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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See Spot Run- A simple approach to up and downsizing

In a TAB Board meeting yesterday we were discussing how you know when it’s time to add an employee. I recalled an old method I’ve used, and it occurs to me that it can also work in reverse if you need to trim the payroll.

I refer to these approaches as “See Spot run.” techniques. They require no technology, merely some common sense and a willingness to include your employees in the decision-making process. (Do kids still read “Fun with Dick and Jane” in school? I doubt it.)

To create a new position, start by having the current employees list the duties of the new hire by the average number of hours weekly it takes to do each task. Instill a couple of ground rules:

  1. Time allotted for a task must be one-to-one with current usage. That is, if it takes the current employee 5 hours to do something, assume the new employee will also take 5 hours. Of course there will be a ramp-up period, but this is not an opportunity for the current employee to impress you with how wonderful they are. (“I take 3 hours to do this, but it would take a lesser human being at least 15!”)
  2. If there are new tasks to be added; why? Demand that a profit value be added to each of the new duties. If we are going to process something faster, what financial benefit does faster processing bring?
  3. Catching up is not a justification. If they are behind, why? Backlog issues should be addressed during slower cycles, with temporary help, or with productivity improvements, not by expanding the payroll.
  4. What are the financial and operational risks of not hiring? Is there something that, if missed, will cost a lot of money or the loss of a major customer? Are things beginning to fray at the edges? Are necessary tasks going undone during vacations or sick leaves?

This is only the first half. Since we can assume the present employees will be offloading work onto the new staffer, what will they do with their new found time? Each employee who is experiencing “relief” needs to describe their new or expanded duties with the same 4 criteria that they used for the substitute.

Most importantly, help the employees focus on measurements of success for themselves and for the new hire. When they are legitimately overloaded, staffers tend to focus merely on getting help. Whatever happens, they only know they will have to do less than they are doing now.

Ask them to describe the most successful outcome they can think of. With this added help, will they be able to accomplish more? When it’s time for the new employee’s review, how would they score the highest level of success? What will this employee be doing if their wildest dreams came true?

This is difficult, especially for task-oriented staffers. If they wish to be included in decisions regarding major expenses, however, they need to show that they are capable of thinking through the issues and outcomes. Don’t be afraid to tell them that.

I’ve found that many times the employees will come back with a half-position. They can justify 20 hours a week or so, but not a full time addition. Then you can reasonably discuss the options of part-time staff, job sharing with another department, or delaying the hire until there is more work.

For downsizing, the reverse works almost as well. Each employee describes their workload in detail; and you make the final decisions about reallocation. Of course, no employee will claim to be underutilized, so you have to read between the lines on their hourly allocation. In addition, employees get very nervous when there isn’t enough work and they are asked to justify their existence, but they will do it. Expect a lot of detail, because this is their sales pitch to keeping their jobs.

The best result, whether you are adding or subtracting staff, is that one the decision is made, you have 80% of the new job description in your hands!

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Through the Eyes of a Reporter

We had David Hendricks of the San Antonio Express News at one of our Board meetings last week. It’s always interesting to see yourself through someone else’s eyes,

David’s column is fair. It accurately describes what actually went on in the meeting. Even though he was under a confidentiality agreement, I could see that the members held back a bit from their normal level of frankness.

None the less, I thought it was a good meeting. One of our newer members, and a long time Vistage® member (Sorry- no links to competitors here! Instead here’s our site http://www.tabsanantonio.com/) expressed how pleased he was with the value received.

Yet, in reading David’s piece it seems to me that we fooled around a lot. It’s true that we laugh quite a bit in all of our meetings. I think that’s due to the fact that the members in every Board know each other well, share trust, and also have so much common knowledge and experience that a lot can go unsaid.

When you are a business owner, the pain of something like an exec who quits without notice is felt by everyone. It doesn’t require a whole lot of commiserating. We all know without saying the disruption, lost hours and further pain yet to be experienced. Not only is development time wasted, but functions have to be rerouted, employees reengaged, and the search process restarted.

Everyone around the table gets it, in a way that’s probably too painful to enunciate or enumerate.

So for someone who doesn’t have that kind of responsibility, does it look like we blew off the important stuff? My first read of Dave’s article gave me the impression that we joked around a lot, and discussed our kids and our tech toys more than business.

The second time through, however, I could better appreciate how hard it is to tell a story in 525 words. Dave covered the major issues we dealt with, and the camaraderie he described is actually an important part of what happens.

Given a choice I would have opted for a more scripted piece focused on the serious debates and terrific value we give and receive in the boards. Through another’s eyes, however, I guess what we really look like is OK with me.

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