectives evoking minimal commitment on the part of team members to accomplish the goals.

Seek to Inspire!
It is this kind of ‘bigger than life’ vision that a project leader must impart to the team. Emphasize the extensive importance of the project to your people; what is it giving the customer; where will it take the company; how will it advance their career? Consider this dramatic example…. A team of engineers was designing a very important piece of medical equipment. How did they know it was of such great importance? The project leader calculated the number of intensive care patients who were dying throughout the world for each day that this new piece of equipment was not yet ready for use. How’s that for a motivating sense of purpose? As team members are shown the range of valuables, enthusiasm and a deeper sense of meaning is cultivated, which is intrinsic to commitment. Steve Jobs, the founder of Apple, used to walk throughout the office and declare about the Macintosh Computer, “It’s going to be insanely great!”

Ideas from Clients
Defining requirements is much more complex than simply asking customers ‘what’ they want. The process must be able to handle customers who are not sure what they want or change their minds after they get what they asked for. We must develop tools for understanding the customer such as surveys, focus studies, and verification techniques. In addition, we must also use continuous customer feedback as a basis for creating better requirements.

Research
As businesses develop fresh ideas, launch innovative products, and expand, accurate and timely collection of data is essential. As fundamental as market research is to effective business management, too often the soaring price points and extended time lags associated with this work lead many to dismiss it as superfluous rather than necessary. There are numerous organizations devoted to service/product R and D. Some of my favorites are Find SVP, Brain Trust, and Lexis Nexis.

Competitive Intelligence
Competitive intelligence is a necessity for businesses of all sizes. You need to know who your competitors are and what they are doing in order to compete. By identifying the strengths, weaknesses, pricing, and incentive strategies used by your competitors, you can identify opportunities and make informed decisions about the future of your business. Knowing your competitors will allow you to develop strategies to market your strengths and maintain an edge. Prior to beginning any product/service development project, it is critical that we fully understand the competition.

Ideas from Inside Your Organization
The best ideas for new products or services can come from your customers or employees. Dean Schroeder, recent guest on the Small Business Hour, and author of the book, Ideas Are Free, states and affirms that “the key to a successful company is encouraging a corporate culture that swiftly recognizes and implements ideas and improvements. Managers who recognize this can increase profits and avoid budget cuts and layoffs.”

Stepping Outside Commonly Acceptable Practice
Consider the man who became the first person to pilot a privately built craft into space called this past Monday. He took his rocket plane, SpaceShipOne to an altitude of more than 100 kilometers (62.5 miles) — the internationally recognized boundary of space. He ascended into space at Mach 3, three times the speed of sound and accomplished what most have felt impossible. Do you think this will begin to shatter commonly held product development beliefs in the space industry? You bet! How can you step outside the Commonly Acceptable Practices in your business?

Speed
Not the drug; but rather a common precept to product/service development.

Sony has given us thousands of new versions of the Walkman since the product was launched in 1979. Every thing from tape to CD to MP3. If this week is average, we will harvest 250 or so new products aimed for American grocery and drugstore shelves. Speed is critical to success. Old-fashioned hierarchies are not only unmercifully sluggish, but their committee-born products are also usually dull as doornails when they finally arrive. But there’s more to life than speed.
Tom Peters admiringly talks about his friend at CBS who drove top management crazy. He would get an idea for a documentary, he says, and then take it to his bosses — who would usually approve. He would return to his office, sit quietly, and mull. And mull. Days would pass. Weeks would pass. Often as not, months would pass. “When in the hell is he going to go out on the road and shoot?” the hierarchs wanted to know. One day his office would be empty, and a few weeks later, he would be back with canisters of film in hand. Did he start editing? Fat chance. Back to office. Feet up. Mull. Massive accumulations of pipe ash. Eventually, he would head for the editing room, and a near perfect show would emerge. The sequence was repeated time and again, and the results were invariably so good that CBS’ muckety-mucks had little choice but to put up with his aberrant behavior.
Often improvement comes in fits and starts. Each week may bring 250 new grocery products, but the odds are that only a couple will last even two years. How many will really be significant? Fewer still. Does that mean all Proctor & Gamble product developers should spend five years peddling soap door to door to get a sense for the product? No. Ought P&G aim to extend its already lengthy product-development cycle in pursuit of breakthrough products? Hardly. Yet Tom Peters would say P&G — and CBS and Sony — ought to have a few folks on the payroll who march to a different drummer.

Products That Deliver, Part 1

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Everyone wants products and services that deliver tangible benefits and long-term value. They are good for customers, good for manufacturers, good for merchants, and good for the entire industry.

Then why are there so few of them? Tired of reading already? Click here- LISTEN TO THIS ARTICLE. Blame it on the marketing people, research department, or product/service development group. There isn’t a business in America that doesn’t want to be more creative in thinking through products and services.

Brainstorming new products, however, is only the tip of the iceberg in delivering real benefits and long-term value. It’s not enough to simply create new products because your competition has something similar. I see too many companies (product and service providers) playing follow-the-leader. In this new economy, there is less and less room for copycat products and services. In fact in many industries, being first with a concept and first to market are critical just to survive.

Look at the consumer electronics industry. I was in this business for many years and I know that merely developing another DVD player isn’t enough. In fact, it is suicide! Now your new line of DVD machines had better have record functions, DVR, unified remote, multiple A/V interfaces, as well as that special feature that ONLY your brand offers. If you’re an electronics buff, you know what I’m talking about. If you’re not, know this… You had better find a way to LEAPFROG the competition with your product/service offerings because simply slapping clever marketing onto “me-too” products just isn’t going to cut it any more!

With this in mind, I thought we’d taka a look at what gets in the way of truly revolutionary product/service development and what we, as leaders can do to turn these obstacles into opportunities. This two-part essay will focus on how to create products that deliver.

Managing Uncertainty and Risk
Risk minimization is not the same as risk management. Minimizing risk involves avoiding any chance of failure. Managing risk is taking gambles that make economic sense. There is always technical and market risk. We must fully understand these in the framework of our industry. Knowing the technical capabilities of our competition is paramount in developing a product/service development strategy. For example if IBM would not have underestimated the technical savvy of Dell perhaps their market share would be double what it is today in the computer business.

Specifications vs. Market Benefit
Alan MacCormack, a professor at Harvard Business School, was studying successful software development processes. He and his colleagues asked executives at a software firm to provide two case examples, one from a “good” project, and another from a “bad” one. Two projects were identified, each of which yielded products that had just shipped. Observing the state of these products over time, MacCormack and his researchers saw that the “good” project failed in terms of such factors as market acceptance, expert quality rating, and productivity. According to MacCormack, the project that management said was a good project “turned out to be uniformly bad,” while the project that executives said was “bad” was a marketplace success.
MacCormack discovered that what executives judged to be a “good” project was one where the specification was completed up front, where the design had been frozen, and the project had been executed efficiently. For executives, a “good” project was one that built the product that it set out to build. A “bad” project, according to executives, was one in which the results ended up looking completely different from what they set out to build. Yet the market reaction to the project that had gone through continual change was much better than the project that had a design that was frozen in time. Says MacCormack, “The way they thought about ‘good’ and ‘bad’ in that case was completely upside down. The people who were overseeing projects there assumed that the good projects were the ones that delivered to the spec. In fact, good projects are ones that deliver to the market.”

