Revenue Perspectives from OneAccord Partners

2010 IN VIEW Welcome to our second issue of Topline View. OneAccord offers Topline View to senior executives, providing valuable, strategic and tactical perspectives to optimize revenues for your company. OneAccord, LLC is a national firm of seasoned executives, providing operating leadership, sales execution, and marketing excellence, essential functional disciplines to drive profitable, sustainable revenue growth. (See our Practice Focus). In this second issue, we have provided a fresh perspective on the current challenges and opportunities relevant to all organizations, along with solutions needed to maximize revenues. And be sure to read Peter Klinge’s article on the Olympics and a culture of achievement! He recently returned from Vancouver.     IN THIS ISSUE: Macro View:         Confidence Indicators Strategic View:     Keys to sustaining growth in 2010 Social Media:       Are You Covered? Global View:         Rethinking Executive Recruitment Client Value:         Helping a Traditional Music Company Grow Culture:                The Olympics & a Culture of Achievement Event Recap:        Coach Nick Saban on Winning

OneAccord EVENTS Growing Revenue in this Challenging Economy What to do when all the cuts are completed . Workshop: March 3rd Location: Newport Beach, CA Webinar: Thursday, March 18th – 11:30 am. – 10:30 p.m. Eastern DETAILS BELOW BUSINESS SUSTAINABILITY Our Partners Strategic Challenges Revenue Diagnostic Tool Sales Disciplines Marketing Disciplines Case Studies

MACRO VIEW STRATEGIC VIEW Keys to Sustaining Growth in the 2010 Economy By Rich Hennessey, Managing Principal – Boston Today, every organization is attempting to do more with less. Sustaining Growth Requires Focus on the Fundamentals: * Are you prepared for more of the same? * Does your operating model need to change to ensure profitability? * Can you leverage a price advantage? * Are you expressing good and strategic corporate citizenship? * Are your investors aligned for the long-term? * Is your organization nimble? Read More SOCIAL MEDIA VIEW Social Media…Yeah We Have that Covered. Or Do You? A Primer on Intellgent Social Media and Online Strategies by Dave Swartzendruber, OneAccord Principal & President of CLS Global Solutions Are you Social Media Intelligent? What is your state of readiness? Is it producing the measurable results you desire? Do you have a plan in place with milestones, roadmap sequencing and coordination across all departments? These are questions that can often be a challenge to answer. Intelligent Social Media is the Web Strategy practice of factual business case construction, starting with comprehensive benchmark. An effective web strategy recognizes that social media consists of thousands of channels and matrices that need to be custom fitted to a business objective roadmap and implementation plan. Read More   GLOBAL PERSPECTIVES Rethinking Executive Recruitment and Staffing: Challenging Conventional Processes and Offering an Alternative Methodology by Michael Pearce, OneAccord Principal Nearly every organization can boast of their "solutions" …and all believe they have a competitive price. The fundamental difference maker today will be their personnel. It’s not appropriate to refer to them as employees any more, for too many tasks are rightly out-sourced, done by contract employees and other non-traditional engagements. But it is the people that make the difference in every organization. Many companies boast that their most precious asset is their people – but few realize just how critically true that statement is. In this new era, traditional organization structures, decision making, even staffing processes, will need to be challenged and changed if an organization is to survive, sustain, and thrive. Read More CLIENT VALUE VIEW

Client Spotlight: Case Study: Helping a Traditional Music Company Adapt and Thrive in the New Economy By Peter Klinge, Regional Managing Principal – Salt Lake City 100 year old family company is a regional music wholesaler serving independent retail music stores.Revenue and profitability were flat for several years but the great recession’s impact on discretionary music playing and education exacerbated year over year declines 2008 to 1st half 2009. With OneAccord’s strategic help, the company turned things around. Read More   CULTURE VIEW

