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HM:DAK@=J K ;GDMEF NOVEMBER/DECEMBER 2016 EDITION HOUSTON

MAGAZINE

Chairman John Cruise President/Executive Publisher Steve Levine Vice President/Publisher/ Creative Director/Editor Barbara Davis-Levine 'LMIJ *MRERGMEP 3J½GIV Ervin Hughes Publisher’s Assistant Jerome Davis Graphic Designer Genera Media Photographers Gwen Juarez Contributing Writers Connie Barnaba Sonia Clayton Julie Cottineau Barbara Davis David Furth Ruben Gonzalez

Judy Blustein Levin Hank Moore Christine Nessen Gail Stolzenburg Pam Terry

Chief Advisor Hank Moore Publisher’s Advisory Board Denise Adjei Sonia Clayton Donna Cole John Cruise April Day Dr. John Demartini Maya Durnovo Kathie Edwards Mila Golovine Dory Gordon Greg Grant David Holt Richard Huebner Ervin Hughes Jeffrey Jones Darryl King Sandy Lawrence Craig Klein Wea Lee Bertrand McHenry Hank Moore

Lisa M. Morton Mike Muhney Leisa Holland Nelson Tony Noun Annise Parker Page Parkes Howard Partridge Susan Repka Maria Rios Grant Sadler Rita Santamaria William Sherrill Gail Stolzenburg Pam Terry Linda Toyota Mayor Sylvester Turner Jack Warkenthien Carlecia D. Wright Aaron Young

Phone: 832-419-2814 E-Mail: Steve.Levine@SBTMagazine.net Or Write: Small Business Today P.O. Box 31186 Houston, TX 77231 See us on the web at www.SBTMagazine.net

BE THANKFUL FOR WHAT YOU HAVE

remember very well what it was like growing up in a lower middle class family in Upstate New York during the 1950s & 1960s. My family didn’t have much but made the most out of what they had. For example, I thought every family took a half gallon of milk and mixed it with a half-gallon of water and powdered milk. I remember what a treat it was when I got to fill up an entire glass with cold, real milk from the dispenser in the cafeteria. We didn’t do without back then, we just made due on a little less than many others had.

Growing up, I would ask my mom and dad for this or that which seemed like everyone else in the world had, and they would reply each time with, “Be happy with what you have as there are others who do not have as much as you!” That response sure put things into perspective and made me appreciate even more what we did have. I so appreciate the environment that my sister and I grew up in and wish my parents were still around so that I could tell them so. At this time of year, we all tend to look back and appreciate what we have but set our sights on how much more is possible in the coming year. I’ve heard it said that if you woke up this morning in a home that you own or rent, have food to eat, have a job or business to go to with a vehicle to get you there, then you are living better than many, many others in the world. In that regard, if you consider yourself truly blessed, just remember the saying, “To whom much is given, much will be required”. So, make this the season of not only Thanksgiving but blessings to others. Happy Holidays and Best Wishes.

SMALL BUSINESS TODAY MAGAZINE IS PUBLISHED MONTHLY BY LEGACY PUBLISHING GROUP, LLC. P.O. BOX 31186 HOUSTON, TX 77231 EXECUTIVE PUBLISHER - STEVE LEVINE: 832-419-2814 CHAIRMAN - JOHN CRUISE: 832-460-2020 WWW.SBTMAGAZINE.NET ADVERTISING RATES ON REQUEST. BULK THIRD CLASS MAIL PAID IN TUCSON, AZ. POSTMASTER: PLEASE SEND NOTICES ON FORM 3579 TO P.O. BOX 31186 HOUSTON, TX 77231. ALTHOUGH EVERY PRECAUTION IS TAKEN TO ENSURE ACCURACY OF PUBLISHED MATERIALS, SMALL BUSINESS TODAY MAGAZINE CANNOT BE HELD RESPONSIBLE FOR OPINIONS EXPRESSED OR FACTS SUPPLIED BY ITS AUTHORS. COPYRIGHT 2012, LEGACY PUBLISHING GROUP, LLC. ALL RIGHTS RESERVED. REPRODUCTION IN WHOLE OR IN PART WITHOUT WRITTEN PERMISSION IS PROHIBITED.

Good Reading, Good Sales, & Success to You,

STEVE LEVINE

President/Executive Publisher, Small Business Today Magazine

INSIDE

NOVEMBER/DECEMBER 2016 EDITION HOUSTON

ON THE COVER LATOSHIA NORWOOD D J=F== 9KKG;A9L=K

FEATURES

01 10

Publisher’s Column

Public Service Announcements

Starting A Networking Group – Part 1

Take Advantage of Opportunities

Choosing the Right Partner the First Time

Super Easy Ways to Engage Your Audience

Is Your Financial Infrastructure Positioned for Growth?

Holiday Success Tips for Small Businesses

The Essential Dos and Don’ts of Branding

2017-2020 Vision for Learning

INSIDE BACK COVER

BACK COVER

WBEA Oge]f k :mkaf]kk =fl]jhjak] YddaYf[]

SMALL BUSINESS TODAY TALK SHOW

COVER STORY

BY JUDY BLUESTEIN LEVIN

hen LaToshia Norwood was establishing her company, L’Renee & Associates, she wanted it to reflect the values she had learned from her mother. Her mother was her role model for life and taught her many life lessons including the importance of hard work, staying focused, and attention to detail. She also taught her to not be ashamed of her faith and would sign every letter or note with Godspeed, another way to wish someone good fortune or success. Her greatest legacy, though, was teaching LaToshia to do everything with excellence and integrity. And true to her teachings, LaToshia continues the legacy in helping other businesses achieve the same level of success of L’Renee & Associates.

LaToshia does everything with excellence, integrity, and class! Photo by Gwen Juarez

LaToshia Norwood -

L’Renee & Associates A Legacy of Excellence and Integrity; Always with Godspeed 4 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

L’Renee & Associates is a full-service project management and consultancy firm dedicated to improving their clients’ performance and profitability. Since their inception in 2011, they have worked with and partnered with the world’s largest oilfield services company, one of the nation’s largest community college systems, the oldest and largest community-based organization, the seventh largest company in the world, two of the country’s leading corporate membership organizations, international firms, and a host of non-profits, start-ups, and small businesses. Norwood grew up in Sunnyside, the oldest African American community in southern Houston. Her father worked for a firm that made beautiful Persian carpets. Sadly, he died shortly before her ninth birthday. Her mother started out as an educator, and eventually went on to retire after 25 years of service from MD Anderson Cancer Center as one of its lead medical transcription technicians.

One of Norwood’s earliest memories was of her mother waking her up early in the morning, getting her and her sister LaTonya dressed for school, and then, says Norwood, “She would put us in a little red wagon and pull us to my grandmother’s house which was about 30 minutes away.” Then a private bus would pick up the children and take them to and from school, and her mother would walk to the bus stop and go to MD Anderson to work. The process was repeated in reverse in the evenings. “So, thinking about just the sacrifices that she made, it is so amazing and I’m so grateful and appreciative.”

who taught teachers how to teach both in Houston Independent School District and Omaha Public Schools in Omaha, Nebraska, where she also started writing curriculum and standardized tests. The skills she honed in education, particularly the ability to write curriculum and teach to each student’s learning style, transitioned perfectly into the programs she now designs for professionals.

