‘A Recovery Only a Statistician Can Love’

This editorial, from the The Washington Post talks about some of the same things I am concerned about going into 2010. While we will get some positive GDP numbers, perhaps as soon as this quarter, it won’t feel much like a recovery for most folks.
Essentially, if you don’t have a job now, you might still not have one a year from now. A depressing though to be sure, but what does it mean to a small business owner?
First, if you’ve let the company slip out of the black, get back in it now. I had another former client call me the other day. He said he was bleeding red ink, but “couldn’t” cut any more positions because all 20 employees were critical. He just needed some new financing to bridge the gap, and continue taking good care of his remaining customers.
He called again the next day. His financing was turned down (surprise!) and his largest customer told him they were reducing his services by 50%. He asked that I review his resume, since it had been decades since he had been job hunting.

If you are in the black, even by a smidgen, you can stay in business indefinitely. If you are in the red, even by a minuscule amount, you have started a countdown clock on the life of your company, and you don’t know how much time is left on it.
If you aren’t profitable you aren’t really in business. The company I am discussing had fallen from $5.7 million to $4 million, a 30% drop. Yes, that is painful and extremely difficult to deal with, but they had been at $4 million before…on their way up! Back then they thought it was great!
Now they are going out of business because they can’t figure out how to operate at an “unsustainable” level.
Don’t let control of your business slide out of your grasp. Sit down today and look at scenarios for 75%, 50% and even less revenue than you have today. Who stays and who goes at each level? What products or services might you have to jettison?
Most importantly, what is the actual level at which you cannot make money? That’s the level at which you close the company, before your savings and sanity follow it down the drain.
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Cabin Fever

My mom lives in New Jersey. Around February or March of every year she gets cabin fever. Too many cold and miserable days spent indoors, and she starts climbing the walls.

It’s August in San Antonio, and we are in cabin fever mode. With over 50 days exceeding 100 degrees, I’ve just stopped any outdoor activity until the weather breaks. I’m climbing the walls, but it’s too darn hot to do anything outside without air conditioning.

My clients are suffering from a business version of cabin fever. They are tired of hearing customers put off purchasing decisions, employees asking when they will start getting raises again, and the other nagging pains that go with a recession.

This is the longest economic contraction for any business owner under 45 years old or so. It seems like it’s going to last forever. Attitudes stink, and everyone is grouchy.

Discover Financial Services just ran a survey about the outlook for the next year, and 57% of business owners said things would be worse. Intuit (the QuickBooks people) did the same, and over 50% of their customers said that things would be this bad for at least another 2 years. The National Federation of Independent businesses NFIB, says that fewer than 5% of their members think it is time to expand. We all have cabin fever.

Things are bad, but they won’t be this way forever. The economy is like the weather. We can complain about it, but we can’t do anything but deal with it.

Sooner or later we’ll get that first warm day of Spring, that first cool breeze of Autumn, or that first week where we can’t get orders out fast enough. Then we’ll quickly forget cabin fever…until the next time.

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You can’t keep a good saying down.

“There are lies, damn lies and statistics.”

It’s a great saying, and in the USA is typically attributed to Mark Twain. He, in turn, attributed it to Benjamin Disraeli. That credit is undocumented. What is certain is that it was in common use by the early 1890’s, and ever since. Like most good quips, it’s the truth of the thing that makes it sing.

Take yesterday’s unemployment statistics. My local newspaper proclaims: “Hope for Workers, Recession May be Ending” on the front page. Above the fold.

Oh…really?

Every economist, even the most optomistic, is predicting a jobless recovery. They are almost unanimous in saying that unemployment, a lagging indicator, will continue to rise to Q3 or Q4 of 2010. So are yesterdays numbers an anomaly, a contrarian indicator, or a lie?

Well, they are statistics. The Bureau of Labor Statistics breaks down the unemployed into subgroups, only one of which counts as “unemployed.” That group, those who are actively seeking jobs, consists of 6,244,000 people.

Not included are 796,000 who admit to having given up looking, at least in the last 4 weeks. 1,486,000 who aren’t looking for some other temporary reason such as family responsibilities (can no longer afford day care) or ill health. And a whopping 7,282,000 who are working two jobs to make ends meet.

If I extrapolate the governments 9.4% rate by adding the other categories (and I don’t know if that is valid, but it seems intuitive) then the real unemployment/underemployment rate is something like 24.5%!

I admit that I’m not a statistician. I’ll also admit that my not being a statistician doesn’t automatically make these numbers the truth, although the axiom quoted above might seem to support that. I don’t know enough to venture into seasonally adjusted methodologies. But according to Floyd Norris in the New York Times those adjustments include stuff like this:

The auto industry fired 8,600 workers in July. But since normal summer line changes would have traditionally idled 36,800 in Detroit, the Bureau of Labor deems “seasonally adjusted” auto employment to have added 28,200 workers!

Now you and I might think that only 8,600 workers were cut because so many more are on the street already. (GM’s total employee number will drop from 340,000 in 1997 to 38,000 by next year.) But the statistics say that only dropping eight thousand people last month should be interpreted as a sign of robust automotive health!

My point is to get you to ignore the statistical proclamations, or at least take them with a grain of salt. Unless you have really hard data on specific industry indicators like housing starts in your market or same store growth, don’t plan your business around the hype.

