At some point, through everything COVID, we’ve all wondered: when will things return to normal? The short answer is: never. Things won’t (and can’t) return to the way they once were. And, despite extensive planning and attempts to reopen the economy, there will be change and it will usher in a new normal.
Nowhere is this more evident than with the economy. Every day we hear success stories like Peloton and Papa John’s Pizza who are absolutely thriving. However, this drowns out the noise of businesses like Hertz, JCPenney, J. Crew, and Wework who have gone (or are in the process of going) out of business. Everyone is touting the need to preserve and support small businesses with absolutely no idea how to save them. The reality is that hundreds of thousands of small business are no longer viable and will be gone. Industries such as airlines, travel, gyms, hotels, recreation, sports, and restaurants will need completely revamped models in order to survive.
The economic issues are compounded by the integration of social circumstances. Social distancing is the elephant in the room and it’s completely disrupting many industries: 25% to 50% restaurants, hotels, airlines, and theaters cannot function (profitably) this way. Simultaneously, we are learning to like and, perhaps even enthusiastically, incorporate certain aspects of the current situation into our daily lives. Working from home, delivery and take out, and Zoom meetings are all becoming preferred activities.
An obvious game changer would be a vaccine. However, the uncertainty of when and how that might happen leaves us with no choice but to forge ahead with the information we have and the circumstances in which we currently we find ourselves. So, let’s examine some obvious changes that need to be managed to get to a new normal:
Office space, rush hour, lunchtime eating, and traffic will reduce by at least 15-30% as working from home becomes largely preferred.
Entertainment, sports, restaurants, and travel will reduce by 15-30% as patronage drops due to capacity limits / spacing requirements, cleaning protocols, and other restrictions.
2020 is and will continue to be a chaotic disaster. There is already overwhelming uncertainty regarding a vaccine, the virus itself, the economy, unemployment, education, the upcoming election, and increased social unrest in the form of protests.
Many forms of stress release have been taken away or changed due to the stay-at-home order (i.e. entertainment, exercise, visiting with friends). Unmanaged stress can lead to depression, unhealthy behaviors, and increased instances of family abuse.
Other major concerns: absorbing shutdowns, 10% unemployment rate, 100,000 virus deaths, -5% GDP decline, and a few more government stimulus programs.
As states start the process of reopening the economy and more businesses and schools startup again, we might expect a second wave of the virus followed by another (full or partial) shutdown.
Therefore, amidst all of the uncertainty and change, it’s absolutely necessary to focus on stabilizing, developing alternatives, and accepting that a new normal is inevitable.
In contrast, 2021 could offer some huge opportunities and a turnaround in regard to many of the things above. The election, fewer deaths, 4-7% unemployment, 2-5% economic growth, and a gradual relocation / increase of public activities are fairly reasonable predictions.
So, how do we move forward effectively?
Hope for a vaccine should not be discarded, but it also shouldn’t be counted on.
Don’t get distracted looking for quick solutions rather than attempting to implement new paradigms. Drive-in movies and restaurants may be nice temporary activities, but they are not long-term solutions. Meanwhile, opportunities to work-from-home and Zoom calls are providing whole new structural alternatives. The problem, however, is that we need to maximize their potential rather than just settling for their existence.
The pandemic has shed light on the fact that many of our institutions (such as schools, health care, social services, and retirement homes) are extremely broken and require structural change. We need to learn to focus on developing great programs rather than simply putting Band-Aids on problems. For example, nursing homes should be smaller and more patient-centered instead of resembling an overstocked warehouse. Many nursing homes have very diverse populations grouped together with little hope or expertise to service individual needs.
Many other businesses and industries (like post offices) are changing as well. Discussions generally focus on close, fund, or shrink, but alternatives (such as changing models, merging, adding programs etc.) should receive more attention. For example, I have an apparel client who is now making masks and safety equipment. Shifting needs requires shifting business models.
Remote efforts, technology, and innovation are the key trends to keep an eye on. Activities and services that require crowds and/or physical contact will continue to be problematic. I think much of the discussion to follow will be about the technologies regarding issues like social distance in public (i.e. elevators) and how to improve working from home. We have the opportunity to create new work environments and should start by considering the goals, strengths, and constraints. For example, it’s easy to advocate only allowing half the people in an elevator at a time, but that doesn’t get thousands of people up the elevator of a 30-story building in a timely manner.
