Looking Back on Houston Mayoral Candidate Debate: What does the Next Mayor Have to Say about Small Business Matters in Houston?
Before a packed auditorium of more than 200 business owners, community leaders and concerned citizens, TBA orchestrated a mayoral debate on Thursday, May 21, 2009, at host venue Texas Southern University Barbara Jordan-Mickey Leland School of Public Affairs. On behalf of the university, Executive Vice President James Douglas delivered the welcome.
“Having a strong entrepreneurial community is vital to the economic development and well-being of the city of Houston,” said TBA Founder and CEO Jeffrey L. Boney. “This was the first major debate of the mayoral race with a small business focus and all four candidates were successful in sharing how they plan to support small business growth in Houston.”
Participating in the debate were candidates Peter Brown, Houston city councilman; Gene Locke, partner, Andrews Kurth, LLP; Roy Morales, trustee, Harris County Department of Education; and Annise Parker, controller, city of Houston.
Emmy award-winning reporter and anchor Art Rascon of KTRK-TV 13 Eyewitness News moderated the discussion asking the tough questions regarding Affirmative Action, small business taxes, plans to ensure more contracts are awarded locally to small business owners and the candidates’ track record of supporting minority- and women-owned suppliers prior to announcing their candidacy.
Following the debate, Boney reflected, “The great orator and Congresswoman Barbara Jordan once said, ‘A spirit of harmony can only survive if each of us remembers, when bitterness and self-interest seem to prevail, that we share a common destiny. The imperative is to define what is right and do it.’” “It is our hope that whoever becomes mayor operates in a spirit of harmony and does what’s right for small business owners and the city of Houston,” said Boney.
The event was sponsored by Pretty Quick Delivery Services and supported by community partners Texas Southern University and Jobing.com.
Missed the debate? See it in on Comcast Ch. 17 and streamed live on http://www.hmstv.org/:
Monday, June 1 @ 5 p.m.
Tuesday, June 9 @ 5:30 p.m.
Wednesday, June 17 @ 10 p.m.
Thursday, June 25 @ 5 p.m.
Saturday, June 27 @ 3 p.m.
Monday, June 29 @ 7:30 p.m.
Sunday, May 31, 2009
Four Super Deadly Marketing Sins
by Adam M. Urbanski
Deadly Marketing Sin #1
Not Standing Out From Your Competitors
You want to be one in a million not one of the million. In the marketing jargon it’s called a Unique Selling Proposition (USP). I call it a HUB – Hot Undeniable Benefit of doing business with you. Your HUB sets you apart from the crowd. It tells your customers why you are special. And it answers the question your customers are asking themselves, which is: "Why should I do business with you versus anyone else?"
So how do you go about discovering your HUB? Do you know what makes you different from others offering similar product or service? The more competitive your industry the more important it is to emphasize even the smallest differences. Do you cater to a specific group of people? Are you better than others in addressing a specific issue? Do you guarantee your work? How about the one thing no one can duplicate - what makes you – you?
If you can’t find anything unique right now, look for unresolved problems in your industry and become an expert in providing a solution to them. Here is good example. You’ve heard of a small parcel delivery company called FEDEX, right? Do you know their USP? It’s: "When you absolutely, positively need it overnight. Guaranteed." Funny thing is they are no longer the only company doing it – but they offered it first. Discover your HUB, articulate it in all your marketing messages and watch your results soar.
Deadly Marketing Sin #2
Assuming Your Customers Know As Much About Your Business As You Do
Small business owners are a very special breed – we walk, talk, breathe, eat and sleep thinking about our business. Listen, just because you think about your business all the time doesn’t mean your customers do the same!
Your customers don't really buy products and services. They buy SOLUTIONS to their problems. Use articles, presentations and case studies to educate them about WHAT you do, HOW it works and WHY it’s the only logical solution to their problems.
And don’t just do it once. Frankly, if you don’t have a way to consistently and automatically keep in touch with prospects, customers, centers of influence and strategic partners – you are missing the boat!
Deadly Marketing Sin #3
Wasting Time and Money On Marketing Strategies That Don’t Work!
Do you know which of your marketing efforts result in new business? Do you ever calculate the time, money and effort it takes to get a new customer from each promotional strategy you use? Why? Because if it is working – you want to do use it more often! And if it isn’t - you need to stop wasting your money!