XXI Olympic Winter Games- Vancouver 2010 Sharing the Flame: The Inspiring Dynamics of Olympic Games By Peter Klinge, Regional Managing Principal – Salt Lake City There’s a culture of good will at the Olympics that provide an environment for individuals and teams to compete at the highest levels of performance. As a business leader and consultant, there was so much about the Olympic games that was truly inspiring. Peter Klinge and his family attended the Vancouver 2010 Olympic Games at the Whistler Venue 2/13 to 2/20/10. Read More Nick Saban on Keys to Winning: An Excellent Cultures Event Recap By Dale Hintz, OneAccord Principal, Excellent Cultures Practice University of Alabama, Head Football Coach Nick Saban, was awarded The Pacific Institute’s, 2009 Leadership Innovation Award. 285 Leaders of Business, Education and Community Organizations came to celebrate and hear directly from Coach Saban, how he led student-athletes to become champions in character, academics and sport. Read More UPCOMING EVENTS Growing Revenue in this Challenging Economy Presented by:  OneAccord, LLC and Moss Adams, LLP Date:                   Wednesday, March 3, 2010 Format:              Morning Breakfast & Presentation – 8:30a to Noon Location:           Fairmont Hotel, 4500 MacArthur Blvd, Newport Beach, CA WEBINAR – Growing Revenue in 2010 A follow-up webinar will be conducted onThursday, March 18th – 11:30 am.- 10:30 p.m. Eastern. The webinar will be presented by Peter Klinge, Jr., Regional Managing Principal with OneAccord – Salt Lake City. Please RSVP or indicate webinar interest to toplineview@oneaccordpartners.com or call 949.207.7474. For More Information visit this event page.

Client: Chesbro Music Co.

Location: Idaho Falls, ID

Subject: OneAccord Testimonial

Our company hired One Accord Partners July 2007 to conduct a customer value assessment and to give recommendations on how to achieve bottom line growth. After their assessment, we contracted with One Accord for specific projects…for two years a One Accord Partner worked with our company 3 – 4 days a week onsite on specific projects relating to sales and marketing management.

These projects included:

1)  Sales Force Management (customer service representatives and regional managers).

Sales Training, compensation planning, organization reorganization, and sales tools were implemented

2)  Managerial -  Comprehensive business plans and financial forecasting  by product  were developed.

3)  Customer Relationship Management was improved in several ways including more involvement by management and dealer focus groups.

4)  Marketing -  Analysis of web opportunity, needs analysis, identification of vendors, and contract negotiations were conducted.

5)  Bottom line and top line revenue growth -  Focus was given on growing revenues from the top 100 accounts and developing key account solutions.

OneAccord was professional, experienced and provided insight and experience that was critical to the success of the above projects.  One of the greatest benefits in working with One Accord is the variety of expertise from the One Accord Partner network.  In a business and technology environment that changes rapidly, this helped our small company to have access to critical resources.

I would recommend One Accord Partners for companies that need interim executive management, a short term interim management expertise, and an outside unbiased professional prospective.

Vanetta Chesbro Wilson, CEO ]]> http://www.oneaccordpartners.com/chesbro-music-co/feed/ 0 http://www.oneaccordpartners.com/topline-view/ http://www.oneaccordpartners.com/topline-view/#comments Sat, 19 Dec 2009 00:46:08 +0000 admin http://www.oneaccordpartners.com/?p=795

Revenue Perspectives from OneAccord Partners

2010 IN VIEW OneAccord Partners offers Topline View to senior executives to assist you in gaining valuable strategic and tactical perspectives for success. OneAccord is a nationwide team of experienced marketing and sales executives who have successfully served numerous top U.S. companies (See our Practice Focus). Topline View puts facts and information at your fingertips and points you to solid resources should you wish to dig deeper. We Wish You a Happy and Prosperous 2010 from the OneAccord Team! In This Issue: Macro View: Economic Indicators | Global View: Punch through the Tunnel to Your Company’s Recovery |   Strategic: Winning the Great Recession Race |  Client Value View: Mining Sector | Community: OneAccord Not-For-Profit Practice

