Perception is reality

In almost any walk of life, it does not matter what you think. What matters is what the observer perceives.

Gustave Flaubert said “There is no truth. There is only perception”

If you are in any doubt just ask any politician!

If your team think you are likely to react badly to certain types of news or information, they will hesitate to share it. You’ll be left in the dark, and perhaps get a nasty surprise when it is too late to do anything about it.

If your suppliers think you don’t value their efforts, they are less likely to help out when you need that order expedited.

If your customers think you don’t care about them – the reality is the perception – you don’t care – or at least not enough.

I’m reminded of the Robert Burns poem, To a Louse, part of which is

And would some Power give us the gift
To see ourselves as others see us!
It would from many a blunder free us

You can avoid a lot of problems by asking how am I/ we being perceived, through employee surveys and customer surveys.

You can gain even more insight from exit interviews with staff who are leaving, and from former customers who are now buying elsewhere.

Ask your suppliers how they rate you as a customer.

Just asking the questions is a really good start. People love to be asked for their opinion, and making the effort to give them the opportunity will be beneficial.

Structured questioning, where you aim to uncover opinion in particular areas will sometimes provide greater knowledge but always allow for free-format comments.

You may think your business is the best thing since sliced bread, but what you think does not matter.

All that matters is what others think.

 

Get clear on your strategy

 

Over the last few weeks I have helped a number of clients get some more clarity over their business model and their strategy for the future.

This is such a fundamental area for business success. Without that clarity, you cannot determine what your organisation should look like in 3 or 4 years, you cannot determine where to allocate your resources or even how to approach your market.

We are all told we have to have an elevator pitch, so that when you are in the lift with your ideal prospect you can tell them what you do in the time it takes to travel between one floor and the next.

There’s a fundamental flaw in that thinking. Your prospect does not care what you do. Your prospect cares about the result you deliver for their business.

It really doesn’t matter that you write wonderful software, or that you sell the best engineered widgets. What matters is how that software helps your customer or client, what gain they get from deploying it and what pain you are taking away. It doesn’t matter that you manufacture the best widgets, what matters is that you help your customer produce his product that relies upon those widgets.

Take your current marketing information, from the elevator pitch through all your brochures, leaflets, proposals and your website and highlight every time you see the words “We or I” and change them to you. (It’s known as weeing all over the page when you have too many we’s)

Now look at those statements that have a “you” replacing the “we”

See if you can respond to the statement with “so what?”

See if you could put that statement on your competitor’s website and it would still be true.

You may find you have some work to do so that your customer or prospect cannot answer “so what?” and that may take you right back to the fundamental reason why your business exists!

 

New Markets

One challenge for any business is that a product has a life within a market and that life has a limitation. It may be that the time frame of that life is substantial but there will be a limit.

Addressing the decline of a product can be managed in many ways but one of the less frequently employed is the alternative market strategy.
Alternative markets take many guises, from geography through alternative uses, and examples are readily available once you start to consider them as such.
Relatively few businesses have a defined export strategy but that can allow you to deploy the same technical skills and knowledge. You will have significant marketing and possibly design work to enter such new markets – what works as a marketing campaign in the UK almost certainly won’t work in another country, even an English speaking one

Export markets can extend the life of a product to a really significant degree; many years after the decline of the western European market for the non-smart phone, those same phones were highly prized in emerging markets such as Africa.

Alternative uses for a product are sometimes harder to recognise; if you are not embedded in the history or knew the product before the use you now see you may not be aware of the transition. I watched a TV program about an early 20th century hospital where one of the surgeons adopted an early model vacuum cleaner for use as a suction device!

Listerine was developed as a surgical antiseptic, and an article from 1888 recommends Listerine “for sweaty feet, and soft corns, developing between the toes.” Over the course of the next century, it was marketed as a refreshing additive to cigarettes, a cure for the common cold, and as a dandruff treatment. But it was in the 1920s that the powerful, germ-killing liquid finally landed on its most lucrative use as a magical cure for bad breath.

Viagra was originally conceived as a treatment for hypertension, angina, and other symptoms of heart disease. But Phase I clinical trials revealed that while the drug wasn’t great at treating what it was supposed to treat, male test subjects were experiencing a rather unexpected side effect: erections. A few years later, in 1998, the drug took U.S. markets by storm as a treatment for penile dysfunction and became an overnight success. It now rakes in an estimated $1.9 billion dollars a year.