At Madison High School, Norwood was quite the athlete. Not only did she run track and play volleyball, she helped lead the basketball team to No. 1 in Texas and 13 in the nation during her senior year (1995). At Prairie View A&M University, (Class of ’99), where she earned a degree in Education, she led the volleyball team to its first-ever appearance in the NCAA tournament in Hawaii. “It was such an honor and so much fun,” says Norwood.

“I think of transitioning from one job to another or one profession to another in the same way that people think of owning a home. When you decide to transition from or sell your home, you hope to roll the equity (value) that you earned into the new home,” explains Norwood. “I took the equity out of teaching, writing curriculum and standardized exams, and understanding learning styles, and rolled it into the solutions we now offer for our clients. LaToshia continued, “I pay attention to everything when looking for clues to my students’ learning styles. One observation is the way a person writes or takes notes. If they write in bullets or if they write in just a straight line and then they move down to the next spot, I can tell how they process details and how they like to receive information. If someone writes around the edges and corners of their notes, they are often your creative big thinkers. If I see someone who likes to write with different colors or with highlights, that tells me that they are a visual learner.”

The lessons learned by playing sports are lifelong. “Not only does sports teach you teamwork, it also teaches you so much about strategy,” notes Norwood. “I would sit and watch, and I would pay close attention to tendencies, movements, and body language. I appreciated those lessons and my coaches so much that I decided to pursue my career as an educator and coach,” says Norwood,

“No matter if we work with CEOs or those who are at the front desk, we are still able to reach them and articulate our message,” explains Norwood. “Understanding the methodology of project management is like learning a new language and is quite challenging, but that’s where we come in. We help professionals take very complex concepts and break it down in simple, relatable, and real life

“The little red wagon was so important to me that I shared this story with my husband Will.” For Christmas in 2014, the year that LaToshia’s mother passed away, Will presented Norwood with her very own little red wagon. Adds Norwood, “I can’t wait to pull my kiddos in that wagon.”

terms. We work very hard to ensure that each professional really understands and knows how to apply the skillsets in their day-to-day responsibilities and management of projects. Many of those who take our project management boot camp course go on to test for the PMP (Project Management Professional), a certification that is globally recognized. So, if you decide to pack up and move to Asia, the credential is the same and is a highly regarded certification that companies respect.” L’Renee & Associates does customized training for clients as well as out-of-thebox training. LaToshia elaborated, “Our classes are fun! We tap into all the learning styles and take very difficult content and make it quite fun and exciting. In addition to the basics of reading and writing, we are eating popcorn, playing games, and role playing. The students are becoming the teacher where they must teach someone else. It’s very tactile so they have things to move around. We make it very interactive and engaging.” L’Renee & Associates’ mission is to educate, encourage, and empower. Because of the way they do business, their reviews are glowing. It is quite common to hear someone remark that they’ve never ever, ever had so much fun or had someone ask them where were they when they were attending grade school because they’re now such an excellent student. L’Renee & Associates teaches people how to learn, how to take notes, and how to pull out important key elements. These skills are all beneficial in taking a business to the next level. While in Omaha, Norwood had the opportunity to work at KM3TV, the CBS affiliate, and later, in Houston, at KHOU Channel 11 for seven years. “So, just like I took the equity from education and rolled it in the work that I do now, I also

[ NOVEMBER/DECEMBER 2016 ] WWW.SBTMAGAZINE.NET 5

COVER STORY

L’Renee & Associates recruits project managers and provides project management training and consulting for professionals from C-Suite to the front desk. Photo by Gwen Juarez

had the ability to take the equity I gained from working with C-level executives and key stakeholders to define and accomplish their goals. I had an amazing opportunity to work with C-level executives and stakeholders from local, national, and international brands.” L’Renee & Associates helps clients to develop a strategic plan that starts with the end in mind, working backwards through the steps. “We develop a game plan for them that they can then follow,” says Norwood, “like a road map to help them to succeed in business based on what their overall goals are.” Occasionally, L’Renee & Associates works with teams at retreats. Getting clients out of the office enables them to see each other in a different way. Recently, at a workshop with an executive team which convened in Atlanta, bringing together executives from several different markets, Norwood learned that while the executives knew of each other, they didn’t really know each other. “This was the first time they had the ability to communicate with each other to understand what their strengths were and what the uniqueness was that they brought to the table,” notes Norwood.

“We think of everything as a project,” explains Norwood. “We are experts at what we do. We have the ability, skillset, and expertise to help professionals understand how to manage their projects and reduce the risk of failure. While working in corporate America, I sought opportunities to work for and with different industries. From construction to IT, I took on as many projects as I could. I really wanted to make sure that I had the ability to both teach and speak from an experienced perspective,” explains Norwood. Looking to the future, Norwood is expanding her services around the globe. “We now have clients in the UK and in Africa. We hope, in the years to come, to expand our reach ever more broadly,” she says. “We also are transitioning a lot of our resources to not only having the face-to-face, one-on-one training or classroom-style training to an interactive e-learning offering that we’re really excited about.” As L’Renee & Associates evolves, Norwood is looking to grow her team and potentially add a few additional suites of services. “We want to be the premier project management firm that compa-

6 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

nies seek when they want to hire qualified and certified project managers, or wish to invest in professional development and training, or has a business vision that may be all over the place and needs a little help creating a blueprint that takes their vision and makes it a reality.” Whether a company has five employees or hundreds, L’Renee & Associates can help them improve their day-to-day processes and accomplish their business goals. “We train them to make sure they have the ability to not only win the contract but once they win the contract have the ability to execute it flawlessly,” elaborates Norwood. Certified with the City of Houston as a Women Business Enterprise (WBE); City of Houston and Houston Minority Supplier Development Council, Minority Business Enterprise (MBE); State of Texas Historically Underutilized Business (HUB); Port of Houston Authority (SBE); and PMI, Project Management Professional, L’Renee & Associates has earned its bona fides. In addition to running a successful business, LaToshia is also very active in the community. From the time she was a

college freshman, she has been organizing food drives for local shelters, hosting self-esteem workshops for youths, raising funds to pay for mammograms for women who can’t afford them, or overseeing Cinderella for a Day, an empowerment program and prom project for middle and high school girls where hundreds of gowns are given away to the attendees, along with accessories and shoes. Even LaToshia’s birthday is a day of giving. In lieu of gifts, she does a service project. She’s collected socks, blankets, and books for shelters. For National Woman’s Small Business Month, she partnered with the Houston Area Urban League, the SBA, and several women-owned businesses to hold a dinner and panel-style discussion to talk about issues women face in the workplace and in building their business. “The idea,” explains Norwood, “is to shift our focus from seeing each other as competitors but more as compadres.” Norwood is also a member of the Junior League of Houston, Greater Houston Women’s Chamber, Houston Urban League Professionals, and Alpha Kappa Alpha Sorority Incorporated. “I joined Alpha Kappa Alpha after I graduated from college,” explained Norwood. “Alpha Kappa Alpha is a service sorority, founded in 1908, which focuses on education, retirement, and access to resources. It’s an amazing organization and there are members in every C-level executive boardroom that you can find. I am also very proud to serve as Vice President of Marketing and Communications for PMI Houston and as Chair of the Education Committee for the HMSDC (Houston Minority Supplier Development Council). I’m really excited that I get a chance to utilize my gifts and tools and resources to be a blessing to those organizations.” One of LaToshia’s crowning achievements has come with her involvement with Leadership Houston, a yearlong lead-

ership training program which culminates with a class project in which Norwood was project manager. “We renovated the computer lab and library at the Shape Community Center,” says Norwood. At the end of the program, by a vote of peers and classmates, one person who exemplifies leadership and other amazing characteristics is awarded the Patrice Johnson Award. For Leadership Houston Class 33, that person was Norwood.