UPCOMING EVENTS Nick Saban – Alabama’s Head Football Coach speaks on The Champion Mindset. DETAILS BELOW BUSINESS SUSTAINABILITY Our Partners Strategic Challenges Rapid Revenue Diagnostic Tool Sales Disciplines Marketing Disciplines Case Studies

MACRO VIEW 2010 Economic Outlook The USA TODAY/IHS Global Insight Economic Outlook Index shows moderating but firm growth in early 2010 after a strong recovery in the second half of 2009. Construction Backlog Indicator Shows Positives in 2009 Q3 & Q4 The CBI shows modest increases in the backlog, though the overall is still at historic lows. Confidence Among Nation’s CEOs Increased in Q3 – 2009 Overall confidence - 63 pts   (Change of + 8 pts from Q2) Belief that overall conditions have improved: 68 %   (Change of +36% pts from Q2) Belief that conditions in their industry approved: 55%  (Change of +31% pts from Q2) Source: The Conference Board GLOBAL PERSPECTIVES Punch Through the Tunnel to Your Company’s Recovery By Peter Klinge, Regional Managing Principal – Salt Lake City The worst of the recession is over and as of Q1 ‘10 it’s evident we’re moving in the wobbly direction of recovery. But to ensure the future you want for your business, now is the time to evaluate the company’s business strategy and organizational alignment. Effort behind these points will drive sustainable growth and enable the company to punch out of the recovery with renewed strength and vigor. As business leaders it’s time for action; to seize opportunity, to build, to grow. Aligning the business strategy with organizational health and development of the company comes at a critical time; a company risks missing out on the recovery if these issues are not addressed. Read More STRATEGIC VIEW Winning the Great Recession Race…The Time to Start is Now! By Jim Fisher, Principal – Boston When the “Great Recession” hit, many business leaders properly set ensuring the safety of their cash flow into the future and doing what was needed to build strength in this critical financial area. Even though the stock market has shown gains, investment houses recognize the increased earnings have come from aggressive cost cutting cutbacks and reorganization rather than increased revenues. History has demonstrated how those who invest in development and a stronger brand in these tough times are the ones who grow the most rapidly and gain market share and margins when their business segment improves. Read More CLIENT VALUE VIEW Client Spotlight: Case Study: Mineral Sector Firm Adapts and Thrives By Peter Klinge, Regional Managing Principal – Salt Lake City With OneAccord’s help in overall store strategy and worldwide account development, this firm’s sales organization was re-energized resulting in revenue gains that exceeded 25% to nearly $2B from 2005 to 2008. Read More COMMUNITY

OneAccord Launches a Not-For-Profit Practice By Scott Rodin, OneAccord NFP Managing Principal The need for strategic growth, assessment, and revenue strategies is acute in the not-for-profit world as in the for profit world. OneAccord NFP helps faith-based and community-based not-for-profit organizations develop winning fundraising strategies along with a number of other key strategic services.Read More UPCOMING EVENTS Building the Positive & Power Mindset of a Champion Presenter: by University of Alabama Football Coach Nick Saban Date: Monday, January 25, 2010 Format: Morning Breakfast & Presentation – 8:00a to 10:30a Location: Birmingham, AL For More Information go to: www.excellentcultures.com, Excellent Cultures is a OneAccord aligned partner

Client: Anvil Communications, Inc.

Location: Wimberley, TX

Subject: OneAccord Testimonial

Larry Snyder came on board with Anvil Communications as General Manager on March 1^st of 2009 with the primary goal of establishing a growth culture in the organization and building revenue. Larry actually began serving us months earlier, however, as he worked with our team to develop a winning bid for a large project that will effectively double company revenue this year.

Since coming on board, Larry’s calm presence and firm hand have already re-vitalized our company. He combines excellent strategic planning skills and revenue growth orientation with a mastery of the details—a rare and valuable talent set. Our Board of Directors is so impressed with Larry’s accomplishments we have elected him our CEO just 3 months into his contract! OneAccord has a giant winner with Larry, and we are grateful to have him aboard. We expect more good things in the months and years ahead under his leadership.

