SBA Expands Eligibility for 7(a) Loans

The SBA is expanding eligibility for its 7(a) loan programs. This means more small businesses will be eligible for U.S. Small Business Administration-backed loans, resulting in greater access to much-needed capital in this tough economy. SBA’s alternate size standard for its 7(a) loan program will go into effect early next week through Sept. 30, 2010. Learn more about the changes HERE.

Ana Harvey Named to Lead SBA’s Office of Women’s Business Ownership

Ana Recio Harvey, an experienced entrepreneur and recently the president of the Greater Washington Hispanic Chamber of Commerce, has been named as head of the U.S. Small Business Administration’s Office of Women’s Business Ownership, SBA Administrator Karen G. Mills announced today. Read more about her background HERE.

Government Contracting - Is it an Option for Your Firm?

While it may seem that only large corporations have a shot at profitable military contracts, the Defense Department actually awards more than half of its available contracts, or $55 billion, to small businesses. Additionally, the recently passed $787 billion stimulus plan promises to make even more money available through the Defense Department and other government agencies.

Although the hurdles to becoming a military vendor can at times be overwhelming and frustrating, small-business owners who persevere agree that it is tremendously profitable and in times like our current economic conditions, even essential to survival. With the U.S. currently in the midst of two wars and a multitude of other security concerns, small business owners say the military is a recession-proof customer that has insulated them from the current economic downturn. Those interested in learning more about pursuing government contracts, click HERE for more information, as well as checking the Small Business Links section on this blog for additional resources that can assist you with this process.
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The author, Linda Daichendt, is Founder, CEO and Managing Consultant at Strategic Growth Concepts, a consulting firm specializing in start-up, small and mid-sized businesses. She is a recognized small business expert with 20+ years experience in providing Marketing, Operations, HR, and Strategic planning services to start-up, small and mid-sized businesses. Linda can be contacted at linda@strategicgrowthconcepts.com and the company website can be viewed at www.strategicgrowthconcepts.com.

Email Newsletter Programs are Strong Marketing Performers

Small business owners are always in search of cost-effective, time-efficient ways to keep in touch with existing clients/customers, and the internet provides us with a variety of ways in which to achieve that. One method of maintaining regular customer contact is the use of an Email Newsletter program. Using such a program enables your clients to maintain an on-going awareness of your firm, so they remember your firm when they finally have a need for a service such as yours instead of seeking out another firm because they forgot about you.

The use of an Email Newsletter program provides a variety of benefits to your firm, including:

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  A regularly scheduled communication program to remind your clients/customers that you are available to service them
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  A method of communicating new services/products, new staff members with areas of expertise which might be of interest to clients/customers, recent awards or recognition received by your firm, education/information about the latest industry developments
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  A communication that is professional in appearance and helps to reinforce your firm’s branding message
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  A communication that can link clients/customers back to your website or blog in areas that will be of particular interest to them.

Elements of an effective email newsletter include:

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  short, easy-to-read articles
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  photographs
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  interesting, attention-grabbing headlines
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  special limited-time offers for newsletter-readers only
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  information relevant to your industry (statistics and graphs are always interesting)
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  communication regarding new products or services being offered by your firm
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  company information of interest such as new staff, awards, new offices, community participation programs, etc.
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  links to your website or blog that provide greater detail on articles discussed in the newsletter.

Obviously, the use of a professional-appearing Email Newsletter presents some challenges for business owners who do not have HTML programming skills. Luckily Web 2.0 technology has provided us with a variety of resources that enable a small business to send a professional-appearing newsletter with only the most basic of computer skills. Services such as Aweber, Constant Contact and Ennect provide user-friendly, web-based email tools that enable any business owner to develop a professional email program extremely cost-effectively. Added benefits of using such a service are that they insure that you maintain compliance with the anti-spam laws, and they increase the potential that your newsletter will reach the customer’s inbox and actually be read.

Try an Email Newsletter program for 6 months as a test; track who it was sent to, who reads it and which articles they read (the software programs will provide reports), and who you receive additional business from. Compare your cost per person of implementing the program with the revenue you receive as a result of implementing the program to determine your ROI (return-on-investment). Then compare your Email Newsletter ROI with the ROI for other marketing programs you are implementing to determine its cost-effectiveness for your firm. I’m betting it will be one of your top-performing programs!

SBA Ready to Explain Stimulus Plan Directly to Small Business Owners

In reviewing the social media groups I participate in and the content posted on places like Twitter and Facebook recently, it's obvious to me that there are still a great many questions about the stimulus plan and what, if any, benefits it will provide to small businesses.

A recent news release by the New Jersey SBA office indicates, "The Small Business Administration will soon roll out major changes to its loan programs — including increased government guarantees and lower fees — in an effort to help small businesses get through the recession, according to Jim Kocsi, New Jersey district director for the agency. The SBA will guarantee 90 percent of the loan in its largest program, 7A, up from 85 percent for loans under $150,000 and 75 percent for loans between $150,000 and $2 million. An SBA loan is a loan made by a bank or other lender, then partially guaranteed by the federal government. Through the end of 2010, the agency also will waive the guarantee fee, which is charged to the lender but passed on to the borrower, Kocsi said. In effect, the fee reduces the amount of money the borrower can use, since part of the loan goes to pay the fee. "To give you an idea of the impact — on a $2 million loan, the fee is $53,000," he said."