of Business Opportunity and, while not a part of L’Renee & Associates, he “definitely is an amazing supporter, ambassador, and cheerleader,” acknowledges Norwood. “I don’t have to call him often but, when I do, he’s always there willing to make suggestions or to give feedback or give constructive criticism, which I appreciate so much.”

The most important piece of advice that Will has offered came when he obHowever, the greatest gift that Nor- served that LaToshia was working so wood has received while volunteering hard at doing everything with perfection is her husband, Will. The two met while that it started to paralyze her. “I can’t volunteering for a gospel dance compe- wait for you to fail and just get it out of tition over six years ago. Each meeting the way,” he said. “Because once you fail, would start with a prayer and scripture. you’ll get over that fear and move on to When it was Will’s turn to expand upon doing big things.” That observation has the scripture, he talked about teams led LaToshia to realize that “We are per( from Corinthians) and how no matter fectly imperfect at what we do, and evwhat one’s role on the team is, each are erything happens for a reason. Now, we of equal value and importance. LaToshia LaToshia is on a mission to help companies reminisced, “I had heard that scripture mitigate risk, cut costs, and execute so many times and I had heard that ser- proficiency - one project at a time. mon preached so many times, but the Photo by Gwen Juarez way he articulated it was so unique and so different that I literally leaned in my chair and I looked over and I thought to myself, I like him. It was the first time I had ever felt like that.” Nevertheless, the two kept things very professional. They communicated by email. They hadn’t even exchanged phone numbers. It wasn’t until the long Thanksgiving break approached that Norwood emailed him, “Are you ever going to ask me for my phone number?” Will then responded, “I was going to ask you today.” Later that evening, Will did call. “We ended up going to get sushi for dinner and to a movie,” recalled LaToshia. “We just had such an amazing conversation. I felt like I was talking to someone who I really wanted to have in my life forever.” They have now been married for nearly five years. Will is the Business Development Manager for the City of Houston Office [ NOVEMBER/DECEMBER 2016 ] WWW.SBTMAGAZINE.NET 7

COVER STORY

LaToshia says that husband Will is her biggest cheerleader, worst critic, best friend, and greatest gift!. Photo courtesy of LaToshia Norwood

do not allow fear of failure to paralyze us; we focus and do it afraid.” The couple has a 12-year-old daughter named Lily, who lives in Atlanta with her mom but spends summer and all of her breaks in Houston. With some encouragement, Lily started her own business making buttons for Norwood for the agreed-upon sum of 25 cents apiece. “She created an assembly line that was quite impressive,” says Norwood. “She was working so fast that I had to try to slow her down.” When she completed the project, Lily asked to be paid. Norwood responded, “I don’t pay vendors without an invoice.” Lily then asked, “What’s an invoice?” Norwood answered, “Do your research and figure it out.” In no time at all, Norwood got a sweetly worded text message from Lily with a very professional invoice for services rendered. “She’s really picking up on the work that I do and the work that her dad does,” said Norwood proudly. “We encourage her to be creative and to focus on all of the lessons that she’s learning along the way.” “When I was working in corporate America,” recalled Norwood. “I had an amazing opportunity to be in a meeting with a CEO of Chick-Fil-A. The obvious

question was asked, ‘Why are you not open on Sunday? Our children cry every time they see a Chick-Fil-A sign and they want it, but it’s a Sunday and you’re not open!’ What he said was so profound and it really helped to frame for me the way that I wanted to run my business.” He said, “We will never be open on Sundays. We believe that Sunday is a day of worship, and we also want our team members to have an opportunity to do that. In addition to that, we start every meeting with a prayer.” Norwood continued, “I was sitting there thinking there was no way working for a corporate company that I can start a meeting with saying, ‘may we pray.’ I said, when I start my own company, I am going to do that. Although I am the founder of L’Renee & Associates, I am not the CEO, God is. I am the Managing Partner. We start our meetings with a prayer. It’s integrated into everything that we do. In addition to Godspeed that my mother would always sign off on, I sign off on it with everything that I do.” One day, LaToshia’s good friend asked her if she ever considered not including Godspeed in her signature and in what she says and does. “There might be some people who might be uncomfortable with that,” admits Norwood. “I understand

8 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

your point and I appreciate you sharing that with me but, honestly and truly, I am not ashamed of my faith. It is involved in everything that I do. More importantly, if some choose not to do business with me because they are offended by my faith, I don’t want to do business with them. So, everything that we do within the business, our associates -- we get together and pray. We read our bibles and we pray that everything we do will give God glory and be a blessing to someone else.” Everything LaToshia does is infused with her commitment to living an ethical and sacrosanct life. Whether through community service or stellar business practices, she spreads her mother’s legacy of integrity and excellence in all she does. “Everything that my mother taught me and everything that she was is definitely a representation of what it takes to operate with excellence and to be very focused and driven. More importantly, she taught me to love all the way and know that the work that I do should always be a blessing to others and that it’s a blessing to be a blessing,” concludes Norwood. That’s truly what L’Renee & Associates is about. Not only do they help their clients build a strategy, they also help them accomplish their goals. Such an amazing gift that is always done with Godspeed! SBT

Project management transcends all industries. Photo by Gwen Juarez

DYLgk`aY k Ogj\k g^ Oak\ge 1. Review all documents from the first letter to the last period. 2. Define the customer’s expectations. 3. Create a “Punch List” of the customer’s acceptance criteria. 4. Ask for clarification if needed, there are no dumb questions. 5. Stop winging it, and develop a Project Management Plan. 6. Plan for the “what ifs”. It’s better to be proactive and not reactive. 7. Execute the plan. 8. Check your work along the way, and document everything. 9. Acquire the customer’s signature when you deliver the product, goods, or services. 10. Recon the project’s pluses (what went right) and deltas (what went wrong) with your team, stakeholders, and clients.

[ NOVEMBER/DECEMBER 2016 ] WWW.SBTMAGAZINE.NET 9

EDITORIAL FEATURE

HmZda[ K]jna[] 9ffgmf[]e]flk BY HANK MOORE CORPORATE STRATEGIST™

on-profit organizations and the causes they promote are greatly served by enlightening the public. Public education is an important part of the charge for those organizations.