Bert Johansen

Founder and Chairman

Anvil Communications, Inc.

What Companies Look for in Sr. Execs
43% of executive search consultants surveyed in 2008 reported that their client companies considered the number of years of relevant work experience to be one of the top reasons for hiring a particular candidate, whereas only 24% gave similar weight to the ability to collaborate in teams — and an alarmingly small 11% factored in a candidate’s readiness to learn new things.

Source: Harvard Business Review, May 2009

According to Harvard’s study, companies did not think that ability to grow revenue, innovative thinking, or past accomplishments was the most important factor, but rather years of relevant experience.

Another survey by Harvard Business Review found that most candidates for executive positions were not very well vetted by the hiring company.

How Well Vetted Is Your Senior Management?
In 32% of 500 companies surveyed in 2008, candidates for senior executive positions went through only 1 to 5 interviews, while 12% of firms subjected candidates to 21 or more. Shockingly, only half of those recruited for the top three tiers of management were interviewed by anyone in the C-suite. And fully half the companies relied primarily on the hiring manager’s gut feel, selecting a candidate believed to have “what it took” to be successful in any job.

Source: Harvard Business Review, May 2009

One of the advantages of hiring an interim executive manager, is that you don’t have to rush to hire an executive and your company can spend the time to carefully select the best candidate for an important executive position.

Do you think experience should be the primary factor that companies look for when hiring an executive manager? Are companies not performing due diligence when hiring for important executive management positions? What should be the number one quality companies look for in executives?

We frequently hear the statement ‘what was successful last year isn’t working anymore, so what can we do to find the magic again?’ There really is no easy answer, but there is a process that will enable you to find success with your marketing initiatives.

1. Analyze the market

The better you know your industry, your customers, your competitors and yourself, the better you will make good decisions that give you leverage in your marketplace.

Some of the basics include knowing your S.W.O.T. – Strengths, Weaknesses, Opportunities and Threats. Strengths and Weaknesses are internal to your organization and Opportunities and Threats are external to your organization. Find places and ways to leverage strengths and to minimize weaknesses.

Another key is understanding where you earn your the greatest profits, as a percentage and in total dollars.

2.Target the best prospects

You have hundreds if not thousands of different target options for finding new prospects. The most important step in finding the right prospects is to ask the question ‘Which prospects are easy to acquire, difficult to steal, provide significant margins, in sufficient quantities and that will be loyal to you over the long run?’ These are your best prospects. And, they really do exist.

Identify them by industry segment, size, commodity, geographic region and any other means to clarify where you will spend your sales time and effort. For example, one of our transportation clients targets the shipping of eggs throughout the mid-west. They have found a market where they can be highly targeted, very profitable and in a space where they can be ‘the best’. And, their results are exceptional.

3. Focus your strategies for best leverage

The three key strategies commonly identified are a) market focus, b) pricing and c) differentiation. Unless you are the very biggest of companies where economies allow you to dramatically lower your operating costs, we recommend focusing on specific markets (market focus) or differentiation as your primary strategy.

Make your company strategy to be your defining mark and match your special capabilities to those prospective companies most needing those capabilities. Maybe you are ‘experts’ at designing special engineered solutions for your customers, concentrate on making that be the focus of your business.

4.Match the marketing elements to your strategy

Most everyone has heard of the four P’s of Marketing – Product/Service, Price, Place and Promotion. We don’t have space to go into detail here, but suffice it to say that these four marketing elements need to be consistent with your overall marketing strategy. If you are following a differentiation strategy then your marketing elements must match that strategy.