News release notwithstanding, it still doesn't indicate what type of businesses will be helped, when the money will be available, how to qualify, and any of a dozen other questions that small businesses need to know answers to. That being the case, I thought you might be interested in an upcoming Web Chat the SBA will be hosting on March 19^th, the topic of which will be helping small business owners get answers to questions about the stimulus plan and its impact on small business in the U.S. The news release announcing this web chat and providing access information is shown below.

WASHINGTON – The American Recovery and Reinvestment Act will be the focus of discussion for the U.S. Small Business Administration's March Web chat. SBA Associate Administrator for Capital Access Eric Zarnikow will help small business owners get answers to their questions about what the Recovery Act means for the nation's small businesses.

The Recovery Act is a national effort to grow the U.S. economy by stimulating job creation, freeing credit markets, and investing in small business. The Act contains a package of loan fee reductions, higher guarantees, new SBA programs, secondary market incentives, and enhancements to current SBA programs that will help unlock credit markets and begin economic recovery for the nation's small business sector.

SBA is working to enact the new programs created by the passage of the bill and make changes to the programs already in existence. Additional information on the Recovery Act is available online at www.sba.gov/recovery/index.html.

WHO: Eric Zarnikow, associate administrator for the Office of Capital Access at the U.S. Small Business Administration will host the SBA's March Web chat on the topic "The Recovery Act and Your Small Business." Zarnikow will answer a range of questions to help chat participants understand the elements of the Recovery Act that pertain to the SBA and the nation's small businesses.

WHAT: SBA's Web chat series, providing small business owners with an opportunity to chat about relevant business issues online with experts, industry leaders and successful entrepreneurs. Chat participants will have direct, real-time access to the Web chats via questions they submit online, both in advance of and during the live session.

WHEN: March 19, 2009, 1 – 2 p.m. ET

HOW: Participants can join the live Web chat by going online to http://www.sba.gov/, and clicking the "Online Business Chat" icon. Web chat participants may post questions for Zarnikow before the March 19th chat by visiting http://app1.sba.gov/liveMeeting/mar09/, and posting their questions online.

Using Facebook to Grow Your Business

Like most small business owners, I'm always looking for new ways to promote my business and make people more aware of what I do. And like many of you who are "social media savvy", I've had a personal profile on Facebook for awhile now as one more avenue meant to promote my business. However, I found myself becoming increasingly frustrated with it, as it really IS much more of a "social-oriented" medium and that's not what I was looking to gain from it. So, I took a couple of basic steps – first, I started another Profile under my company name (http://profile.to/strategicgrowthconcepts), and then I also started a Group under my company name (http://groups.to/strategicgrowthconcepts). Both of these have given me additional opportunity to provide more focus on the business, though not quite yet to the extent that I wanted. The "wall" page is still very "social-oriented" because that's what it's designed to be, and what most people use it for. The "group" has allowed me to do a better job of "controlling content" in order to insure that it stays business-focused. But, I still wasn't happy with it.

So, I did as I normally do, and I started conducting research; in this case on the ways other companies are utilizing FaceBook – and I found the answer I was seeking. It turns out that FaceBook is currently in the midst of implementing some changes that are designed to solve exactly the problem I was having. They have developed a "Page" concept that is meant to focus on different categories of businesses. Each category comes with a specific template of included sections that you can then customize as you like. The "Pages" allow you to include a lot more detailed information about your company, as well as any events you want to promote, discussions you would like to initiate, various applications that you would like to attach, as well as uploading files you want to share, video, photos, etc. It allows you to customize the Tabs included on the page so they are best suited to your company's purposes.

I just set up my company's page today so I still have some work to do to it, but I thought the concept was so great that I wanted to share it with all of you. Check out my "page" at: http://companies.to//strategicgrowthconcepts. Also, to help you learn about this new offering from Facebook, I was able to track down a Facebook location that takes you thru the process as well as providing additional information and resources; see this at: http://www.facebook.com/advertising/?pages .

Grow Your Business by Building Your Credibility as an Expert

In today's world of 5-person or less small businesses, oftentimes building demand for your business requires building demand for your expertise as the owner and a subject-matter expert in your field. With the many resources available today, online and elsewhere, the opportunities to showcase your expertise and build your personal "brand", as well as that of your company, are almost limitless. On our website find an article that will provide you with tips to utilize some of these opportunities to your best advantage for growing your business. Learn how to maximize the opportunities presented by blogging, social media, public speaking, teaching, portfolio presentation, and publishing in your efforts to grow your business.

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The author, Linda Daichendt, is Founder, CEO and Managing Consultant at Strategic Growth Concepts, a consulting firm specializing in start-up, small and mid-sized businesses. She is a recognized expert with 20+ years experience in providing Marketing, Operations, HR, and Strategic planning services to start-up, small and mid-sized businesses. Linda can be contacted at linda@strategicgrowthconcepts.com and the company website can be viewed at http://www.strategicgrowthconcepts.com/.

IRS May Give Some a Break

Review a recent interview with IRS Commissioner, Douglas Shulman, discussing his plan to authorize front-line staff to be easier on those currently in financial hardship. The article also discussions his plans for increased enforcement efforts on high net worth individuals, U.S. businesses with international operations, and large corporations.