The Cost of Delay
I think this is a greatly underestimated variable of product/service development. When creating product/service development budgets we take into account all kinds of variables such as research, materials, staffing, testing, analysis, product launch and so on. We fail to quantify perhaps the most costly and critical element of the product/service development process…time. Specifically the cost of delay. Releasing a new product BEFORE its time has come can have a devastating effect on not only the cost of the product but also the entire reputation of the company and its brands. Take for example the personal computer. I remember having sold the VERY first personal computer to over 250 Target and Venture stores back in 1980! I was part of the development team at Atari, and I went on several in-store demonstrations inside Target stores. I laugh hysterically today when I think about the reception we received when we demonstrated to your everyday Target shoppers how you could use your Atari 800 to do your personal finances, play games and keep electronic records. People thought we were absolutely CRAZY! This was well before the Apple was placed in mass merchants. At Atari we were attempting to sell a product whose time had not yet come to a marketplace that even today, in 2004 is barely getting a handle on their needs for home computing.

Next week we’ll focus on product/service development research, competitive analysis, creating inspiration and outsourcing. I hope that this “Business Update” has been helpful in assisting you to improve the performance of your organization. For more information on how the Small Business Advisory Network assists companies in improving their performance, please feel free to contact us at 310-320-8190 or email mark@markdeo.com

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Outsourcing – “The Future of Business”

It seems that the 777 wasn’t BIG enough for Boeing. Rolling off the line this week is the very first mammoth Boeing 787. Dubbed the “Dreamliner” it has already sold 584 copies as of June which makes it the fastest-selling new plane in the history of commercial aviation.

For decades, Boeing has outsourced a portion of the work on its planes, and its reliance on sub-contractors has risen with each succeeding generation of aircraft. But with the Dreamliner program, the aerospace giant has reached a point where its role has changed. It now functions less as a manufacturer than as a project manager, supervising its first and second tier subcontractors, each of which may rely on scores of more specialized subcontractors. A recent article in CNN Money and FSB Magazine outlines the commitment that Boeing has made to outsourcing. In fact it states that Boeing has utilized 900-plus contractors to develop and build the aircraft. Boeing’s new manufacturing template has captured the imagination of the aerospace industry. Recently officials from Airbus announced that it will be relying more heavily on outsourcing to become more competitive.
I have said this before: “Corporate America is DEAD!” In fact, I believe those organizations that elect NOT to commit heavily to outsourcing will cease to exist in the next decade.When you consider today’s shorter product life-cycles, outsourcing provides a far more cost-effective strategy to product development. It eliminates ongoing capital investments required to constantly retool. In addition, outsourcing permits the experts in every area of endeavor to focus on mastering their technology. It satisfies a marketplace demanding ever-increasing levels of performance. And outsourcing is good for the business economy. It promotes competition, holds vendors accountable and lowers the effective cost of deliverables.So think about how you may be able to use outsourcing to improve the performance of your business. This can be accomplished for small businesses as well as larger ones. Outsourcing has helped me to deliver a better service to my customers and our entire organization is based on the outsourcing “network” concept. Maybe outsourcing can help you to achieve your dream for your business.

Return on Investment

In today’s economy many business people are looking at all kinds of ways to improve profitability. A wise man once told me that business is simple… make more than you spend!

But many translate this to mean cut as much in expenses as possible. Cut everything that is not an absolute survival necessity. WRONG! This is the worse strategy during an economic slowdown. My advise is to focus on getting a better return on your investment.I have outlined below some powerful yet simple advice on how to improve R.O.I. (return on investment). Increase volume Sell more of what you have. Here are some ideas how:Increase sales per customerThe largest amount of effort and expense goes into getting new customers. Why, because if your advertising yields a response rate of 2% then your doing well. Once they become your customer, you know who they are and can target them directly. Can you offer your existing customers more products or services ? See what happens to profit if you increase volume by 5%.Increase the number of customersIncrease capacity. If you have a big backlog of orders, are short of space or your people or machines can’t handle any more volume maybe you need to increase capacity. One of my favorite low-risk ways to increase capacity is to subcontract some of the work, especially if the increase in volume is non-recurring. This ties in with the collaboration philosophy which I often talk about. Of course you must ensure that the subcontractors work is satisfactory, they can deliver on time and they will not solicit your customer directly. Your cost of sales maybe higher, but your increase in sales will more than compensate.Increase PricesAre you charging all you can for your products or services. This question addresses how you set prices for your products and services. If your products and services have competition, then your prices cannot be significantly different than your competitor’s prices. Price is generally inversely proportionate to volume. Meaning that the more you charge, the less you’ll sell. What would happen to your volume if you increase prices by 10%? Will volume decrease by more than 10%? Will the customer’s you lose be the most undesirable ones, the ones that have the lowest profitability, give you a hardest time or cost the most to collect?Change your sales mixThe sales mix if the proportion of sales coming from different products or services). Are you spending a lot of effort on products that don’t generate enough gross profit? Maybe you should stop selling them or raise prices for these specific services. See what happens if you increase the volume of the higher gross margin product line by 10% and decrease the lower gross margin product by 10%. The idea is to focus on product or service lines that generate the highest gross profit.Reduce expensesEasier said than done! This is sometimes the hardest thing to do. Which expenses are to be cut and by how much? More importantly, what affect will the expenses have on sales? In fact that is the one question one should ask when doing any type of analysis. What affect will not spending on this or that have on present and future sales? Quantify it! Spending $200 a month on meals will generate $X in new business or my employees with be $Y more productive. Here are some tips to help you along the way.

