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Overheard in the Metro October 17, 2011

Posted by solutionsbconsultants in Accountability, Business Improvement, human resources, Improving Personnel Performance.
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I was riding in the metro this evening and the conversation of the two guys standing next to me went something like this, “Can you believe how ______ treated our co-worker this morning?” “Oh, that’s nothing, he/she laid into ______ the other day for absolutely no reason” “I guess that’s why they call him/her ‘The Viper’.” “Well, you know he/she has always been like this, even to some of the Vice-Presidents…..”

We all have (or have had) someone like this in our workplace. A source of constant tension and poison that degrades performance and negatively impacts the company’s culture. Yet, no one chooses to do or say anything. Why?
Being me, I asked the guys, “Why has this been allowed to go on”. One of the fellows said, “Well, he/she has been with the company a long time and everyone is scared of him/her.”

Sure, confronting this person would not be at the top of anyone’s list (nor recommended), but you have a duty to yourself and your company to try and figure the problem out. And it doesn’t have to be confrontational. Sometimes people like this have worked themselves in a rut and don’t know how to extricate themselves. Changing their behavior is going to require you to be friendly, accommodating, and genuine. You will need to invest significant time trying to develop a relationship with them. Even if they berate you, stand tall, be professional and work through the anger. In the long run, everyone will benefit and you may develop an ally.

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Steve Jobs – What I learned October 6, 2011

Posted by solutionsbconsultants in Business Improvement, Customer Service, human resources, Improving Personnel Performance, Internet, Marketing.
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Steve Jobs passed away on October 5th, 2011. It’s hard even writing this fact down – the loss is so profound. I remember when I was in training at Apple in 2002, Steve came into the Apple Café and the Director of our program freaked out, warning us NOT to go up to him or talk to him. So we all, myself included, passed on speaking to the fellow who has revolutionized and changed our life.

Crazy isn’t it?

I am an Apple. Having been on the platform since the Apple II (and I may still have it somewhere), I have taken a lot of grief from the naysayers. The detractors said: its a toy, no IT department would adopt it, you could buy three PC’s for the price of one Macintosh, it doesn’t run any good software, blah blah blah. Now look at Apple’s market share and even more importantly, the charged-up, ecstatic, crazy customers that love everything Apple.

It is sad that many people will just get it today that Apple is and will always be something special. Born from a dream by someone who was a college dropout and described as directionless, Steve pursued his dream with fellow entrepreneur, Steve Wozniac. Steve didn’t make computers, he created tools that let us extend our current lifestyles and imagination. Seth Godin made a great point in his blog yesterday when he challenged all of us with the call to action, “What are we going to do with it?” The “It” is this wonderful tool that Steve and the other great folks at Apple have given us.

Now we just need to do like the Nike commercial and “Just do it”!

P.S. if Steve Jobs chose to invent the elevator, it would have a touch screen allowing you to deselect an incorrectly chosen floor AND the door open and close buttons would work! The iElevator would let you select relevant content about the building clients or local events thus helping passengers avoid those unnecessarily awkward elevator stares. The floor would have a small section that vibrates to sooth tired feet. You get the picture. Soon everyone would look forward to riding in an elevator again!

P.S.S. No, I am not an Apple snob – I have a PC and use it – mostly for Excel and VBA. If I were to liken it to a tool, I would call it an allen wrench – very good for very specific tasks. But I don’t carry an allen wrench with me all of the time….. I do, however, carry a MacBook, Ipad, and Iphone 24/7

How not to handle a people problem October 4, 2011

Posted by solutionsbconsultants in Accountability, human resources, Improving Personnel Performance.
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I spend significant time in Starbucks – love the coffee and the atmosphere. Occasionally, I meet someone who is just off the scale intelligent offering insight and wisdom. Today, wasn’t such a day and I believe you it is significant to speak about. Three folks came in and began a conversation right next to where i was sitting. #1 proceeded to bad mouth a slew of co-workers that he/she had. It appeared that #1 was a manager, quite intelligent in conversation and passionate about his/her work product. I was shocked that #1 spoke so openly about his/her co-workers in a negative manner and in a very public environment. #2 and #3 mostly listened to #1 as he/she droned on and on and on spewing negativity.