Case in point; most professionals believe that networking is the best way to get new business. And it can be - but not always and not for everyone. Find out for yourself. Add up the amount of time you spent networking last month. Put a dollar value on it based on your fees. Add the actual price you paid to attend those events. Then divide this total amount by the number of new customers your networking produced. Are you happy with your results? Or is it a shock to see what it actually costs to get new clients by networking?
It doesn’t matter if it’s networking, advertising, referral or joint venture strategies – if you don’t know your ROME (Return On Marketing Efforts) I guarantee you are wasting money doing things that don’t work! Every marketing strategy can be tracked and measured. So figure out what works best for you!
Deadly Marketing Sin #4
Missing Out On Repeat Business
You’ve heard about the back-end-sales, haven’t you? Are you doing it? It’s astonishing how many small business owners do not develop strong relationships with their customers and have no plan for generating repeat business.
You see, one of your biggest costs of doing business is marketing and getting new customers into your funnel. And once you’ve done a great job for them, and then you nurture the relationship you’ve developed, it’s so easy to ask for more business. But you have to develop different levels of products and services to offer to them.
Listen to your clients and develop new offerings to respond to their needs. Create assessments to uncover hidden opportunities for additional projects. If you can’t or don’t want to offer those new solutions – partner up with someone who does. McDonald’s made a fortune on “supersizing” their fries – time for you to start thinking about supersizing your business with each client.
Bottom line is this: when I hear businesses talk about bad economy, clients not having money and overall complaining about how tough it is to make a sale I can always pinpoint their poor performance to at least one of those marketing sins. Frankly, there is no such a thing as a shortage of business – there is a shortage of knowledge how to get that business.
Deadly Marketing Sin #1
Not Standing Out From Your Competitors
You want to be one in a million not one of the million. In the marketing jargon it’s called a Unique Selling Proposition (USP). I call it a HUB – Hot Undeniable Benefit of doing business with you. Your HUB sets you apart from the crowd. It tells your customers why you are special. And it answers the question your customers are asking themselves, which is: "Why should I do business with you versus anyone else?"
So how do you go about discovering your HUB? Do you know what makes you different from others offering similar product or service? The more competitive your industry the more important it is to emphasize even the smallest differences. Do you cater to a specific group of people? Are you better than others in addressing a specific issue? Do you guarantee your work? How about the one thing no one can duplicate - what makes you – you?
If you can’t find anything unique right now, look for unresolved problems in your industry and become an expert in providing a solution to them. Here is good example. You’ve heard of a small parcel delivery company called FEDEX, right? Do you know their USP? It’s: "When you absolutely, positively need it overnight. Guaranteed." Funny thing is they are no longer the only company doing it – but they offered it first. Discover your HUB, articulate it in all your marketing messages and watch your results soar.
Deadly Marketing Sin #2
Assuming Your Customers Know As Much About Your Business As You Do
Small business owners are a very special breed – we walk, talk, breathe, eat and sleep thinking about our business. Listen, just because you think about your business all the time doesn’t mean your customers do the same!
Your customers don't really buy products and services. They buy SOLUTIONS to their problems. Use articles, presentations and case studies to educate them about WHAT you do, HOW it works and WHY it’s the only logical solution to their problems.
And don’t just do it once. Frankly, if you don’t have a way to consistently and automatically keep in touch with prospects, customers, centers of influence and strategic partners – you are missing the boat!
Deadly Marketing Sin #3
Wasting Time and Money On Marketing Strategies That Don’t Work!
Do you know which of your marketing efforts result in new business? Do you ever calculate the time, money and effort it takes to get a new customer from each promotional strategy you use? Why? Because if it is working – you want to do use it more often! And if it isn’t - you need to stop wasting your money!
Case in point; most professionals believe that networking is the best way to get new business. And it can be - but not always and not for everyone. Find out for yourself. Add up the amount of time you spent networking last month. Put a dollar value on it based on your fees. Add the actual price you paid to attend those events. Then divide this total amount by the number of new customers your networking produced. Are you happy with your results? Or is it a shock to see what it actually costs to get new clients by networking?
It doesn’t matter if it’s networking, advertising, referral or joint venture strategies – if you don’t know your ROME (Return On Marketing Efforts) I guarantee you are wasting money doing things that don’t work! Every marketing strategy can be tracked and measured. So figure out what works best for you!
Deadly Marketing Sin #4
Missing Out On Repeat Business
You’ve heard about the back-end-sales, haven’t you? Are you doing it? It’s astonishing how many small business owners do not develop strong relationships with their customers and have no plan for generating repeat business.
