You name the price; I’ll name the terms.

I admit that my dad taught me this when I was just a fifteen–year old kid starting a business and negotiating with suppliers for the first time.  But I learned it again and again in my various business lives.

The most striking example was the one hundred–million–dollar purchase of one of my companies by a New York private equity investor using only five million of its cash.  The rest of the purchase price was concocted from a brew of zero coupon bonds (where the face value is many times the invested amount until the reduced cost bonds mature thirty years later), and borrowing using the target company’s accounts receivable and other assets as collateral for a loan to purchase the company.

Offering too little in an acquisition to satisfy the seller?  Satisfy the seller’s need to claim a higher sales price victory by moving a substantial part of the price into a future earn–out, or using the target company’s own assets to pay part of the price, or asking the seller to finance a significant piece of the sale.  With the latter, you can make the price seem higher just by calculating the full amount of interest to be earned by the seller over time, adding that to the stated purchase price, and announcing a price much higher than the present value of the purchase.

[Email readers, continue here…] There are so many ways to satisfy a seller, sometimes a seller’s ego, by making a price seem higher than the reality of the purchase.  In the investment world, if we are unable to come to terms over the valuation of a company, we sometimes add penny warrants to sweeten the deal, allowing the investors to own a larger stake in the company at any time merely by exercising the warrants.  If there are enough of these, the CEO or founder can announce a valuation as high as double the actual negotiated enterprise value of the company.

And how about a product purchase where you cannot come to a successful negotiated price with your supplier?  Ask for extended terms well beyond sixty or ninety days.  Not only do you save the value of imputed interest, but you most likely will use, resell, collect from your customer and even earn on the excess sales revenues deposited in your bank before you ever have to pay the supplier.   Almost always, such an arrangement is more favorable than factoring or private asset lending, does not take away from your ability to borrow from other sources, and allows you to make customer promises and profits you could not have made otherwise.

Don’t rule a too–high negotiated price out until you think carefully about the terms of purchase as a tool for leverage.  Sometimes, the person on the other side must keep to a minimum price you cannot understand or afford.  Just think of the second tool, terms, you can use creatively to bridge that gap, whether driven by seller’s ego or competitive necessity.

It’s an easy rule to remember.  You name the price; I’ll name the terms.  What power!

Posted in Growth!, Raising money | 1 Comment

Press release partnerships: Worth the effort?

Many of us make it a priority to find and partner with companies that can add to our offering or extend our reach.  And we rightly celebrate each such pairing, often with a mutual press release.

And sometimes that’s all we end up doing.  Call it a “press release partnership.”  Or an opportunity missed.  Or a relationship not nurtured.

Finding a supplier, distributor or other partner is the easiest part.  Carefully planning the mutual activities to move toward a stated goal is something else.   It takes real effort and planning on both sides of a partnership between companies to make it work.

Depending upon the size of the companies and complexity of the products or services involved, it is fair to assume that you’ll need to dedicate a resource to this effort, sometimes a full time resource at that.  Consider a sales relationship where your product will be in the bag of salespeople from the partner company.  After an initial focus perhaps during an introductory meeting or training session, the salespeople hit the road.

[Email readers, continue here…]   And that’s the last you often hear about their promotion of your product – because they are commissioned upon their own company’s products and measured by the success of those sales, not yours.  Yet, the partnership was intended to help their people sell their products by enhancing or completing their line.  Why would this partnership – one that benefits both companies – fail to succeed?

In spite of the best efforts of senior management in creating such a partnership, the success always lies in the hands of those closest to the end customer.  The only way to assure continued success in such a relationship is to permit those in sales to be in direct contact with their counterparts in the other company, something often discouraged by sales management from the selling organization as a distraction from achievement of quota for both the salesperson and manager.

Which brings us back to senior management and the original reason such a partnership was created in the first place.  Such a partnership requires much more than a general agreement at top levels.  Consideration of pricing strategy, mutual compensation, training of salespersons, creation of custom collateral material, availability of technical sales support, continued contact between sales counterparts, access to those who act as technical liaisons to sales, and updates to the field of changes and enhancements are all components of a successful partnership.

None of those components are easy or cheap.  Without a plan, these partnerships usually end up merely as press release partnerships, fading into the sunset shortly after announcement.   Do you recognize the symptoms?