Everyone tries to discount politics in forecasting, but it is critical during this period. I believe the Democrats will have a landslide in all areas including state and local government. This would certainly embrace climate change, infrastructure, education, health care, taxing the 1%, immigration, and social rights. Less of a landslide or loss would bring about very different changes. Either way, we must incorporate our assumptions into our actions and not ignore politics simply because it’s an uncomfortable topic.
While we’re still not sure what exactly the new normal will require, we do know many of the opportunities and challenges that will come with it. Avoid engaging in obsolete or doomed activities and, instead, embrace innovation, testing, and new paradigms. All cultural change starts with openness, includes a focus on infrastructure and measurement, and requires an awareness of biases. And, ideally, those steps lead the way to cultural change that ends in positive progress.
Dr. Bert Shlensky, President of www.startupconnection.net, offers experience, skills, and a team devoted to developing and executing winning strategies. This combination has been the key to client success. We welcome comments, suggestions, and questions. You can write him at: bshlensky@startupconnection.net or call at: 914-632-6977
The pandemic is rapidly teaching us that personal, organizational, and structural change is going to be tougher and faster than expected. Consequently, we must accept that dramatic solutions are necessary to manage, what is now, an entirely new landscape. We all need to be adapting to the pandemic.
There are several significant changes that have already occurred (and are not going to disappear in the near future) that are worth taking into consideration:
We are implementing financial deficits at local, state, and federal levels that, prior to this, were never considered acceptable.
Health care and service workers are receiving (long overdue) recognition and appreciation. Experts are also saying practices like home care and virtual appointments, which are eliminating marginal procedures and improving efficiency in medical care, will become a more permanent standard.
Social distancing policies are forcing behaviors such as hugging, kissing, and shaking hands to be revolutionized and avoided.
The magic word seems to be “remote.” Tele-doctors, homeschool e-learning, working remotely, food delivery and pickup are becoming the new normal, but standards, expectations, and productivity are still unstable and unsustainable. Adjustments will need to be made to accommodate shifting trends and other obstacles. For example, many pizza parlors are experiencing dramatic increases, but the volume is mostly at dinner rather than a steady all-day flow. Parents are finding it difficult to work while simultaneously caring for their children. And, teachers are struggling to manage students and cover the same amount of material in a virtual classroom.
On one hand, we need faster and more dramatic change. On the other, we need more science, testing, and technology to ensure success. Imagine how an increase in things like control groups, curves, models, and logistics could improve our effectiveness and efficiency as we are adapting to the pandemic.
There are several key areas where dramatic and structural change will be necessary to adequately adapt to a vastly changed environment:
The most dramatic (also evidenced in the 2008 financial crises) is that the big will survive much more effectively than the small. In the last few decades, the number of banks and public companies has reduced by over 30 percent. In contrast, the number of restaurants (about 600,000) has remained the same for years. It’s estimated that 10-20% of those and other small businesses will not survive this crisis. That will significantly alter the opportunities and challenges of small business.
We need to focus more on efficiency and restructuring over simple cost reduction. Amazon and other tech companies have become the main targets of criticism regarding questionable practices. However, we should also recognize their contributions in expanding things like communication, home delivery, cloud sharing, etc. For example, I have a consumer products client who has lost much of her retail business. However, she has more than offset it (via sales on Amazon and on her own website) with higher margins and lower prices.
Better management of increased risk and uncertainty is required. Companies are unwilling and unable to forecast 2021, which makes 2022 equally uncertain. Thus, capital, operations, personnel, and marketing decisions are basically on hold. However, we can look at history, industry, and probability models to provide a little more predictability. In particular, looking at alternative scenarios and their probable outcomes can be a valuable effort.
Technology will be king. Amazon, Google, Facebook, and Apple will survive and grow as they become even more innovative and efficient. Traditional retailers with large real estate platforms and margin requirements are at great risk. Consumers are enjoying many aspects of the work-at-home, delivery, virtual lifestyle. These conveniences will be expanded and must be integrated into our systems.
We need to face tough decisions in maximizing our success. While the specifics may be uncertain, most organizations require more technical and analytic skills. Can you provide challenges and opportunities for your best people rather than drowning them in bureaucracy? Can you retrain or replace staff who are less effective? How can you create a supportive culture that values risk-taking, innovation, diversity, and embraces the importance of learning from mistakes?
