Silicon Investor (SI) -- The First Internet Community

STOCKTALK

We've detected that you're using an ad content blocking browser plug-in or feature. Ads provide a critical source of revenue to the continued operation of Silicon Investor. We ask that you disable ad blocking while on Silicon Investor in the best interests of our community. If you are not using an ad blocker but are still receiving this message, make sure your browser's tracking protection is set to the 'standard' level.

Technology Stocks : Hewlett-Packard (HPQ) -- Ignore unavailable to you. Want to Upgrade?

To: Elroy who wrote (186)	5/8/2002 11:45:16 AM
From: MeDroogies	Respond to of 4345

I learned, a LOOONG time ago, that being at the end of the line doesn't necessarily mean that is where you are relegated to. If you act decisively and quickly, you can work your way up to the front by pointing out benefits to others in the line that you can provide if they let you in. This is a simple analogy. In business, it's more like this - I used to work for a downtrodden TV net that had piss poor ratings and nothing going for it (actually it had quite a bit going for it, but the message was never fully presented properly). I took over the sales and did 3 things: 1. lowered prices dramatically 2. created a compelling presentation that focussed on the benefits of advertising on the network 3. got the sales people out of the office and knocking on doors they said they couldn't get into. The first year, sales went from $25mm to 35. 2nd year, 35 to 65. 3rd year, 65 to 120mm. The key was, of course, one thing. Speed and execution. I landed one deal that was DIRT cheap. Everyone was angry saying that competitors would be willing to pay higher prices. I agreed, but pointed out that those same competitors HADN'T (yet) purchased the network in any meaningful way, whereas this deal was a huge sum of money. The next year, 3 competitors stepped forward with equivalent amounts of cash, at much higher prices, and I was able to let the old deal run out. This situation can be replicated in alot of places, in alot of businesses, if management focusses on the pertinent issues. I took a network that was considered low-rated, low-cost, and low-esteem and watched it grow into a highly rated and well known network. One interesting thing is that while we watched the revenues grow 5 fold, ratings only grew by 2x. I believe your view of what is possible and what can be done based on a static view of today's situation and environment dooms you to middle management, or worse. Had Patton not viewed the battlefield as a shifting set of players and events that required swift movement and activity, it is unlikely he could have had the successes that he did. He would have been like Monty...sitting in hedgerow country slowly taking one country road at a time.