The earliest PSAs promoted the selling of war bonds and were shown in movie theatres during World War I and II. The campaigns included: “Loose lips sink ships” and “Keep them rolling.” With the advent of radio in the 1920s and its popularity in the 1930s and 1940s, it was a natural sign-off for national shows to include public service messages. Local stations began airing PSAs during their programming to fill the holes when they had not sold all the commercial availabilities. Then, there were Community Calendar shows. Every disc jockey had their favorite causes, and talk shows often featured representatives of non-profit organizations to discuss their services. When television hit in the late 1940s, public service advertising was institutionalized. PSAs were aired, just as had been done on radio. Local TV stations promoted non-profit organizations via recorded and live spots, ID slides and crawls of calendar items in local communities. Some of the famous campaigns included annual United Way appeals, Smokey the Bear (“Only you can prevent forest fires”), McGruff, the dog (“Take a bite out of crime”), the United Negro College Fund (“A mind is a terrible thing to lose”), Just Say No to Drugs, the American Cancer Society (“Fight cancer with a check-up and a check”), anti-smoking campaigns, voter awareness, vaccinations, immunizations, educational programs, etc. Many of the famous PSA campaigns were created by The Advertising Council. This was a consortium of advertising agencies who lent their creativity on a volunteer basis to a variety of causes. These ads won awards for creativity and spurred participating agencies to serve their clients and communities by their volunteer service. Other PSAs were devised by public relations agencies and the non-profit organizations themselves. The Partnership for a Drug-Free America was founded in New York City in 1985. It was a consortium of advertising agencies who produced public service messages discouraging drug use. It coordinated campaigns with the federal government in its efforts to stem the spread of illegal drugs. 10 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

PSAs have had a massive impact on our culture. They steered many people into lives committed to community stewardship and leadership. In the old days, broadcasting was regulated. Stations had to reapply for their licenses from the Federal Communications Commission every three years. We were required to keep Public Files of correspondence from the listeners and community stakeholders. We were required to perform Community Ascertainment, a process by which we interviewed leaders on problems of the municipality and how our station might help to address them. Through all that, I became enamored with community service, developing trust relationships with stakeholders. Newspapers began contributing space to non-profit causes back in the 1930s, plus writing stories on many of the programs. Community newspapers followed suit in the 1950s, 1960s and 1970s. The billboard industry began offering free public service facings to non-profit organizations in the 1960s. As public opposition to billboards as environmental blockages increased, its industry made efforts to work with non-profit organizations to get their words out. In the 1990s, I testified to my city council on behalf of the billboard industry. I stated that they would never get rid of the signs, and their best strategy would be to work with the industry, assuring that local non-profits would be served through PSA boards. Then came my next time to testify, and recalling this incident makes me sad. I testified before the U.S. Congress, begging them NOT to deregulate broadcasting. I was there in support of non-profit organizations and said that deregulation would be a death-knell to public service advertising on radio and TV. I said that unless the FCC requires PSA quotas to broadcasters, they would not deliver the time. I opined that a handful of mega-corporations would ultimately own broadcasting frequencies and would not have the same public service commitment as did the “mom and pop” broadcasters that they purchased. Sadly, history has proven me to be correct. Because of deregulation, non-profit organizations were forced to buy time on radio and TV. Many got corporate sponsors to pay the freight. Others cut into programs and services in order to fund marketing. That is exhibited when you see every

competing educational institution buying airtime to promote their services to the community. I performed a management study for my state comptrollerâ&#x20AC;&#x2122;s office. I reviewed the costs of public awareness campaigns on behalf of state agencies. I opined that agencies felt compelled to spend funds to compete with each other in the arena of marketing.

source for public service messages. I encourage corporations to have a Community Corner on their homepages. Highlight the causes that they support. Put filler ads for non-profit groups on their websites. Encourage their customers and stakeholders to support their designated causes. Non-profit organizations need the support of Cause Related Marketing.

New forms of public service announcements have emerged to take the place of lost free time on radio and TV. In the 1980s, I started producing filler ads for community newspapers. They were laid out in the style of paid advertising and were furnished as camera-ready copy for newspapers, in the most-needed space fillers as the newspapers had. Thus, they were used.

Here are some final tips for non-profit organizations in constructing their public service campaigns: r $BSFGVMMZ DIPPTF ZPVS UPQJD $SFBUF QMBVTJCMF OBSSBtives. r 3FTFBSDI UIF NBSLFUQMBDF BOE ZPVS DBVTF GPS TVQQPSU r $POTJEFS ZPVS BVEJFODF (FU SFBDUJPOT GSPN ZPVS BVEJences. r (FU UIF BUUFOUJPO PG TUBLFIPMEFST DBSFGVMMZ BOE UBTUFfully. SBT

In the 21st Century, I believe that the future for public service announcements lies on-line. Every non-profit has its own website, and most have blogs in order to disseminate public awareness messages. Many non-profit organizations are producing videos for YouTube. Now for something new, yet Iâ&#x20AC;&#x2122;ve been advocating this since 1997. I believe that corporate websites are the most untapped

Contact information for Hank Moore. Website: http://www.hankmoore.com. Email: hankmoore4218@sbcglobal.net. Phone: 713-668-0664. Hank Moore has advised 5,000+ client organizations, including 100 of the Fortune 500, public sector agencies, small businesses and non-profit organizations.

EDITORIAL FEATURE

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of Opportunities BY FOUR-TIME OLYMPIAN RUBEN GONZALEZ

pportunity is everywhere. Just keep your eyes open and focus on finding it. Once you spot an opportunity, if you decide you are willing to do whatever it takes, it’s only a matter of time before you get what

you want.

In November 1987, we had just arrived at the luge track in St. Moritz, Switzerland. We were about to begin training and qualifying for the World Cup Race that weekend. The International Luge World Cup Circuit is like a traveling circus. Every week, you see the same group of athletes at a different track. We typically travel on Mondays; train and qualify, Tuesday through Friday; race on the weekends; then travel to the next track. As soon as we got to the St. Moritz track, I noticed something was different. There were only three sleds signed up in the doubles competition. Doubles luge is a wild sport consisting of two athletes lying on the same sled. They both steer, but only the top man can see. The top man gives body signals to the bottom man to tell him when to steer. It takes years to develop the trust, communication skills, and teamwork required to do well in doubles. I’d never done it. I’m a singles luge racer. But only three sleds! What an opportunity! I ran to my best luge buddy, Pablo Garcia of Spain, and excitedly told him, “This is our chance! We’ll never have another opportunity like this! We have to find a doubles sled and race. If one of those other three sleds crashes, we’ll have a World Cup Medal!”

