Get Your Loving at Home; He’s No Hugger!
Filed under: Business Growth, Pittsburgh, Profitable Growth, Uncategorized
Have you ever wondered what would happen if you cut out all extra service and personal touches from your business? Would customers still come if you were excellent but detached? My recent shoulder surgery was an in-your-face experience of how this works.
After enduring shoulder pain for a year, an MRI confirmed that my rotator cuff was ripped apart. I found Pittsburgh’s best surgeon, and after a 15-minute consult, he booked me. 90 days later, I arrived for the surgery, and was quickly processed, IV’d, gurneyed and staged for the operation. No visit from the surgeon, little small talk from the nurses, and no remorse for their 2-hour delay in pre-op.
When I objected, they sedated me to ensure my compliance and placed me in the queue. The surgeon never visited before or after the procedure, and three hours after the operation, I was sent home to heal. A week later I had my ten-minute follow-up with the surgeon. Running out of time with more questions to ask, I tempted him with the only lure I had. I suggested that he operate on my other shoulder. At this, he gave me another ten minutes, satisfied all my concerns, and recommended scheduling the next one before the summer.
How did this make me feel? Am I a happy customer? What business lessons did I take away from this experience?
I am happy with my surgeon and the results to date. Yes, I felt deprived until I accepted that when it comes to surgery, I’d better get my loving at home. My surgeon and the procedure have my highest recommendation. If anyone needs a shoulder surgeon, call me at 412-973-2080, and I’ll put you in contact with the best one I know.
So what lessons can we learn on running our businesses in a cost-constrained marketplace where raising prices or offering more value is impossible? How do you provide your value when your market won’t pay you for it?
• If you offer a small part of the total package your customer is buying (surgery vs. a fully recovered shoulder), you must be efficient at delivering the only part you can.
• If you have to run a high-volume operation, focus all your resources on maintaining quality and efficiency at the highest volume possible and cut out any and all distractions.
• Spend your non-delivery time on generating more customers.
• Have faith that factors you can’t control — like physical therapy and patient commitment to rehabilitation — will make your work (surgery) speak for itself.
Many years ago, when I was a corporate manager, I sat in on an esprit de corps meeting during which a furious debate ensued over the impact of some corporate policy on how some employees might feel. After listening to this debate, my favorite executive stood up and said with exasperation, “For God’s sake, they can get their loving at home, we run a business here.”
Perhaps there’s a lesson for many of our businesses. Despite every efforts we make to cushion and enhance the experience we offer, sometimes it’s only about focusing on your best and highest use and letting your customers meet their other needs on their own.
Lessons Learned from Marcellus Part 4: Insights After 6 Month’s Focus on Shale
Filed under: Business Growth, Marcellus, Pittsburgh, Profitable Growth, Uncategorized
Not until the summer of 2011, did the Marcellus opportunity begin to make sense to me. Knowing nothing about gas drilling, energy policy or how big energy companies function, I grew increasingly frustrated by all the attention that Marcellus was attracting.
Then I recalled my Economics 101 professor’s simple message; the impact of one dollar spent in the economy is multiplied 3-10 times as it passes from each buyer to another seller. And with a trillion dollars of spending on natural gas in Western PA, the multiplier effect is mind-boggling! Every business that can do business downstream of gas drillers and their suppliers can’t help but grow as Marcellus spending mushrooms. As I conduct more workshops, media interviews and client engagements, I have observed the following progress.
• PriceWaterhouseCoopers is reporting: PWC just released a terrific white paper projecting huge growth for manufacturers serving the gas industry. Its conclusion:
o Chemical, metal and industrial product companies will see orders spike.
o Up to one million workers will be hired.
o Affordable natural gas will cut manufacturers’ production costs as well.
o Natural-gas refueling stations and evolving regulations could inhibit or slow this sector’s growth but cannot prevent it.
o The lower the cost of production of natural gas, the sooner the industry will take off.
o To access the full report, click here.
• My clients are focusing on the low-hanging fruit for their best opportunities or are already overwhelmed with demand for their products. My construction and environmental clients are seeing particularly large opportunities and real sales growth. Contact me with no obligation (412) 973 2080, and let’s chat about how your firm can participate in Marcellus.
• Interest is building: I will present workshops in Pittsburgh, Wayne, Shenango and Washington counties over the next 60 days. Click here to see which one you can attend to start preparing your business soon.
