TEC Resource Center

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Time for the Holidays!

It’s interesting that you see this phrase used so often during the holiday season. Because this is the season that most feel they are time starved – lacking the time to get everything done.  This is what started me thinking about your time as a business owner.  A business should be more of a lifestyle than a job!

I want you to think about that for a minute!  A job is something people do to make money and it usually requires a strict schedule of working hours.  Although in the new post covid virtual work world that is more and more not the case.  A business is an asset that you, the business owner decided to build using your cash and sweat equity.  Make no mistake that building that asset is going to take time and a lot of energy.  But you are or should be in control of that time and how it is spent.

My wife had a saying she would throw at me whenever I forgot this.  “No one ever dies saying I wish I spent more time at the office.”  When your business is in its early infancy stage you will have a little less control due to the financial risks involved.  But you have control none the less.

Managing your time effectively can change your life.  If you allow others to steal your time, then you have lost control.  Even customers understand you have a life outside of your business and will more than understand your schedule might not allow for that call that they are trying to book during your son or daughters’ basketball game.

Workload

A study by www.gallup.com found that small business owners work as much as 60 hours per week.  That’s 50% more than the average employee.  Now I am not saying you should work less than your employees because that usually isn’t the case at least not until the business is in its mature phase.  But when you need time off to vacation or just recharge you shouldn’t feel guilty about it.  There is no reason you should not be able to cut out early on occasion to do something for you or the family you love.  I had a routine when my business was growing where I split my time between the office and home.  I would go into the office and work more normal hours, but I would then break so I could have time for dinner with the family.  After dinner many nights I would work at home to complete what needed to get done but I always tried to be there to share the days happenings with the kids and the wife.  My wife was right I never regretted taking that time to watch my children grow and the business never suffered at all.

Delegation

No this isn’t a dirty word, and your staff are not all idiots.  I was complaining one day at a business lunch about my shipping and receiving department and I had a CEO of a larger firm tell me that if they did the job as well as me then they would be the CEO.  He was right!  I didn’t hire an MBA graduate to run the shipping and receiving department – I hired a shipping manager for $75,000 a year.  The problem was mine; I expected too much and gave too little of myself to the person I hired.

In an article from www.americanexpress.com they summed it up well – “If everything in your company depends on you, it can only grow as large as your personal capacity allows.”  The problem is when you are starting out you are a solo entrepreneur, and everything is done by you.  As you grow things are moving too fast to start training people, so you still do it all yourself because the result the team is producing is just not up to par with your standards.

Delegation starts long before you hire your first person.  How can that be you say?  While you are developing the business you personally determine the best way to get things done and what the result should be.  Take the time to template the process so when you do hire someone you can easily train them on your way of doing things.  Spend some time before they start to orient them to the company and your way of thinking.  Listen to feedback because they might just have a better way of doing things.  It’s important to remember that there are tasks in the workplace that you should not be spending your time on.  Delegate them to people who are better at them than you.

The Team

Nothing is more powerful than a team of people aligned around a common goal.  If you can surround yourself with people smarter than you who buy into your vision for the company, you are well on your way to finding more time for yourself and growing a company with a great future.  The team will do the things you should not be doing in the first place, and they will make you proud of the results.  Your mission from here is to develop strategies that will allow the business to thrive into the future and provide your team the opportunity to grow in their careers.  Nothing will kill the spirit of a company quicker than stagnation.

So, take the time this holiday season to think about your business and your life.  Are you living your best life?  Has your business taken control of you, or do you have control of it?  A business has a personality of its own.  It needs to be fed with work and money, it is demanding, but it’s yours.  You are in control of its growth and its cultural development.  Think it over and make sure the business delivers you the life you were hoping for when you started it.

The team here at TEC Resource Center wishes you and your family a happy and healthy holiday season and a year of improved work-life balance.  Now Get It Done!

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It’s That Time of Year!

 

No, it is not the holiday season, it is the time of year to look at what your company has done and plan for what it will do over the next three to five years.  I work with countless business owners who before we met thought year end planning was a waste of time.  We have been doing the same thing for years and we are just fine!  It’s a waste of time and money to get the entire team together to think about what might happen!  My favorite is – Forecasting and budgeting is a waste of time, we never get it right anyway!

Does any of this sound familiar?  Spending some focused time and effort this time of year to better analyze what happened last year, both in your company and the industry has benefits far beyond creating Key Performance Indicators (KPI’s) to measure success against in the future.  The fact is most companies large and small fail to hit the bullseye when it comes to forecasting.  If you have any money in the stock market this year you know that’s true.

Planning is about the agility and alignment of you and your organization.  As the owner you know where you want to go, that’s why you started the business.  Knowing which path to take to achieve the quickest results and having everyone onboard rowing in the same direction is where planning and budgeting comes in.