5.Develop a Unique Selling Proposition

This fifth step is simply developing a more refined definition of your primary strategy. The Unique Selling Proposition is the identification of one or two key things that make your company stand out in your customers’ minds. What makes you ‘unique’ to your targeted prospects? Examples of these include things like exceptional communications, simplified ordering process, ability to deliver products more quickly, or any number of other ‘special’ or ‘unique’ capabilities.

One key thing to note, your Unique Selling Proposition must be something your prospects really want from you. If not, they will look right past you to someone else.

Once identified, make sure that everything you do supports your unique selling proposition and let everyone you serve know what it is.

6.Create actions to deliver results

The next step is to list key initiatives and actions you need to take to make your marketing initiatives work for you. For example, maybe you need to review your pricing to see if your ‘extra services’ justify a price increase. The key to successful marketing is clearly identifying those actions that enhance your impact with customers.

7. Execute your plans relentlessly

The saying ‘a mediocre plan executed relentlessly will always outperform a perfect plan imperfectly implemented’ is absolutely true. More times than not, we find one of the key differences between a good company and a great company lies in their ability to execute on their plans.

8. Evaluate results

If you have executed your plans well, it is time to measure your progress. Evaluation of results is imperative if you are to improve. And, don’t just look at the numbers, also look at qualitative results. Talk to customers, vendors, prospects and even employees to see how well your plans are working with them. They will tell you.

9.Make adjustments to your plans

Finally, don’t just sit on your successes. Continue to refine and adjust your plans and actions in a continuous effort of improvement. The marketplace is in constant flux which means that today’s solutions won’t necessarily work tomorrow. Keeping a constant vigilance on your customer reactions and your competitor adjustments will help you win in the face of competition.

Nine simple steps will make all the difference in being an exceptional marketing organization with a consistent flow of new customers.

Interim management executive, Scott Philips, is a C-level executive based in Portland with over 30 years of diversified experience in enterprise wide leadership. He is recognized as an action-oriented leader with strengths in strategic management, business assessments, global brand building, business development and enterprise selling. Scott’s experience in analyzing market data, developing solutions and effectively executing plans have resulted in significant revenue growth in a number of companies in a wide variety of industries. He can be reached at 503.913.2705 or scott.philips(at)oneaccordpartners.com

Photo by Yourdon

Objection: I have to hire someone after you leave which means we’ll be starting over from scratch.

Response: OneAccord provides a ‘front-end’ Revenue Review that is completed by 2 or 3 CEO-pedigreed Principals with proven revenue growth history. This work, coupled with their subsequent Rapid Revenue Plan will ensure the initiatives they implement produce results. And, OneAccord will not ‘leave’ an engagement until the transition to new, capable leadership is complete.

Scott Philips
Interim Management Executive, OneAccord
scott.philips@oneaccordpartners.com
(503) 913-2705

Objection: AS CEO I’m concerned about the impact of OA on our culture…

Response: OneAccord is there to deliver impact on transforming the revenue culture of a company for a finite period… typically 6 to 9 months. It’s important for the CEO and his management team to acknowledge that CHANGE is needed and to commit w OA leadership to defined roles to affect the necessary change.

Cultural change is always challenging. BUT the breakthrough is realizing there’s opportunity and seeing results.

The purpose of OneAccord’s principals is to help a company’s organization get through the change cycle of their business and transition the benefits of our experience, talent and skills to the company’s stakeholders. Our seasoning has brought us much hard earned wisdom in evaluating difficult changes and the effect on people’s lives in and out of the business. We strive to bring that perspective to the relationships and work we create with our client companies.

Peter Klinge
Interim Management Executive, OneAccord
peter.klinge@oneaccordpartners.com
801.755.6820

Objection: We could never have an interim overseeing our overall game plan, because they’d leave with our entire customer list!

Response: As mentioned in Leadership on Demand (www.Leadership-On-Demand.com) which I co-authored with Charles Besondy, interims are professionals, just like your accountant and your lawyer. Just as you’d not expect them to keep your confidence among competitors, good interims provide that same discretion. An interim CMO or CRO is working at the strategy and process level, not on any particular account. In fact, you incur greater risk any time you face disgruntled/outgoing account executives who not only take their (electronic) black book but also muddy the water with their comments to the rest of the staff!