• Associations are responding: The Small and Medium Business Council’s (SMC) Dynamic Business Magazine is launching my new column “Profiting Thru Marcellus” in its January issue available soon through its site, www.smc.org
Five Keys to Sustaining Your Advanced Consulting Business
Filed under: Business Growth, Pittsburgh, Profitable Growth, Uncategorized
After 14 years of consulting and relocating my business to Western Pennsylvania, many of you have asked, “What keeps you going, Andy?” In advance of my introducing an “Advanced Consulting Mastermind Group” with Michael Couch and the Pittsburgh Consulting Community on January 31st, here’s a preview of my keys to keeping your consulting business healthy and wealthy.
1. Sustain and nurture your professional passion. Constantly learn about your clients’ challenges and help them succeed on their terms.
a. Live to learn, but advise with detached passion. Stay devoted to your clients’ success and your market’s evolving needs and challenges. Develop a contagious curiosity for what could be and the unwillingness to accept the status quo. Your clients need this the most from you.
b. Focus one third of your time on each of the following:
i. Selling new clients and projects
ii. Delivering the best work you can
iii. Developing your own business
2. Focus on Your Best and Highest Use
a. Refine what you’re good at, like doing and what the market has paid you most for doing.
b. Repackage, repurpose and reinvent how you provide your Best and Highest Use. Constantly check what’s selling, how content is being is being adapted and what new problems and opportunities are confronting your buyers.
3. Embrace the ups and downs. No client, methodology, problem or market will sustain you forever
a. Change is constant in the consulting business. What was once scarce becomes abundant. Clients change and problems ebb and flow. Recognize the differences between business fads and timeless principles.
b. Accept what you can improve as an outside change agent and what is the client’s responsibility. Your client’s engagement is non-negotiable if you are going to help them.
4. Learn from the best, but do it your way
a. Surround yourself with the best practitioners as teachers and as peers. Consulting is a business where clients repeatedly paying and referring you is your best measure of success. Beware of those who spend more time teaching than consulting. Longevity in this unforgiving business is the best measure of success.
b. Do it your way. A most wonderful aspect of consulting is your ability to customize your practice to best support your gifts and preferences. You choose your clients, the problems, how you best work and what goals you set.
5. Above all, do no harm
a. Your clients are in your hands. Consulting is unregulated, unlicensed and requires no education or certification. You are your only judge of what’s ethical. Always take the high road.
b. Your business is sacred. Your business is as important as your clients’ businesses and needs equal attention. Invest in it and nurture it so it will be stay healthy and remain state-of-the-art.
Consulting through the years makes for a wonderful life and profession helping clients reach their goals and yours along the way. Cherish, protect and nurture your business, and it will reward you in every way. If learning more about consulting and my insight is of interest to you, check out the Pittsburgh Consulting Community at http://www.mcassociatesinc.com/community/index.php after December 21st and join Founder Michael Couch and me on January 31st when we will introduce two exciting consulting roundtable opportunities for you!
Assess Corporate Culture When Choosing Your Next Customer
Filed under: Business Growth, Profitable Growth, Uncategorized
It is standard practice to qualify a prospect on the basis of time, need, authority and money, but why not by corporate culture as well? We all find it easier to work with some companies just as we prefer working with some employees more than others. In fact, as a result of outsourcing, with more and more work going to suppliers instead of employees, perhaps the supplier-customer relationship should (and will) start to mimic the employee-employer relationship.
If this is so, then as suppliers, we should start to assess our prospect’s corporate culture just as we did when deciding to accept a company’s job offer. While I’m not recommending pre-relationship psychological testing, we may need to run a relationship check just as we would a credit check. Since people still buy from people (as opposed to companies) some level of compatibility is essential. After all, customer-supplier relationships fail most often because expectations were not set, agreed upon and then met. Some relationships may be already doomed from the start!
So let’s take a few moments and decide whether we are picking good long-term partners or “one-time sales stands.”
- Does the decision-maker communicate like you do?
- Does he/she share some basic values with you?
- Does his/her company make decisions like yours does?
- How are disputes resolved, if they are resolved?
- Is it a conservative or progressive environment in terms of risk-taking, communications, problem solving, partnering?
While sales goals have to be hit, they are rarely accomplished through the first order. Therefore, developing an ideal customer profile before closing that first deal will help ensure that more will follow. Taking a few minutes when moving qualified prospects through the developed or proposal funnel stage before closing them will only enhance the chances of successful long-term partnerships. This profile can easily be added as part of your qualifying customer or pre-proposal questionnaire. Feel free to contact me if you would like some further thoughts on how to do this.