=n]flmYddq$ A ^gmf\ Y eYf o`g `Y\ Y lo]flq q]Yj%gd\ jmkl]\ gml kd]\ af `ak k`]\& @] Y_j]]\ lg d]l mk Zgjjgo al& O] kh]fl l`] f]pl log \Yqk _]llaf_ l`Yl Yflaim] kd]\ jY[]%j]Y\q Pablo’s no dummy. He saw the opportunity right away. But we still had to talk Coach into letting us race. We told him the opportunity was too good to pass up. It was even worth the risk of injury. Coach said, “If you can find a doubles sled in this town, you’ve got my blessing. Finding a doubles sled in St. Moritz was going to be a real challenge. Even though they have a track, St. Moritz is not a big luge town. They love bobsled and skeleton (head-first luge), but hardly anyone in St. Moritz does the luge. That didn’t matter to us. We were determined to do whatever it took to make it happen. I spent two days knocking on doors all around the town asking the locals if they had a doubles sled we could borrow. I was cold-calling in a foreign country – in a town that does not like lugers! They speak German in St. Moritz. I don’t. But it didn’t matter. When you want something bad enough, the facts don’t count. You just do it. I knocked on the doors, regurgitated a German phrase I had memorized – “Haben sie ein doppelsitzer rennrodeln schlitten fur die weltcup renn?” and hoped they nodded! Eventually, I found a man who had a twenty year-old rusted out sled in his shed. He agreed to let us borrow it. We spent the next two days getting that antique sled race-ready.

12 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

On race day, everyone came out to see Pablo and I kill ourselves trying to do doubles. We almost did! We were on the verge of crashing the whole way down. But we finished the race, placed fourth, and actually received a World Cup Medal (we’d never even seen a 4th place medal before, they usually only award medals to the top three finishers), got out pictures in the paper, and best of all, we earned so many World Cup Points for coming in fourth, that by season’s end, we had a world ranking of 14th in the doubles!!! The following week, the word that Pablo and I had taken fourth in the World Cup spread like wildfire in the luge circuit. Some of the athletes who had not shown up in St. Moritz heard about what we had done, but passed off our victory saying, “we were lucky.” Pablo and I explained to them that “luck had nothing to do with it.” We simply had seen an opportunity, and made a decision to do whatever it took to win, and in the end, won! We made our own luck. I guarantee you that if you will develop that attitude – the attitude that you will go for it and give it your all, your life will be a lot more fun. People will be amazed at the things you accomplish. Jump and the net will appear. It really will! SBT

Ruben Gonzalez is an award-winning keynote speaker and the author of the critically acclaimed book, “The Courage to Succeed.” His experiences as a three-time Olympian and as the owner of two businesses give him a unique perspective on how to conquer the corporate struggles of today. For his free 10-Part Success eCourse, visit www.StartWinningMore.com or contact him at 832-689-8282.

EDITORIAL FEATURE

Kmh]j =Ykq OYqk lg =f_Y_] Qgmj 9m\a]f[] BY PAM TERRY

ne of the most common questions I get from professional speakers and wannabe speakers is “How do I keep the audience interested?” I get it. Nobody wants to be speaking when no one is paying attention or listening. It’s the utmost in rejection!! I will share some super easy tips that will guarantee to engage your audience that you can begin using immediately.

9. 10. 11. 12.

The easiest technique to engage your audience is to ask a question. Think about it - questions are the ultimate in creating curiosity. Why? Because the “mind” wants to answer. Questions never fail to engage people. Speakers who don’t use them or who don’t use them enough are missing a great opportunity to keep their audience interested. Seinfeld bases his humor on questions, as do many comedians. To engage your audience, use questions all throughout your presentations. Keep practicing until it becomes second nature. Keeping your audience interested is as simple as INVOLVING them. (#1 Rule – Always, always, keep it positive. Never insult anyone in the audience.) Here’s a list to get you started: 1. Ask questions, whether your audience answers them or not. Questions are the #1 way to go. 2. Make Eye contact - zero in on people and make meaningful eye contact. 3. Call out audience members. Especially, in a smaller setting, say audience member’s names. 4. Acknowledge people. 5. Ask for a volunteer. Have them come up to the front or the stage - where ever you are. Ask someone to write on the white board or flip chart (ask, “who has good handwriting” or “who likes to write on white boards?”) 6. Have members of the audience partner up to do a shared exercise. 7. Ask them write something down.

13. 14. 15. 16. 17. 18.

Ask questions like, “how many people XYZ” or “who has ever XYZ” or “who owns an XYZ” and have people raise their hands. Ask if anyone has any questions. Give a quiz or an assessment “ Have handouts and ask someone to help you hand them out. Go over the handouts. Ask someone to read something out loud - whether it’s on a PowerPoint or in a handout or a book. Give an assignment during the presentation or during the break. Have people stretch. Have them sing a song. Have them dance (you supply the music) - seriously! Have them share what they learned. Have them share what they got out of an exercise, assignment, or paired share.

Notice that successful entertainers do some of the things in the list above. If you are exceptionally funny and entertaining, you have achieved the ultimate in audience involvement. Whether the audience is laughing or raising their hands, to keep them interested, you must have them lean in - and that means, get them involved. Get them involved and connect with them. Be passionate and be authentic (it makes you relatable!). The most interesting thing happens when you keep your audience involved. The more involved they are, the better they will perceive you as a speaker! Why do you think that is? Because you made your presentation meaningful to them. (You weren’t just lecturing and doing a monologue.) Public speaking can be fun, especially when you make your presentation meaningful for your audience. Pam Terry is a speaker coach, trainer, and marketing strategist. You can reach Pam at 832-276-4153 or pam@pamterry.com. [ NOVEMBER/DECEMBER 2016 ] WWW.SBTMAGAZINE.NET 13

EDITORIAL FEATURE

@gda\Yq Km[[]kk Lahk ^gj

KeYdd :mkaf]kk]k BY CHRISTINE NESSEN

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he holiday season is hectic for everyone, especially small business owners (SMBs). However, there are ways for SMBs to truly enjoy this time, without compromising the success of their business.

Mladar] HYjlf]jk`ahk According to the latest small business Index, small business owners reported that their primary holiday concerns include cash flow (32 percent) and productivity (23 percent). To stay productive and on-task, SMBs should lean on business partners for support with necessary business solutions, products and services. Building strong relationships is key to extending capabilities, and supporting the longevity of small business success. Additionally, find ways to incentivize employees, such as with mini-contests or a holiday party, to keep spirits high and focused on being productive ahead of the holidays.

;j]Yl] Y HdYf It’s important for small business owners to plan for the holidays, so their business can thrive during what is often one of the busiest times of the year, and end 2016 on a strong note. Building an end-of-year strategy helps SMBs maintain momentum and stay on track. This strategic planning allows SMBs to account for business changes and influxes. In addition, keeping momentum up is key to meeting end-of-year sales goals and deadlines. Further, the Index found that 18 percent of small businesses listed planning for the next year as a concern during the holidays. Ensuring day-to-day work is covered so that there is enough time to thoughtfully develop a plan for the next year, will take away last-minute stressors. Set aside time devoted to end-of-year close outs and 2017 planning.

