I started my own company from the ashes of another corporation I was running, and brought about seven people over with me. I then grew that organization to 225 employees over the next 11 years, and probably had in the region of 400 different people working for me in the company. We provided on-site computer maintenance, and most of the employees were technical in nature. This was a curious hybrid. The career attracted blue-collar workers who were technically competent and drawn by the independence inherent in working in the field rather than in-house. | | | |
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Over the years I have done a large number of direct mail campaigns followed up by telemarketing. The big question has always been where to buy the list to be mailed, and I have always felt that the quality of the list was much more important than the price I paid for it. This really is one of those areas where the more you pay the more it’s worth. The reason for this is that the cost per name is considerably less than the cost of the mail piece, and if you buy a cheap list that has a high return rate or where the people you are mailing to died five years ago then it is a false economy. | | | |
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You have a good golf round one day and think that maybe you have finally figured the game out. It becomes important to you at a different level and you really start to care about it. Then it happens….instead of getting better you get worse. | |
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Barter is a legitimate mechanism, but it is rare that you find a situation where it really works on a 1 to 1 basis. All too often, you would not in fact buy the service if there was no barter involved, and it makes little sense to go ahead under those circumstances. | | | |
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One of the biggest problems that I see with small businesses is that they hire too quickly and fire too slowly. It is important to identify the people who do not belong in your organization and then systematically go about replacing them. In this article I will look at the practical aspects of how to fire somebody and what you need to do to protect yourself. | | | |
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How many things are you doing in your business that could be handled by another organization that specializes in just that task and does it better than you ever will? By insisting on handling it yourself, how much time do you waste and, more importantly, how much risk are you taking? Just think about milk and the cow for a moment. The cheapest way to get milk is probably to own a cow, milk it yourself and cut out the distribution chain entirely. But unless you are a farmer, it is something that is way outside your core business and a learning curve that may never repay your investment. | | | |
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The prize for the “worst single waste of time for a business” must go to those who handle payroll internally rather than outsourcing it. Payroll is the ultimate commodity where, for a miniscule outlay a month as a percentage of expenses, you can offload a complex, time consuming task. |
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