Cut the fat – Look at each expense item line by line. Do you need all the telephone lines and cellular phones. Is the travel that you’re doing resulting in sales. Can you do with less office space. Are your employees productive? Do the employee have enough work or can you reduce staff and group responsibilities? Indeed if you cut staff then some employees will be laid off and moral may suffer, but if you go out of business, no one will have a job!Don’t cut into the bone – Some expenses you need to continue to incur because if you cut them you will jeopardize current and more importantly future sales. A prime example is manpower for product development or strategic planning. These ensure your future growth and profitability. Another expense which is difficult to cut is advertising and promotion. Indeed those trade shows and magazines ads are expensive, but if no one knows about you, then how are you going to sell. The idea is to target advertising so you have the maximum impact on sales.Understand the Difference Between Profit and CashThe Small Business Administration claims that most business failures are directly related to lack of cash flow. Many businesspeople will tell you that their profits may be skyrocketing but they are in a cash squeeze. How can this be? – Profit & Loss is calculated by deducting expenses from sales whereas Cash Flow is calculated by deducting cash disbursements from cash receipts. So if you receive the cash from your customer at the time you deliver the goods and perform the service, then sales and receipts from customers will be the same. If you give credit to you customer, then sales happen at the point you deliver the goods or perform the services whereas receipts from customers happen when you actually receive the cash associated with that sale.Improve CollectionsWhen you extend credit to customers you create a receivable which has a potentially negative effect on your cash flow. I advise my clients to measure their cash flow on a weekly basis. This can be done by preparing an aging of receivables. This involves calculating the amount of receivables owed based upon the time period owed. In other words, how much of your receivables is over 15, 30, 60 or 90 days past due. If your terms are net 30 days yet 50% of your receivables is over 30 days then they are past due. This will create a severe strain on your cash resources. I recommend that no more that 10 to 15% of receivables be more than 30 days past due. There are a number of ways to improve collections.Offer an early payment incentiveFor larger, high volume clients, a personal approach is recommended. Take the client to lunch and discuss it. Develop some creative letters that can be sent after a 15 days past due so they never get to 30 days. Establish a person within the company as the collections clerk that will call on behalf of you.Make Change Happen!I hope these ideas help you in improving both the cash flow and profitability of your organization. In my upcoming “All Day Workshop” I will be be demonstrating how to develop and implement a simple profitability and cash flow test on a monthly basis. I will be giving each attendee a sample of a custom spreadsheet that I have developed to accurately forecast sales and profit months in advance. This strategy has been invaluable to me and some of my customers.

Proper Pricing

Countless times I’ve heard clients tell me, “I have a better product, I provide better service, and I’m sick of customers telling me my prices are higher than the competition. If only I could convince my customers that my product or service IS worth a slightly higher investment.” In this article, we’ll discuss principles, approaches and techniques that will help you to build greater value, a higher product/service perception and improved profitability.

The Lowest Price
Let’s face it- securing the business often boils down to the lowest price, in one form or another. Are you cheaper than the competition? If not, you may be up for a battle of the wills. No matter what price you quote, many customers will automatically say it’s too high. That response is so deeply drilled into their mindset that just about every product or service they come in contact with gets the same reaction. The trick is to get beyond the knee-jerk reaction and into a reasonable conversation about their situation, needs, budget, and time frames. Until you achieve that level of rapport, price itself simply isn’t the issue.

Another facet of the price objection is the explosion of options every client faces. There are more varieties of products and more vendors to buy from than ever before. Multiply varieties by vendors and it’s clear that the total number of available choices has grown exponentially. This overwhelming amount of data can lead customers to making comparisons between options that aren’t strictly comparable- the proverbial apples vs. oranges debate. While the solutions being considered aren’t equal, the prospect is conditioned such that they can’t look beyond Price A vs. Price B.

The “I can do it cheaper” Strategy
An often used but ineffective strategy is the “I can do it cheaper” strategy. Why do so many small-business owners confuse low pricing with proper pricing?

Maybe the answer is because it appears as though the easiest way to attract customers is by offering low prices. Perhaps another part of the answer has to do with the fact that low prices often work well for big businesses, and a distinction is not made between big and small businesses.

We have all seen, however, small retailers go out of business after trying to compete with Wal-Mart or K-Mart on price. Even K-Mart themselves nearly bit the dust because of their aggressive pricing. Anyone who’s heard my show or seen me speak knows how I feel about cutting price. A great example was demonstrated when an Ikea decided to drop their price too far:

Would-be bargain-hunters in London suffered heat exhaustion as a crowd of thousands forced a flagship IKEA superstore to close on opening night. Up to 6,000 people flocked to the opening of the store, which was touting cut-price offers throughout the 24-hour opening, including a leather sofa for £35 ($65) until 3 a.m. The company had expected 2,000 customers.
CNN.com

Think any of them will return? Maybe when they’re out of the hospital!

Harvard Professor Michael Porter, author of Competitive Strategy, tells us that “The presence of economies of scale always leads to a cost advantage for the large-scale firm … over small-scale firms.”

So why do so many small businesses charge low prices anyway? Porter says that small business owners “may be satisfied with a subnormal rate of return on their invested capital to maintain the independence of self-ownership, whereas such returns are unacceptable and may appear irrational to a large publicly held competitor.” In other words, small businesses often settle for less profitability than their larger competitors.

Give them a reason to pay a higher price
Why should your prospect do business with you over any of your competitors? Especially those that have lower prices? Do you have a “wider selection than anybody in the tri-county area” or do you “deliver within eight hours after the purchase”? Often your unique competitive advantage is the biggest benefit you can offer your prospects, so consider including it in your headline, bulleted copy, or your guarantee. If by chance, you don’t have any unique competitive advantages, then you better get some…fast. Not having a unique competitive advantage with which to show value results in competing solely on price – – and that’s a losing proposition (unless you have a significant cost advantage).

As I noted earlier, “Your price is too high” is an objection we all hear. In fact, if you aren’t hearing it then your prices are too low, you’re leaving potential profits on the table, or you just aren’t doing enough marketing. There is no single, sure-fire, works-every-time solution to this problem, but there are lots of great ideas. The more arrows in your quiver, the more options for handling it– and the greater selling success you’ll experience.

Here are some things that we discuss in our TeleClinic on pricing:

  • Profitably structure your rates.
  • Justify your pricing.
  • Deal with price competition.
  • Fight and WIN a price war.
  • Realize that selling cheaper NEVER works.
  • Use the unconditional guarantee.
  • Non-Commoditize your product or service.
  • Understand your competition’s pricing strategy.
  • Ensure you are priced 5 to 10% higher than the competition.
  • Offer something customers can NOT get from the competition.
  • Match the customer’s need with your value solution.
  • Use the revolutionary “Tiebreaker” philosophy.
  • Break down the price differential.
  • Develop the best way to charge for your product or service
  • Transform customer benefits into hard dollars.
  • Get the customer to calculate the cost of NOT buying.
  • Do NOT become defensive over the price.
  • Never apologize for your price.
  • Use option pricing.

Here is a great resource for pricing strategies on the web:
http://www.tutor2u.net/business/marketing/pricing_strategy_other.asp

Interested in LEARNING more about pricing strategies? Check out our latest workshop:

Attract More Business One Day Workshops
By popular demand, we are now offering the Attract More Business one day workshop. This full day workshop incorporates content from our “Attract More Business” learning program and 8 week class. The workshop will be held from 9am to 5pm on June 11, 2005 in Long Beach, CA and August 25, 2005 in Pasadena, CA. Attendees of the workshop are eligible for 2 follow up 30 minute coaching sessions. As a special bonus when you attend the Attract More Business one day workshop, you will receive our audio CD on “Branding in the 21st Century.”Sign-up at: Attract More Business One Day Workshop.