Brandy started off as a byproduct of transporting wine. About 900 years ago, merchants would essentially boil the water off of large quantities of wine in order to both transport it more easily, and save on customs taxes, which were levied by volume.

Coca-Cola was originally invented as an alternative to morphine addiction, and to treat headaches and relieve anxiety. Coke’s inventor, John Pemberton — a Confederate veteran of the Civil War who himself suffered from a morphine addiction — first invented a sweet, alcoholic drink infused with coca leaves for an extra kick. He called it Pemberton’s French Wine Coca. It would be another two decades before that recipe was honed, sweetened, carbonated and, eventually, marketed into what it is today: the most popular soda in the world.

Play-Doh, was first invented in the 1930s by a soap manufacturer named Cleo McVickers, who thought he’d hit upon a fantastic wallpaper cleaner. It wasn’t for another twenty years that McVicker’s son, Joseph, repurposed it as clay for pre-schoolers and called it Play-Doh, a product that remains wildly popular among the under-5 crowd today.

Working Capital = hidden money

One thing that I often see in businesses of all shapes and sizes is a focus on the profit and loss account, or income statement, with not enough attention paid to the balance sheet. There may be hidden money in your balance sheet that you can use!

Do you pride yourself on paying all your suppliers on time, but find your customers don’t pay you on time? You are not alone!

** Make it easy for your customer to pay you
————————————————————
One business I advised had succeeded in winning business in the Ukraine, and this was turning into a significant opportunity. The sales team were getting very excited!

The finance team were getting worried – payments were erratic, and very slow.

The Ukrainian government had imposed currency controls – you could not pay in “hryvnia” outside the Ukraine, and to pay in US Dollars you needed to get finance ministry approval for each payment.

That wasn’t easy for our customers, and was hampering our business growth. We established a subsidiary company in the Ukraine, so our local customers could pay us in the local currency. Business boomed and the customers were paying much more frequently.

Now, that’s an extreme example, but how easy do you make it for your customers to do business with you, and how easy do you make it for them to pay you? I’m just asking!

Thanks for reading this far & I welcome your feedback and comments

Tim

Getting the best from difficult people

 

Most teams, most groups of people have one member who is a little different from the rest. It might be the way they dress, or their sense of humour, or perhaps they have a particular set of interests that lets us, the normal ones, apply the tag “Maverick”.

In a business environment they can be disruptive and disturb their colleagues but we will often tolerate their behaviour as they can be outstandingly productive and efficient.

There is a management challenge to make sure that in “cutting them enough slack” you are not treating the “ordinary” members of your team unfairly. If you have a maverick who is a poor time-keeper (that’s not at all unusual) you will find it difficult if not impossible to enforce time keeping rules on the rest of the team.

In one business we had a maverick in the technical team. You can picture him – ponytail, loud shirts and calf-length boots. He was brilliant at solving customer challenges, but awful at time and record keeping. We almost felt the need to hide him away when we had visitors in the building!

His behaviour when it came to timekeeping became worse and worse. In a nearby area of the open plan office were the customer services team, who manned the phones and had to be on time every day.

I needed to address the growing conflict; I started by trying to appeal to his better nature, pointing out how the customer services team felt they were being unfairly treated. That worked for a little while, but soon he was back to his old ways.

Talking to him I recognised his need to be different and to stand out from his peers. That was a part of his personality and was reflected in the way he dressed, and was in part responsible for the poor timekeeping. That made him the centre of attention.

We fed that need. We realised that he had so much product knowledge we could get him to share and educate the rest of the teams. We held a weekly “get to know your products” session that he ran, with the first attendees coming from the customer services team.

Over the next few weeks, the customer services team began to regard him with more and more respect.

There was far less hostility, much more interaction and a much nicer office to work in.

Over the next couple of months, another change took place. The dress code calmed down, the timekeeping got better and better.

Later still, the pony tail went – a sponsored charity sacrifice that raised a decent amount of money – but it wasn’t grown back.

The maverick came back to the herd. It can be done – you just have to find the right buttons to push.

 

Alignment

 

Sometime ago we learned that the banks have specialist recovery divisions for clients who appear to be in trouble. Amongst them was RBS, who have been accused of causing their clients to collapse by commissioning property valuations that came in too low support the borrowing. The recovery division claimed the assets and sold them off above the valuation through the bank’s own property business.