Learn to prioritize. What is working, what is failing, and how do you devote more resources to the successes? Sometimes our fear of change limits our effort to understand that opportunities, not challenges, have the greatest impact.
The most important aspect of adapting to the pandemic that we’re currently experiencing is to recognize its significance and aggressively find solutions. It does require an openness and willingness to test new ideas. Don’t let emotion or bias affect you. Remember that passion, energy, and commitment are strong determinants of success. Take comfort in the fact that risk can be reduced greatly with testing, research, and analysis. And embrace integrated approaches that incorporate new strategies and activities. As Sheryl Sandberg said:
Dr. Bert Shlensky has an MBA and a PhD from the Sloan School of Management at MIT. He is the President of the New York-based consulting firm, The Startup Connection, where he uses his 30 years of high-level business experience to guide his clients toward maximum sales and profit. For a free consultation, please visitwww.startupconnections.net.
Now, before anyone gets up on a soapbox with an opinion
about whether or not stereotyping is “politically correct,” let’s just take a
step back. Of course there are bad stereotypes—ones that cultivate hate,
encourage inequality, and perpetuate racism. This article is not about those. That type of stereotyping is
ignorant, misinformed, and detrimental to society as a whole, in addition to
being harmful to your business.
The stereotyping
we’re dissecting today relates to trends and analytics. The bottom line is: negative
and harmful stereotyping stems from ignorance, assumptions, fear, and
misunderstanding, while a healthy stereotype comes from research data and an
analytical point of view.
A large part of marketing revolves around segmenting and focusing on selected consumer groups. The “stereotype” that older people are less likely to utilize technology is a helpful bit of information (supported by research) that may influence your marketing strategy, especially if your target audience is over the age of sixty (of course, there are always exceptions to the rule, but you can see where I’m going with this…) This demographic is also more interested in things like adult diapers, medical services, and reverse mortgages. They may not even understand things like streaming services, apps, or YouTube. These may sound like generalizations, but these particular stereotypes, when supported by data, are useful to your marketing strategy.
When You Stereotype
Others
Stereotypes, traditionally, have been used to divide people.
They create an “us and them” mindset. However, I argue that stereotypes can be
used for good if they come from an attempt to unite people and find
commonality. For example, a
recent study showed that teachers were more effective with students who shared common
demographics like sex and race. Educators can use that information to find the
best academic fit when they are seeking employment.
Another
positive way to utilize stereotypes is to find ways to relate to others. In
business particularly, creating rapport with investors, customers, co-workers,
or vendors is an important element to success. Finding common ground—whether that’s
background, hometown, religion, etc.—may help you connect with others. We infer
things based off of what we know about others. So, you might ask a person from
Chicago if they’re a White Sox or Cubs fan. The assumption that he or she is,
perhaps, a fan of a particular sports team based off their hometown isn’t
offensive in any way and it may spark a conversation about rival teams.
A
common stereotype, that I find beneficial, is considering the implications of
whether someone is “right brained” or “left brained.” In particular is someone
more creative or intuitive (right brain) or rational and analytical (left
brain). Factors like fact, logic, emotion, and passion can vary depending on
the audience and situation. These two types generally excel at very different tasks
and have specific ways in which they work best.
When Others Stereotype You
You can
argue all you want, but looks matter. Studies have shown that it takes just 30
seconds for someone to form an opinion about another person upon first meeting
them. We’ve all heard it before, but how we choose to present ourselves makes a
difference. And like it or not, people will make assumptions and stereotype you
based off what you wear and how you look. It may work for or against you, but
the key is knowing that it will happen and working to present yourself in the
way you’d like to be perceived.
When it comes to business, I suggest knowing your goals,
understanding your consumer’s needs, and keeping your audience’s perceptions in
mind. Perceptions are imperative.
This includes perceptions of you, your product/service, your brand, your
marketing, etc. Whether you’re selling a product, developing a relationship, or
impressing an audience, you need to consider how your and your message come
across, what assumptions people will make, and the impression you want them to
walk away with. You can’t control what people think, but you have the power to
influence their inferences.
Have you ever been a victim or beneficiary of
stereotyping? What stereotypes have been applied to you? Were they offensive?
Have you ever judged a book by its cover and been wrong?
I’d especially love to hear how stereotypes have helped you develop more effective messaging. Contact me today, and let me know your thoughts.
Dr. Bert Shlensky, President of The Startup Connection, directs all small business clients toward maximum sales and profit thanks to his 40 years of high-quality experience. Though technological, social, and online integration, he can help launch your business to the next level.