But Shulman quickly added that they won’t get a “free ride,” just a break, and that such grace is directed toward people who have been tax-compliant in the past. “We want to help people who have always been upstanding,” he said. There’s not just an altruistic goal here. This is still the IRS. Shulman said his goal is to keep “compliant taxpayers in the system.”

Could this benefit small business? Time will tell, but I would venture to say that we’ll all be watching! Read the complete article via our website.

Get FREE Weekly Business Growth Tips

Can your business use a “shot in the arm”? Do you need some “outsider perspective”? If so, register on our website to receive our weekly Business Growth Tips via email.

These weekly quick-tips are designed to offer quick, easy-to-implement ideas that can have positive impact on the growth of your business. Sign up today!

How Small Biz Will Benefit from the Stimulus

Finally found an article that details how small business will benefit from the stimulus package. You can find it on our website. Would be interested in hearing opinions: do you agree, will it benefit small business? Did it go far enough? What else would you have added?

Customer Relationship Management for Small Businesses

As we have become more and more technology-oriented in recent years, one of the trends I've noticed is that small business owners seem to assume that any task needing to be done to run their business requires a software package to facilitate it. Customer Relationship Management is no different. The multitude of CRM software packages available today, such as ACT, Outlook Contact Manager, Salesforce.com, SugarCRM, FreeCRM, SalesBoom.com and many others, have encouraged this trend. Unfortunately, what frequently occurs is that the programs are so complicated, or so work-intensive, that the already over-worked small business owners eventually stop using them; and then assume that they can't proceed with a CRM program since they don't have time to manage it with the software program.

I would like to propose that small business owners go back to the basics as listed below:

• A database of your customers, in Excel, that can be sorted and updated and includes a comments section.
  
• Follow-up steps, including "Thanks for your time/business" letters or e-mails.
  
• An inexpensive e-mail vendor such as ConstantContact, SwiftPages or any other similar online service that can cost as little as $15 per month to manage up to 500 contacts.
  
• A solid communication schedule, with a customer feedback loop that captures and logs in the customer contact history.
  
• Buy-in from every employee in your company to execute the strategy.
  

The list of basic tasks above comes from an article that recently ran in Forbes.com that discussed CRM from a similar standpoint (the complete article can be found at: http://www.strategicgrowthconcepts.com/services/Business-Information-Articles_I33/Article-Managing-Customer-Relationships_A42.html ), the premise being that CRM programs don't need to be complicated to implement to be effective. Nor do they need to be costly or time-consuming. Make a plan, have a basic database to track your efforts, some simple tools, and you're on your way to increasing business from the most cost-effective and profitable customers you can have – the ones who already know you and have done business with you. Try it and see if it doesn't have positive impact on your business!

Use History as a Guide to Grow Your Business

One question that seems to be most prominent when talking to small businesses, or reading the social networks, today is 'what should I be doing to market my business effectively in the down economy?'. There are a multitude of answers to this question, but the one I like the best is to keep functioning in business-as-usual mode with an added dose of aggressiveness when it comes to advertising/promoting your business. In today's Web 2.0 environment, that doesn't necessarily translate into spending more money, but it does mean you have to get more creative and aggressive with your promotional strategies.

However, as I've had discussions with a variety of small business owners on this topic, I find that they are not convinced. They are less than confident that increased marketing in today's economic environment is the right choice. In my state of frustration at not being able to convince them of the soundness of this strategy, I elected to find evidence to back me up. In the course of that evidence search I came across the article below which was published in iMedia Connection. If this well-written article doesn't convince a small business owner of the viability of self-promotion in today's economy, then, I'm certain I don't know what will. Please read the summary below and follow the link to the complete article, then let me know if you agree with me.
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Published in iMedia Connection: October 17, 2008
How brands thrived during the Great Depression
By Dave Chase

Companies can and do prosper during times of economic turmoil. Take a lesson from brands whose Depression-era advertising strategies were key to their survival.

To begin, not all was doom and gloom during the Great Depression. It was a time when those who knew what they were doing made great economic strides, and the very nature of the Depression was an economic boon for them. It was a time when several companies benefited from aggressive marketing while their rivals cut back. A good example of that would be Kellogg besting C.W. Post during that time. Consumers didn't stop spending during the Depression; most just looked for better deals, and the companies providing those better deals came out stronger after the Depression ended. When spending picked up, consumer loyalty to those companies remained.

Generally speaking, those companies that not only survived but also thrived during the Great Depression were those that continued to act as though there were nothing wrong and that the public had money to spend. In other words, they advertised. These are industries that didn't wait for public demand for their products to rise. They created that demand even during the most difficult of times.

The complete article can be found HERE.

No Time Marketing Truths: 10 Things to Remember That Will Improve Your Marketing Results

Adapted from "No Time Marketing: small business-sized steps in 30 minutes or less", By Alyssa Dver, www.NoTimeMarketing.com

1. Marketing is as much an art as it is a science. Plan, test, execute, and measure, but never be surprised by uncertainty and change.

In our eagerness to measure and declare return on investment for all marketing spends, we often forget that humans are unpredictable. As such, we can't always predict a market reaction or group think. Testing helps minimize the chances of this but historically it is like the weather. We can predict some things but often not with precise timing or impact. While we must embark on programs we feel have a high likelihood to generate results, don't be stuck doing what everyone else does. Can you be the Apple of your industry?

2. You usually need to bang on the same prospect door four or more times before someone answers. Make sure that you have the right address.