The point of this post is to encourage folks to discuss negative and positive issues directly with the person who is the causation of their pain OR not say anything at all and work around or through the problem. I cringed as I listened to #1 thinking why he/she would carry on in such a manner. Perhaps, he/she was unhappy in their career or felt threatened by his/her co-workers. Maybe it was just frustration – I have no way of knowing and I really wanted to ask #1 why? so I could gain some insight.

I hope you will think in advance (just as I will) before opening your mouth and speaking negatively about anyone. Ask yourself, what positive benefit is your conversation going to spark?

What really defines your effectiveness is how you handle problems. September 1, 2011

Posted by solutionsbconsultants in Accountability, Business Improvement, Procurement.
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A long time ago I was taught that the true measure of leadership was all about how you handled adversity. Project Management and Supply Chain professionals are faced with difficult situations all the time (that is the beauty of the job) and knowing what to do and what not to do is key. After all, everyone acts the way they do for a reason. Most of the time it is “perceptions” that people have either about themselves or others that are the root cause of conflict. And if you get under the hood and discover those perceptions, you will be able to solve most any challenge.

Last night, I attended an Institute for Supply Management (ISM) group had the pleasure of listening to Rhonda Jones Sparks, who spoke to us about leadership development and in particular how to facilitate problem solving and problem ownership. Rhonda has been published with Stephen Covey (Seven Habits of Highly Effective People) and Brian Tracy (National Sales Trainer and author of Turbo Strategies).

The best takeaway from the presentation that will benefit you and your organization was how Rhonda defined the stages of problem solving. You can find Rhonda at http://www.rjsleadershipcoaching.com

Stage 1: Externalizing – Oftentimes this is the part you see when a co-worker is venting about the job. Externalizing is natural but it offers only temporary relief and it distresses others. Sometimes, people get stuck in this stage and continually live in the past or feel like they have been victimized. Everyone has a choice when faced with a problem. The real problem, however, is not the event that just happened, rather it is our “perception” of the options available to us. It is important to use active listening skills during this stage and not offer any solutions.

When faced with a problem, you have three directions that can be taken:

1) You can influence the situation by doing something to change the circumstances.
2) You can accept the situation by creating an internal change within yourself – a letting go
3) You can remove yourself from the situation entirely.

Stage 2: Personalizing – You make a conscious effort to take ownership of the problem and solve or effect change. This empowering step creates hope and shifts emphasis from problem to solution. Brainstorming possible solutions will help the person weigh the cost of the options.

Stage 3: Personalized Deficit – This is the one obstacle or issue which is keeping an individual from moving forward (the real problem). You ask, “What are you not willing to do right now, that if you did, you’d feel better and begin to move toward a solution?”

Stage 4: Personalized Action: Talk through the issues and create solutions. Make sure to answer who, what, when, where and how.

People who don’t facilitate problem solving have the potential for making your workplace into an unhappy, miserable and toxic environment. So if you see someone getting stuck – maybe they are in denial, have a blind spot or a behind-the-scenes enabler, step up and see what you can do to help!

Yours in procurement,
Steve

Steve Gordon specializes in procurement, logistics, cost saving and business process improvement initiatives – call him today at 865.356.3575

Remember what the Aberdeen Group says……….

“For a typical enterprise, it takes an increase
of $5 in sales to equal the impact of
a $1 reduction in procurement costs.”

Solutions is happy to complete a complimentary audit of your firm’s expeditures. Just call or write to get started.

If you want to learn how to save money on a particular commodity, just send me a comment or email me directly. I will do my best to answer your request in a future post.

Respectfully,

Steve Gordon
Senior Consultant
Solutions Business Consultants
http://www.costavoidance.org
__________________________________
”Bringing Service, Value, and Efficiency to the Supply Chain”

steve@costavoidance.org
(865) 356-3575
Skype: stevegordskype
Blog: https://innovativeconsultant.wordpress.com/
Linkedin: http://www.linkedin.com/in/stevegordonthecostsavingsguy

Maximizing your trade show dollar August 12, 2011

Posted by solutionsbconsultants in Business Improvement, Marketing.
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Trade shows and events bring your customers to you and are still regarded by traditional and web 2.0 marketers as an efficient spend. On average, your cost per lead is 45% less and cost per sale is 38% less. With 78% of direct mail being opened over a trash can and a mere 1.2% response rate, companies that solely market using the mail continue to throw money against the wall. And the efficient marketing landscape is continually changing – email now has a 24% opt-in rate but this figure is only 1/3 of the acceptance of text messages. Customers want (and expect) a fast response to their inquiries – and the statistics prove this out – contact requests that are responded to within the first five minutes are 100 times more likely to get in touch with a live person than a thirty minute response delay.
Now imagine that you can leverage each of your trade shows and events to bring in leads and sales over a period of months. This strategy is only being used by a small fraction of exhibitors and you have the potential to ride a huge wave of competitive advantage – the details to follow.