Objection: It costs too much.

Response: It’s true – our work this is not inexpensive. But because our work is interim meaning short–term and the fact that we are focused on lasting trans-formation at the top and bottom lines, the returns we provide through our mutual effort during and after the engagement far out way the investment over time.

The advantage to you is a low risk controlled change that registers as sustained profits in a number of levels;
1. Leadership excellence
2. Process improvement
3. Sustained growth
4. Revenue acceleration & profits

The real advantage is the long-term growth and profit your company will gain due to our short-term engagement.

Objection: We’ve tried consultants before.

Response: Our real difference is we not only assess and develop a plan, but come align side, roll up our sleeves and work with you until sustainable change is owned by the leadership and employees across the company.

The advantage of this for you is; we are able to walk away and you receive the full benefit of lasting change.

Because the organization is 100% involved with the change process (top down) it (the company) now has the ability, through modeling, to produce ongoing needed change while continuing to grow and drive profit

Objection: Our company is different.

Response: We draw on our 40 plus stable of tenured leadership and C-level principals. Our first goal is to match your culture and needs to those of our OneAccord principals. This ensures the very best experience, needed tools and cultural fit for your engagement.

The advantage to this means we mesh quickly to your culture and business needs which allows us to move to solutions much quicker.

The real benefit of this is of course savings of time and money – at the very front end – which is exactly why we make sure the culture, experience and engagement fit is spot on.

Objection: I don’t have the leadership in place to support this.

Response: We believe people are your most valuable resource. We are always surprised at the talent we find inside the individuals on staff. One of our best values is to help you identify and grow.

Allowing the right people to rise as leaders sends a clear message through the organization – new energy is released, new ideas are born and leadership transformation begins.

To have a united, focused and energized leadership team takes the pressure off you! You in many ways will be freed to do strategic, visionary and key guidance activities.

Objection: These kind of initiatives never last.

Response: Our overall transformation goal (or specific project goal) is to build and install processes which have identified owners who carry authority, responsibility and show the desire to maintain and even improve the processes over time.

Top-down / bottom-up Ownership is key to the success of all of our engagements. The advantage of sustained change is that you can now shift your attention as a key leader to future growth and profits and rely on “employee ownership” to sustain your processes.

Letting go of the daily tactical challenges fees you to tap and release the leadership value which is called for from your position.

Lasting change is about buying-in from top to bottom. Our processes provides buy-in from leaders to teams and individuals. – There is nothing more powerful than a volunteer army! Can you imagine the success we’d have if this was true in your company today?

Eric Fry
Interim Management Executive, OneAccord
eric.fry@oneaccordpartners.com

There are a host of pains organizations inflict on themselves that present clear and present dangers to their very viability. Among those we often see are:

• Goals and objectives that are out of sync with job descriptions and employee expectations

• Compensation plans that don’t reflect the will of the organizations executive leadership

• Management who believes it is their prerogative to manipulate sales compensation plans, changing quotas, territories and commission schedules mid-stream

• Sales automation/CRM systems that are installed to provide management reporting with sales productivity as a by product

• Few understand the complicated nature of channels, how to avoid conflict, and how to motivate organizations they don’t own, yet many businesses just can’t grow organically fast enough. Effective committed channels are a necessity.

So what can companies do?

• They must learn to hire for a season. Recognize that a significant percentage of employees will move on within a few years. Call it out confront it and embrace by designing the job description accordingly, and eliminate confusion and contention. Hire the very best for the tasks at hand. It’ll require a bit more thought and planning, but it’ll be worth it.

• Dedicate themselves to serving their employees and to making them successful; not managing them for compliance, rather leading them for significance; leading them rather than directing them

• Embrace technology. Many managers are digital immigrants leading digital natives. They resist it and demean it with comments like “I’ll never text”. We must immerse ourselves in it, admit our fears and frustrations, and join the ranks of the next generation who takes all this technology as a matter of fact and can’t understand why their management doesn’t.