Posted in Growth!, Positioning, Surrounding yourself with talent | Leave a comment

Can you pierce layers in supplier–customer partnerships?

I recently experienced an amazing effort of outreach by a vice president of a large national customer asking for a meeting with the product development team of a critical supplier, one of “my” companies.  The goal, the VP stated, was to “see if these guys are battle hardened veterans that have dealt with the real-world product and delivery problems” of a nationally important customer.

Wow.  The VP apparently has done this often enough to create real relationships with supplier teams, not just senior management.  And according to his staff, the result is a cementing of relationships in which all members of the development team of the supplier feel a personal obligation to make efforts to meet the needs and satisfy not just the customer but the VP personally as well.

Usually executives meet with executives and promises are made then passed down through the ranks.  But in this unusual case, the customer made a real effort to break through the usual chain and be comfortable with the full team in a critical supply chain environment.

[Email readers, continue here…]   What could be construed as a threat to management of the supplier turned out to be a cementing of relationships through the two organizations.  The worrisome risk that opening the meeting to those subordinate employees not prepared for such an encounter was never realized.   Problems that might have later created stress between the companies became mutual challenges worked on by the whole team – not just because they were directed to overcome a problem but because team members felt a personal obligation to the customer’s VP.

How often have you worried over having to be the protector of your team, the intentional barrier between team and customer?  Most of us would be motivated to do so to promote team efficiency and to filter messages into a form all could understand and follow.  Yet here is an example of personal outreach by a major customer that resulted in better outcomes for all.

Sometime management has to let its guard down to promote communications between those actually performing the daily work.  In this case, the risk paid off.  Would you have taken that chance?

Posted in General, Growth!, Surrounding yourself with talent | Leave a comment

Time, talent and treasure – Spending each wisely

In the non–profit world, the term, “time, talent and treasure” has been used so often it is almost at the edge of being trite.  It’s used in that arena to describe a volunteer’s sacrifice in support of the non–profit enterprise.

I have been surprised to discover that it seems undiscovered in the business world. So, let’s bend the meaning to help us focus on resources while preserving those words.

Here is a way to think about resource management as we make critical decisions that obligate our personal and corporate assets for growth.  Take, for instance, time.  I’ve written often about the critical management of corporate time, an asset often squandered by management in inefficient operations that don’t advance the company toward the goal, or worse yet, operations that over–obligate scarce resources creating stress, cost and loss of reputation.  “Corporate time” is quite different from individual time management.  We should always be thinking of how to maximize the efficiency of our most critical resources constrained by limited time, whether they be in R&D, on the production floor, the chief software architect, or even you in management.

We can always tell when that critical resource has been over committed.  The bottleneck created becomes obvious and painful.  Is a process or machine too slow to absorb and pass on work coming through it?  Is there a virtual line at your virtual door waiting for decisions before proceeding with a task?  Is the R&D department being sucked into solving problems for customers instead of developing new products?  All of these are critical breaks in the management of corporate time, and as a manager, you must attack quickly and completely to remove the bottlenecks.

[Email readers, continue here…]  Jim Collins, in his book, “Good to Great,”  addresses talent by describing the managerial skill of “putting the right people on the bus” and culling out the bottom ten percent of low–performing employees.  I’d focus on the former, and to be sure that you’ve trained enough and supplied resources enough for every person in your charge to do an excellent job.  And if a person is not able to perform to expectation, then you have a right and obligation to focus upon a solution to what seems obviously as a talent mismatch.

Treasure is obviously a proxy for capital, whether earned or invested.  There is no doubt that money is a most valuable corporate resource that can be leveraged by good management, great talent, and effective allocation of corporate time.

Think of it as three opposing forces in a corporation.  Poor allocation of time pulls talent and treasure into the void.  Ineffective talent draws down corporate time and treasure to correct errors and solve for inefficiencies.  And too little treasure causes stress in keeping the supply of the other resources necessary for growth.

Quite different from the non–profit use of the terms, these three linked words remind us of our need to balance our critical resources and make efficient use of each.  Time, treasure and talent.


Posted in Growth!, Protecting the business | 1 Comment

How to make your recurring revenues oil and not glue

Some types of businesses generate more and more recurring revenues over time, often growing to a size where recurring revenues pay all of the overhead of the company – an enviable position.

