Business Development Strategies

Archive for the ‘Small Business’ Category

Here’s an interesting notion:  Do you realize that there are mistakes you can make at various stages of your business’ growth that can be slowly killing it for months or even years if you don’t watch for them?

Well, these mistakes do exist and they are not just reserved for the rookie companies.  Many working businesses, including those you might think are “successful” because they’ve been around for 10+ years, are often still making them… and are possibly losing a lot of money and/or wasting a lot of time in the process.

Although some of these big and sneaky mistakes seem aimed more at service type companies, they really do fit the bill for almost any type of industry.  I’ve done my best with the listings below to give examples to prove it.

Underestimating Project/Service Time- This is a big one and it pertains to service companies as well as companies that sell a product. This is a service company’s bread and butter. If you don’t estimate your time to perform each and every service in your repertoire, you will get burned and there is little you can do about it but bite the bullet and learn from it.  The best way to estimate time is to do it once yourself or watch your best employee do the task and then throw in a little fudge factor on top of it. For product companies, time becomes an issue with logistics so be aware!

Not Knowing YOUR Company Numbers/Incorrectly Setting Prices- Notice I emphasized the word “your”. It’s a common mistake to use a competitor’s as your pricing gauge without actually knowing why they use those numbers.  Think about the nightmare you will get yourself into if you take a competitor’s price, cut it by 10% and then start selling. What if the competition has a bad pricing structure and is barely making money or even losing money?!?!  What if your costs are more than theirs?!?!  You can use competitor as a starting point but you can’t base your whole strategy on it.

Different industries have their own variables as far as costs go and you need to be aware of them for your project or product pricing.  What you pay for a product you are going to sell is not the only cost to have in your head when you are pricing products.  How much your labor and materials cost for a service is only a piece of an hourly rate.  Employees cost more than just salary and not every employee is part of your labor cost. Every company has insurance to pay for. There are tons of overhead expenditures that need to be part of your price. Oh, by the way, the big one that many people forget about in their price is the quality factor. What you include as “standard services” or “standard product features” as well as job site etiquette or in store service or warranties all need to go into your pricing. I’ll get to more on why in the next segment.

Not Charging for All of Your Time & Costs- This seems like a stupid statement to some but I bet most business owners will admit that they have given away a little too much of the farm at times. Hey, there is nothing wrong with giving a little extra here and there to show you care. But either way, that’s not what I’m talking about here. What concerns me are those that put a lot of quality into their work or products or stores and do not cover the cost for it. As an example, say you run a service company and your competitors don’t do a certain standard service that you do. You can’t just undercut their price to steal a job; you need to have that cost covered in your rate and advertise the fact that it comes with the price upfront. Stores undermine themselves, for example, when they put more people on the floor for customer service but don’t charge for it. These things cost you money and when your competitors don’t do them it costs them less money.  Put out better service and then under price them, and your competition just has to wait a little bit for you to fall on your face so they can swoop back in.

As a business owner you need to believe that you are providing your clients worthwhile wares that deserve to be paid for. If you get the chance to explain why your prices are higher, then take that opportunity and do it.  If they don’t like the fact that you include things that others charge extra for later or that you treat them better, then they are most likely completely price shoppers.  You don’t want them as regular customers anyway.  Trust me.

Not Getting Paid Fast Enough- That’s right, the old cash flow issue.  As long as you are actually making enough money to pay the bills, this problem can be solved, prevented or at least made to be not as bad as it could be.  Here’s the deal:

First off all, bill customers very promptly. It is very common for a small business to not have the procedures or systems in place to get invoices generated and out the door in a timely fashion (see the next segment for more). Again, this would seem unlikely since that’s the reason why we are doing the work- to get paid. But it is very easy for the people responsible for getting this info to the billing people to be too busy to get it there or not have enough organization to give it to them the right way.

The second part to slowing down or stopping a regular cash flow crunch is to make the quickest payment deals possible with customers and the slowest possible with vendors and employees.  If there is any way not to pay employees any more than twice a month, you better do it.  Contractors always have an issue with this. If you must pay weekly, then tell them before they are hired that they will be getting the first week held back, essentially buying you a week. It will help, I promise.

Part three involves credit. If your company can get a credit card, then get it. This allows for certain important things to be bought (that you can afford) that might come up during a cash flow crunch.  Better yet, especially if you have no choice but to deal with 45+ day customer payments, do your best to get a company line of credit.  This is a must if you plan on selling to the government or doing commercial service work. These clients often have 60 to 90 day wait periods.

Failure to Have Solid Systems and Procedures in Place- Too many procedures (known as “red tape”) is the reason why many people start their own business in the first place. Unfortunately, having no procedures and systems in place at all is not an alternative. Depending on the type of industry, business owners must come to a happy medium or chaos and the unknown will ensue. Some basic examples where procedures or systems are needed include billing, collections, payroll, hr (interviewing, hiring, vacations, benefits, job responsibilities, etc.), manufacturing, operating equipment, maintaining equipment, inventory, sales calls/visits and logistics to name a few.