@aj] K]YkgfYd KlY^^ Small business owners need to stay nimble and resourceful in order to survive. However, nearly 14 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

one-in-three (30 percent) SMBs indicated they could benefit from hiring temporary employees during the holiday season. Of those that could benefit from the extra seasonal help, 87 percent plan to hire temporary employees, with the majority (37 percent) planning to hire six to 10 workers. Seasonal staff can be imperative during the chaos of the season, to help with increased business needs and allow full-time employees to take time off to enjoy the holidays. It may also help you reach end-of-year goals and give you extra time for 2017 planning!

LYc] Lae] G^^ Only one-in-four SMBs (27 percent) plan to work during the holidays, which indicates that most small business owners understand the benefits of prioritizing schedules and creating time for worklife balance. Taking a step back to unplug from work is critical so that small business owners don’t burn out during the holidays. It’s essential to make time to recharge and be with friends and family. Preparing for the holidays allows small business owners to better enjoy the season without causing business to suffer. All small businesses are unique, but taking the time to realize and utilize partnerships, develop a smart plan, maintain momentum, hire extra help and step away for a bit, will help to streamline business during the end-of-year rush.

Kmjn]q E]l`g\gdg_q'KYehd] ImYdaÚ[Ylagfk Interviews are conducted via the Internet among a nationally representative sample of small and medium-sized businesses. The Quarter 3 wave of interviewing was conducted from July 15, 2016 to September 30, 2016 among a total of 2,858 small and medium-sized businesses. Interviewing will be conducted on a monthly basis in order to track shifts that occur over time. SBT Christine Nessen, Senior Director of Contract Marketing for Office Depot, Inc. www.officedepot.com

EDITORIAL FEATURE

KlYjlaf_ 9 F]logjcaf_ ?jgmh HYjl ) BY GAIL STOLZENBURG

id you know why many socalled business networking groups could be a waste of your time? They should be labeled “social” networking groups because there is no real emphasis on “business” networking and no accountability. If you are unable to find an effectivel business networking group, one option is for you to start a group. You could choose to start a group under the umbrella of an existing organization such as BNI, L.E.A.D., InHouton, or many other groups. The advantage is that much of the work is already done for you such as building name recognition, creating policies and procedures, and you could receive referrals from other chapters of the existing organzation for prospective members.Or, you could choose to start a new organization on your own. Either way, the steps listed below will be beneficial to you. WHY - Determining the reason you are starting a new group is most important and be very specific on the purpose. There should also be a vision statement for the long term objective, a mission statement for how you operate, and a business plan including marketing, budgeting, and operations. The Law of Reciprocity - Like all networking events, it is important that the philosophy includes the law of reciprocity or servant leadership or pay to forward or give before receiving. As Zig Ziglar says, “You can get anything you want in this life by helping others get what they want”. This is a paradigm shift for many

people in sales but it has proven to be the most effective system. Group Type - Decide whether you want an “open” or “closed” group. An open group would allow multiple representatives from the same profession or industry. For instance, you could have six insurance agents in the group, similar to chambers of commerce. With a closed group, you would have exclusivity, only one representative of an industry or profession. Location - is one of the keys. Just like it is for real estate. Most people have been told that people decide whether to continue the conversation with another person within the first 8 seconds or less. This also applied to the perception of a meeting location. Cleanliness, signage, easy access, parking, lighting, meal prices, and attractiveness are all expected. What also needs to be present is a team of greeters, printed goals for the group, introductions to complimentary business owners, briefing on the agenda, a networking library, and a feeling of inclusiveness. Just like Starbucks, Ritz Carlton, and Mercedes, it is all about the experience – how you make people feel.

Recruiting – In most business networking organizations there are certain professionals who form the core group. That core is usually composed of a realtor, mortgage lender, financial advisor, insurance agents (health, life, and property & casualty), CPA, banker, attorney, health care, and a few more. The recruitment process is accomplished by building an inviting mindset – having everyone inviting prospective members, who are complimentary to the member’s business and help to form a contact sphere. The average attrition rate due to job change, moving, health issues, etc. is one member per month from a group that has 30 – 40 members. That means at least two members need to be recruited each month to continue growth. One of the top networking trainers in the world, Tom “Big Al” Schreiter, has written a book with his son Keith you might want to read to learn more entitled “Start Super-Networking: - 5 Simple Steps to Create Your Own Personal Networking Group.” So, the next time you host or attend a networking event, check to see if these criteria are met. Additional criteria will be listed in next month’s article: Starting A Networking Group Part 2.

Goals – We’ve talked about perception when a visitor arrives at your new networking group. Can you imagine the affect a goal board would have that See you at the next networking event! showed budget and actual information SBT on topics like referrals, 121s, visitors, and money changing hands? One of the serets of successful networking groups Gail “The Connector” Stolzenburg is having the members committed to a Author of “Connections Now – Contacts to Clients” specific goal or goals. When indivudal Gail@GailStolzenburg.com 281 493 1955 goals and group goals are synchronized, www.GailStolzenburg.com something almost magic happens.

[ NOVEMBER/DECEMBER 2016 ] WWW.SBTMAGAZINE.NET 15

EDITORIAL FEATURE

;`ggkaf_ l`] Ja_`l HYjlf]j l`] >ajkl Lae] BY CONNIE BARNABA

hatâ&#x20AC;&#x2122;s the best way to grow your business in a highly-competitive, unpredictable economic climate? Business experts are advising small business owners to increase capacity and spread risk by choosing one or more business partners. That may be great advice, but choosing a business partner is a big decision with all the earmarks of choosing a marriage partner. Anyone who has experienced a divorce knows a marriage that may have been easy to get into may be difficult and costly to get out of. From a business perspective, the financial health of a potential partner may be an important factor, but there are a number of other important considerations that should not be overlooked in the decision-making process. The following is a list of seven factors to take into account when choosing the right partner. r .BLF B 4IPQQJOH -JTU Develop a reasonable list of the â&#x20AC;&#x153;must havesâ&#x20AC;? that will influence your decision. An objective list of selection criteria developed before you begin the selection process will ensure that each partner candidate is assessed against the same important selection criteria. It will also help insulate your decision-making against potential partners that present themselves very well in person, online, and in marketing materials but fail to meet standards you have established as essential.

r %PO U 'BMM .BEMZ JO -PWF XJUI UIF 'JSTU 1PUFOUJBM 1BSUOFS Limiting consideration to one business â&#x20AC;&#x201C; even if that business appears to meet all of your selection criteria â&#x20AC;&#x201C; is inadvisable. Considering more than one partner will validate whether your list of â&#x20AC;&#x153;must havesâ&#x20AC;? is unrealistic or whether the list should be expanded to include requirements not previously considered. r 5SVTU #VU 7FSJGZ Protecting the business brand is important. So donâ&#x20AC;&#x2122;t hesitate to request a list of key customers and business references. Be sure to contact the references. They can verify the alleged relationship exists, the duration of the relationship, and the quality of service and/or the integrity of the business owner. Itâ&#x20AC;&#x2122;s also a good idea to check that all business certifications, licenses, insurance certificates, etc. listed by the potential partner are current. r -PPTF -JQT 4JOL 4IJQT Donâ&#x20AC;&#x2122;t enter into a discussion of a potential partnership without a well-written, signed, mutual confidentiality agreement. Resistance by a potential partner to 16 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