Be sure you have a target list and target profile that you are confident represents qualified leads BEFORE you spend money on any program. Just because you gave out 1000 pens at the tradeshow doesn't mean you have any real leads. Know who and why people will buy your products or service and not someone else's.

3. You are not your customer. Never assume you know them that well.

Just because you buy products or even buy your own product, never assume that you are a typical customer. Don't even assume there is such a thing as a "typical customer". There may be types of customers at best. Learn your customer demographics and psychographics. Once you "get" them, marketing "gets" much easier.

4. Restricted resources represent an opportunity to embrace creativity and revisit comfort.

Economic downturns force us to look within and find ways to improve productivity and reduce waste. It's hard to readjust the way we work but it's a great time update business processes and marketing assumptions. Use the opportunity to revitalize your perspective and take the lead away from dormant competitors.

5. Don't confuse prospect enthusiasm for purchase authority.

"I love your product" doesn't mean "I will buy your product" in any language. People will say nice things out of courtesy, lack of confidence, politics and for many other reasons that don't require them to take out their wallet. Asking prospects directly who and how purchase decisions are made could save you enormous efforts. If you just want perpetual positive feedback, get a dog.

6. Motivate don't manipulate.

Find reasons why people want to work at your company or buy your products such that it improves THEIR lives, not their company's. People don't do things usually unless they get something of clear personal value in return. Figure out what that is and then use that as your currency. How will your product or service make them look better at work or home? Will it increase their revenues or reduce their expense? Nothing else matters. Just ask Maslow.

7. Quality precedes quantity.

More leads and more sales may sound great but only if you can support and follow up with them. Damage to your reputation and costly repairs will be the result when customers or prospects are left hanging. When identifying leads, save your sales team the pain of sifting through hoards of simply breathing prospects and provide them a list of really qualified leads. This saves everyone – your sales people, the prospects and your marketing team - a ton of time, money and aggravation.

8. The best teachers are students.

Your best weapons are your ears. By listening more so you can understand other people's needs and desires. A defensive posture is never welcoming and it is incredibly attractive to your prospects when you are genuinely interested in what they have to say. Build your own bandwagon by inviting other opinions and input to gain buy-in and team membership. Exercise your intellect and creativity by asking questions, trying new technologies and reading a broad variety of information. An open mind closes more deals.

9. Confidence sells. BS smells.

Say to yourself: "What would Barack do?"

10. Spend only if you would be willing to pick up the tab.

It's easy to spend company money so next time you approve a marketing expense, think about it coming out of your own potential bonus or salary increase. While you do need to spend money to do marketing, make sure you are being responsible with assets that really are yours even though you don't balance that specific check book. Be responsible with your marketing spend as well as your impact on the earth and society. We all can make a difference.

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About the Author

Formerly a CMO for a public company, Dver now consults for companies ranging from large multinationals to small startups. In 2007, BusinessWeek recognized Dver as one of 8 female entrepreneurs to watch. She authored the well-endorsed books, "No Time Marketing" and previously, "Software Product Management Essentials". A featured columnist for Software Magazine, she has also been published in Forbes, BusinessWeek, Entrepreneur, Promo Magazine, and dozens of others. Ms. Dver regularly presents at venues including The World Diversity Leadership Summit at the UN, The Women's Congress, The American Marketing and American Banking Associations, and Strategic Management Institute. A graduate of Wharton Business School, she is currently working towards her PhD at the University of East London.

The Stimulus Bill, the Economy, and the Effects on Small Business

Many of you have responded to my recent posting about the Obama Stimulus plan, and there have been a wide diversity of opinions on its potential effectiveness. However, one comment that was prevalent in a large percentage of the responses was a question with regard to the actual content in the latest version of the plan. Most of you are interested to find out whether or not the bill currently being debated in Congress resembles the plan that was originally presented. Therefore, I am providing you with a link to an article that appeared in a recent issue of the New York Times entitled, 'Small Business Critical of Stimulus'. http://www.strategicgrowthconcepts.com/services/Business-Information-Articles_I33/Article-Small-Business-Critical-of-Stimulus_A31.html . This article gives a good overview of the content of the bill as it currently stands and its potential affect on small business.

Additionally, I am also providing a link to a report recently issued by the SBA entitled, 'Fourth Quarter 2008: The Economy and Small Business' http://www.strategicgrowthconcepts.com/cm/dpl/downloads/content/13/Q4%202008%20-%20The%20Economy%20and%20Small%20Business%20Quarterly%20Indicators.pdf . This report summarizes the current economic trends and discusses their specific effect on small business, as well as providing a grid of economic indicators for the last 5 years and the last 5 quarters which you may find of interest.

Those of you who had additional questions on the bill and the state of small business will likely find the answers you are seeking in these documents.

Innovation Lessons from Small Business

As I've attended networking events and various meetings in the last 6 months, one theme has been consistent among most of the small business owners I've met, the majority are frustrated by the downturn in today's economy and the effect it's having on their businesses. However, the reasons for this frustration appear to be many and varied. Some blame the economy for a lack of customers/sales, others blame the economy for a lack of credit which is affecting their ability to maintain short-term operating capital, and others insist that this Summer's exorbitant gasoline prices put them so far behind in other expenses that they can barely stay afloat. None of this frustration, nor these comments, have been unexpected.