Pricing Strategies

Many small-business owners operate under the delusion that they can be successful by selling their product at a lower price than anyone else. This typically will only work for large companies who dominate a market.

In this analysis, I have demonstrated some advantages of market-driven pricing strategies which focus on maximum profits. The intent was to demonstrate that there is high profit potential for small businesses who differentiate their products and then price accordingly. Once the significance of market driven pricing strategy is more widely understood, pricing strategy will become one of the most important pre-venture considerations.Here are a couple of examples of what typically happens to small business owners when they attempt to meet the challenge of establishing competitive pricing models:The owner of an exclusive women’s clothing boutique was experiencing a financial crisis. Even though her sales were brisk, and all of the six prominent women in the community frequented her shop, the business was not profitable. When the owner asked her local banker for advice, he told her to lower her prices to stimulate sales, and he lent her more money. After two more loans and two more price reductions, her business defaulted. At the time that she closed her business, she was charging prices which earned her minimum wage to create exclusive creations, one of which was worn to a presidential inauguration!Another retailer was puzzled by the fact that his interim reports always showed a profit, while his annual tax return showed huge losses. Initially, this business owner thought that his C.P.A.’s were helping him by saving money on taxes. What was really happening, however, was that his C.P.A. used an estimate of 50 percent for cost of goods sold (or a 100 percent mark up). In reality, the retailer was only marking up 33 percent, so cost of goods were actually 75 percent of sales. Naturally, the annual audit for tax purposes reflected reality. The retailer (who had opened a second location) thought that he had been borrowing money to expand his business, but in reality, the increased loans were used to cover operating losses.How should small-business owners determine the prices of their goods and services?Many people simply do not know, which may explain why pricing problems are so prevalent.
As a business consultant I have worked with the two business owners described above and many others who have experienced great financial losses that were directly related to their pricing strategies. I can understand their situations well because in the 1980s, when I owned a promotional business, my own miscalculation of prices led to my business’s unprofitability and eventual failure.In recent years, I have researched pricing strategies extensively. An increase in my understanding of pricing theory has led to a dramatic improvement in client services at my practice. Today, all of my customers have profitable pricing models and have seized a strong share of their marketplace. My goal is to help other small businesses to avoid financial difficulties caused by improper pricing.In this article, I would like to share my findings with you. First, I will discuss two traditional pricing methods that do not, in my opinion, work well for small businesses. Next, I will present two market-driven strategies that do seem to make sense for small businesses. The first is fairly well-known and has a solid reputation. The second is a new idea that is being presented for the first time in this article.Why “selling it cheaper” doesn’t workThe first of two ineffective strategies that I would like to discuss is the “I can do it cheaper” strategy. Why do so many small-business owners confuse low pricing with proper pricing?Maybe the answer is because it appears as though the easiest way to attract customers is by offering low prices. Perhaps another part of the answer has to do with the fact that low prices often work well for big businesses, and a distinction is not made between big and small businesses.However, we have all seen small retailers go out of business after trying to compete with WalMart or KMart on price. Harvard’s Professor Michael Porter, author of Competitive Strategy, tells us that “The presence of economies of scale always leads to a cost advantage for the large-scale firm … over small-scale firms … (page 15).”So why do so many small businesses charge low prices anyway? Porter says that small business owners “may be satisfied with a subnormal rate of return on their invested capital to maintain the independence of self-ownership, whereas such returns are unacceptable and may appear irrational to a large publicly held competitor (page 19).”I would like to approach the critical question of “Why can’t a small-business compete on the basis of price?” from yet another angle. I would like to look at it from the broader perspective of strategies for managing a successful business. Porter identified three different strategies that successful businesses have used: Offer the lowest price: Be the premier high volume, low-cost producer and underprice everyone else.Offer differentiationBe a high-volume producer, but differentiate your product by quality, design, or brand, and charge a higher price. Offer a sharper focus: Be a specialist who focuses on one segment of the market and caters exclusively to it. These are three examples of what Porter called “generic business strategies” and are market driven pricing strategies. In other words, in each of these cases, the pricing strategy has to fit the market. Before you can determine your price, you have to decide whether you want customers to select your product because you have the cheapest prices, or because you have the best quality, or because you have the best selection.As a small-business owner, which of these three strategies should you select? According to Porter, the first two strategies work only for high-volume businesses. Those who wish to build large volume by predatory pricing must have a bankroll which equals big business. Since it is almost a contradiction for a small business (other than a franchise) to be a high-volume producer who dominates a market, you are left with the third alternative. Your goal, then, should be to focus on a specific market segment and price accordingly.Low prices work for only those who have high sales volumes. The rest of us have to rely on other pricing strategies.Why 33 to 44 percent mark ups do not workOne of the worst collections of advice on pricing is found in some federal government information packages where retail examples use mark ups of 33 to 44 percent. It is true that many of the largest American retailers average a 37 percent mark up on cost. However, half of American retail establishments in 1987 were trying to survive on gross receipts of less than $150,000. (Statistics of Income, IRS).If a retailer with sales of $100,000 followed this advice, he or she would have only $25,000 to $30,000 to cover rent, taxes, utilities, phone, fax, computers, employee wages, owner’s salary, employee overhead, advertising and profit (assuming there are no stock losses, pilferage, mark downs or discounts).Does that mean that we should respond by saying, “Obviously, this retailer should increase sales”? No. We can’t deny the fact that $100,000 in gross sales is fairly realistic for many shops, when you examine the size of the facility, the location, the product line and the clientele.Rather, I would say that the problem is caused by the one-size-fits-all pricing formula, not by the sales revenues. Big business pricing strategies are not suited for small businesses. I would also like to argue that any pricing strategy that ignores market forces is incomplete. In other words, we need to ask: What will the market bear?Why and when you should “ride the price-volume curve”This pricing strategy works especially well for the small businesses that produce unique durable goods. (Durable goods are products that you don’t consume often, as opposed to non-durable goods, such as milk, shoes and paper. “Unique” goods are products that may be protected by a patent or a copyright, such as computer software, compact discs, art work, and “how to” video tapes. Often, academics use the term “monopolistic” instead of “unique,” which means that the product is so unique that it has a monopoly on a certain quality or feature.) Often, unique durable goods have a relatively short marketing life.Either the information is timely and/or the objects may be perishable or subject to fads. Basically, the idea is this: Start with a high price, and gradually decrease the price by calculated increments. Here’s an example which will illustrate exactly how to do it. Harry Hypothetical of Hypothetical, Inc. has developed a new product, called Dubegude. The Dubegude has a variable cost of $30 and Harry is in the process of trying to price the product.But first, let’s come to an agreement on our definitions of “fixed” and “variable” costs because they are an important part of this formula. Fixed costs are constant regardless of the volume sold. Rent is a good example of a fixed cost. To a certain extent, product liability insurance depends on sales volume so it is not constant at all sales levels. Variable costs increase in proportion to the number of units sold. Raw materials and direct labor are obvious examples. If a business must borrow money to build inventory to increase sales, interest could be a variable cost.Let’s say that Harry Hypothetical hired a marketing firm that takes into consideration market forces. First, the marketing firm developed a best guess at the price-volume relationship. Price volume relationships can be developed by surveying the prices of potential competitors and estimating their volume or, in the case of a new product, test marketing in various locations at various prices and noting customer response.As expected, the highest volume is at the lowest price and the lowest volume is at the highest price. Based on fixed costs of $250,000 and variable costs of $30, the marketing firm calculates the profit at various prices and the corresponding sales volume. The maximum profit is $130,000 at a price of $125 and a sales volume of 4,000 units.This method yields higher profits than those derived from mark up calculations, but it does not yield the maximum profits – yet – because you haven’t taken full advantage of the price volume curve developed in the market survey.What if we sold 2,000 units at $150, and then lowered the price to $125? We would expect to sell 2,000 additional units. (It would be 2,000 units instead of the 4,000 because we can assume that 2,000 units had already been sold.) As we continue to lower the lower the price to sell more units, we can accumulate profit from higher priced sales.Cumulative sales volume rises as we lower the price and the calculated profits. This is called “Riding the Price-Volume Curve.” The profits are 154 percent higher from this method. If we had simply charged $125, and never altered the price, profits would be $130,000. But, by starting with $150, and lowering the price by increments to $60, our total profits would be $330,000.In addition to higher profits, “Riding the Price-Volume Curve” has several other advantages. Because sales volume will be lower at the start of the campaign, time and personnel are available to insure high product quality and to resolve all customer complaints. For a new product introduction, this method of pricing also allows accelerated recovery of research costs before competitors enter the market and prices are driven to unreasonably low levels.Also, keep in mind that consumers are much more amenable to a price reduction than to a price increase. If they are already attracted to the product because of product features or promotional activity, a price decrease might stimulate a purchase decision. A price increase, on the other hand, in the absence of excessive inflation will usually force consumers to re-evaluate their purchase intention. For consumer durable goods where the price volume relationship is well-defined, market driven pricing can be an exact science that maximizes profits for the business.Does this strategy work for consumable goods (in other words, products that you need to purchase often)? The answer is no. Pricing consumable goods is not as simple. The objective is to develop a loyal customer who will purchase the product on a frequent basis. A high price may give people negative feelings about a new product, particularly if the price is only slightly high. Consumers will rarely admit that they hate a price which is only slightly high. They focus discontent on other product features, such as color, style, flavor, etc. Volume developed with a low introductory price can also be misleading. Consumers may purchase the product when the price is low and switch brands when the price is increased. In high-level decisions of consumer durable goods, price is only one of many product attributes considered: in low-level decisions such as milk, butter, beef or eggs, price may be the only consideration.