Henry David Thoreau said it best: “Simplicity, simplicity, simplicity!” Despite the universal acknowledgement that his words are both wise and sound, we continue to flip him the bird with our actions. Keep It Simple, Stupid.
It genuinely applies to all areas of life:
Don’t overcomplicate things! Especially when it comes to proposals and sales
pitches, we frequently forget the tried-and-true advice: “Features Tell,
Benefits Sell.” Repeatedly, this adage has been proven over the centuries. So
by now, you would think it’s so obvious that everyone practices
it. However, this is NOT the case at all.
Why do so many of us still try to sell based
on the features of our products and services rather than their benefits???
Sales techniques require careful thought and
analysis. It seems trivial and self-evident to state that selling is a process
that involves a buyer, a seller, and a transaction. So, why do many of
us frequently forget that simple formula? There are countless books,
articles, tapes, and training efforts on sales techniques, but it boils down to
meeting the needs of the client.
I recently experienced two vastly different
proposal approaches that perfectly demonstrate my point.
One: I needed a new estate lawyer. The first
person I considered hiring started our meeting by explaining that he did not
charge for the initial meeting because he wanted to clearly understand my needs
and explain how and at what price he could meet them. He then listened and gave
a great presentation on how he would handle my needs. I hired him without
seeking alternatives because he understood what I wanted and showed me how he
would deliver that. Many professionals including accountants, investment
advisors, and even real estate brokers have similar approaches.
Two: I was seeking a marketing consultant. I
placed an ad on Craig’s List and received many responses from people who were
seemingly qualified. However, many showed traits that excluded them from
further consideration:
They wanted to sell
packaged services without any understanding of client needs and goals.
Frequently, they didn’t even read the introductory material that was sent to
them.
They provided little
information on why or how their efforts would be successful or
beneficial to me. One actually wrote that there was no long-term pay off for
their services.
They highlighted their
product’s presumed strengths rather than focusing on how it would meet my
needs.
The juxtaposition of these experiences shed
light on some simple strategies that may help you improve your own
approach:
Listen. Take the time to understand what the client needs and wants. Do you both understand the difference between the two and how to balance them? For example, is the budget only big enough to execute the programs necessary for success? Or are there excess funds that will allow for add-ons? (Also, avoid pitches that ask for a budget and then offer low bids just to secure business. Saving money doesn’t help if goals aren’t met.)
Know your strengths. What skills and
programs do you have to answer client needs? Creative, technical, and
programming needs/skills are quite different. What do you bring to the table and
how will those unique qualities ensure the client’s success?
Set trackable goals. How will you measure
results and progress? You need an end goal so that you can show results. What
is the startup period? Are you trying to improve sales, communication, or branding?
Tangible progress is key.
Be direct, honest and polite. Transparency and manners
go a long way. Additionally, make sure to provide clients with your email
address and phone number on every document. You may think this is trivial or
obvious, but I can’t tell you how many resumes I’ve been sent that lack this
basic information.
Provide proof for your
claims.
Cite examples of relevant success. It both builds your image and gives clients confidence
in hiring you. I automatically reject suppliers who cannot provide references
or quantitative expectations for their program.
Find connection. Consider what may seem
like external variables: Demographics, gender, culture, economy, and geography
may be more important than you think. I am from Chicago and Yankee fans
frequently build an instant rapport with me by trashing my White Sox.
The bottom line: Keep
it simple, short, and to-the-point. Avoid the fluff. No one wants to walk away
feeling confused about what is being offered. Clients want to know what you do,
how you can help them specifically, and at what price. “Simplicity, simplicity,
simplicity!”
So, you run a business, huh? You probably provide some sort of product or service, right? Okay. So what? Who cares? There are a lot of products and services out there to choose from; why should I give a damn about what’s your brand?
Branding and marketing have
dramatically changed, but marketers are still ill-equipped and reluctant to
incorporate the changes. While creativity, branding differentiation, and
advertising used to rule the field, the rapid growth of companies like Amazon
have made value, service, quality, and culture more important. Now, more than
ever, it’s obvious that details, the execution of logistics, and operations are
integral marketing opportunities.
Consider these new key
perspectives:
Branding is not what you tell
them. Branding is what they think of you.
Your customers determine the
value of your products—not you!