There is a phenomenon I have observed time after time with mature companies receiving Raising moneyover 75% of their revenues from recurring sources.  Management undertakes a simple exercise of calculating the increased profitability of shutting down all R&D, sales and subordinate operations, and universally notes with shock the high net profit that results – from shutting down all operations except customer service to recurring customers (as in software support operations.)

Depending upon the type of business, customers are loyal often because they are creatures of habit, enjoying the existing relationship and service, not wanting to disrupt a working resource.  In fact, I am involved with one such company whose customer base extends back to the 1980’s when first purchasing their systems, still paying a regular quarterly maintenance fee to a company that services them well, but has no remaining sales staff or R&D functions. The customers are happy and the company profitable.  What’s not to like?

[Email readers, continue here…] Well, there are two problems here. The company dooms itself to a slow death over the passage of time as customers desert to newer products.  So the decision to “go into maintenance mode” is known as “milking the cash cow” for a reason.  And second, there is no excitement in such a company to retain employees looking for advancement.  Employees who leave are replaced with people who are likely not “A” players, often causing future levels of customer service to decline.

And yet, there are many companies where the cost of product renewal and R&D are just too high to keep up with competition.  Companies in this predicament often can be sold for their recurring revenue stream, but the multiples they command are not high.  In such a case, milking the cash cow may well be the best decision for management rather than selling the company.

Recurring revenues are oil for companies growing, reinvesting in R&D and expanded sales efforts. Those same revenues are glue to those choosing the alternative route of milking the cash cow.  In those cases, they are attractive slow, sticky streams of glue, slowing a company until it ultimately dies of old age.

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How to plan to make a successful acquisition

One of my company CEO’s recently described his rule for acquisition success, and it resonated with me as a great goal for planning during acquisition exercises.  This CEO states that he has made it work twice when acquiring companies, and that is enough for him to make it his rule for all future acquisitions.

If the target company is able to show a ten percent EBITDA (earnings before interest, tax, acquisitionsdepreciation and amortization), then the acquisition team should be able to create a way to make the resulting acquisition yield forty percent EBITDA after re–engineering the combined entity.

That’s quite a goal to achieve.  But there are obvious and not–so obvious ways to make it happen, even if over time.

Dual layers of senior management remain only during the transition period and transfer of institutional knowledge from acquired to acquirer.  The best performers from the acquired become candidates to outrank or replace their counterparts, showing that a business combination is not all one–sided.

[Email readers, continue here…] Accounting and HR operations are combined as quickly as possible, as are customer service call centers, retaining specific product skills on the front line from the acquired company.  R&D efforts may remain separate for a period or forever, but R&D management is consolidated as soon as possible to avoid territorial disputes and retention of inefficient development processes.

Sales organizations may or may not be combined, but senior sales management is consolidated so that commissioning, territorial management and product management functions all harmonize.

Facilities may become redundant or oversized after these efforts, allowing for consolidation of facilities as well.

If we follow the reasoning of our CEO who proposed the rule, we can drop an additional 30% of the net revenues (after cost of sales) from the acquired company to the bottom line.  Not a bad goal, and certainly not a bad result.

Posted in Growth!, Protecting the business | 1 Comment

How to think like a growth CEO

Growth CEO’s differ from those who merely station–keep their way into the status quo, protecting the enterprise by reducing risk and cost – without creating a vision and action plan for growth.

Here is a way to test yourself with a tool useful for any leader seeking to create positive ceo1change. Authors Jeanne Liedtka and Tim Oglivie have created a framework for creation of a new product or service – one worth spending at least a cycle of time for review.  From their book, “Designing for Growth,” they iterate a four question matrix, each with steps for creation through launch.  We’ll use this loosely to frame our process.

What is?  What is the problem, the marketplace, the value added?  What is the urgent need, the reason people will pay, the positive effect upon the enterprise by making this happen?

What if?  What if we could do it better, do it in a new way, do it to attract new customers, do it to distance ourselves form the competition?

What wows?  Can we rapid prototype this idea into a product and try it out on potential customers?  Would it wow them to action or anticipation?  Are we missing something those customers think they need, or want so badly they will wait and later pay? Then let’s design it so it will wow.

[Email readers, continue here…]  What works?  Do we need to co–create this with a “teacher–customer?” Can we launch this with a limited audience to see if it works as expected?  And if the response is less than we expected, what can we do differently?  Should we start the “what” cycle again to refine the concept?