Basic Pricing Rule: For a small business, the price that maximizes profits is the average of the company’s variable cost and the ceiling price of the object or service.Decreases in price (in the interest of expanding sales volume) will not contribute to increased profitability, unless the original price was incorrect. My rule is built upon the assumption that small businesses cannot get rich by simply selling at the lowest price. Rather, I believe that the two most important factors are: the company’s variable cost and the ceiling price of the object or service.We have already discussed and defined variable cost, so now I’d like to turn to the term “ceiling price.” The ceiling price of an object or service is the highest price that is currently being paid for an equivalent product by an equivalent consumer with equivalent needs.Let’s look at an example. Let’s take a small winery bottling and selling wine through a merchant network. The ceiling price for a regional winery was established by a survey to be about five dollars. It’s very important, when determining the ceiling price of your product or service, to record the going rates of products or services that are truly equivalent. My wine was clearly not in the same price class as the wine that was being sold for $50 or $150 per bottle in the “Wines of the World” store just a few miles away. (If you define your product or service too broadly, you may make a mistake when determining the ceiling price. Ask yourself, ‘Is this equivalent product or service meeting equivalent needs of an equivalent consumer?”)As we discussed earlier, the variable costs of the wine were originally estimated to be $35 and later re-calculated to be $1.00.
Now, to put this Rule into motion:
$1.00 (variable cost) + $5.00 (ceiling Price) / 2
= $3.00 (Price which maximizes profit)Even if we use the erroneous variable cost of $0.35, the calculated price to maximize profit would have been $2.68. At the same time that my winery was getting into trouble, three other wineries opened in the area, and priced their wine at $2.50 to $3.50. All three survived and eventually prospered.Pricing services is another problem for small businesses, and the Rule can be helpful in this area. Take for example, a retired teacher who wants to counsel students in career choices, college selection, and scholarship information. He wanted to know how to price this service in a poor community where the median family income was $16,000. He is retired and has an office on his porch and will incur no additional expenses by running this business. However, he will have to pass up outside employment that pays about $10 per hour. What is the variable cost in this case? It would have to be the opportunity cost – the fact that he has the opportunity to earn $10.00 elsewhere. Thus, we will set the variable cost at $10.00 per hour.The consultation takes about one hour, and we were able to identify small segments of the community that would pay up to $ 1 00 for his services. So, $100 is the ceiling price. Using our Rule: ($10 + $100)/2 = $55 per hour. Since his output is limited in this case to about 2,000 hours per year, his prices can be raised when the work load reaches 40 hours per week. Starting below the $55/hour level provides no benefit and might send a false signal about the quality of the output.The client thought that this seemed a little high for the poor youth he was hoping to reach, yet he had enough math background to understand the theory. As a solution, he accepted the $55 price and planned to freely distribute discount coupons to church groups and other civic organizations who reach out to the poor.Let’s turn to a situation where an extensive capital investment is required for the delivery of a service. Jim Smith is considering purchasing Reliable Auto Repairs, which would require a large investment in a garage and tools. He would like to earn a living and get a reasonable return on his investment. What would his variable costs be based on? Once again, it would be the replacement costs on his labor because once Jim spends the money, it becomes a “sunk cost” which he cannot expect to recover by altering prices. The public does not care if Jim spent $5,000 or $5 million on his garage; they are buying a service and expect a certain amount of quality and technical competence. They also have an expected price for the service. If Jim’s price is high because he is trying to recover a big investment, people will not use his service. Also, once the investment is made, debt service or expected return on investment is fixed and will not vary if Jim works one hour or two thousand hours per year. Thus the initial investment is not a variable cost and has no impact on the price which maximizes profit. This concept Is consistent with results obtained by marginal analysis.The ceiling price would be determined by the results of a survey of similar auto repair shops in the region. Assuming that at least one shop in the area charges a high price and is under utilized, the survey should indicate what the highest going rates would be. Jim Smith would then add his variable costs to the ceiling price and divide by two to see what his maximum prices would be. If the rates allow a decent living and a good return on his investment, then purchasing the business may be a good idea. We should note that the optimum price that we have just calculated does not guarantee that Jim Smith will work 2,000 hours per year at that price. It does, however, mean that any attempt to lower the price to increase volume will result in a lower contribution to overhead and an effort to increase the rate will result in fewer hours worked.Let’s take a look at another example. An owner of a local video store asked me to examine his pricing strategy. The major studios are publicly stating that home viewers will pay more than current prices for the big hits and therefore they are charging shop owners more for the big movies. In our local market, there are nine stores serving 18,000 households and all but one charge $3.00 for a first run video and $2.00 for older titles. The one other store charges $1.50 for all movies.What would the ceiling price be? You may be tempted to think that the price would be $3.00, which is the highest going rate. And, it’s true that most stores do charge $3.00 while the title is on the Billboard Top 40 Rental List – even if the tape is 60 or 90 days old. However, real movie buffs would pay more than $3.00 – if the tape could be reserved for them and if the tape really was brand new. It is conceivable that the movie buffs would pay $4.00. However, it is improbable that very many would pay more than $5.00. In this case, I would say that the ceiling price is $5.00 – even though no one is currently charging it.The wholesale price of a major hit is about $70 and at the end of a month it can be sold for $20. Thus, the cost is around $50 for the first month, which is $1.67 per day. The average of the cost ($1.67) and the ceiling price ($5.00) is $3.33. In this case, there is not a sufficient difference to alter the price from the prevailing custom.However, you might point out that a new smash hit video is a lot like the unique durable goods that we discussed earlier. You’re right. If you use the strategy of “riding the price-volume curve,” it may be possible to charge $4.00 for the first two weeks that a tape is in the store if you cater to those who would pay more for new tapes (and especially if you added the service of reserving the tapes.)The only time the combination of riding the price-volume curve and our Rule will work is when you are dealing with a unique durable good like a video. The objective from riding the curve is to maximize cash flow for the product as quickly as possible, and the final price selected by the Rule yields the maximum long-term profit.It should be obvious from the previous examples that this Rule can be used to price durable goods, non-durable goods and services. However, perhaps another example of a mixed pricing strategy is in order. Let us consider an obvious innovation of the next generation, three dimensional holographic video. Homeowners have a track record of what they are willing to pay for home-entertainment centers. When VCRs were introduced to the public, homeowners willingly paid over $1,500 in current dollars. Also, they paid as much as $5,000 for a big screen TV, but sales were not significant until the price dropped below $3,000. Hence, it would appear that the ceiling price for a home-entertainment center is around $5,000 and if we assume a variable cost around $1,000, the Rule price for maximum profit is around $3,000. What then should be the introductory price? Consider all of the possibilities for such an item. Bars, meeting and seminar centers and businesses paid much higher prices for big screen TVs. Perhaps the market would support an initial price of $20,000 to $50,000. However, at least one market could absorb a price above $1 million. That is for major medical centers and research institutions.I would like my doctors to have observed and to be refreshed on rare or unusual procedures, particularly if they are operating on me. A library of three dimensional procedures would allow the doctor to view the procedure from any angle. Major medical centers are already paying million dollar prices for critical equipment, so the price is not out of line. Sales to this industry would be slow and allow further development of the technology before it hits the mass market. Meanwhile, the cash flow would allow rapid recovery of the development costs. Also, limited sales allow time for dedicated customer service to debug the system.As sales to major medical centers dry up, the price could be reduced to stimulate other hospitals or industries to purchase the equipment. So long as patent protection keeps a monopoly, the price reduction phase could take 17 years. This business would be among the most economically strong companies in the nation. In this example, it does not matter that the variable costs are $1,000 or the ceiling price for consumers is $5,000. The product has so much potential with business customers, that the ceiling price should be tested at almost every level. To see real life parallels of this example, explore the origins of Microsoft, Lotus and WordPerfect who sold programs for several hundreds of dollars despite the fact that the variable cost to reproduce (pirate) a copy was less than a dollar. This is approximately the same ratio of selling price to cost used in the example just covered.The Pricing Rule we discussed is applicable in pricing nondurable goods and services. One very important feature is that the optimum price only depends on variable costs and the ceiling price for an object. Destructive competition may reduce the ceiling price, and variable costs may change, but the optimum is not changed by fixed costs or any other factors. Decreases in price will never contribute to increased profitability from expanding volume unless the original price was incorrect. Once the optimum price has been selected, the only way to increase profitability is to concentrate on marketing and promotion and maximize sales at that price. If a company is truly successful in their marketing, it is theoretically possible that the ceiling price will rise and therefore, price increases will lead to increased profitability.ConclusionTwo specific market-driven pricing strategies were discussed in this paper. Both of them can be used to develop the actual price for an item even in the absence of market information on the price-volume relationship. In the case of a monopolistic durable good, it is possible to maximize profits by starting high and then reducing the price even in the absence of cost reductions and competition.