What have been unexpected are those businesses I've met that have seen this economy as an opportunity. These businesses have chosen to look at this situation as a "glass half full" and seek new ways to take advantage of the situation to grow their business. For example: the small independent technical college who decided to expand their training offerings when the layoffs started to happen – and guess what, the supply of extra funds from the government for training programs for laid-off workers has continued to expand, resulting in increased enrollment – and the need for even more training classes. Another example is the small technology company that has re-prioritized its' research and development schedule (and budget) to meet the increased demand for green technology.

These companies did not have large amounts of capital to make these changes; in fact, they barely operated on a shoestring. What they did have was a small company that was able to review their circumstances and their marketplace, and in a short period make a decision to re-align their resources in a way that would provide better opportunities for their firms. This is called Innovation, and if utilized often enough by small business within the next few months, it could be the one thing that saves America from experiencing another Depression.

In keeping with this theme, below please find an article recently run by Forbes.com that gives a broader perspective on Innovation and the ways it can provide small businesses with an advantage – even in this economy. Once you've read the article, I challenge you to meet with your team to find ways that your company can take advantage of today's economy with a "glass half full" mentality, thereby positioning yourself to be in a very positive situation when the economy stabilizes.

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Small Business owners are highly innovative but don't realize it. The reason: They need to better understand their customers.

Many people have come to think wrongly of innovation as a separate activity, walled off from their regular course of business, something they have to pursue intentionally. We saw this firsthand recently while participating in a workshop on small-business innovation. One small-business owner disavowed the notion that anything his business did could be classified as innovative, saying, "We're not creating the iPod."

Our recent experience showed that many small-business owners are highly innovative but not aware of it. The notion that you have to be creating an iPod to be innovative reveals that people are very confused about what innovation is.

In fact, iPod wasn't Apple's sole reason for success in the digital music space. This innovation went well beyond the technology. Apple understood that some customers wanted to buy MP3s, not steal them. Thus the combination of iTunes with the slick iPod device proved a winning business model that upended digital music.

Understanding your customers is required for successful innovation. Small-business owners, with their intimate knowledge of their customers, actually are incredibly well-positioned to innovate. One example is a story told at the workshop by a man we'll call "John" who owns a pool-service business.

John started out in the traditional way, servicing equipment and maintaining pools for residential, commercial and government customers. The pools that were controlled by the municipalities and some of the very large commercial installations were required to maintain strict water quality standards. These customers invested heavily in monitoring technology that ensured the water quality was up to local standards. The rest of John's pool customers were certainly interested in maintaining pool quality but viewed monitoring technology as far too expensive for them to reasonably deploy.

At a local trade show some time later, John was taken by new technology that would provide remote monitoring services at a much lower cost than the systems deployed in the large pool installations. Recognizing this enabling technology, John developed an entirely new business model for his customers. He purchased a limited number of the devices and then offered monitoring to a group of small to mid-sized pool owners as a service. Overnight, this entrepreneur evolved his business model from a fee-for-service model to a leasing business.

However, John did not consider this change to his business model to be highly innovative for his field. When asked about the innovation, John explained he felt the decision to expand into leasing equipment was an easy one. He didn't need a business plan to evaluate this innovation. He pointed out that, in fact, he hasn't had a plan for a number of years. He started out with a business plan but stopped updating it years ago. He said, "I know in my mind by how much I want to grow and what I need to accomplish each month at achieve my target."

What John didn't realize is that he does in fact have all the elements of a business plan. Instead of the annual, stagnant planning process that characterizes many large businesses, John and other small-business owners have clear metrics, a clear direction and the ability to change course immediately if they need to.

There are lessons here for small-business owners. Small companies should realize that their close customer connection provides a great springboard for innovation. The small businesses we talked to were incredibly market-connected. To them, a customer problem is an opportunity to sell that customer another solution. They are responsive, iterative and flexible.

Further, small-business owners might think they don't have the resources to innovate. In fact, constraints are a friend to innovation, not a foe. More promising innovations have been killed by too much time and money, and too many people, than have been killed by lack of any of these.

Big companies can also learn from the way small companies approach innovation:

* Connect with your customers in order to truly understand them; pay particular attention to framing the conversation around the problems the customer has rather than the problems you think your current product or services could solve for that customer.

* Be iterative in regards to strategy and planning, in order to maintain flexibility and be most responsive to outside change.

* Be open to experimentation with new business models.

* Be wary of the curse of too much capital and resist the temptation to throw resources at innovation efforts.

Above all, businesses of all sizes need to remember that innovation is not limited to products, services, technology or creative thinking. Creating a new iPod isn't always the goal--rather, focus on understanding why the customer can't adequately solve important problems and develop an innovative business model that does the job in a new, novel fashion.

The last six months have certainly taught us that all businesses need to be open to change. If there was ever a time to start thinking like a small, nimble business, 2009 is it.

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Written by Andrew Waldeck, a partner with Innosight and Renee Hopkins Callahan, editor of Strategy & Innovation. This article was excerpted from a recent online issue of Strategy & Innovation by Innosight, a consulting firm co-founded by Clayton Christensen and Mark Johnson specializing in innovation and disruptive strategy.

