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In today’s very unstable global economy, it is difficult to keep company growth andmarket penetration topmost while keeping cost in proper alignment with disappearingrevenue. The very things that keep companies alive are in short supply and that scarcityis challenging many of the traditional tools used to benchmark a company’s health,viability and sustainability.
is the lifeblood that allows
companies to be birthed and nurtured tomaturity.
is in short supply. It is the lifeline that allows many companies, large and small toacquire much needed hardware including servers, computers, routers, hubs, switches,transportation, office space and supplies along with quality talent that is very critical for acompany to distinguish its expertise from the competition. Cash strapped companies arequickly finding out that credit has dried up like a shriveled prune.
is taking a major hit. Unless you are able to forecast a quantifiable, positivecash flow generated as a direct result of using such marketing techniques, suchspending is prohibitive. Most organizations are looking very closely at the Return onInvestment (ROI) generated from such direct costs. They are abandoning traditionalmedia like TV and newspaper advertising and taking their message to the web. Internetadvertising is changing the way companies get messages about their products andservices to consumers.
is taking a back seat to massive staff reduction. In order to stayafloat, some companies are shedding staff as if they are last week’s junk mail. Many doso in order to become lean and streamlined – for now. Very few are visionary enough tocontemplate the vestiges of tomorrow’s market place. Somehow they become callousand disinterested in the livelihood of the people they let go. Most do not anticipate thatthese very same people could show up as the stalwart warriors with the competition or the folks in customer networks now charged with making purchasing decisions regardingtheir products and/or services.Allow me to paint a very likely scenario. At some time in the near future, you find yourself at the negotiations table looking to renew a major enterprise contract worth say $12 MMto your $15 MM organization. The new Contracts Manager sitting across the table is arecently fired executive from your company. Backlash is inevitable in somecircumstances. Will you be prepared? How? Is there any established best practiceapproach for handling such a quandary?
is on a steep decline. The short-shrift approaches that a lot of organizations have adopted to survive these difficult times are beginning to rubcustomers the wrong way. Customers endure curt responses, obvious lack of interest intheir unique circumstances and a blatant unwillingness to make adjustments to allowthem to remain intact while retaining personal dignity and integrity. All of these actionsmay some day come back to haunt those predatory organizations that are driven by oneincentive - profit.
is in NEUTRAL. Most people with new and exciting ides to change the waywe live, work and play are holding back and waiting for the proverbial light at the end of the tunnel. Stagnation will be the mainstay for a while.