How Cheap is Cheap?

As a marketer I have found that many businesses operate under the delusion that they can be successful by selling their products or services at the cheapest price. It has become almost universally acceptable that this pricing strategy will only work for large companies who dominate a marketplace. If you think about this, it does make sense. These companies call the shots. They typically create demand. They possess some proprietary product, specialized service or technology that allows them to establish the market value of any particular product or service. As such they set the acceptable consumer price and ultimately capture the largest segment of the market. Think about the airline industry or Intel or in the past, Big Mama Bell.

What I find most fascinating is when applying this universal economic principal to some industries, the opposite seems to be true. In many industries it is the smaller players that seem to be focusing most on low cost solutions. It is my hope that some of these marketers can begin to recognize that there is a better strategy than merely offering a low cost option. My intent is NOT to suggest collusion or price fixing in any way. It is to demonstrate that there is high profit potential for small businesses that differentiate their products and then price accordingly.

Let’s look at some examples of what typically happens to businesses when they attempt to meet the challenge of establishing competitive pricing models.

The owner of an exclusive clothing salon was experiencing a financial crisis. Even though sales were brisk, and many of the prominent men in the community were frequenting his shop, the business was not profitable. When the owner asked his local banker for advice, he was told to lower his prices to stimulate sales, and the helpful banker lent him more money. After two more loans and two more price reductions, the business defaulted. At the time that he closed the business, he was charging prices that earned him minimum wage to create exclusive creations, one of which was worn to a presidential inauguration!

Another retailer was puzzled by the fact that his interim reports always showed a profit, while his annual tax return showed huge losses. Initially, this business owner thought that his C.P.A. was helping him by saving money on taxes. What was really happening, however, was that his C.P.A. used an estimate of 50 percent for cost of goods sold (or a 100 percent mark up which he had suggested in the past). In reality, the retailer was afraid of price competition and was only marking up 33 percent, so his cost of goods were actually 75 percent of sales. Naturally, the annual audit for tax purposes reflected reality. The owner (who had opened a second location) thought that he had been borrowing money to expand his business, but the increased loans were used to cover operating losses.