We all know the adage:
Features tell, benefits sell. So, if this is true, why do so many
entrepreneurs still focus on the features of their product or service rather
than the benefits? Your prospective customers don’t care what your product or
service does; they only care about
what it does for them!
No one cares about a cool logo or a fun design. No one cares about creative
packaging. Consumers care about being satisfied. No one cares about your brand
unless they have a good experience.
Therefore, “branding” is actually more operational. So, how do we
shift our mindset from the old “traditional” way of branding and refocus on execution?
Make A Good First Impression
That first experience leaves a lasting impact. Is your store clean? Were the employees friendly? Did you have what the customer needed in stock? Is your website easy to navigate? Details matter. That’s why people hire designers to build websites and decorators to create ambiance. If a consumer’s experience wasn’t memorable in a positive way, you may have lost them. If their experience was bad, you’ve definitely lost them. What’s your brand is how they walk away feeling because that’s what they will remember.
Have a Strong Digital
Presence
Nowadays, everything is digital. It doesn’t matter if your
business is virtual or brick and mortar, you need to have an online presence.
I’ve seen people intentionally avoid a particular store or restaurant because
their website looked out of date or they had bad reviews on Yelp.
Things to consider: Is your website easy to navigate? Is
your store easy to find on Google Maps? Does it even come up in a Google
search? If a potential customer can’t find your store on the first try, chances
are they’re giving up and going to whichever store they could find easily in
their Google search.
Digital Branding needs to be comprehensive. You should have
a website, social media accounts (Instagram, Facebook, Twitter), and positive
reviews on sites like Yelp.
Do Not Neglect Operations and Execution
Adequate staffing, prioritizing services, and having enough supplies
to meet customer needs without incurring excess expense is critical. Pizza
parlors need to plan ahead for Super Bowl half-time deliveries, right? This
might not be your particular problem, but every business has its own version of
the “half-time rush.” If a first-time customer tries to utilize your service
and is disappointed, you’ve probably lost them.
Provide Service with
Integrity
Obviously, the goal is to always provide quality service the
first time, but we all make mistakes. If you do mess up, own up to it and try
to make it right. Many cafes offer free drink coupons when an order isn’t made
correctly. Acknowledging the error and attempting to make it right can
sometimes prevent a lost customer.
Brand Does Not Determine Price
Traditional pricing models no longer apply in today’s world
of business. Entrepreneurs who recognize this will be better able to price
their goods and services appropriately. In the past, it was thought that a
well-known, desirable brand meant you could charge whatever you wanted and
people would pay. Now, search engines make it incredibly easy to compare prices
and analytics are showing that, in reality, a low price is more important than
a brand name. In fact, there are tons of people who may want the prestige of a
designer bag, but are just as happy buying a knockoff.
Effective pricing strategies vary widely depending upon a
number of factors. Consider alternative pricing tactics as well as the entire
pricing package. It’s also imperative to remember that pricing is dynamic. Just
look at Amazon and airline companies: you can search the same product or flight
two days in a row and the price may shift. Demand determines price. Some
companies even brand themselves based solely on things like “the lowest price
option.”
Offer Convenience
In this day and age, if you’re not providing some sort of
ease of use or accessibility, you’re dead in the water. Try to offer some sort
of convenience, such as easy payment plan options, delivery, or 24-hour
customer service. Making your consumer’s experience efficient and convenient makes
your brand “user-friendly.” And who doesn’t want to be thought of in that way?
Company Culture
This is one of the most
important components of branding. Creating and maintaining a positive company
culture is a critical component in achieving excellence and establishing a
great brand. People remember experiences. They may not remember what they were
buying, but they’ll remember the employee who was rude to them. Please and
thank you always go a long way.
Your Brand is an Experience
Know your strengths. What makes you interesting and
different from your competitors? This doesn’t necessarily mean “better.” Two
different soaps can clean equally well and cost the same amount of money, but
if one comes in fun animal shapes… that stands out. It’s different. It’s
memorable.
There are people who shop at Saks Fifth Avenue, but also frequent
Costco. These consumers aren’t worried about price; they’re looking for an
experience—and they will receive a very different one at each location, but
both will be satisfactory and in alignment with their desires. People enjoy
shopping on Amazon because they like the experience of purchasing items from
home, in their sweats. Successful brands have clear, distinct experiences.
So, what makes your brand
unique? What experience are you providing? And why should anyone give a sh**
about what you’re offering? We’d love to hear your feedback in the comments
below!