Even a one person show needs to have some admin procedures in place.  This will make it easier to hire temps and subcontractors and control what they are doing for you.  Without at least a watered down version of a system or procedure to do everyday work, you will be to blame for causing many major headaches as your company grows. I can’t emphasize how important this is for when you bring on new employees. I’m sure you heard this before, but I am also a big proponent of having an employee handbook even for one employee. It’s amazing the trouble people can cause business owners just because they allow you to pay them.

Spending Advertising Money Just to Say You Advertise-  I would almost rather see my clients not advertise then to spend without regard to tracking the results. There is no point in a marketing campaign if you do not put things in place that allow you to measure how well the plan is working.  The other wasteful part of marketing that many people make the mistake of doing, is not tracking their previously successful campaigns.  Why some people think that just because a $400 dollar a month ad worked once very well for one busy season, that it will automatically work every year after that is beyond me.

Spreading Yourself Too Thin- This is a classic mistake made by every entrepreneur. The key is to figure out when you are at that “wearing too many hats” point and start getting some help.  The solution here is to know your strengths and to be able see when you are not performing the duties that demand these skills. If you are the best sales person on the company, you can’t get caught up in day-to-day operations. If you do, sales will slip and eventually you won’t have any operations to worry about.  Think about this to help you figure out if you are spread too thin: Did you really go into business for yourself to work 80+ hours a week?

Not Getting Help Soon Enough- Set goals to know when to hire people to take over where you are light on knowledge. Not getting help or waiting too long can kill a company. Most people who start a business do it because they are good at the technical end or the sales end.  If you know the best way to make a widget, then your strength is in production and that is where your time should be spent. Hire an outside company or consultant to take care of the sales and marketing and then hire inside when you can afford someone full time.  Don’t be something to your company that you are not. It will only hold you back.

The three big issues people like to tackle themselves but usually are least knowledgeable about are legal issues, accounting/bookkeeping issues and daily operations issues.  The odds are that these three things are your weakest link so if you don’t have a partner that has the background for these subjects, then be prepared to get help as soon as possible.  It’s preferable that you do this before you start a business.

Although looking for these problems at any time is a good idea, the end of a year or season is an excellent business interval to make sure you are not making these errors.  Take the time, or make the time, to fix these problems. If you don’t know how to reverse the problems, then get some help.  If you really don’t have enough time to either figure out if you have these issues or know they are there and can’t break away long enough to do it right, then get some help.

Getting a small business off the ground is challenging to say the least. Here are some tips which will prepare the ground for running a successful small business.

Have Goals

This is where it all starts – the foundation for success. Know exactly where you are heading. What will the business ‘look’ like in the future? How will you know when your business is a success? When you wake up in the morning, do you know what actions you have to take to get you on the road to success?

Take Action

The difference between success and failure is down to the actions you take. The failures in life are the people who know what they have to do but never do it. The successful small business owners are people who take action on their ideas, ones who never say, “I wish I had done …”

Seek Feedback

There is a saying that feedback is the breakfast of champions. During the early days of your business you must continually seek feedback about all aspects of your business. What works? What doesn’t work? What needs changing slightly? Speak to customers, suppliers, your bank manager, your accountant – anyone who can provide you with a fresh perspective.

Find Out What Do You Don’t Know

You can’t expect to know everything about running a business. Undertake your own skills analysis and find out your areas for development. Once you know your knowledge gaps seek out courses, books and advice, which will get you on track.

Be Focused

Let no one distract you from achievement of your goals. At the start of every day get yourself into the frame of mind that you will only do tasks which will get you closer to your goal – nothing else matters.

Take Risks!

You will never achieve anything if you’re not prepared to jump off the cliff a few times! We’re not talking about risks which will put the business in jeopardy; just risks which are planned and thought out, yet at the same time test the edge!

Think Positive

Yes, the oldest cliché in the book, but totally true. See the positive in everything. If something has not gone right train yourself to ask, “What good has come out of this?” Understand that in every problem there is potential for good.

We are living in a world of change. Shift happens! Competition comes from all over the world, which means that many American businesses are in trouble.

Many decisions are being made that are contrary to both good business sense and building customer loyalty.

Most organizations’ marketing is usually an exercise in figuring out what to do to get current or potential customers to spend more dollars with them.

I’m suggesting that instead of thinking about what to do, figure out what to stop doing. In other words, stop doing the “stupid stuff.”

Not doing the stupid stuff means finding out what prevents customers from spending money with you and making sure that that action or reaction never happens again.

Here’s an example of what I call “stupid stuff.” Some airlines now want to charge customers who want to speak to a live agent.