Why do so many business owners confuse low pricing with proper pricing? One reason is that some owners actually believe the: “I can do it cheaper” precept. This may be true under the best of economic conditions. With the best deals from suppliers, the best terms, the highest level of sales, the most experienced staff, the most vibrant economy and so on. But in reality no business can plan to operate under the best of circumstances at all times. There are simply too many variables that are out of our control. And unfortunately consumers have memories like elephants. Once you lower your price it is very difficult to raise it again. You set your own market value and have to live with the consequences.

Perhaps another reason for this confusion is simply that fact that low prices often work well for big businesses, and a distinction is not made between big and small businesses. However, we have all seen small retailers go out of business after trying to compete with Wal-Mart or Kmart on price. Harvard’s Professor Michael Porter, author of Competitive Strategy, tells us “The presence of economies of scale always leads to a cost advantage for the large-scale firm … over small-scale firms.”

So what can the small to mid-size business owner do in lieu of offering a lower price?

Offer something different. Differentiate your product by quality, design, or brand, and charge a slightly higher price. Offer a sharper focus. Be a specialist who focuses on one segment of the market and caters exclusively to it. Focus on branding. Branding is not merely for the BIG players. Entrepreneurs and small business owners can also differentiate themselves with a unique branding strategy. In fact it is even MORE important for smaller organizations to set themselves apart, particularly if they are competing with the BIG GUYS! Remember, your customer’s perceptions of WHO you are is all the matters to them. Often times your reputation is wrapped up in what advertising guru, Bill Bernbach called the Unique Selling Proposition (USP). What sets you apart from the crowd? What do you do that no one else does? This is far more important than the price of your product or service. Everything that we do or say both internally and externally should revolve around this.

Smart pricing is good for the small business owner, large dominant businesses and for the industry as a whole. But it’s especially good for the consumer because they are ensured a product or service that is built around providing quality and performance rather than meeting a perceived market price.

In this economy so many consumers are having reservations about getting a good value on whatever product or service they are buying. We owe it to them and to ourselves to prove that our solutions really are better than ever. That today’s solutions are in fact revolutionary! Let’s act like it, rather than trying to beat the guy next door out of a dime. If we act like we are offering a cheap solution, then consumers will believe that we have a cheap solution. And we will all be facing the same problem of: how really cheap is cheap?

Your Employees and Your Bottom Line: Getting the Most Return From Your Workforce Investment

It’s more important than ever to get maximum return from your employees. Change-management expert Morris Shechtman tells you how…and it has little to do with increasing salaries.

They say that time is money. And while that old adage still rings true, in today’s business environment it might be more accurate to say that people are money, or rather, that the time and resources put into recruiting and training your employees takes money. And don’t forget that there is a direct correlation between employee productivity and your organization’s bottom line. So how do you get the best return possible on the investment you make in your workforce?According to Morris Shechtman, change management expert and author of the book, Fifth Wave Leadership: The Internal Frontier, you need to focus on internal issues and develop the workforce you have. Just because the current state of the economy means that more people are looking for work doesn’t mean that they are the right people for your company. Instead of viewing employees as expendable, Shechtman insists that you should be deliberately creating an environment where they can thrive.”Employee retention is still a very big issue,” says Shechtman. “It always will be, regardless of the state of the economy. After all, the key to long-term growth and productivity is a workforce that’s familiar with your company and in sync with your business goals. Your workplace should excite and motivate your employees, so they’ll want to stay around. And that means creating an environment that challenges people and helps them grow not just as employees, but as people,” he adds.”Most employees if given the choice between a nominal raise and a great work environment, will choose the latter. After all, so much of our lives are spent at our jobs. And making the job site an emotionally challenging and motivating environment is key to retention and productivity.”This theme – fostering what Shechtman refers to as “self-information” – is thoroughly explored in Fifth Wave Leadership. It essentially means that people want their jobs to teach them about themselves, to provide valuable information that not only makes them more marketable in today’s marketplace, but that also helps them become better spouses, better friends, better people.So how do you foster a growth-oriented workplace? Shechtman offers the following insights and tips:Forget monetary incentives: focus on relationships. Fat salaries and bonuses, more vacation time, and other such perks will not increase employee loyalty. All they do is create a bigger sense of entitlement. They tend to tie people to your company in the same manner that one trains a dog to stay in the yard – until that is, the company across the street offers a bigger, juicier bone. But creating a culture in which better relationships are valued gives employees a more profound and rewarding reason to come to work every day. Only through relationships can people change and grow…and personal growth is a requirement for survival in our increasingly complex world.Help your employees find their familiars.What is a familiar? Simply put, it’s a feeling state we return to again and again. It is an emotional pattern that holds tremendous power over our choices, our relationships and our careers. Rooted in our families and our upbringing, the familiar is a feeling that we unconsciously reproduce, sometimes to our benefit, but often to our detriment.For instance, the eldest child of a large family might have grown up having to subrogate her needs for the needs of the younger children. Perhaps she was told she was selfish for asking for things for herself. It is no mystery that as an adult she is frustrated at work and has trouble communicating her needs to her boss. Her familiar (the feeling that she doesn’t really deserve to ask for anything) is reproduced in her work environment, where she is unable to assert herself.You can help your employees tremendously by learning about familiars and encouraging your employees to identify (and subsequently diminish) their own.Question employees relentlessly.A big part of creating a growth-oriented workplace is to constantly question your employees. “Did you notice what you did there?” “Why do you think you said that?” “I noticed that when your position was challenged in the meeting, you didn’t defend it; why do you think you backed down?” Creating a “question culture” will help employees ferret out their familiars. It will raise performance expectations throughout the company. It will train employees to think carefully about how they do their jobs and ensure that they have sound reasons for every decision they make.Encourage conflict and confrontation.Yes, you read that right. The purpose of the workplace is not to make everyone happy; it is to grow people to their maximum potential. As Shechtman writes: “The enormous popularity of consensus decision-making/negotiation, participatory management, and self-directed work teams is a sign of the times that is validating our unhealthy quest for comfort above all.”Conflict and confrontation are rarely pleasant, but they are the very definition of teamwork. They are also necessary to growth relationships.Provide honest, caring feedback.You should constantly tell your employees how they are coming across, or how they are doing. It goes without saying that sometimes this feedback will be negative in nature. Honest feedback can be painful for both parties, but it is the backbone of a growth organization. A relationship without honest feedback is what Shechtman calls a “mutual toleration society.” He maintains that unconditional acceptance “in both personal and professional relationships” is a form of abandonment, robbing the other party of the most important catalysts for growth and change. (Hence the reason the feedback is labeled “caring.”)Practice the art of self-disclosure.Of course, feedback cuts both ways. You want your employees to provide it to you as well. One way to do so is through self-disclosure. If you want to turn a stagnant employee relationship into a growth-oriented one – or start a new relationship out on the right foot – share your feelings first. This is a big risk because you don’t know how the other person will respond; you must be prepared to deal with any type of reaction you receive. But it’s a risk worth taking because you can learn a lot from your employees. Self-disclose often and you teach by example the kind of relationships you expect to flourish in your company.Form an accountability group.Many people fear receiving or giving feedback; they don’t want to show others a weakness or make someone else uncomfortable. Put them in the right setting, however, and they may be willing to provide others with clear and compelling feedback. Accountability groups are one way to foster such feedback. In these groups, people give and receive feedback, create action plans based on that feedback, and hold group members accountable for implementing their plans.”I have found accountability groups to be amazingly effective in helping clients overcome their debilitating work and personal problems,” says Shechtman, who writes at length about these groups in his book. “Done correctly, they really can lead individuals and organizations to transform themselves from the inside out.”It’s worth adding that the actions detailed above are almost certain to increase your company’s productivity. After all, people who are personally and professionally fulfilled are better employees. This alone is enough reason to foster a growth-oriented workplace, especially given our current economy. But the big reason has more to do with tomorrow than today.”Creating a work environment rich with opportunities for self-discovery is an investment in the future of your company,” Shechtman concludes. “It’s seldom an easy journey, but it’s one you must undertake if you want to attract and retain talented employees. Begin it now, and when the economy rebounds, your employees won’t leave you for greener pastures. Why would they? Your company will be meeting needs far more important and compelling than a biweekly paycheck.”This article was written by Morrie Shechtman of Fifth Wave Leadership, who will be presenting on March 15th, 2007 at the C-Suite Briefing in Long Beach, CA. Click here to find out more.