Thinking outside of the Box July 14, 2011

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How BMW Deals With an Aging Workforce
(CBS) BMW’s work force is getting older. But as Richard Roth reports, it’s also maybe getting better.

In a world where the route’s always scenic and the road’s always open, automaker BMW was worried it could be losing a race against time.

That’s catching up with the 18,000 workers who build the brand’s luxury cars in Dingolfing, Germany.

Production manager Helmut Mauermann was crunching the numbers, and found that BMW’s workers are getting older.

“No surprise,” Mauermann said. “It’s part of the demographic development of the German country as a whole, or even Europe as a whole.”

Demographers call it the “Silver Tsunami”: a rising tide of grey hair.

Americans over 65 will make up more than 16 percent of the population within 10 years. Germany is aging even faster: More than a fifth of the country (21.6%) will be over 65 by the year 2020.

Older workers have more patience and skill that comes from experience, the studies say, but less flexibility, strength and vision – real liabilities on a production line that depends on precision engineering and a lot of hard work to turn out more than 1,200 cars a day.

BMW could force its aging workers to retire, or even fire them. But Mauermann said that’s not the solution.

“That might be the simple way to solve the problem, but we have a social contract within Germany, or at the BMW group, where we say, that’s not the solution we will look for – especially since we don’t have enough younger people to replace [them with], so it wouldn’t work even if we wanted to,” he said.

In what the Harvard Business Review called “an experiment defusing its demographic time bomb,” BMW decided to look ahead.

Management have tinkered with one assembly line in one division of a huge auto plant, and turned it older overnight. They staffed it so that the average age of workers would be 47 – exactly what it’s projected to be seven years from now.

They then asked the workers how to make things better.

When workers said their feet hurt, the company made them special shoes, and put in wooden floors. Some got a place to sit: a hairdresser’s chair, modified for the assembly line.

Rudolph Mohr, 56, has been working here for 35 years. He finally got a chance to stretch – right on the factory floor. “When I go home, I have more energy,” Mohr said.
Some tools were improved, and new computer screens were introduced, with bigger type.

In all, the company says it made 70 small changes in the workplace, to cut the chance of errors and reduce physical strain.

BMW says the project only cost about $50,000, including lost time.

“All these changes are extremely obvious, but you won’t come to these ideas sitting somewhere in an office and then thinking, ‘How can I change the working place of a worker who is half a mile away?'” Mauermann said.

Other things also changed: Productivity went up seven percent. Absenteeism fell below the plant’s average.

And this assembly line’s defect rate dropped to zero.

“It’s so simple, but it seems to work,” Mauermann said.

Not all of auto manufacturing can be re-engineered for an older workforce. But BMW says enough can that it’s testing and refining the experiment in other plants, including in the U.S.

Except managers no longer call it a project to aid the elderly; it’s simply BMW’s fresh new plan to improve productivity.

Taking care of your suppliers can really benefit your business! June 10, 2011

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Oftentimes those of us in the business process improvement world place extreme emphasis on cost-reduction – and one of those activities is the pressure we are asked to place on suppliers to lower prices. That works well in the short run but can have disastrous effects in the long-term. There is a better way. The upside is that it will save your company money in the long term – the downside is that it takes an investment of time and trust.

Let me illustrate with a story.
One of the first items that we sourced in China was box packaging. Previously, our client was purchasing packaging in the states from two sources – a manufacturer in the US and a broker who was importing boxes from (you guessed it) China. We were determined to figure out a better way. In China, box packaging is mostly done by hand – the only machinery was the printing press for the outside paper and a rotating glue cylinder that the employees would manually coat the box pieces as they assembled them. We quoted out nine manufacturers and chose three suppliers which we labeled A, B and C. The A supplier received about 50% of the business, the B supplier 35% and the C supplier 15%. We did this to mitigate risk and to discover and leverage any process efficiencies.

