[/caption]Damn the torpedoes. As president of a firm that follows the markets as well as economic and political news with a level of interest bordering on the obsessive, I recognize the downside of short-term thinking.
For example. Today: "The markets are sinking again! Egad! What does this mean for business conditions? Should I edit vSA's 2012 budget planning?"
Uh, not so fast. In fact, with threatened double dips (sorry, these are recessions, not ice cream servings) coming as frequently as thunderstorms in summer, vSA has undertaken an ever more aggressive approach to business development and growth. Perhaps some of what is working for vSA can be of benefit to other managers and entrepreneurs – so here's the executive summary.
vSA premises:
•In even the shakiest economy, some companies continue to forge ahead. These must be our clients. This means two things: vSA must be sufficiently effective that its clients see increased success based on our partnership. And vSA must select clients with the attitude and aptitude for success.
•Businesses must spend money to make money. Period. However, businesses need not waste money. vSA runs a tight ship but does not hesitate to invest in tools for growth. We look for the same mentality in our clients.
•There are an array of "sweet spots" with which any company worth running can make a major difference for its clients. Play to those. Here are just a couple of vSA examples as you consider your own sweet spots. vSA can be a tremendous boon marketing for B2B companies who sell to specifiers, building management, engineers, contractors, designers, and/or architects. vSA knows Gen Y - especially when it comes to its preferences and aversions in banking and finance.
•A positive let's-win-today-and-every-day attitude toward business, sales and marketing is the only approach that makes sense. Economic shock waves are not going away anytime soon.