I’ve no doubt someone has stepped over the line, but I do wonder what they were thinking about when they created their own property business. If the objective of the RBS property arm is to make money (or as RBS would have it, rather coyly, minimise losses) then it’s not such a big step to the point where they see a customer struggling and think “We could make that project work”

My neighbour is a keen golfer, and these days uses a small electric buggy as he is getting on a bit. He’s been having some trouble with it running out of battery, and the manufacturers finally realised one of the brakes was out of alignment. The buggy has been wasting energy, fighting itself.

One of my clients had a problem with their collections; very long days outstanding, and it was not getting any better. When we drilled into it, the credit control team were doing their best but sometimes had to go back to the customer service team for more information.

The customer service team’s incentives were all around speed of customer response and satisfaction and had nothing to do with credit control, so of course the requests for help from the credit controllers were very low priority.
We made the credit control team a “customer” for the objectives of the customer service team; many of the problems were cleared up and the debtor days were greatly reduced.

How well aligned are the pieces of your business? How much energy do they waste in friction with each other?

Making decisions in hindsight

 

I was working with a client who asked my advice on a new service offering, something to add to the portfolio of services they offer.

The question was “Do you think we should do this?”

I responded by asking a series of questions to gather further information, making sure I really understood the pros and cons of the situation.

My client was struggling to make this decision, but really that was the symptom. The cause was that the business did not have enough knowledge. Someone had a bright idea, and it seemed attractive.

They knew they could add this offering at a fairly low cost.

My client wanted to make the decision on that basis, but was not sure.

I wanted to know how the clients would value this new offering, whether the sales team thought it would help them win more deals and if there was an opportunity to leverage this new and different offering to create a market advantage – a USP.

If you look at any business decision – the ones that went right as well as the ones that went wrong – there is a key phase where you gather information about the potential rewards (those were the questions I was asking my client) and the potential risks (which my client had assessed)

I’ve found in my business career that all the poor decisions I’ve made can be traced to poor information; either I didn’t have the right info, or perhaps I had not asked the right questions. Once or twice I can say I asked the right questions but the answers were not as truthful as they might have been, but that is a tiny minority.

The reverse is true of the good decisions. Yes, sometimes I have been lucky, but more often than not it has been a case of asking the right questions, weighing the evidence and making a prompt decision.

Hindsight is a wonderful thing; we can all make the right decisions in hindsight but that’s because we have all the facts! Ask the right questions, then make a timely decision.

 

The numbers are the answer, now what’s the question?

 

In The Hitchhiker’s Guide to the Galaxy  by Douglas Adams one part of the story is the creation of a super computer to determine the “Answer to the Ultimate Question of Life, The Universe, and Everything”. This takes the super computer 7 ½ million years and the answer turns out to be 42.

I was helping a contact understand some accounts the other day. My way of looking at financial analysis is fairly straightforward, I look at the movements between the two years and against the budget / plan and try to understand what has happened in the business to create those movements.

Like the answer in HHGTG, the absolute numbers are not very helpful. They answer the question, but the trick is to work out what the question really was!

Apply that thinking to your planning process whether that is for a new project, a market entry or the overall businesses next quarters plan.

That means you start with the activities that will generate the numbers, not the numbers themselves. If you take sales as an example, the temptation is to take what you did last time and add on a bit.

That can leave you completely unaware, until you fail to make the plan, that you don’t have enough marketing leads for the sales team to convert.

You could apply the same thought process to customer service, or delivery or manufacturing – in fact, throughout the business.

So start with (for example) lead generation. You know (of course you do, you’ve done the analysis haven’t you?) what percentage of leads convert to sales. You have a certain level of capacity for lead generation, so you know what is achievable with the present level of resource. That gives you the first constraint, and the first question – are we investing enough in lead generation?

Now we know how many leads we are generating, let’s look at the sales conversion. Do we have enough sales resource to convert those leads, or too much? We don’t want sales people with idle time, so perhaps this element causes us to reconsider the lead generation question.

When you have those two questions, you have the answer – that’s your revenue number. Perhaps it’s not big enough? Revisit the two questions.

This approach to planning, effectively from the bottom up, allows you to spot opportunities (sales team not fully utilised) and identify constraints that you will never see by just taking last quarters numbers and adding a bit!