• When we employ systems we must think first of the impact on the employee. Implement a CRM to make the sales people more productive, and have management reports as a byproduct. It’s the only way they will embrace it and the data will be accurate and timely.

• Hire scientifically. Success at a previous company is no guarantee of success with the next. It can no longer be acceptable to give an employee 9 months or longer to see if they will succeed. Thai’s as much as 1/3 of their tenure. They must be positioned to contribute much quicker.

• Build support tools like the company web site that personalize the web experience, allowing the inquirer to truly understand how your products and services can met his unique needs, and build it a way that leaves a thumb print behind so more and more can be turned into customers. It’s not the number of web hits that counts, it’s the number of customers that are generated.

• Have a mission statement that is meaningful, measure ideas against it, reward innovation, and create the opportunities that demand transformation versus incremental improvement.

• A soft economy can be the best time to gain market share. It’ll take a non-traditional approach, but embracing a win/win mentality, a servants heart for employees success, an acceptance that each employee really wants to make the best decisions possible, combined with an ability to accept effort and failure will help turn a business, even where the economy is having a negative impact, into a consistent winner.

Michael Pearce is an experienced interim management executive and has worked with several leading companies such as Citicorp, Boeing, Weyerhaeuser, Singer and EMC. His expertise is in building high performance sales teams and generating revenue and margins with repeatable, dependable, and predictable results. You can contact Mr. Pearce at michael.pearce@oneaccordpartners.com or at 425.830.4156. He also blogs at http://michael-pearce.blogspot.com/.

Photo by papalars

Bottom Line – Don’t rely on consumers to revert back to their old buying habits because by the time the option exist, they’ll probably forget what those “old” buying habits were. Will people start buying houses again, certainly. Will new house designs and sales strategies be different from where they were 18 months ago. You bet. Will consumers in conjunction with government watch dogs take a more conservative approach to credit card debt? I think so.

Max Clough
Interim Management Executive
seattle@oneaccordpartners.com

From an investment perspective… I hear deal makers speak as though the recession is episodic and therefore that we’ll revert to previous approaches to buying/selling companies.

The fundamentals got distorted the last 10 years and the norm going forward for consumers to business leaders alike will be to create and consume goods and services of value that produce tangible benefits.

Peter Klinge
Interim Management Executive
peter.klinge@oneaccordpartners.com
801.755.6820

Our basic economic order is built on a Keynsian Economic model – basically a “debt mentality”. As long as our economy has access to capital…it will spend. Yet, given the radical financial changes, a conservative approach will likely influence consumers, and more importantly businesses, for years to come. Ultimately – debt, yes, same old habits…not for a long time.

Jeff Rogers
Interim Management Executive
jeff.rogers@oneaccordpartners.com

This economic downturn is termed a “recession” but there are structural changes that make the “recession” different. There are some fundamental & dramatic shifts in banking practices (% equity to credit) that will change real estate and purchasing requiring loans. Also credit card companies are actually losing money due to non-payment so expect a tightening on credit applications, more discipline on payment dates & higher interest rates to offset non-payment losses. So bottom line as people go back to work & their disposable income recovers they will go back to previous low dollar consumer habits, but on higher dollar purchases requiring credit there are structural shifts in the credit providers that will ultimately restrict demand on goods and services permanently changing their habits. What we will not know for awhile is the degree of negative affect this structural shift will have.

Dale Hintz
Interim Management Executive
dale.hintz@oneaccordpartners.com
972-824-6923

Consumers have changed. They’ve been shocked by the reality of their situation – trees don’t grow through the sky…everything has a topping out and consumers now see that they are broke!

Consumption will be less conspicuous and savings will continue to grow as a percentage of GDP.

Jackson Weaver
Interim Management Executive
seattle@oneaccordpartners.com