What are your People Doing?

From time to time I ask other members of our network to submit an article that is valuable to entrepreneurs seeking to improve their performance. This week David Shechtman, one of our SBA Network consultants, talks about how to ensure that our staff are in alignment with our company’s strategic goals. Also listen to Matt, Cory and I as we interview David Shectman this Friday at 4pm LIVE. Go to: www.markdeo.com to listen live.

Well, they’re probably doing what you hired them to do or what they were trained to do. But why aren’t things working?Because the world around them is changing and your business is probably following suit.So, what does this mean? It means that your people – a critical resource that 43% of CEOs say finding and retaining is their greatest challenge1 – aren’t engaged in processes and activities that support your company’s strategy.The reality is that your company may be evolving into a completely new type of organization with a totally new set of strategic objectives. But do your people even know about it; let alone what to do about it?Product Leadership, Operational Effectiveness, and Customer Intimacy have been identified as three main strategic objectives in today’s marketplace2. Each of these objectives, consequently, requires a set of developed employee competencies. For example, in a Product Leadership company, employees need to share information, group problem-solve, and think creatively while in a Customer Intimacy company employees need to build deep relationships, focus on quality, and act independently.What’s happening nowadays is that companies are moving from one strategic intent to another without developing the employee competencies to match. And worst of all, when some managers or employees try to change, their efforts are ignored or punished because the system doesn’t reward it. Think about it, some companies used to be clear product leaders. They had a technology or process that set them apart from the competition. Then came globalization, and away went their competitive advantage. So, how do they now compete? By deliver a unique customer experience through customer intimacy. But do their people have the competencies developed to do this. Good question.As you now try to sort out this potentially complex situation, ask yourself a few questions:1. Do we as a company see fast and effective change as an important competitive advantage?2. Do we let employees (or even managers) know what they need to do to make the business strategy successful?3. Do we support individuals in developing new knowledge and skills?If you answered yes to all three questions, you’re poised for success. If you answered yes to two questions, you’re in pretty good shape. You may want to sharpen some skills. If you answered yes to none of the questions – or you don’t know – you definitely need to seek help. Adapting to change is not simply a luxury anymore, it’s a survival technique.1 Survey conducted by the American Society for Training & Development2 The Disciplines of Market Leaders, Michael Treacy & Fred WiersemaWe’ll be discussing this on our weekly radio show at 4PM Pacific Time this Friday. To tune in, simply go to our website at www.markdeo.com. We will also be taking calls from our listeners to help with any problems you may be experiencing in your business. Call in to speak with us at: 1-323-443-6878; then enter code: 226287 to get on the air!Have a great week!

Rally Toward the Future

More than 64% of the working population is bored with their jobs!

That’s not my statistic. Blame the American Institute of Management. But why? We have it pretty good in this country, despite all the bad press. Yet workers in just about every field drag themselves through their day looking forward only to the weekend. How could this be when we spend greater than two thirds of our waking hours at work? Could it be the fault of our leaders?Remember Rudy Giuliani? After 9/11 he became a hero. He was Time Magazine’s Man of the Year, knighted by the Queen and one of the most respected politicians of our time. But what most don’t realize was that on September 10th he was anathema. New Yorker’s wanted to run him out of town! At the time his approval rate was the lowest of any mayor ever to take residence at Gracie Mansion. His eye was off the New York ball since he was immersed in his run for the Senate, he was in the midst of an acrimonious divorce and his relationship with city officials was strained.Then came September 11. On one of the most horrific days in history Rudy managed to win back the support of the city with just 8 words. What did he say? How could just one sentence transform the attitudes of twelve million people?Not long after the second tower fell, Giuliani was asked what the final body count was. His response was astounding. Any politician might have said, “We do not have that information at this time,” or “Our sources are still tabulating the results,” or any number of other dispassionate replies. But what Giuliani said aligned him to the people, won back their trust and demonstrated his understanding and commitment. This is what he said: “I do not know what the final number will be, but I know it will be more than we can bear.”By uttering those words Giuliani demonstrated that he understood what every New Yorker was going through. At that moment the sentiment toward the mayor turned. At some level, maybe instinctual or visceral, Giuliani knew that his job was to connect with the emotions of the people and rally them toward a better future.As Marcus Buckingham, author of Break All the Rules says, “Great managers discover what is unique about individuals and capitalize on it, great leaders discover what is universal and capitalize on that.”No matter how impressive a leader’s experience and accomplishments if they lack empathy they will be unable to instigate change. A great leader must speak constantly of the future in a sincere and passionate way. They must paint vivid pictures of the future coming to pass. This is what will motivate the workforce. This is what will transform the drudgery of their workday into an extraordinary journey toward the achievement of worthwhile goals.How can you connect with the “universal sentiment” of those within your organization? What can you do, say or demonstrate to make them see the FUTURE that you see? What is your plan for motivating your troops to visualize a better and brighter future? I hope that this inspires you to take action. Webster’s defines leader as “a person who goes in advance, showing the way.” I encourage you to show your people the way and rally them to a better future.Care to submit an article or just have a comment? Email me at mark@markdeo.com