Rather than hammering on the suppliers to lower prices, we went inside the plants and learned the cost of the raw materials, labor and the process. This research effort resulted in changes made to the manufacturing processes in order to eliminate bottlenecks, needless steps and standardize product output. Quality output improved by more than 12% which made our customers happy and created more profit for our suppliers.

Using a scorecard system for our suppliers, we ranked them on several metrics including initial quality check, on-time shipping, completed orders, value-add, total cost of ownership, and ease of doing business (including making process changes). The percentage of business awarded was adjusted quarterly and served as a catalyst for continuous improvement.

Words of Wisdom from the Author of “The Black Swan” May 14, 2011

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Implementing these ideas can transform your entire business.

Taleb’s ten principles for a black swan robust world

Taleb enumerates ten principles for building systems that are robust to Black Swan Events:[10]
What is fragile should break early while it is still small. Nothing should ever become Too Big to Fail.
No socialisation of losses and privatisation of gains.
People who were driving a school bus blindfolded (and crashed it) should never be given a new bus.
Do not let someone making an “incentive” bonus manage a nuclear plant – or your financial risks.
Counter-balance complexity with simplicity.
Do not give children sticks of dynamite, even if they come with a warning.
Only Ponzi schemes should depend on confidence. Governments should never need to “restore confidence”.
Do not give an addict more drugs if he has withdrawal pains.
Citizens should not depend on financial assets or fallible “expert” advice for their retirement.
Make an omelette with the broken eggs.
In addition to these ten principles, Taleb also recommends employing both physical and functional redundancy in the design of systems. These two steps can be found in the principles of resilience architecting.

(Reference: Jackson, S. Architecting Resilient Systems: John Wiley & Sons. Hoboken, NJ: 2010.)

HR can be your biggest asset! April 14, 2011

Posted by solutionsbconsultants in Accountability, Business Improvement, human resources, Improving Personnel Performance.
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Nothing probably influences your company more than Human Resources. Our consultants have found a plethora of opportunities involving HR which not only lead to cost savings but more importantly keep good people employed and provide remedies for marginal performers. First a quick list of do’s and don’ts, and in Part II we will delve into more specifics.

Do’s and Don’ts

1) Do not hire relatives of employees – never have we seen a situation where this is a positive. The worst example was a company that had thirty relateds working in various departments. Supervisors were not allowed to correct bad behavior, their team participation was weak and salaries were skewed high similar to their peers. Needless to say this sent a rippling effect throughout the company that you did not have to perform well in order to get a job, keep a job or be promoted.

2) Do not put up with poor social behavior. Party animals are only entertaining when you are in college – there is not a good translation for them in the office. The same holds true for office romances. The worst example I have come across was a VP having an affair with a senior salesperson. Everyone knew about it including the execs and HR. His wife found out, there was a divorce, she took the kids out of state but no action was taken by HR. A bigger problem was the entire company knew about the moral breakdown and because it was condoned by management, guess what, the problem multiplied like bunnies in the forest. This was distracting at the very least to the important tasks and responsibilities that should have been going on – the VP commanded no respect and it sent a negative message to the associates.

3) Create detailed job descriptions and metrics (KPI’s) to measure desired results. Don’t expect your HR department to do this in a vacuum – the effort should be led by the department manager or executive staff with HR oversight/comments – after all, who knows more about the job than the first line manager/director.

4) Be consistent about compensation. This starts with the detailed job descriptions and needs to be administered by a competent compensation analyst. If you think folks don’t know what everyone is earning then you are just kidding yourself. Regrettably, our consultants report that there is still a gender gap in pay – make sure that your company isn’t setting themselves up for failure – equal pay means just that and a logically managed compensation program is the best thing in the world for morale and productivity.

4) Work with HR on making hiring decisions. You should insist on looking at every application/resume or at least a representative sample. It is a good practice anyway as a hiring manager you need to know what type of applicants are out there in the world.

5) Use group interviews and at least two rounds of them. Developing a standardized set of questions for the applicants and for references and make sure to call them. Qualifications and culture fits cannot be ascertained from the initial interviews. Keep in mind that 50% or more of marriages fail and oftentimes these people have been dating for months – how can you expect to make a good hire unless you take the time to know your applicants.