A customized approach that caters to each of his clients’ specific needs is what sets Dr. Bert Shlensky apart. With a PhD from the Sloan School of Management at M.I.T., he focuses on implementing individualized strategies that have helped countless businesses increase sales and profit. He knows what works and has the experience and expertise to help you take the steps necessary to achieve your business goals.
Imagine waking up and being excited about going to work.
What would it take for that to happen? Perhaps a boss who understood your
needs? Coworkers who were easy to collaborate with? Clear communication between
departments? A challenging, but manageable workload? Good pay, benefits, and
some fun office perks like free lunches? In short, most of us require a work
environment that supports our needs while encouraging productivity in order to
be happy and successful in our jobs. Employee satisfaction relies heavily on
company culture.
Establishing a successful culture is crucial for the overall
progress of any company and maintaining a positive atmosphere with clear
expectations is essential to facilitating employee performance. A great
strategy that lacks a supportive culture is sure to fail, while an environment
where people feel they are being given the recourses to excel will result in a
much higher success rate.
So, how do you create a successful culture?
Encourage
Communication
Surprise! When everyone is on the same page, things run more
smoothly! Set goals and develop strategies to achieve them. And then share those with your teams.
Inclusive environments foster a stronger sense of belonging, which can increase
performance.
Accept Failure
It’s inevitable. Acknowledging that fact from the beginning
enables everyone to get over their “fear” of it happening. If employees know
they will be supported when it happens, they’ll be more likely to take
(appropriate) risks, which can lead to innovation. When people are afraid, they
can’t perform to their full potential, as fear is one of the leading factors
that holds us back and prevents us from trying new things.
Look for the Positive
We’ve all felt what it’s like to work with/around negative
people—their energy sucks everyone else down to their level. We feed off of
those around us. Create an atmosphere where everyone lifts one another up. Finger
pointing and attempting to place blame is never productive. When a problem
arises, work to find a solution. When mistakes happen, look for the lesson to
be learned and grow. Everyone will be better for it. A culture that focuses on
learning from mistakes will always be more equipped to deal with them when they
arise.
Provide Assistance
Make sure employees have the resources they need to succeed.
That may mean providing additional training, one-on-one feedback, updated
equipment/software, or extending deadlines. Understand your employees’ needs
and let them know they can rely on you to back them up.
Ensure Employees Have
a Voice
This can be as simple as a suggestion box where employees can
anonymously provide feedback. The key here, however, is that all suggestions
must be thoroughly considered. Just allowing people voice their
thoughts/opinions/concerns isn’t enough. Their suggestions must be
appropriately addressed as well.
Treat People Equally
and Individually
This might sound contradictory, but it simply means that,
while everyone should be treated fairly and equally, their individual needs also
need to be taken into consideration. Some might need more supervision or verbal
encouragement while others thrive being left with complete autonomy on a
project.
Bring Back Basics
We all want to be respected, appreciated, and acknowledged.
Be kind and remember that a simple, “Thank you,” goes a long way. And don’t
forget to have some fun. Sure, it’s work, but we all like to have fun while
doing it. Have a company picnic, organize a holiday party, or join an
intramural sport with coworkers. The more you bond outside of work, the
stronger the team will be at work.
Obviously, each environment is unique and the type of
culture you cultivate will be specific to the needs of your individual
organization. While a majority of these examples are universal, it’s up to you
to decide what culture will work best for the success of your company.
Poll:
Which aspect of work
culture is most important to you?
(Please let us know
in the comments!)
Work/life balance
Benefits package (health care, PTO)
Flexible hours
Positive/likable coworkers
Feeling challenged
Dr. Bert Shlensky, president of Startup Connection ( www.startupconection.net ) is a graduate of Sloan School of Management at M.I.T. He served as the president of WestPoint Pepperell’s apparel fabrics business as well as the President & CEO of Sure Fit Products. Having provided counseling to over 2,000 clients, his focus is on working with select startups and small businesses.
When you want to stand out, reach out to Bert for the tools that will build your “sticky” brand. My focus is on understanding and analyzing your dilemmas and challenges, so your company becomes profitable faster.
Call (914) 632-6977 or email me at bshlensky@startupconnection.net. Don’t leave without signing up for our useful free eBook!
Feeling stumped or overwhelmed? Contact Bert at (914) 632-6977 or Email to start the process. Thanks!