signing a mutual confidentiality agreement is a large â&#x20AC;&#x153;red flag.â&#x20AC;? The purpose of these agreements is to protect both parties against unauthorized disclosure or use of the otherâ&#x20AC;&#x2122;s confidential information. Refusal to sign a confidentiality agreement is an indication that the potential partner is not willing to make that commitment. Itâ&#x20AC;&#x2122;s also advisable not to disclose everything about your business immediately, even with a signed confidentiality agreement in hand. The number and types of disclosures made should be dictated by the time and trust invested in the relationship. r %BUJOH 1SJPS UP .BSSJBHF JT "MXBZT B (PPE *EFB Inviting a potential partner into your social circle is another way to â&#x20AC;&#x153;vetâ&#x20AC;? a partner. A good business partner will display values that you respect and will not embarrass you in social settings by failing to dress appropriately, by drinking alcoholic beverages excessively, or by failing to observe simple rules of etiquette. Neither will a partner attempt to â&#x20AC;&#x153;one upâ&#x20AC;? you in the presence of friends and colleagues whose relationships you value. r 5FTU UIF 3FMBUJPOTIJQ An agreement that works perfectly on paper does not always pass a â&#x20AC;&#x153;reality test.â&#x20AC;? Before committing to a long-term relationship, pilot the partnership on one or two projects. However, avoid involving your best customers in the testing process. If the potential partner performs well, itâ&#x20AC;&#x2122;s a good indication that both parties are committed to holding up their end of the bargain. r /FHPUJBUF BO i&TDBQF $MBVTF u Sometimes after taking all precautions, a business relationship does not work. In that case, either party should be able to terminate the relationship in an expeditious manner based on terms the parties have agreed upon. Choosing the right partner is never an easy decision, but by following these seven straightforward steps, small business owners can make better decisions when choosing compatible partners. SBT President, Barnaba & Associates, Inc. connie@businessmarriages.com, 281-381-3250, www.businessmarriages.com

EDITORIAL FEATURE

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Infrastructure Positioned for Growth? BY DAVID FURTH

r &BSMZ NPOJUPSJOH NBLFT ZPV CFUUFS QPTJUJPOFE for growth. Studies indicate that itâ&#x20AC;&#x2122;s very beneficial to put early financial monitoring systems in place. When SMBs establish tools to measure such metrics as profitability, customer acquiAs a small-to-medium-sized business (SMB), sition costs and budget variances, they experiyou might wonder why you should establish ence increased growth and valuation as coma financial infrastructure when everything is pared to their counterparts. Such frontrunners working out fine right now â&#x20AC;&#x201D; but the health of are able to monitor their businesses in real time, your company may depend on it. Here are four develop accurate trend reports and forecasts, key reasons not to procrastinate and to build up and identify potential roadblocks and opportuyour capabilities sooner rather than later: nities. They have access to the data they need to make critical decisions such as when to hire, r *U T FBTJFS UP EP JU OPX -JLF BOZUIJOH JU T FBTJFS raise capital, invest in R&D, etc. to make change in a smaller environment when You might wonder how you can plan for fuactivity velocity is lower and slower. Itâ&#x20AC;&#x2122;ll only get ture growth and know what you will need in the harder later when you may not have the luxury future. You can start by visualizing what success of time to plan, consider what you need, get it might look like 12 to 24 months from now. Conup and running and get everyone on board. sider the details of what will be different. What r *U QSPWJEFT NBLF PS CSFBL WJTJCJMJUZ JOUP UIF type of business activity, employees and cusbusiness. While small and medium-sized busi- tomers might you have? What would you need nesses live and die by cash flow and good fiscal to do to get there and what would your organimanagement, the reality is that they typically zation need to look like to support that growth? are challenged with tight cash flow, a slim mar- Consider the changes that you might need to gin of error and no real financial safety net. A make in products and services, hiring, and marsolid accounting infrastructure lets you mon- keting and sales, among other areas. Make sure itor and analyze the data to make sure your that whatever infrastructure you put in place is business is on track and lets you know exactly flexible and scalable to grow with your needs. hen is the best time to put accounting and financial management infrastructure in place? The answer might be â&#x20AC;&#x153;Yesterday.â&#x20AC;?

where you stand at any point in time, so you can avoid unpleasant surprises that could critically impact your business. r $PNQMJBODF XJUIJO BO FWFS DIBOHJOH SFHVlatory environment. As the Greek philosopher Heraclitus noted, â&#x20AC;&#x153;The only thing that is constant is change.â&#x20AC;? Thatâ&#x20AC;&#x2122;s certainly true when it comes to the regulatory environment. ASC 606 and IFRS 15 are revenue recognition rules on the horizon today, and we can be sure that there will be others tomorrow. By having the right financial infrastructure in place, youâ&#x20AC;&#x2122;ll be able to more easily keep up with and comply with the ever-changing and complex regulatory environment.

With the critical financial and operational pressures SMBs face today, you canâ&#x20AC;&#x2122;t afford not to know whatâ&#x20AC;&#x2122;s going on in your business. By establishing a full view of finance and operations across the entire business, monitoring business metrics, and analyzing them by different dimensions and angles, you will get a clear picture of business trends, issues and opportunities to make more strategic business decisions and chart a path for business growth. David Furth is President of Leap the Pond. He can be reached at dfurth@ leapthepond.com or 1 (203) 361-9200. http://leapthepond.com/

[ NOVEMBER/DECEMBER 2016 ] WWW.SBTMAGAZINE.NET 17

EDITORIAL FEATURE

L`] =kk]flaYd <gk

and Don’ts of Branding BY JULIE COTTINEAU

n today’s hyper-competitive marketplace, companies can really benefit from unique branding as a way to stand out; especially since 50% fail in the first year and 8 out of 10 entrepreneurs don’t make it past 18 months. Branding has the power to elevate a product or company, but it also has the ability (if not done right) to confuse the public and leave you blending in with the crowd. Here are three essential do’s and don’ts of branding that will help you connect with consumers and increase your chance of breaking through.

)&<gf l Mf\]j]klaeYl] l`] Hgo]j g^ Y Kljgf_ :jYf\ The biggest mistake I see business owners make is that they don’t pay enough attention to their brand. This is typically because the definition of “brand” is misunderstood. Brands are not simply names, logos, or websites. Brands are valuable business assets, and these assets need investment, expertise, and constant attention. A brand is your relationship with your customer. If you keep it healthy, it will help you build loyalty. Strong brands also have tangible business benefits. They allow you to charge a premium, get customers to ask for you by name, increase trial of new products and services, and inspire word-of-mouth marketing. Strong brands can also provide more slack in terms of forgiveness when you mess up. And let’s face it, all brands—even Apple— make mistakes from time to time.