You see, one of your biggest costs of doing business is marketing and getting new customers into your funnel. And once you’ve done a great job for them, and then you nurture the relationship you’ve developed, it’s so easy to ask for more business. But you have to develop different levels of products and services to offer to them.
Listen to your clients and develop new offerings to respond to their needs. Create assessments to uncover hidden opportunities for additional projects. If you can’t or don’t want to offer those new solutions – partner up with someone who does. McDonald’s made a fortune on “supersizing” their fries – time for you to start thinking about supersizing your business with each client.
Bottom line is this: when I hear businesses talk about bad economy, clients not having money and overall complaining about how tough it is to make a sale I can always pinpoint their poor performance to at least one of those marketing sins. Frankly, there is no such a thing as a shortage of business – there is a shortage of knowledge how to get that business.
Employees Can Turn Your Vision into Reality
The Right Lane
By Carla Lane, President and CEO, Lane Staffing, Inc.
“Cherish your visions and your dreams as they are the children of your soul; the blueprints of your ultimate achievements.” -- Napoleon Hill
A vision is a source of magic. When people see themselves moving toward an inspiring future, they take action in the present consistent with that desired future to transform it into reality. People become self-inspired when they own the vision for themselves.
When you transform your company vision into a vision shared by your employees they become empowered. If employees can see themselves as a part of the overall company vision, and the company vision as a part of their own future, it gives them a sense of purpose and ties the company’s destiny with their individual destinies.
Keep in mind, employees want purpose and passion to lift them and propel them. Find a larger purpose for your company than just making money. Don’t settle for being a random collection of people and assets trying to make a buck. A purely financial focus will not continue to motivate the troops over the long term. Make coming to work a meaningful and fulfilling event for your employees. People want to work in a challenging and rewarding environment. They want to learn, grow and reach their potential – the full expression of their talent. People are drawn to great leaders, great visions and great causes.
How is the vision communicated to employees? This depends on the size of your organization. It might be communicated one-on-one or at round-table discussions, staff meetings, conference calls, satellite meetings, board meetings, company dinners, off-site outings, or newsletters. Any of these ways might be appropriate for communicating the company vision. Regardless of the venue, every time you get people to talk about the vision, you are helping them make it their own.
The company leaderships shares the company vision to outside stakeholders such as board members, suppliers, customers or clients, investors, the media, and perhaps the government. Communicating a clear, strong vision lets the world know what your company is about and the future it intends to create. This makes it much easier for outsiders to actively participate in your company's future. As a consequence, many things that were once difficult become easy.
In addition to sharing the vision, as a business owner you want to provide opportunities to enable people to take action to realize the vision. Employees should spend 100 percent of their time on work that is aligned with the company vision. They should ask the question, “Is this project moving us toward our intended future?” If not, drop it immediately!
How do you create company vision? Be creative! It is important because same-old thinking rarely fosters a bright new future. Get your employees to look outside the box. What new approaches can be taken? What new technology can be applied?
Take calculated risks! Risk taking is worth failing. Failing shouldn’t be punished. Silicon Valley venture capitalists reward failure as a badge of courage. A failed business venture is a sign of experience and maturity. The lessons of failure, accepted and learned, contain the knowledge of how to succeed the next time.
Initiative can be encouraged by giving people permission to launch projects on their own. If you discover someone working on something promising, be sure they get the resources and funding they need. Make a big deal out of it, too.
Breaking with tradition involves creativity and risk taking as well as courage. Just because something has always been done a certain way, it doesn’t mean that it’s the best or most efficient way to do it. Eliminate the “we can’t because of time, money, resources, etc.” attitude. Instead, cultivate a climate that encourages people to speculate on how “we can” do it. There’s always a way to implement a good idea, even if it takes a little time to get all the resources lined up. Change the blanket “we can’t” to a speculative “why can’t we?” then proceed to remove the obstacles.
In the military, the quality of a senior officer is measured by the quality of the junior officers he is responsible for leading. As a business owner, you will be ultimately successful to the degree that you cultivate the leaders that follow you. Remember that leadership is not a set of qualities, but a set of actions to take. Great leadership ability can be developed through practice.
Rotate people through key positions for experience and change the rules a little from time to time. Keep projects challenging to encourage inventiveness and flexibility. Have managers make decisions on the spot. Delegate responsibility in as many critical areas as possible. Encourage decision making further down the organizational ladder and, finally, let go!