Surviving an Economic Downturn

The author of this article is unknown; it was sourced from an online repository called 'Small Business Notes'. Given today's economic climate, and the prevalence I have seen recently of small business owners tending to "bury their heads in the sand" and blame their woes on the economy, I thought this article was an excellent opportunity to provide an alternative thought process. In tough times the best thing a small business (or any business for that matter) can do is to go back to the basics. If you actively run your business every day, think thru the issues so you can make smart decisions, and utilize the ideas in the following article, you should be well on your way to insuring that your business survives today's economic challenges and is set up to thrive when things turn back around.

The belief that small businesses fare poorly in economic slowdowns is a common misconception that is not generally true. Solidly run small businesses actually hold their own during downturns. While we all like to believe our businesses fit the definition of "solidly run", let's take a look at what are some commonly cited best practices for all businesses to be following during a time of economic downturn.

Revisit Your Business Plan
The number one recommendation, across the board, is to re-examine your business plan. Your business plan should be the working base for your company. Have you strayed from it in any way? Does it need revision in light of new information? Should you be considering whole new directions that are not included in it? Sit down and read it from the perspective of someone about to invest in your business - and make any revisions that seem appropriate. You may even identify additional information you need to know in order to make decisions about the future of the company.

Seek Supporters and Advisors
If ever there is a time to network, this is it. Many companies set up advisory boards that include a wide spectrum of professional expertise that they can draw on for advice. Such board members often are attorneys, certified public accountants, civic club leaders, owners or managers of businesses similar to yours or whom you do business with, and retired executives. The latest jargon for these types of boards is "Power Circles." An apt name because the members should be power connections for you - knowledgeable about the environment in which you do business and able to connect you with the information you need to make good decisions. The purpose of the board is to offer you objectivity. They should be people you can be truthful with and who will keep your disclosures confidential. Most groups like this discuss specific business problems you have, using the meeting to brainstorm possible solutions.

If you don't belong to civic and professional organizations, do it. Here are groups of people facing similar challenges to you. Their joint expertise and resources can be a powerful support mechanism when times are tough.

Make Customer Satisfaction Your Priority
Your customers are your lifeblood in any economic climate. In a downturn they are what keep you in business. Treat them very well. Spend time listening to your clients to hear what they like and do not like about the services you offer. Change those things that you can. Take time to be innovative in meeting your customer needs. Perhaps taking the time to computerize customer information would allow you to more easily access their particular preferences and respond quickly to their needs. Perhaps taking time to call special clients to discuss how you can serve them better would be productive. Maybe an extra telephone line would speed the service time. Do whatever you need to do to keep your current customers loyal and to position yourself to win new customers.

Expand Relationships with Existing Clients/ Sign More Long-term Deals
Given that your customers are satisfied, they should want to do more business with you. Find out if there are ways you can expand what you do for them, perhaps by offering more products or services or fulfilling other needs that they have. Long-term deals add to your security. So, if you have happy customers, offer a discount to those who are willing to sign a long-term contract or who are willing to pay cash up front for a contracted set of services. Cash up front is particularly attractive because it makes you look good on paper and can allow you to lock in favorable financing from financial institutions.

Advertise/Sell
In a downturn one of the first places many businesses cut expenses is in advertising - a real mistake. As part of the philosophy of expanding your base and recruiting more customers, you need to advertise and sell more than ever. People are looking for better ways to do business. If you have established strong customer satisfaction, this is the time to get the message out.

Seek New Business Opportunities (Diversify)
A downturn sounds like a terrible time to diversify, doesn't it? But there are opportunities out there to be taken. And given that you have done your homework in establishing yourself on a solid financial base, this is an opportune time to broaden your base. Diversification gives you more stability because a down market in one product may be compensated for by another product. The tricky part is, of course, finding complementary products that face differing market challenges. You don't want to stretch your expertise by producing totally different products, yet you do want to target different types of markets so that softness in one may not be mirrored in the other. A simple example of a way to seek new opportunities is to establish an internet business for a retail store. You have provided a new way to service your regular customers and expanded the audience you reach.

Form Alliances
Alliances with your vendors or with closely aligned types of products is always a good way to strengthen your customer base. With the right alliance you are reaching a broader spectrum of possible customers and you have more to offer each potential customer.

Diversify Your Customer Base
It may be possible that you have been selling to a limited sub-group within the community and you can expand the appeal of your product to a wider audience. For instance, you may be primarily selling to a specific age, ethnic, or gender group and with different advertising or a slight modification in the product; you can reach a broader spectrum of the population. Simple things like instructions in another language or wording advertising slightly differently can have a major impact in who your business attracts.

Find Ways to Save Time and Money
Collections are a great place to start in tightening your belt. Not only do you need to be providing incentives to your customers to pay on time or even early, but you need an efficient collection system that gives you advance warning of problems as they develop. Similarly, you need to be paying your bills on time and taking advantage of every possible discount that you can.

Look at fixed and variable costs. What among the variable costs can you cut back on or put off for later? What among the fixed costs can you find a better deal on or negotiate more favorable terms for? And, pay attention to your banking relationships.

Keep in touch with your banker, apprising them of any company developments. If you face a tight situation, having your banker knowledgeable about the positives of you and your business will make them much more amenable to helping you through difficult times.

Watch for Signs and Act on Them
Look for changes in psychology and behavior in your clientele. They may be spending less or putting projects on hold. They may not be paying their bills as quickly. If you are in touch with your customers, you will be aware of differences in buying habits. Contact them before they contact you about what the problems are. Can you help them in some way? You can gain a long-time relationship with a customer by approaching them pro-actively with the view of being there to help them through their own hard times.

