ten noted as the #1 key to retaining great and technically trained employees. Therefore Company B takes steps to ramp up employee retention programs through career recognition efforts, such as press and newsletters covering employee and firm achievements.

40-50% of recently surveyed employees state that they already have

Company A likes bricks. In fact, they will wait for one to drop on their head before they make a decision. Then, in crisis mode, the big brass assembles the quaking troops and hands them limited ammunition to “see what they are made of.”

Company A (s) marketing strategy is all war, too. Gear up, fire the cannons, work feverishly when the work comes in, suffer a slump when the work is done, downsize and upsize, but never “right size.” And, secret fears are circling that their entire market may be moving or downright disappearing.

Company B, however, has embarked on a carefully conceived business plan that avoids Boom Bust Cycles. Here is what Company B Knows to Do:

1. Company B builds and retains equity in their firm by widening those perceived as ‘in charge.’ Those in charge are top players in management, and top players in staff.

The NY Times reports that 43% of the US labor force will be eligible to retire in the next ten years. Company B plans for the current CEO’s ultimate exit strategy by identifying and publicizing their next on-board successor(s), knowing that it will provide a goldmine of retirement benefits for the current CEO and long-term viability for the firm.

2. Company B retains Top Talent. This company knows that career growth and recognition is most often noted as the #1 key to retaining great and technically trained employees. Therefore Company B takes steps to ramp up employee retention programs through career recognition efforts, such as press and newsletters covering employee and firm achievements.

40-50% of recently surveyed employees state that they already have p

erishly when the work comes in, suffer a slump when the work is done, downsize and upsize, but never “right size.” And, secret fears are circling that their entire market may be moving or downright disappearing.

Company B, however, has embarked on a carefully conceived business plan that avoids Boom Bust Cycles. Here is what Company B Knows to Do:

1. Company B builds and retains equity in their firm by widening those perceived as ‘in charge.’ Those in charge are top players in management, and top players in staff.

The NY Times reports that 43% of the US labor force will be eligible to retire in the next ten years. Company B plans for the current CEO’s ultimate exit strategy by identifying and publicizing their next on-board successor(s), knowing that it will provide a goldmine of retirement benefits for the current CEO and long-term viability for the firm.

2. Company B retains Top Talent. This company knows that career growth and recognition is most often noted as the #1 key to retaining great and technically trained employees. Therefore Company B takes steps to ramp up employee retention programs through career recognition efforts, such as press and newsletters covering employee and firm achievements.

40-50% of recently surveyed employees state that they already have

at Company B Knows to Do:

1. Company B builds and retains equity in their firm by widening those perceived as ‘in charge.’ Those in charge are top players in management, and top players in staff.

The NY Times reports that 43% of the US labor force will be eligible to retire in the next ten years. Company B plans for the current CEO’s ultimate exit strategy by identifying and publicizing their next on-board successor(s), knowing that it will provide a goldmine of retirement benefits for the current CEO and long-term viability for the firm.

2. Company B retains Top Talent. This company knows that career growth and recognition is most often noted as the #1 key to retaining great and technically trained employees. Therefore Company B takes steps to ramp up employee retention programs through career recognition efforts, such as press and newsletters covering employee and firm achievements.

40-50% of recently surveyed employees state that they already have

the current CEO’s ultimate exit strategy by identifying and publicizing their next on-board successor(s), knowing that it will provide a goldmine of retirement benefits for the current CEO and long-term viability for the firm.

2. Company B retains Top Talent. This company knows that career growth and recognition is most often noted as the #1 key to retaining great and technically trained employees. Therefore Company B takes steps to ramp up employee retention programs through career recognition efforts, such as press and newsletters covering employee and firm achievements.

40-50% of recently surveyed employees state that they already have

ten noted as the #1 key to retaining great and technically trained employees. Therefore Company B takes steps to ramp up employee retention programs through career recognition efforts, such as press and newsletters covering employee and firm achievements.

40-50% of recently surveyed employees state that they already have plans to leave in the works. CNN Money reports that more than eight in 10 workers plan to look for a new job as the economy heats up. And top staff is no exception--a recent Gallup poll states that only 32% of managers were actively engaged with their company and the work; 52% were not engaged, and another 16% were actively disengaged.

3. Company B knows to Market and Promote heavily during both cycles--boom and bust, always growing or sustaining the firm strategically, and keeping the “A” clients as they move to other geographic areas.

Use your strategic marketing skills on a daily basis. Bundle tactical expertise into clearly defined service packages with clear goals and measurable results. Your approach should be product oriented in a service industry. Your services must be outcome based--founded on the belief that buyers do not want the service, buyers want the results of the service.

Imagine you wanted flamb? and therefore needed to purchase a copper pan. Yet when you went to buy, you were only offered vague consulting services on the benefits of high-end cookware. Asking about the cost of a pan, you were told, “That depends.” And you don’t even want the pan—you want the flamb?!

Set the goals you want to achieve for your company and pick the steady path you will take to