(E/m)^-2 =

The bottom is determined by such a simple equation that it ought to be easier than it actually is to manipulate. Buy low, sell high. Earn more, spend less. But alas, numbers don't lie. --no matter how sharp the pencil. Improving profitability requires ongoing efforts which in and of itself represents a costly, yet necessary investment in business health. We go to the seminars, read the books, and strategize. Then proceed to run off, lamenting that there's just not enough time, if only there were more time we could accomplish amazing personal and business transformations. The time is now. –in a slowing economy . Those that do will survive the slump and will reap the rewards by being ready to capture a greater share on the rebound. As times get tough, there are certain double-edge swards to look out for. While on the one hand, labour, finance and material costs typically go down, an increase in advertising expenditures and decreased revenues typically follow while competing in a lean, buyer's market.

A slump represents a fantastic opportunity to reinvest, reinvent and transform on both an organizational and personal level. Why not seize the moment? The organizations that wait out the slump without unraveling at the seams, will emerge re-energized, in a winning position to launch when the time is right.

Let's take a look at proactive profit improving strategies :

The Customer:

Keep them close by building on the relationships and hone in on the customer service experience. Use the downtime to foster existing customer relationships.

1. It takes the same amount of time to answer an email whether it's 5 minutes, or 5 days old. Why is it then, that you make your customers wait 2 to 5 business days for a reply? Instead of making them wait, why not make a policy to blow them away with fast replies!

2. Start a customer care campaign and phone them just to ask how you are doing.

3. Offer existing customers promotional pricing -you're going to be earning less and spending more looking for new clients, so why not offer an existing client a deal they can't refuse.

Technology:

Are you maximizing available technological cost-saving benefits

1. Since it's slow, take the time to evaluate what's working and what's not.

2. Renegotiate telecommunications and IT contracts -technology and competitive climates change fast. Look at wireless mobile, hosting and data costs, and related service agreements.

3. Take the time to evaluate work-flow. Paperwork tends to naturally balloon and needs to be pruned and sometimes slashed radically before it swallows you.

4. Nows the time to call the your hungry vendors that'd been bugging you to demo new systems.

5. Negotiate contracts, or options to renew, now, in a buyers market.

1. Sponsor an amateur sports team.

2. Leverage existing customer base by generously rewarding their referrals

3. Synergize by hosting "solutions discovery" meetings between an existing client and your new prospect. This works well when clients complement each other, such as government agencies and large corporation. This leverages you and your company in amazing ways.

4. Create an online buzz. Delete that old dilapidated home page and start fresh with a new approach. Even Fortune 100 VPs operate blogs to build community within their customer base and is an excellent PR control tool.

5. Ask for referrals. If you feel that you don't have a good enough relationship with your customers to ask for one, then you've got big problems that more advertising can't fix.

Personnel:

1. If sales drop to X, we have to look at layoffs... Any ideas where we can cut costs or increase sales?

2. Offer voluntary layoffs first

3. Cut from the top if only as a statement that you value the front lines

4. Ask if anyone is interested in moving into commissioned sales. Far too many sales professionals are all sizzle and no steak. Most sales departments could really use an injection of technical know how.

With the odds stacked against him; he slips in under the radar, unnoticed. Time and again, he's able to deliver results... Her clients stand in awe of her versatility and resourcefulness while the competition eats her dust. Who are these people, MacGyver? -close, they are the esteemed entrepreneur. A rare breed, and most likely the underdog.

I love being the underdog, don't you? More accurately, I really love to be mistaken as the underdog...

Small and medium sized enterprises form the economic backbone of the free world. These people are constantly challenging, and improving their skill sets -They're able to adapt quickly, and love change. The buck stops with them. They're able to deliver almost instant gratification to clients with straight answers right from the source. No committees, no shareholders to appease, no meetings, and most importantly, no consensus required. -only results.

Entrepreneurs have a huge edge over the big boys: Do you have any idea how badly large corporations would love be adaptable as an entrepreneur? It's a powerful position that they try to fake, let me tell you. The 'single point of contact' ideology is desperately sought after, but poorly implemented, all in in a vain attempt to act entrepreneurial. -they would love to care as much as we do. As if any employee really cares that much about SuperMega Corp's customers anyway. Yeah right! We know. -the big boys are slow, unable to adapt, and operate inefficiently as a result. Big companies are constantly trying to figure out how to behave more like an entrepreneur.

The only true edge large corporations have over the entrepreneur is that they can afford to stay in business for years, possibly decades, while loosing money. Now I don't know about you , but I would rather face life in cubical hell than to work hard and loose my money; so they're welcome to keep money-loosing market share as long as they like.

In my very first month of business, I scored a whopping $400 in billable time. That was the sweetest $400 EVER. Words can not describe what it feels like being thanked for doing a great job AND getting paid for it. All thanks to efforts paid for in my own blood, sweat and tears.

Since that first month, I've changed businesses, gone broke, got a 'real job', and made $1,750 in one day. Needless to say, it's a roller coaster ride highlighted by good and the bad along the way. What gives entrepreneurs the conviction to stick to it while others quit just shy of success?

Winston Churchill perhaps put it best in these words:

I can guarantee you that the more mighty your competitor is, the more opportunities you will find to exploit their weaknesses and shortcomings. My experience is that I flourish dealing with large, complex, multi departmental clients in a way that makes my larger competitors look like an embarrassment. Communication breakdowns, delays and personal conflicts increase exponentially when two large organizations try to work together. Whereas an individual, I can quickly find, and remedy root causes. The only person I need to answer to is me and my client. And all they want to hear is that their problems have been solved.

By far the greatest lesson I've learned along the way is to be proud of who and what I am. In the beginning, I thought projecting a bigger company image was better. All the while I was hiding the single greatest attribute I had to offer: me. No other company in the world can compete because I am an exclusive, one of a kind resource.

Think about how you uniquely add value to your business. The next time you're shaping market position strategy, be sure not to underestimate your value. Not only should you be leveraging your professional skills, but you should also be proud of, and flaunt the number one differentiating resource exclusive to your business -you.

Never give in. Never give in. Never, never, never, never...

-Wayne Doucette

Marketing Plan Overview:

Customer Demographic:

• What are my customers doing right now?
• Where are they?
• What are their interests?
• What do they do for fun?
• What do they do for work?

Marketing Materials:

How to Find Customers with Promotions:

XYZ Bottling Corporation 1234 - Main Street Anytown, USA Attention: Mr. Smith, Plant Manager January 1, 2000

Dear Mr. Smith:

John Smith, Marketing Director