Imagine sailing to a Caribbean Island from New York without a navigational map or instruments to predict the weather, direction, or speed.  For the millennials out there, planning a road trip without your phone might be a better analogy.  Of course, we wouldn’t even think about doing these things.  Then why would you try to build a business without an up-to-date GPS to help guide the way.

Take time in the month of December to run the numbers, analyze the changes in the market and yes, get feedback from your team as to what they see as the best way forward.  Captain Kirk could never have survived without Scottie and Spock helping find the right path.  As the owner the responsibility to move the company forward is yours, but your team will be more loyal and work harder to make the journey a success if they helped create the plan to get to the destination.

Here is to a successful 2023.  All your dreams and wishes will come true if you plan it that way and get everyone aligned around the KPI’s that will guide you to your destination!  Let’s Get It Done!

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Leveraging Your Existing Customer Relationships

Strategic Planning

 

Your existing customers offer you the quickest and least expensive way to grow your company.  As we have covered in past articles one of the five focus areas for every business is the number of transactions you can achieve with each of your clients.  We all know how hard and expensive it is to attract a new lead and then convert them to a loyal and trusting customer.  It would be a mistake not to make the most out of your hard-earned relationship.  Today we will explore a few strategies to increase the number of transactions you do with your customers each year.

Cross Selling

We see this effectively used every time we go to a fast-food restaurant.  You order a burger and a soda, and you are instantly asked if you want fries with that.  A more subtle example is the store owner who places candy by the checkout register knowing well that Mom and Dad will succumb to the desires of the kids.  Shopify actually calls their upsell and cross sell option the candy rack.  As soon as you click the add to cart button, offers are displayed in the form of a pop-up, upselling and cross selling to the customer before they leave the site.  This is a proven strategy for increasing the number of transactions a customer will make during and after their initial purchase.

So, let’s say you are a hair salon and you have contracted with some hair product companies to display their products in your shop.  Most owners do this.  The question is will anyone ask the customer if they would like to purchase this product during their visit?  If you don’t ask, they will not buy.  If you do, it turns out that 34% of the time they will purchase an additional or alternative (more expensive) product at the time of purchase if they are asked.  Better still, open an on-line store that allows that customer to acquire the products they need to keep their hair style looking good between visits.  This store might just produce more revenue and definitely profit for the business than the shop itself!  By the way while shopping they will be reminded that it is time to book their next appointment.

Business Alliances

In the case of the hair salon, the distributor of the hair products sold in the shop is a good example of a business alliance partner.  An arrangement or contract between two parties to share in the revenue sold by the other party.  This is straight forward when it comes to distribution arrangements but what about other alliances.

Take the landscaping company who forms a relationship with an outdoor light company to help accent the beautiful plantings they install.  They don’t have the expertise to install the lighting so they find a company of similar quality that they can form a partnership with and share in the revenue added to the original project.  Think about your business.  Is there a product or service that your customer might buy from you that adds to the value of what you bring the client?

The painter who added window coverings (blinds, shades, curtains…) to his everyday offering increased the revenue of his company by 60% without spending a single cent on marketing.  They simply added this service as part of their normal quoting process.  The window covering vendor was thrilled to have met the painter and has since added many painters to his list of partners.

By the way, the profit of the painting job was increase exponentially because the painter added nothing in cost and a significant amount in revenue by forming the alliance.

Bolt-on Business

As a company grows it may make sense to add synergistic service units to the business.  I will often recommend a franchise business to an owner as an easy way to bolt-on additional revenue opportunities with very little up-front cost.

Take the case of the property manager who is responsible for renting and maintaining the properties for his customers.  They manage everything from the cleaning of the properties to the renovations to keep things looking new and fresh.  As a new business owner, it doesn’t make sense to do anything but find properties they can manage for a fee.  But as the business grows there is an opportunity to add multiple revenue streams by bolting on small low-cost franchises that will perform the cleaning, or painting or renovation work.  Obviously, the owner could go out and buy an existing business or start his own division in any of these categories but then he/she would have to learn the process of managing all these different operations.  With a franchise they come with the training, policies, and know how to run each business all for the low price of a franchise fee (normally between $10,000 and $50,000).

Often this strategy is proceeded by business alliances like those discussed above.  In this case it may be more appropriate to form a partnership or even an agreement to merge the two companies.  As a business owner you should never feel as if you are too small to think about these types of arrangements. I have seen many a large company formed by the merger of many smaller ones.  One word of caution when merging or joining organizations.  Culture is a very significant part of any company and if both parties don’t share the same philosophies when it comes to how things are done it can be disastrous for everyone involved.

