I was asked this question, "Sid, do we know what courses at our Graphic Communications Universities are available online for our employees to take?" I hesitated for a few seconds, recognizing his strategic question's implications.

Why don't more organizations ask an experienced research firm to conduct a dynamic customer survey for a better future? My private thoughts include that "insightful, dynamic results" would require thinking, changed priorities, accountability, and follow-up "requiring change".

Facing lower revenues and rising costs, my client's treasured customer is now opening their account to "market bidding." How do you "get out in front of a bidding war" to avoid inherent risks and potential losses? 

"New" Account Executives, Inside Sales Reps, and CSRs are being hired throughout our great industry. A Buyer with any experience spots a "newby Rep" from 100 yards and in the 1st five minutes. Those Buyers know to wait at least six months, before considering the "newby."

Recently, we were part of a client's successful efforts to persuade his son and his son's close business associate to leave their high-powered sales jobs and join our client's commercial print company long-term. Those two young, high-powered sales executives did their homework on multiple issues.

Successful leadership and talent are required for successful ownership. Hiring needed talent and potential leadership I believe requires organizational participation, which includes a thoughtful perspective of your future talent needs.

Owner neglect of a "Written Succession Plan" has existed so long across our great industry and associations we seem to no longer see its consequences. How industry suppliers have tolerated such neglect and consequences by our associations, I have no explanation.

I still can't remove from memory how a highly respected Plant Manager asked one of his Sales Reps if he could tour the customer's plant that was using a proprietary, customized product the Plant Manager's plant was producing. When asked why the request, he replied...

Who your organization pursues and develops as customers determine what your company will look like two and three years from now. Who we pursue is who we sell, and the direction is more important than the speed. 

On a recent plant managers conference call, I asked, "What do you systematically measure and report to a department?" Too many key managers believe they've "done their job" - if their company's work is - acceptable to their customers - and on-time re. delivery. I equate that to "Showing-up."