Mobilize Your People to Save Jobs
Economic downturns are scary times for employees. Many firms cut personnel and add to the workload of the remaining employees. Involve them in cost cutting. Let them know they are important to you and that you are committed to keeping them. If they know that they are perceived as an active part of the solution, they can identify sources of savings that never occurred to you.

Find rewards that are not costly yet acknowledge their efforts. As hokey as it sounds, one successful businessman placed post-it notes on the restroom mirrors every evening noting positives that had been reported about various individuals during that day. It became a delightful, early morning ritual for the employees to discover each morning what the CEO had noted from the day before.

Whether or not the economy is in a recession, any of these methods can strengthen your organization - and your bottom line. This is what makes a "solidly run" business. It means returning to the roots of your business and making certain that everyone is healthy. All of these principles are worth revisiting at least annually, in good or bad times.

Sam Walton – Rules for Building a Successful Business

In today's challenging economy small business owners are looking for inspiration to help them travel the road to success, and examples of the best ways to achieve that success. As part of our company's promise to provide information and resources to small business, I thought the article below about Sam Walton's 'Rules for Building a Successful Business' would provide some needed insight and the motivation to keep going in spite of today's economic hardships. Whether you're among those who love Wal-Mart, or those who despise them, there is no disputing what they've achieved by becoming the nation's #1 retailer less than 30 years after they started and maintaining that position yet today.

I urge you to review the '10 Rules' below and think about how they may apply to your business. Sometimes all it takes is standing back and looking at your business from a different perspective to enable you to "kick-start" your positive attitude AND your business. Can you be the next Sam Walton? Can your business be the next Wal-Mart? The answer lies in your hands!

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Sam Walton grew up poor during the Great Depression

, yet rose to start the biggest retail store Wal-Mart. In Sam Walton's "Running a Successful Company: Ten Rules that Worked for Me," learn Walton's winning formula for business.

Excerpted from "The Book of Business Wisdom"
Edited by Peter Krass

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Sam Walton: 10 Rules for Building a Successful Business

Sam Walton, the founder of Wal-Mart, grew up poor in a farm community in rural Missouri during the Great Depression. The poverty he experienced while growing up taught him the value of money and to persevere.

After attending the University of Missouri, he immediately worked for J.C. Penny where he got his first taste of retailing. He served in World War II, after which he became a successful franchiser of Ben Franklin five-and-dime stores. In 1962, he had the idea of opening bigger stores, sticking to rural areas, keeping costs low and discounting heavily. The management disagreed with his vision. Undaunted, Walton pursued his vision, founded Wal-Mart and started a retailing success story. When Walton died in 1992, the family's net worth approached $25 billion.

Today, Wal-Mart is the world's #1 retailer, with more than 4,150 stores, including discount stores, combination discount and grocery stores, and membership-only warehouse stores (Sam's Club). Learn Walton's winning formula for business.

Rule 1: Commit to your business. Believe in it more than anybody else. I think I overcame every single one of my personal shortcomings by the sheer passion I brought to my work. I don't know if you're born with this kind of passion, or if you can learn it. But I do know you need it. If you love your work, you'll be out there every day trying to do it the best you possibly can, and pretty soon everybody around will catch the passion from you — like a fever.

Rule 2: Share your profits with all your associates, and treat them as partners. In turn, they will treat you as a partner, and together you will all perform beyond your wildest expectations. Remain a corporation and retain control if you like, but behave as a servant leader in your partnership. Encourage your associates to hold a stake in the company. Offer discounted stock, and grant them stock for their retirement. It's the single best thing we ever did.

Rule 3: Motivate your partners. Money and ownership alone aren't enough. Constantly, day by day, think of new and more interesting ways to motivate and challenge your partners. Set high goals, encourage competition, and then keep score. Make bets with outrageous payoffs. If things get stale, cross-pollinate; have managers switch jobs with one another to stay challenged. Keep everybody guessing as to what your next trick is going to be. Don't become too predictable.

Rule 4: Communicate everything you possibly can to your partners. The more they know, the more they'll understand. The more they understand, the more they'll care. Once they care, there's no stopping them. If you don't trust your associates to know what's going on, they'll know you really don't consider them partners. Information is power, and the gain you get from empowering your associates more than offsets the risk of informing your competitors.

Rule 5: Appreciate everything your associates do for the business. A paycheck and a stock option will buy one kind of loyalty. But all of us like to be told how much somebody appreciates what we do for them. We like to hear it often, and especially when we have done something we're really proud of. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They're absolutely free — and worth a fortune.

Rule 6: Celebrate your success. Find some humor in your failures. Don't take yourself so seriously. Loosen up, and everybody around you will loosen up. Have fun. Show enthusiasm — always. When all else fails, put on a costume and sing a silly song. Then make everybody else sing with you. Don't do a hula on Wall Street. It's been done. Think up your own stunt. All of this is more important, and more fun, than you think, and it really fools competition. "Why should we take those cornballs at Wal-Mart seriously?"

Rule 7: Listen to everyone in your company and figure out ways to get them talking. The folks on the front lines — the ones who actually talk to the customer — are the only ones who really know what's going on out there. You'd better find out what they know. This really is what total quality is all about. To push responsibility down in your organization, and to force good ideas to bubble up within it, you must listen to what your associates are trying to tell you.