That’s stupid stuff in two ways. First, they’ve chosen to penalize customers who want to continue getting what they’ve always gotten – one-on-one attention. Worse, they’ve done it by saying they will charge more for this previously standard level of service. How many customers will they lose because of this decision? I know of at least one.

There are more subtle, but no less damaging, stupid things businesses need to stop doing.

Take, for example, the new Wheaties boxes. General Mills recently introduced Wheaties boxes with photos of the U.S. Olympic gold medalists. One was missing: Paul Hamm. Why?

This was General Mills’ response to my inquiry:

“Selecting a Wheaties Champion has never been an easy task, especially when we have witnessed so many outstanding performances by so many championship athletes. But it simply isn’t possible to honor every champion on the Wheaties box.”

So they leave off the first U.S. man to win the Olympics all-around gymnastics championship in one of the sport’s greatest comebacks? His return from a disastrous fall to a near-perfect high-bar routine won near-universal praise and, for most of us, defined the word “champion.”

But there was controversy. As most of you know, a South Korean gymnast claimed that a scoring error cost him the gold and appealed to the Court of Arbitration for sport. The court recently ruled that Hamm can keep the gold medal.

Even though the medal was disputed, it was not because of anything Hamm did or did not do. Still, General Mills decided to do the “safe” thing. But by being safe and leaving out Hamm, Wheaties is alienating the millions of customers who see him not as controversial, but as a hero, and losing customers in the process. Now that’s “stupid stuff.”

So start stopping! Stop saying “No” and start using the word “Yes.” Stop charging for services that most of us think are free.

Find out what exasperates, discourages, hassles or confuses your customers and stop it.

Do you take your laptop on vacation? Do you sometimes “hate” your cell phone or your Blackberry? Harris Interactive recently reported that one-third of vacationers take their laptops on vacation. During a Sunday meal at a restaurant recently, I observed a man sitting with his family talking on his cell phone — obviously about business. He was not happy – neither was his family!

To paraphrase Charles Dickens, “It is the best of times. It is the worst of times.” Certainly that applies when it comes to “connectivity.” Stories of 9-11 victims being able to communicate with family members in the last minutes of their lives warmed my heart, while the story my friend told of her mother answering her cell phone in the delivery room during the birth of her grandchild chilled my soul.

How grateful I was for my cell phone when I came across a young woman stalled on an interstate without one, and I could immediately get help. How convenient it is on vacation to use the Internet to explore the options for entertainment in the area on a rainy afternoon, and get directions to find it easily. How comforting to know that my family can reach me in case of an emergency – or something to celebrate! — regardless of where I am in the world. The same can be said for my colleagues.

So here’s the question: Should you take your laptop on vacation? Should your cell phone be on 24/7? Clients often ask, “What should I do?” My answer: “That’s the wrong question. The question is “What will you do?” Maybe an even better question would be “What would you like to do?” Perhaps the best question of all is “What action will bring you the best results?” In order to answer that question, you have to take the time to answer “What ARE your best results?”

Repeatedly I have emphasized that one definition of “organization” is “controlling the things you can control, so you can cope with the things you can’t.” In the complex world in which we live, especially with the level of connectivity available, it’s easy to fall into the trap of feeling that we are victims of other people. I cringe when someone complains about having to answer their cell phone. Says who? If you don’t want to be reached, you can “power off.” If you have to be reachable because your job requires it, then the question may be “Am I in the right job?” Or, have you simply trained people that you are “always available.” Customer service is great, but it doesn’t require 24/7 response. It requires good communication. It’s highly frustrating to leave a message and get no response for days, but few situations would suffer if the response came one hour later so you could have lunch with a colleague without interruption.

Connectivity can be addictive. My daughter, who has her PhD in counseling, reminded me that an addiction is something that reduces the quality of your life and the people around you.

So what does all this have to do with productivity? My passion is helping individuals and organizations create and sustain a productive environment so everyone can accomplish their work and enjoy their lives. When used appropriately, connectivity does help you accomplish your work and enable you to play. It can also undermine your priorities at work, destroy your health, and poison your relationships when used inappropriately.

The issue is not whether you take your laptop on vacation or leave your cell phone on 24/7. For some people, the ability to check e-mail once a day on vacation brings peace of mind and can be done when others are sleeping or swimming. For others, the whole idea of a vacation is not taking your laptop. There is no “right” or “wrong.” The question is whether your choice is enhancing or diminishing your life and the lives of the people around you.

So “Power Off” or “Power On?” – it’s truly up to you!

P.S. SOMETHING TO THINK ABOUT: Your ability to make any connection more valuable is being able to find the information you need when you need it. Are you wasting valuable time looking for what you need? Could you find what other people in your office have if you needed it? If not, fill out our Productive Environment Scorecard, (www.ProductiveEnvironment.com) and we’ll give you a free 30-minute phone consultation to identify specific steps you can take to make sure that everyone in your organization is taking the right action at the right time with the right information.