I am approached by many clients who offer salaries for employees on a commission basis or through a flat structure which includes overtime. While working with one manufacturer, it took me a long time to convince the CEO that the best way to ensure a happy customer base was by building up a loyal workforce, who will give you everything. Part of that process included a pay scale that allowed for advancement. Commissions and overtime do not achieve that and therefore often result in de-motivation.

We all know that we have to deal with suppliers. Many see them as the enemy and feel that they come off second best. While working with a cash-strapped food company, I encouraged the CEO to have a full and open relationship with his suppliers. They were to call him regularly at the beginning of each month, so that he knew how much he had to pay. Then, he would carefully allocate the resources available for payment, and tell them who would be paid how much and when. They did not always like it, but he was respected. Moreover, he always received what he wanted.

Product or service definition can seem an easy task. It allows you to choose your market and thus create a framework for prices. However, I frequently observe how few people fully appreciate what they are selling. For example, as per the MacDonald’s theorem, I teach catering businesses that they are offering an experience, with food as one integral part. A provider of office services learnt that what he was offering was actually “sales” – the lost or potential sales growth of his own clients.

“I can do this by myself” is a phrase that I often hear – and usually from one of those bosses who likes to do everything thing themselves. Over the years, I encouraged several business owners to employ an additional person at a lower wage in order to release trained staff for work that has a higher value. It is also worth noting that most of them sought young recruits, although I have frequently encouraged clients to seek older members of staff. Maturity and experience have an underrated value.

Keep Fit Society is a local franchise of an American company. The CEO had little commercial experience, but was driven by a passion to expose his locality to this form of training and fitness. The business coaching covered key basic principles of opening up an enterprise; creating an initial budget, finding a loan on affordable terms, locating premises, confirming issues of insurance, and of course recruitment of clients. In addition, as many of these tasks did not come naturally to the CEO, Michael spent much effort working on the client’s emotional fitness. At the time of writing, the company is hosting its first annual event in conjunction with well-known local restaurants.

Light Us Up manufactures an energy product. Despite nearly twenty years experience, sales had dwindled to a minimum and the bank was threatening the owners. Debts to statutory authorities were building up. Michael initially concentrated on confirming the strengths of the CEO and on establishing the unique selling position of the company. Within a short period of time a marketing strategy was put into place. Within three months, the company became cash-flow positive. In addition to sales, the company was approached by leading competitors to act as an out-sourced production line.  After nine months of mentoring, the monthly take home of the CEO had shot up at least five times.

Design House is a family business of architects. They provide a boutique service, specialising in high value projects. Although the partners have considerable experience, most of it was gained abroad. Neither did they understand the local business culture nor did they have the local contacts to get started. Michael’s remit included helping guide them through building an initial budget and cash flow projection. He also became instrumental in helping Design House form a marketing strategy, as they initially chased all vague opportunities. After nine months, the company had moved to permanent offices, had set up a website, and had established a working revenue base.

PlastiCo manufactures and distributes quality plastic products for the packaging industry. The company has an established overseas network, which had repeatedly failed to deliver an increase in sales for several years. Michael was asked to travel and to meet with the team on their home territory in order to understand the precise factors that were holding up the creation of new export orders. The final report, which was delivered to the CEO and then approved by the board, led to a series of operational changes both locally and abroad. New back office personnel were employed. The quality of products available was raised. Supply lines were shortened.

The K.S. Group is a team of marketing managers with considerable experience in running sophisticated operations in different environments. Coming together for the first time, they were looking to export Israeli products abroad, creating independent sales networks. Despite a clear vision, the team was hindered by a cash flow that did not match the demands of the work flow. Michael was required to help the project directors realise where and when and why to concentrate the efforts. As the months progressed, K.S. was able to prepare itself for launch overseas.

Jason was a new immigrant to Israel. Although unfamiliar with local business culture, he wanted to “copy” his distribution business from North America. However, sales remained weak, despite the considerable long hours invested. Michael encouraged the owner to consider a new approach to his use of time and to review where his marketing was most effective. By the end of the coaching contract, the CEO was employing a team of three sales staff and a personal assistant. In parallel, he released a new website and had partnered up with an investor for his business.

Burgers Rule is a restaurant, operated in partnership. The client, one of the owners, was looking for a career change. He wanted to utilise his skills and experience in finance and strategy, which his employment did not offer. Michael’s first task was to establish what the client truly wanted to do and why. He then encouraged the client to realise that his current position was close to what he wanted to be doing. In fact, he needed to realise that it was his partners who wanted to leave more than himself. Within two months, the client was able to offer his colleagues a buyout solution that would leave him in charge.

Medico Ltd is a large health centre in Israel, which raises significant funds through donations. One particular and large annual source began to dry up, as the centre struggled to coax its various departments to handle the vagaries and changing procedures of the overseas donors.  Michael encouraged the centre to introduce monthly coordination meetings, involving all associated parties.  In turn, this resulted in a single person being designated as spokesperson to the donors. The effect has been that contributions are now flowing, raising revenue by hundreds of thousands of dollars.

Buy Me operates a series of stores in different sectors. A family business, the company has been leaking cash for the past two years. Although two new shops had opened up during this period, the reason for the problem was not apparent as overall sales were strong. Michael introduced a new purchasing system which led to improvements of approximately $25,000 within two months. He also promoted a search for more appropriate premises.

Nefesh Ltd is an established manufacturing business in Israel’s food industry. Their initial issue involved human resources: blurred command structures and poor production results. After a series of challenging one-on-one meetings between Michael and relevant staff members, the production manager was offered a new position, but opted to leave. Although he was not replaced, output increased by 10%. They then asked Michael to meet with their bank manager, who was demanding extra securities. After two meetings, the bank dropped their request and instead offered extra credit facilities, on beneficial terms, to facilitate the company’s expansion programme.

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