Conclusion

As a business owner you know that there is nothing more important than protecting and nurturing the relationship you have with your customers.  There is no better way to do this than to have multiple touchpoints with that customer.  Leveraging those relationships by giving them multiple ways and multiple opportunities to do business with you is a win-win for both you and the customer.  They get to buy a service they need from someone they already trust, and you get to strengthen your bond with them by once again servicing them well.  Call me and we can brainstorm ways for you to leverage your relationship with your

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Lets’ Talk About Vendors

The vendors you work with are important to the success of your business and the relationships you build with them can drastically impact your top and bottom line.
Vendors and Cost of Goods:
First and foremost, your Cost of Goods (COGS) are directly impacted by what your vendors charge you for the components that go into the delivery of your product or service.  Revenue – COGS = Gross Profit.  If you have strong relationships with your vendors, you can drive costs down as your volume grows increasing your overall gross profit.  This can only happen if you understand how your vendor’s cost structures work.  To do this you need to be able to connect with them regularly to discuss how you can help each other grow.  After all nobody wants you to grow more than the vendor that supplies you. Here are a few things I would recommend when dealing with your vendors.
Go to see them or have them come see you so you can both get a better sense of how you can grow together.
Set goals for the relationship in terms of growth incentives, payment and volume discounting.
Meet at least once a year to review the status of the relationship and their competitiveness in the market. The market changes from year to year, so they need to know you are on top of things.
Lastly, track the effectiveness of their product and service. After all, your business is directly impacted by both quality and delivery times.
Vendor Referral Programs:
A good vendor can be one of your best referral sources.  Their success is directly affected by your industry after all and more directly your success.  The faster you grow the faster they grow.  With that in mind explore the possibility of them helping you grow through referrals. Look for unique ways to offer your vendors rewards for helping grow your business and everyone wins.
Here’s the step-by-step process to putting together a partnership with a vendor:
Approach all the vendors you work with and offer them an incentive based on performance.
Put the generous incentive plan together from their perspective, even take suggestions.
Develop a clear, concise and easy to track incentive plan. They need to understand how they will get paid for their efforts.
Encourage subsequent sales instead of focusing only on the initial sale. Creating an incentive trail allows them to continue to reap the rewards of their efforts past the initial purchase, which is usually the smallest sale volume.
Create an incentive plan that’s irresistible to your vendors by offering generous, exclusive compensation.
Think of all the vendors you work with and the creative ways you can put together an incentive plan that entices them to be part of your business. Use their talents, capabilities and connections and you’ll both be winners.
Putting together an incentive plan doesn’t have to be a complicated process. Use our FREE test drive to come up with some great ideas and put your incentive plan together for maximum results.

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Workflow, Process and Performance

We hear so much today about performance management.  The Human Resources community has developed entire performance management systems to track the growth and development of our staff and yet there are still serious business performance issues within the organization.  Often I am confronted with this fact when brought into a client engagement.

The scenario goes something like this – I know I have a well-trained and dedicated team of employees and I believe my leadership team is engaged in their growth and development, but I can’t seem to put out the daily fires that distract us from our core mission – WHY?  Obviously there is no one simple answer to this question.

The basic principles are always the same however. How are you monitoring the success of your business?  Are you using Key Performance Indicators (KPIs)? Are these KPIs aligned with the key processes that impact the success of your business?  Is there a better way to move product and/or information through your organization?

Having just watched the winter Olympics I can’t help but to think about how the success of the athletes are measured so carefully throughout an event.  They know ahead of time what their performance needs to be to get them to each transition point (KPI).  30 seconds to turn one, 45 seconds to turn two ……. Imagine if you monitored your business that way and better yet, your employees understood what it meant if they didn’t make it to each checkpoint on time.

Good workflow is the foundation of your organization.  The processes that deliver your product or service to your customer at or above the commitment levels set at the time of the sale will either stop the daily fires or fuel them.  In most cases people, when properly managed, are not the issue.

Organizations lose sight of the importance of workflow management because as they grow this gets left up to the day to day managers and in most cases people don’t like change.  If I had a dollar for every time I have heard the expression we have always done it this way I would never have to work again.  I have yet to find an organization in which everything stays the same – at least not a successful one!

Good work flow management that incorporates well developed processes leads to better overall performance every time.  KPIs are an important part of this process as well.  The only way I know to monitor the effectiveness of our workflow is through properly monitored KPIs.  These monitoring points should be measuring operational performance not just financial performance.  An organization can be profitable while losing market share due to poor performance.  Operational KPIs will allow for better management of staffing levels and result in a stronger line level appreciation for corporate profitability.

Your business, like everything else should always be improving the level of service it delivers to its customers.  Better products and better service will always deliver happier customers. If you find yourself asking how to put the fires out and increase service delivery – go back to the foundation of the organization and review the workflow that your daily operation is based on.  This will put the fires out and might even lead to high financial performance as well.

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