6) Have a comprehensive semi-annual review program. You can’t expect one size to fit all so tailor the questions to the position. Use Key Performance Indicators, Objectives-Goal-Strategies-Measurement or other system to quantify the accomplishments of the employee. Use a blind system and average the results to assign a numerical score based on qualitative data so personal bias is minimized.

7) Be accessible and customer-centric – Engage your employees. Find out what is working and what is not working and take special care to bridge the gap.

8) Have a system of organization for all new hires. Use document scanners to keep files in an electronic form because paperwork loss is the chief HR complaint that should never happen. In a perfect world, if your company is big enough, you could install a full blown HRIS system, but for many companies you can build a database (yes, anyone can do this, you don’t need a service) using one of the many web-based systems to keep thing organized. Besides, file rooms are a thing of the past and they never get cleaned out. Electronic documents are universally recognized as a legal method of storage and they are a lot easier to search, mine data, build performance dashboards and reduce/eliminate the flow of paperwork.

9) Many HR departments have taken on training as there are several issues that fall under HR purview – new employee orientation, harassment, safety, etc. Many successful HR departments have one trainer who creates reusable videos and elearner instead of trying to deliver live training. This standardizes and then use a free survey tool (from the internet) to ask pertinent questions to make sure your audience was paying attention. Instantly, you will get better consistency of delivery, validation of results and you can keep your training department lean and efficient.

10) Send communication back to every person who puts in an application. Why? because everyone is a potential customer and everyone talks – you want them talking positively about your company. One of the best I’ve seen comes from Scripps Networks and goes something like this:

Dear First Name,

Thank you for your interest in employment with Scripps Networks, and the position of ______________. The selection of candidates requires difficult decisions and at this point it has been determined that your background is not a match for the specific requirements for this position. Accordingly you will not be considered further for this particular opportunity. Please do not consider it a poor reflection on you; rather, it is an indication that another candidate has skills that better fit the role.

We encourage you to periodically review the list of available job opportunities provided on our web site and follow the application process described. Thank you again and best of luck with your career search.

11) Have a senior exec (not in the chain of command for HR) conduct a semi-annual survey of all employees which polls the performance of Human Resources. Then release a summary of the report with action items so that positive steps can be taken to improve the level of service.

More to follow in Part II

Yours in procurement,
Steve

Steve Gordon specializes in procurement, logistics, cost saving and business process improvement initiatives – call him today at 865.356.3575

Remember what the Aberdeen Group says……….

“For a typical enterprise, it takes an increase
of $5 in sales to equal the impact of
a $1 reduction in procurement costs.”

Solutions is happy to complete a complimentary audit of your firm’s expeditures. Just call or write to get started.

If you want to learn how to save money on a particular commodity, just send me a comment or email me directly. I will do my best to answer your request in a future post.

Respectfully,

Steve Gordon
Senior Consultant
Solutions Business Consultants
http://www.costavoidance.org
__________________________________
”Bringing Service, Value, and Efficiency to the Supply Chain”

steve@costavoidance.org
(865) 356-3575
Skype: stevegordskype
Blog: https://innovativeconsultant.wordpress.com/
Linkedin: http://www.linkedin.com/in/stevegordonthecostsavingsguy

Savings Corner – Trimming Your Print/Copy/Ad Specialties/Design Costs March 10, 2011