There is a word for the initiation of this process, used successfully by the best CEOs and the best companies: “ideation.”  The word encompasses the entire design process from conception to prototype and sometimes beyond.

The Stanford Design School teaches ideation as a five step process, fitting nicely into the four questions above.

Empathize –learn about the audience for whom you are designing.   Define – construct a point of view based upon the user’s needs and insights.   Ideate – brainstorm creative solutions.   Prototype – build a representation of one or more of the ideas to show to others.  And test – return to your original user group for feedback.  Two ways to think like a CEO.  And easy to instigate.

You’ve just got to remember to discipline yourself to follow the process.  The rewards will surely follow.

Posted in Growth!, Surrounding yourself with talent | Leave a comment

Five ways we are surviving long term

Dave’s note: This week we invite long-time CEO of Quicksilver Software to respond to our question: “How have you remained relevant in the gaming software business over so many years?” He and his company have worked in the video game business since the very earliest generation of games in the early 1980’s.  His company is one of the oldest independent studios in the business.  Bill’s response is valuable for all of us…

By William Fisher

I think the number one factor in my endurance is building strong relationships with members of my team, so that they are supportive when things go badly, as they sometimes do in this business. I’ve gotten into a bit of a hole in the past few years because of the bus-survivalslowdown, but always tried to bend over backward to help people out and treat them as well as possible. Even when they feel they have to leave, they always tell me that their time working for me has been very positive. I develop people, and they know/appreciate that. I support them in moving on. We have a large alumni base now, some of whom bring me work now that they’re in positions of strength at other companies.

The second factor is that we deliver. In a business that’s known for contractors who perform poorly or completely collapse, we have a very solid track record. Not perfect –– there’s always the one situation where something went awry –– but for us those are few and far between. I think that comes from our ability to truly understand the problem and to propose technically realistic solutions. I get a lot of calls from people who say “I worked with you X years ago and it was great, so I want to do that again.” Recently visited one Fortune 500 company, for example, because our producer on a previous product was very happy with us and wanted her bosses to consider using our team. That’s a big win.

[Email readers, continue here…]  Third is flexibility. I once tried to focus on a single type of business, on the advice of a business development guy. Huge mistake. When we were unable to get traction in that one business, we just about lost it all. We’re successful because we specialize in “hard problems” but not in any one vertical market. It turns out that that’s a good way for small, nimble companies to survive. Interestingly, we’ve won a number of deals by being the not–offshore alternative. Most people I know have had extremely bad experiences with offshore development. I’m working with a friend who’s got a Silicon Valley startup which made the mistake of hiring a Romanian development team. They’ve promised me founders stock in their company if I fish them out of the hole, which I’m well on my way to doing.

Fourth is embracing change. We know that the market changes every few years, and we’re always looking over the horizon at new technologies. Often, I can get clients to fund efforts to learn new tech because nobody else knows it, either, and we all need to learn it. Did that with iPhone/iPad, for example, which is now a big part of our business. Now we’re doing it again with various Web toolkits, since everything we do now has a heavy back–end component. I hire people who are eager to do new things and work hard not to become obsolete.

Fifth is having a solid ability to understand client needs. Most of the time in meetings, potential customers come away with the impression that I really understand their requirements. When trying to sell your skills, that’s critical. I can do it because I’ve gotten good at drilling down below the surface and seeing the real problem that they’re trying to solve. Plus, I tend to enjoy learning about new subject matter. It’s fun to see what people are doing and to create novel solutions. We’re just starting a new project in the medical field, for example. We are uniquely effective at solving complex user interface issues, and that’s what they need more than anything else. Yet we also understand how to deal with patient privacy laws, which are critical possible points of failure.

Posted in Depending upon others, Finding your ideal niche, Hedging against downturns | Leave a comment

How to network like a ninja

Dave’s comment:  This week we welcome our perennial favorite contributor, Kim Shepherd, CEO of Decision Toolbox, to offer us her sage advice on a subject where she is expert.  Outgoing, full of creative ideas, and certainly the best person to teach us how, here is Kim on networking…

By Kim Shepherd 

Networking with others you want to meet is second nature to some, but it fills others with dread. For these people, a little structure can go a long way toward helping diminish the dread. After all, networking is much more than cocktail parties and trading business cards. Professionals who do it well can generate millions in revenue for their companies.

