Posts Tagged ‘Change Management’

Gaining market share during tough times

April 6th, 2009
By: Tim Heston

Buy low, sell high. Good rules to live by for the investment-savvy person. (I, being oh-so-not investment-savvy, usually do the opposite.) The phrase could be applied, slightly altered, to a business strategy: Invest during slow times so you can sell when times are good.

That sounds like a smart, level-headed business rule, and some of the largest companies follow it. Today The Wall Street Journal reported on a study showing that companies that had steady or increased R&D spending during a downturn found big success once the economy kicked back into gear. Apple"s iPod is a shining example. R&D for the device that helped propel Apple"s growth during the last decade started in 1999, and it was released during troubled economic times--in 2001, just one month after Sept. 11.

But Bruce Hamilton, president of Boston-based lean consultancy GBMP, takes this concept another step. He suggested that companies don"t just hang in there and wait for the upturn. Now, he said, is the time for the best companies to get aggressive, ramp up advertising and marketing efforts, and gain market share.

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The orders keep coming

October 21st, 2008
By: Tim Heston

Jerry Sadler didn"t look like the news from Wall Street really bothered him. Walking the aisles at the FABTECH International® & AWS Welding Show earlier this month, the quality manager at Ameron International had other things on his mind, like customer orders that have been placed through 2011.

That"s right: through 2011.

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A Ross way of thinking

September 16th, 2008
By: Tim Heston

What a troubled week. Automotive industry execs spent it in front of Congress saying they need a loan. And of course there are those big weekend stories, with Lehman Brothers declaring bankruptcy and Bank of America acquiring brokerage giant Merrill Lynch.

Hearing and reading all the pundits pine over the troubled economy, one voice struck a chord with me.

I"d rather have a mediocre idea that was brilliantly executed than a brilliant idea that was poorly executed.
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If it can"t be measured, it's not real

August 25th, 2008
By: Tim Heston

There"s nothing like the Olympics to spark dreams of human potential. Something about the event brings out romantic optimism in me. I know that"s what the producers at NBC were aiming for and, with me at least, they"ve succeeded.

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Looking down the tiers for change

August 12th, 2008
By: Tim Heston

This week the Center for Automotive Research (CAR) holds its Management Briefing Seminars in Traverse City, Mich. After reading event news trickling onto the Internet, news that includes automotive execs opining away about industry troubles, I"ve come to a conclusion.

They should listen to Eric Borman.

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Knowledge worth passing on

June 10th, 2008
By: admin

George Hildebrand isn"t retiring. He"s just testing the waters.

And why not? As project manager at George Third & Son Ltd., a structural fabricator near Vancouver, British Columbia, he"s been with the company for only 44 years. During that time he"s managed a host of projects, building everything from roller coasters to airports, and even two ski jumps, which were completed late last year for the Vancouver 2010 Winter Gamesa project we"ll be covering in an upcoming print edition.

We"re calling it a soft retirement," said his boss, company President Rob Third, grandson of the founder. Third told me on the phone yesterday that George is taking the summer off. Sort of. He"s coming to the office today, of course, to check on some projects. People can reach him on his cell phone. And he regularly checks his company e-mail.

"By fall, he"ll probably be on some projects, Third said, chuckling.

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Traci"s story: A good reason to get lean

May 20th, 2008
By: Tim Heston

By 1994, Traci Tapani knew things had to change.

As co-president of a Stacy, Minn.-based job shop, she just had a baby and was about to go on maternity leavethat is until a certain customer, who provided more than half of the company"s revenue, found out.

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Unfamiliar surroundings

April 28th, 2008
By: Tim Heston

When you make a fast-food cashier roll her eyes, you know it"s been a long day.

Unfamiliar surroundings can make me about as smooth as when I accidentally stabbed my date with the corsage pin before junior prom (yes, that did happen). I"m on the road this week, and today I drove a certain rental car for which, I"m sure, designers had to be playing some sort of cruel joke.

Picture this: I pull up to the drive-through speaker and get ready to roll down the window when, to my surprise, I see no window crank or controller. I look on the wheel, by the air and heat knobs, by the clocknothing. A curb is to my left and right, so I can"t simply pull out of the drive-through lane. And of course, as I frantically look for the window control, a car pulls up behind me. I can"t even back out. So, with all the dignity I can muster (which isn"t much at this point), I open the door, stand by the speaker, and give my order. I get back in the car, drive up to the window, get out of the car again and stand there, meekly. The cashier looks at me like I"m some sort of nut.

It"s a rental, I say, even more meekly. I can"t find the hand crank for the window. Just unfamiliar surroundings.

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After the war

November 28th, 2007
By: Vicki Bell

As the Iraqi War continues, business is booming for defense contractors. According to Michael Brush"s article on MSN Money, War means a windfall for CEOs, the military buildup has caused defense-contractor revenue to double, triple, and even more during the past five years, and executives at these companies have received huge bonuses and stock windfalls as share prices have jumped.

For defense contractors, these are the gravy days. What happens to these contractors, particularly the smaller players, when war ends and times are lean? That depends. News stories from Iowa and New Mexico illustrate the possibilities, something these companies should think about earlier rather than later.

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