*& <g Mk] Qgmj :jYf\ Yk Y >adl]j ^gj C]q :mkaf]kk <][akagfk Once you’ve defined your unique brand

9k Y keYdd Zmkaf]kk gof]j gj ]flj]hj]f]mj$ qgm Yj] egj] l`Yf dac]dq oYdcaf_ Yjgmf\ oal` ZjYf\ Zdaf\]jk gf& L`ak ak o`]f qgm kh]f\ kg em[` lae] ^gddgoaf_ l`] ZjYf\af_ Yf\ eYjc]laf_ jmd]k g^ qgmj [Yl]_gjq l`Yl qgm ]f\ mh [ gehd]l]dq Zd]f\af_ af& promise—or, what I like to call Twist— your brand can serve as a great framework and filter for all the thousands of decisions that businesses need to make on a daily basis. Some of these decisions include: what new products and services to offer, what to charge customers, and how to effectively use social media. Strong brands can help you make these important decisions quicker and with more confidence. And strong brands bring their Twist to life at every single brand touch-point. Starbucks doesn’t just say it’s about community—and not just coffee—it proves it. Enter a Starbucks and you can feel the Twist brought to life. From the green-aproned baristas, the specific “Tall, Venti, and Grande” sizes, to the free Wi-Fi and comfortable leather chairs. Right away, you can feel that you are in not in an average coffee shop.

+& <g LYc] G^^ Qgmj :jYf\ :daf\]jk As a small business owner or entrepreneur, you are more than likely walking around with “brand blinders” on. This is when you spend so much time following the branding and marketing rules of your category that you end up completely blending in. Look at the marketing of your nearest competitors. Is there

18 SMALL BUSINESS TODAY MAGAZINE [ NOVEMBER/DECEMBER 2016 ]

anything that you really admire or really stands out? Chances are no. If you printed out the home pages of five brands in your competitive set and crossed out all of the logos, would you be able to tell who is who? Would most of the imagery look the same? Is there a predominant color that everyone is using? Are the key messages identical? If so, then you need to step away and take off your brand blinders. Close your eyes and think about any bank you know. Think about their logo. What color is it? Chances are strong that it is predominately blue and red. (Citibank, Bank of America, HSBC and Chase all follow this rule.) Then imagine a section on the website talking about saving for retirement. Close your eyes again. What’s the image you see? When I ask this question in my Brand School workshops, everyone immediately blurts out the same image: “Stylish couple in their 60s, dressed in white, and usually walking barefoot on a beach. They have short gray hair and piercing blue eyes that look off into the sunset with confidence in their financial future.” Why is fitting in a problem? As a business owner your potential customer is not just living in a world where your brand exists. As consumers we are overwhelmed with choices (it is estimated that we see 1,500-4,000 ads a day, but remember only 76), so standing out becomes critical. [Source: Belch & Belch: Advertising and Promotion]. SBT Julie Cottineau, Founder, Brand School Online Contact: Elizabeth.Martins@SmithPublicity.com

EDITORIAL FEATURE

*()/%*(*( Nakagf ^gj D]Yjfaf_ BY SONIA CLAYTON, PRESIDENT AND CEO OF VIRTUAL INTELLIGENCE PROVIDERS, LLC,

irtual Intelligence Providers, LLC (www. vip-global.com) conducted a survey of 6 Fortune 500 Corporations and 6 small supply chain vendors of the same corporations. We discussed key elements of success in learning to include: The use of mobile technologies, incorporation of social learning experiences, integration and collaboration of social media, succession planning, data analytics, performance metrics and implementation of adaptive learning principles.

QFSDFOU PG DPNQBOJFT XJMM DPOTJEFS MFWFSaging social learning activities (Pull Economies) from other corporations.

'SPN UIF TBNQMF PG DPSQPSBUJPOT TVSWFZFE we recognized serious security concerns, on the part large fortune 500 corporations.

PG QFSDFOU NFSHFST BOE BDRVJTJUJPOT XJMM be leaving behind much capital in undocumented knowledge, processes and valuable data equivalent to valuable operational power. Biggest mistake will be the lack of documentation and succession planning programs.

QFSDFOU PG UIF TBNQMF DPSQPSBUJPOT TVSveyed consider translation and localization as unnecessary for training.

OUR FINDINGS: With at least 135 oil and gas companies in deep trouble, according to Debtwire Analytics, a New York company that studies debt and predicts coming bankruptcies and restructurings, Texasâ&#x20AC;&#x2122;s primary industry is still under stress. The following paragraph highlights the common trends affecting the future of enterprise learning discussed in the sample corporations of these study. r

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During this changing moment of the economy any corporation runs the risk of losing its most valuable assets (people), due to operational downturn or just to panic. Hence, the need to QFSDFOU PG EFDJTJPO NBLFST XBOU UP TFF develop a strategic succession plan with approvalue, integration and new technologies ap- priate business process documentation and plied to learning and development succession strategy. A common trend observed during this market evaluation is that most #Z .JE +BOVBSZ POF UIJSE PG DPNQB- companies are unable to build lasting or loyal nies will be increasing their learning and relationships with their employees during these development budget by a minimal percent- challenging times. age. Another interesting fact documented in this QFSDFOU PG DPNQBOJFT EFTDSJCFE UIFJS survey is that few companies today truly emculture as â&#x20AC;&#x153;Controlling.â&#x20AC;? â&#x20AC;&#x201C; (Push Economy) power their employees with the tools they need and some CFOâ&#x20AC;&#x2122;s donâ&#x20AC;&#x2122;t see the value of train- to succeed. While Baby-Boomers still control the C level lines and rule under a senior cultural ing budgets. model of powerful silos, they feel threatened by 0OMZ QFSDFOU PG DPNQBOJFT XJMM DPOTJE- the technical trends and skills being incorporater the implementation of mobile learning ed by the new workforce and remain fearful of change. Demonstrating this fact is the 45 persolutions in 2017 [ NOVEMBER/DECEMBER 2016 ] WWW.SBTMAGAZINE.NET 19

EDITORIAL FEATURE

cent of employees who defined their companies’ culture as “controlling,” or a highly beurrocratic and with little collaboration or interest in diversification. Organizations large and small need to work as a team with the emerging generations and the flexible business offerings provided by smaller creative-companies. Pushing vendors under one umbrella or a single broker model will no longer work, since those brokers only represent more cost, in mark-ups, for the corporations. Large and small enterprises are now lowering cost, by breaking the broker model and by reaching out to smaller businesses for cost effective solutions and economies of “pull.” Besides, Training and Development is not a “body-shopping” operation, it is a specialty. So, it is not a staffing agency who solves these issues. Corporate savings are now represented by the most technological,

affordable, flexible, specialized, “pulling” organizations available in today’s market. Much consideration should be given to the new generations coming into power, innovative mechanisms, methodologies and technologies for learning and education. Corporations must consider economies of “pull,” because there lays the secret to best practices, affordable resources, tools, methodologies and optimization programs and applications. Sonia Clayton is the President & CEO of Virtual Intelligence Providers, LLC (www.vip-global.com) a Houston based corporation specializing in Information Systems Implementations and Training. This multi-million-dollar corporation serves customers across the world and since inception has generated an economic impact of $40M. Sonia is also an entrepreneur and philanthropist and a member of several higher education and community boards to include the information systems advisory board of the Marriott School of Business at Brigham Young University. Sonia is also a Harvard Business School Certified Negotiator.