Rule 8: Exceed your customer's expectations. If you do, they'll come back over and over. Give them what they want — and a little more. Let them know you appreciate them. Make good on all your mistakes, and don't make excuses — apologize. Stand behind everything you do. The two most important words I ever wrote were on that first Wal-Mart sign: "Satisfaction Guaranteed." They're still up there, and they have made all the difference.

Rule 9: Control your expenses better than your competition. This is where you can always find the competitive advantage. For twenty-five years running — long before Wal-Mart was known as the nation's largest retailer — we've ranked No. 1 in our industry for the lowest ratio of expenses to sales. You can make a lot of different mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient.

Rule 10: Swim upstream. Go the other way. Ignore the conventional wisdom. If everybody else is doing it one way, there's a good chance you can find your niche by going in exactly the opposite direction. But be prepared for a lot of folks to wave you down and tell you you're headed the wrong way. I guess in all my years, what I heard more often than anything was: a town of less than 50,000 population cannot support a discount store for very long.

The Small Business State of Your State

For those of you interested in working with other small businesses in some capacity, or needing small business knowledge to help with the development of a business and/or marketing plan, some very useful information has recently been issued by the U.S. Small Business Administration. The data is provided in a national and state-by-state format. A brief overview of the report is shown below. Click on the "compiled data" link and it will take you to a PDF document which provides you with that state-by-state information. Additionally, the links at the bottom of the article will take you to additional small business resources that may be helpful to you.

The Small Business Administration's Office of Advocacy has compiled data for each U.S. state and territory, giving an excellent snapshot of each region's small business activity (in 2006, the most recent year for which data is available).

For example, California had 718,220 small businesses in 2006 and created 87.6 percent of the state's net new jobs from 2004 to 2005. (The SBA defines small businesses as employing fewer than 500 people.)

The health care and social assistance industry was Louisiana's largest small business employer in 2006, while the construction industry was Virginia and Maryland's biggest small business employer that year.

The report pulls together information on each region's number of firms, demographics of business ownership, small business income, banking, business turnover, industry composition and employment gains and losses by business size.

It's worth a visit to check out that status of small business in your state.

By Sharon McLoone, The Washington Post January 27, 2009; 8:00 AM ET Data Points
Small Business Resources

The Value of Social Networking – An Example at Work – and a Challenge for Social Network Members

Since joining the LinkedIN community I have often made note of postings in many groups I belong to about the members' frustration with the "self-serving" type of postings that don't appear to meet the criteria of networking. As someone who has been a strong in-person networker throughout my career, I acknowledge that my opinion has been in agreement with this frustration. However, I found myself absent of an idea that could serve to change things – and then came along a posting by J. Michael Warner of Genesee Crest Ltd.

Michael has started a small business in which he provides online marketing services to help his clients build their brand on the Internet. Because his company is fairly new, Michael put his marketing skills to work and developed a promotional idea he posted on LinkedIN. His promotion involved offering his skills at auction for LinkedIN members – even if the bids were nominal; his thinking being that he could use the auction winner's marketing campaign as a high-profile way to prove the value of his services, thereby serving as a marketing campaign for himself as well.

SOCIAL NETWORKING AT WORK

When I saw Michael's posting I was immediately struck with the thought that this was an opportunity for the type of networking I'm used to seeing – networking that can benefit both parties involved in a very useful way. I responded to Michael's posting with a proposal of my own – if he would select me as the winner of his auction and use his expertise to help me build my company's brand, I would also use my tools (my website, my blog, my LinkedIN postings, my webinars, and my clients) to help promote his services.

I'm happy to report that Michael has accepted my proposal and we will begin immediately helping each other grow our respective firms – all this being done without any exchange of cash in an effort to help each other, and thereby, help our own businesses - the ultimate in effective networking, and the essence of small business in America, in my opinion.

THE CHALLENGE

In today's economy it is critical for small business to take up challenge of creating jobs to help, in the words of our new President, "pick ourselves up, dust ourselves off, and begin the work of re-building America". Given that the largest percentage of small businesses are started on a shoestring, networking plays a vital role in that revitalization. Therefore, I'm issuing a challenge to the members of LinkedIN – and every other social network – I challenge you to come up with a way to utilize these social networks to develop a means by which you can help another small business that then results in helping your own business grow. If each of us does this just once, think of the tremendous impact this could have on our U.S. economy and that of our global community!
Will you meet this challenge? If you decide to take up the challenge, please send me your stories so I can share them with others in the online community. I look forward to seeing the impact of small business and social networks on re-building our nation's economy and hope that the members of LinkedIN will play a pivotal role in this endeavor! Let's see the REAL power of small business and social networks!

Forbes – Entrepreneur’s Guide to Public Resources

Interesting article in Forbes magazine recently about a wide variety of resources for entrepreneurs. Includes information about gaining access to Angel Investors, programs from the SBA (Small Business Administration) that can assist you with loans and other services, a group that can direct you to the best Venture Capital firms, and information about city and state grant and tax incentive programs. Also links to 11 sectors of business still being invested in by Venture Capital firms and 9 ways to make money online. Click on this link to go directly to the article

http://www.forbes.com/2009/01/09/small-business-sba-ent-manage-cx_mf_0109publicresources_print.html or get a PDF version of the article on our website at http://www.strategicgrowthconcepts.com/marketing.php?info=Marketing+Information+Resources_I12