By forging a vision and continually promoting it, you enable your people to take action to bring the vision into reality. By developing new leaders to replace you in critical tasks, you create great leverage.
By Carla Lane, President and CEO, Lane Staffing, Inc.
“Cherish your visions and your dreams as they are the children of your soul; the blueprints of your ultimate achievements.” -- Napoleon Hill
A vision is a source of magic. When people see themselves moving toward an inspiring future, they take action in the present consistent with that desired future to transform it into reality. People become self-inspired when they own the vision for themselves.
When you transform your company vision into a vision shared by your employees they become empowered. If employees can see themselves as a part of the overall company vision, and the company vision as a part of their own future, it gives them a sense of purpose and ties the company’s destiny with their individual destinies.
Keep in mind, employees want purpose and passion to lift them and propel them. Find a larger purpose for your company than just making money. Don’t settle for being a random collection of people and assets trying to make a buck. A purely financial focus will not continue to motivate the troops over the long term. Make coming to work a meaningful and fulfilling event for your employees. People want to work in a challenging and rewarding environment. They want to learn, grow and reach their potential – the full expression of their talent. People are drawn to great leaders, great visions and great causes.
How is the vision communicated to employees? This depends on the size of your organization. It might be communicated one-on-one or at round-table discussions, staff meetings, conference calls, satellite meetings, board meetings, company dinners, off-site outings, or newsletters. Any of these ways might be appropriate for communicating the company vision. Regardless of the venue, every time you get people to talk about the vision, you are helping them make it their own.
The company leaderships shares the company vision to outside stakeholders such as board members, suppliers, customers or clients, investors, the media, and perhaps the government. Communicating a clear, strong vision lets the world know what your company is about and the future it intends to create. This makes it much easier for outsiders to actively participate in your company's future. As a consequence, many things that were once difficult become easy.
In addition to sharing the vision, as a business owner you want to provide opportunities to enable people to take action to realize the vision. Employees should spend 100 percent of their time on work that is aligned with the company vision. They should ask the question, “Is this project moving us toward our intended future?” If not, drop it immediately!
How do you create company vision? Be creative! It is important because same-old thinking rarely fosters a bright new future. Get your employees to look outside the box. What new approaches can be taken? What new technology can be applied?
Take calculated risks! Risk taking is worth failing. Failing shouldn’t be punished. Silicon Valley venture capitalists reward failure as a badge of courage. A failed business venture is a sign of experience and maturity. The lessons of failure, accepted and learned, contain the knowledge of how to succeed the next time.
Initiative can be encouraged by giving people permission to launch projects on their own. If you discover someone working on something promising, be sure they get the resources and funding they need. Make a big deal out of it, too.
Breaking with tradition involves creativity and risk taking as well as courage. Just because something has always been done a certain way, it doesn’t mean that it’s the best or most efficient way to do it. Eliminate the “we can’t because of time, money, resources, etc.” attitude. Instead, cultivate a climate that encourages people to speculate on how “we can” do it. There’s always a way to implement a good idea, even if it takes a little time to get all the resources lined up. Change the blanket “we can’t” to a speculative “why can’t we?” then proceed to remove the obstacles.
In the military, the quality of a senior officer is measured by the quality of the junior officers he is responsible for leading. As a business owner, you will be ultimately successful to the degree that you cultivate the leaders that follow you. Remember that leadership is not a set of qualities, but a set of actions to take. Great leadership ability can be developed through practice.
Rotate people through key positions for experience and change the rules a little from time to time. Keep projects challenging to encourage inventiveness and flexibility. Have managers make decisions on the spot. Delegate responsibility in as many critical areas as possible. Encourage decision making further down the organizational ladder and, finally, let go!
By forging a vision and continually promoting it, you enable your people to take action to bring the vision into reality. By developing new leaders to replace you in critical tasks, you create great leverage.
Saturday, May 30, 2009
What do minority business owners need to understand about becoming suppliers in a global market?
By Brian Tippens, Director, HP Global Supplier Diversity Program
Minority business owners wishing to become suppliers in a global market must understand that this requires, first and foremost, competing on a global scale.
Multinational corporations are increasingly realizing that they can achieve cost savings by engaging in “strategic sourcing” strategies. These strategies frequently result in supplier consolidation: the shrinking of long lists of local suppliers to short lists of very large suppliers that can service the corporation on a global scale.