And hype it is, and will continue to be. American consumers have reduced their spending by 7% this year. That is extrapolated from a savings rate that has gone from -2% of wages to +5% of wages. It does not include the unemployed, who obviously have no wages to spend at all.

Consumer spending was 70% of the pre-recession economy, so consumers have to start spending again to support any strong recovery. Yet consumer confidence continues to weaken. Unless the government and others can convince you to reach into your pockets (even with borrowed money) and stop this silly savings, the recovery will be long, slow and painful.

That’s why the Outdoor Advertising Association is using its unsold billboards for the “Recession 101” campaign. The quicker they can convince you to start spending, the faster they can take down those stupid public service announcements and start selling that space again.

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Advertising Effectively

I’ve heard it three times in the 24 hours since returning from my vacation; “I’m spending a lot of money on marketing, but I don’t know how effective it is.”

The problem goes back for as long as there’s been paid advertising. John Wanamaker, the retail giant, said “Half of the money I spend on advertising is wasted. If I only knew which half.”

In New York City on vacation, my son and I decided to stand on line at the TKTS booth in Times Square for some last minute ducats to a show. Hawkers worked both sides of the long line, distributing handbills proclaiming one show or another to be the best objective for your discounted, but still substantial dollars. (Half price seats are now running close to $90.)

Now that’s effective advertising. Every recipient of the message is prequalified. They are going through considerable inconvenience (those lines are long) to buy tickets to something at least similar to your offering. Now all you have to do is put your information in their hands immediately prior to their final purchase decision.

The delivery method is cheap. I noticed that the distributors were largely young and attractive. Out-of-work actors? It seems likely.

The timing is completely flexible and customizable to your needs. Sold out tonight? No need for handbills. You don’t spend a penny unless you are seeking business at exactly that moment.

There was another fellow handing out flyers for a restaurant. They were simple, but well done. One side had the special pre-theatre prix fixe offers and pricing, with a hand-stamped offer for a free glass of wine. The other side had the Zagat rating and a glowing newspaper restaurant review.

Wonderfully done! The credibility of the third party rating and the media testimonial, the special offer, pricing, and the bonus for action (“But wait…there’s still more!”) all handed to a qualified buyer just before the purchase decisison.

The restaurant was mediocre, so I won’t go further by expanding the effect into word-of-mouth. I noticed, however, that the tables on both sides of me also had the flyer out when they paid the bill. How much of their business do they owe to that very inexpensive advertising?

Advertising is only a part of marketing, but it is the part that provides the final effect. Marketing, the messaging, branding, and positioning of your product or service, eventually leads to conveying your message to the public via some form of advertising.

The Internet has helped a lot with the “I don’t know what works” problem. You can track leads and customers like never before. The Web isn’t everything however, unless you have an Internet business. If you still work with brick and mortar, you need additional ways to reach out to your customers.

Advertising is only effective when it reaches your prospect at the time of his or her buying decision. You usually pay a premium for that timing. One client tells me; “People always say that they hear me on the radio, but when I run a commercial on Oprah, those phone lines light up. It’s just so damn expensive to advertise on Oprah.”

Duh. The phone lines light up.

People who sell media focus on their target audience. They will tell you the demographics you’ll be paying for. When you are advertising, however, it is far more important to know when you are reaching the audience. Timing is everything.

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With My Apologies to Ray Davies

“Sooo tired, tired of waiting. tired of waiting for youuu.”

For those of you who weren’t weaned on British Invasion Rock’n’Roll, Ray Davies is the lead singer and songwriter of The Kinks. One of their earliest hits was “Tired of Waiting.”

The song occurs to me often lately, because I hear the lyrics paraphrased by just about every business owner I talk to. As one said to me last week; “I’m still in the black, and we’re still doing business. It’s just so damn much harder than it was a while ago.”

Most entrepreneurs are accustomed to getting through tough patches with adrenalin. Their “fight or flight” reflex becomes well-honed in their first few years in business, since each day is an exercise in survival skills. When the going gets tough the tough get going. What doesn’t kill you just makes you stronger. And so on…

But adrenalin isn’t designed for the long haul. It takes a toll on your body and your psyche. If you keep triggering that adrenal gland, eventually it stops responding, and then you’re in trouble.

The recession isn’t over, and as I’ve said many times in this space, the recovery isn’t going to impress anyone. If you re still managing as if this is a crisis to be bulled through, you’d better take another look at your methods.

Cuts in workforce will usually goose the productivity of the survivors, for a while. Putting off necessary maintenance will save expenses today, but cost more tomorrow. Short term or emergency “fixes” can seldom be sustained, and sustainability is what you need to focus on now.

How could you run your business at its present levels for another few years? “We can’t!” is a really, really bad answer. Once you recast your business model to survive in today’s economy, everything else is up. Eating your seed corn in hopes that things will change soon is merely foolish.

Recent surveys of small business owners are pretty dark. In one by the US Chamber of Commerce they expected present conditions to last at least another two years. I think that’s a bit “darkest before the dawn” (boy, I’m into my aphorisms today) but it’s funny how accurate the collective opinions of large groups can turn out to be.

As a friend said: “Business owners don’t get to fight for 12 rounds. We have to answer the bell every time it rings, and they don’t even tell us when the end is supposed to be.”

Pace yourself. You can’t get through this one on adrenalin.

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