First, do your homework before attending an event. To find out who will be there, Google last year’s event to find pictures and articles. If it’s a fundraiser, the people who ninja-networkingwere there last year are likely to be there again this year. Charity events are also great because the organization’s board of directors will be well represented.

Now go to sites like LinkedIn and Facebook to find out more about the people you want to meet. What are their hobbies? Do they have children? Where did they go to college? As you commit the intel to memory, make sure you don’t mix things up. You probably don’t want to lead with, “How about those Trojans?” if the person is a Stanford grad.

[Email readers, continue here…]  Next, be fearless. If your first thought is “But I don’t know anyone,” stop and think: that’s not an excuse, it’s an opportunity. We’re afraid of what we don’t know, but the homework minimizes that fear. Once at the event, screw up your courage, walk right up to a prospect, and introduce yourself. Use your intel to warm up the conversation –– the ideal scenario is that you have something in common.

If you happen upon someone who wasn’t part of your homework, you have a fallback tactic: your smartphone. Get the person’s name, exchange pleasantries, and move on. You can circle back in a while. But before you do, check out that person online. You might be surprised –– maybe both of you have kids who play softball at the YMCA. Small world.

If you go with a colleague, you can tag team. True story, fake names: two executives, Jackie and Jeff, went to an event. Jackie wanted to connect with a particular entrepreneur, Carla, but couldn’t remember if she had met Carla before. Jeff definitely had NOT met her, so Jackie went to the restroom while Jeff introduced himself to Carla. After a few minutes Jeff rendezvoused with Jackie, gave her the 411, and Jackie was off to shake Carla’s hand.

Find the Octopus. There always are one or two people “holding court,” surrounded by eight people –– an octopus. When you connect with the octopus, you automatically connect with eight more people (at least). By the way, if for some reason it’s not appropriate to ask for a business card, be sure to record the person’s name, such as on your smartphone.

Follow up after the event. Congratulate yourself on overcoming those fears and making contacts, but you’re not done yet. The next day, enter those contacts in your CRM. Send them an invitation to connect on LinkedIn. Follow that with an InMail or email saying how nice it was to meet them.

So far we’ve been talking about people who are “newbies” to networking. However, if you’re already super–networker, you might consider taking it up a notch and becoming an über–networker. Put yourself out there as a subject matter expert and book some speaking engagements. The registration list for that engagement adds dozens to your network.

With a little planning, networking becomes easy. Keep at it, and in no time you’ll be networking like a ninja.

Posted in Surrounding yourself with talent | Leave a comment

Who cares about customer loyalty?

Repeat customers, raving fans, angry backlashers, commodity shoppers.  Oh boy, what a range of loyalty these represent.  And in your years, you may have experienced all of these.

Here’s another way to look at the ladder to an ideal customer loyalty relationship.  But customer-loyaltyfirst, let’s examine the three kinds of loyalty you don’t want to engender…

How about forced loyalty, if you happen to have a monopoly in your niche?  Customers hate this, especially when they have a complaint.  I am not suggesting that you create a competitor, only that if this is the case, you should find a way to exceed customer expectations greatly.  Often.

Loyalty by habit works, until it doesn’t.  Think of the supermarket you use regularly.  You know the layout well, are comfortable with the selection, and even recognize the checkers, sometimes by name.  That’s habit–shopping.  A competitor could find easy pickings here, with direct marketing to habit shoppers with coupons, special prices, and exciting promotions.  You don’t want your customers to buy strictly because you have become their “habit of comfort.”

[Email readers, continue here…]  Then, you can buy your customers, usually an expensive and very tenuous proposition.  Consider this attempt to be a bribe at best.   Your discount coupons, use of Groupon or other third party source, predatory pricing, or the high cost of ad word purchases is rarely sustainable.  Worse yet, customers attained through these sources are rarely loyal at all.

So how do we create real, emotional, easily measured loyalty?

We engage the customer at the time and place most appealing to that person. We under–promise and over–deliver – every time. We react positively to suggestions, reward their loyalty with recognition, and make this important cohort not just seem to be, but actually be the ideal example of our mission personified.

It takes work.

And the reward will surprise you.  Engaged customers spend more, generate higher margins, and become passionate influencers.  Free advertising. High margins.  What’s more to like?

Well, how about the satisfaction that – at least for some of our customers – we have achieved that lofty mission we set out to create way back when all this started.  And that has to be priceless.

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