Posted by solutionsbconsultants in Accountability, Business Improvement, Increase Profitability, Internet, Marketing, Procurement, Savings Corner.
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One of the low hanging fruit baskets of savings that you find in almost every business is printing and its related cousins. This broad category includes everything from design, printing, copying, advertising specialities and the internet.
COPYING: Let’s start with copying. If your office is using inkjet printers – especially lexmark or even some laser printers, chances are you are getting eaten alive in cartridge costs. You have several alternatives – First, if you are in love with your inkjets or laser printer, shop around for toner – hint – the big box office supply places are not the place to shop – we have achieved savings of 30% or more by partnering with smaller distributors and giving them a price target to hit. Second, rent a copy machine (or machine) – most copier companies will rent you a machine, provide toner and guaranteed service for a little over a penny per click on black and white. Color will (of course) be somewhat more expensive and is based on volume but it will still be less expensive than your inkjet or laser. Third, do not buy your paper from the office supply store – buy it from a paper merchant or better still – leverage your printing supplier to provide copy paper at their cost in exchange for your printing business. Fourth, if you have large copying jobs – do not take it to your local Fedex Office – I love the guys that work there but we have been able to save 50% or more using copy wholesalers. If you must use Fedex Office then get a discount card from the manager – you can save 15% or more with that little jewel.
DESIGN: Graphic Design staffing is size dependent on your business – that will determine whether you can afford to do design in-house, use freelancers or employ an outside agency. Regardless of who does your design work, demand copies of both the final files and working files. The reason for this is two-fold – 1) You can make your own versions/revisions without paying anyone and 2) If the designer disappears or the agency goes under, you are protected from having to recreate a catalog or web site from scratch. With the exception of very small businesses, I advocate in-house design and conversion of all paper documents to .pdf or web-based forms. If you can’t design from scratch, learn how to make changes – we have trained numerous companies and the learning curve is not as steep as you might think.
PRINTING: Nothing has become more competitive than printing prices whether you are printing digital, offset, half-web, full-web…. you get the picture. Most companies fail to obtain competitive prices by not bidding out jobs deep and wide – deep because you need to poll a statistically significant number of printers (and that doesn’t mean 3) and wide because you must gain understanding of the printer’s equipment capabilities and how you can leverage your job to take advantage of their production sweet spot. Never give all of your business to a single printer and require that they bid out every job every time – this keeps them honest. Don’t fall for the trap that only such and such printer can do a quality job or that your co-worker’s next door neighbor owns a print shop and will give you a “great” deal. The best part about purchasing printing is that printing prices are relatively easy to reverse engineer since equipment speeds are published, labor is relatively constant and the major ingredient “paper” is easy to source and price.
ADVERTISING SPECIALTIES: This is another easy one. Once you understand the industry pricing codes, you can easily negotiate from a position of power if you choose to use a specialty rep. company. Or if you are adventurous, you can deal direct with most specialty companies because they would rather make a sale to you then no sale at all. There are a lot of variations – I have negotiated cost-plus deals with a rep. company because my client didn’t have time to source. I have also purchased shirts direct from the manufacturer (US and China) and then had them contract printed or embroidered. The direction that I go in is oftentimes dictated by my clients internal resources, the size of the job and the amount of savings desired by the client.
INTERNET: Much harder to explain in a short blog but here’s my attempt. Web design should keep your company’s look and feel which means that you can repurpose (not re-design) your graphics which can be done very inexpensively. Most importantly, I can’t stress enough that you (or your marketing person) need to spend a day researching competitors web sites as well as sites that contain the functionality that you would desire in your own site. Make a list of the components that you like, create goals for your site, a statement of work (fancy talk for a brief describing everything you want the site to do) and then bid these out. Not to an agency necessarily – we use a combination of project managers, freelancers, local talent and foreign programmers. The delivered product should be well-documented so that anyone that understands HTML, CSS, PHP, Java, etc. can make programmatic changes. For larger sites, a content management system should be utilized so that you or your wordsmiths can update the site without a degree in computer science. Finally, be smart about promoting your site. You can go broke trying to create traffic and once you bid out a site, you will get bombarded by hundreds of companies that swear they can make your site a success. The truth is that there are recognized companies who have already figured out optimization, lead generation, nurturing, email campaigns, affiliate programs and the like. Regardless of how you approach your site, spend time researching and (please) don’t reinvent the wheel.

Yours in procurement,
Steve

Steve Gordon specializes in procurement and logistics cost saving initiatives – call him today at 865.356.3575

Remember what the Aberdeen Group says……….

“For a typical enterprise, it takes an increase
of $5 in sales to equal the impact of
a $1 reduction in procurement costs.”

Solutions is happy to complete a complimentary audit of your firm’s expeditures. Just call or write to get started.

If you want to learn how to save money on a particular commodity, just send me a comment or email me directly. I will do my best to answer your request in a future post.

Respectfully,

Steve Gordon
Senior Consultant
Solutions Business Consultants
http://www.costavoidance.org
__________________________________
”Bringing Service, Value, and Efficiency to the Supply Chain”

steve@costavoidance.org
(865) 356-3575
Skype: stevegordskype
Blog: https://innovativeconsultant.wordpress.com/
Linkedin: http://www.linkedin.com/in/stevegordonthecostsavingsguy