To succeed in the global market, minority businesses should employ a few tactics:
Partner for capacity building: Minority businesses can gain advantages and better equip themselves to compete in a global market if they form strategic alliances. Business-to-business partnerships can allow minority firms to pool their resources to serve corporate customers on a global scale. Corporations are increasingly welcoming alliance and joint venture proposals in global bids.
Embrace second-tier opportunities: Second-tier suppliers are subcontractors who provide goods and services to primary corporate suppliers. These types of arrangements can provide global business opportunities for small minority businesses that may not yet qualify as primary suppliers to multinational corporations. By gaining experience as a second tier supplier, these minority businesses can position themselves to compete for future primary supplier opportunities.
Leverage existing resources and networks: A number of organizations have resources and services to assist minority businesses in their attempts to go global. The National Minority Supplier Development Council (www.nmsdc.org) has established affiliate councils in Canada (www.camsc.ca); the United Kingdom (www.msduk.org.uk); and Brazil (www.integrare.org.br) and offers a robust set of international programs to assist minority businesses. Another organization, Supplier Diversity Europe (www.europeansupplierdiversity.com), has programs throughout Europe to tie minority businesses to corporate procurement opportunities.
Utilize corporate supplier diversity programs: Most importantly, minority businesses should take advantage of corporate supplier diversity programs and initiatives, and use the corporate representatives as their advocates. Most large multinational corporations provide resources to assist minority businesses in navigating the complexities of their procurement processes.
Understanding and utilizing these four tactics will give minority business owners an increased likelihood of success in competing in a global market.
Brian Tippens is Director of HP’s Global Supplier Diversity Program. In this role, Brian is responsible for managing and setting the strategic direction for a program which works to ensure that under-represented businesses have an equal opportunity to become suppliers of goods and services to HP.
Brian has over 15 years of IT industry experience and holds a Bachelor of Science in Information Systems Management from the University of San Francisco, and a Juris Doctor from the University of the Pacific, McGeorge School of Law.
By Brian Tippens, Director, HP Global Supplier Diversity Program
Minority business owners wishing to become suppliers in a global market must understand that this requires, first and foremost, competing on a global scale.
Multinational corporations are increasingly realizing that they can achieve cost savings by engaging in “strategic sourcing” strategies. These strategies frequently result in supplier consolidation: the shrinking of long lists of local suppliers to short lists of very large suppliers that can service the corporation on a global scale.
To succeed in the global market, minority businesses should employ a few tactics:
Partner for capacity building: Minority businesses can gain advantages and better equip themselves to compete in a global market if they form strategic alliances. Business-to-business partnerships can allow minority firms to pool their resources to serve corporate customers on a global scale. Corporations are increasingly welcoming alliance and joint venture proposals in global bids.
Embrace second-tier opportunities: Second-tier suppliers are subcontractors who provide goods and services to primary corporate suppliers. These types of arrangements can provide global business opportunities for small minority businesses that may not yet qualify as primary suppliers to multinational corporations. By gaining experience as a second tier supplier, these minority businesses can position themselves to compete for future primary supplier opportunities.
Leverage existing resources and networks: A number of organizations have resources and services to assist minority businesses in their attempts to go global. The National Minority Supplier Development Council (www.nmsdc.org) has established affiliate councils in Canada (www.camsc.ca); the United Kingdom (www.msduk.org.uk); and Brazil (www.integrare.org.br) and offers a robust set of international programs to assist minority businesses. Another organization, Supplier Diversity Europe (www.europeansupplierdiversity.com), has programs throughout Europe to tie minority businesses to corporate procurement opportunities.
Utilize corporate supplier diversity programs: Most importantly, minority businesses should take advantage of corporate supplier diversity programs and initiatives, and use the corporate representatives as their advocates. Most large multinational corporations provide resources to assist minority businesses in navigating the complexities of their procurement processes.
Understanding and utilizing these four tactics will give minority business owners an increased likelihood of success in competing in a global market.
Brian Tippens is Director of HP’s Global Supplier Diversity Program. In this role, Brian is responsible for managing and setting the strategic direction for a program which works to ensure that under-represented businesses have an equal opportunity to become suppliers of goods and services to HP.
Brian has over 15 years of IT industry experience and holds a Bachelor of Science in Information Systems Management from the University of San Francisco, and a Juris Doctor from the University of the Pacific, McGeorge School of Law.
Subscribe to:
Posts (Atom)
