A Humble Ramen Is What I Need For My Business

My wife, our two kids and I were starving after a long afternoon of shopping on Takeshita street market in Harajuku, Tokyo. As tourists, we had no clues whatsoever where to eat.

We turned to Google, our reliable unofficial tour guide. Google map showed several options for the best places to eat ramen in town. There was one with fantastic reviews albeit it was a bit far from Takeshita street.

So we walked, and walked, and walked, but for some reason, we could not find this place.

Bummer!

Getting a bit desperate we were ready to walk into a 7-Eleven shop to grab a couple of pre-packaged meal boxes.

And that was when a smallish ramen place caught our eyes. It looked like it was squeezed in-between two buildings.

We decided to give it a try.

“Just One Type of Ramen”

We realised there were limited type of ramens. There were only four of them. Inside there was a machine for ordering and payment. Each of us chose a different type of ramen. Mine was called a winter special with chillies, yummy.

It is different, unique, and most importantly it caters for certain diners who keep coming back for more.

“Ahh welcome, welcome,” the owner (and head chef) said with a big smile.

The owner was amicable. His name was Jun. We called him ‘Uncle Jun’. He prepared the foods swiftly and within 15 minutes we were enjoying great tasting ramens.

“Uncle Jun, can I ask you a question?” I asked.

“Ahh of course, of course,” he replied.

“Why do you only have four types of ramen?”

Uncle Jun smiled and fixed his headband. “Ahhh good question. You see, ramen is a simple dish. It mainly comprises of noodle, broth, flavouring, and toppings (egg, meat, onion, etc.). There are not many types of ramens we can do with such a small number of core ingredients.”

“Ok, but surely you can make more than four types?” I was not satisfied with his answers.

“I like your enthusiasm but let me tell you a secret. In this place, there is only one type of ramen.” He smiled as his eyes twinkled. “I put four on the machine, so people have choices. In reality, they are just slightly different combinations of the core ingredients.”

“Only one?” I wondered even more.

“Yes.”

Uncle Jun realised my confusion. “My motto is: ‘Focus before Quality’. We only have limited resources at our disposals. If I try to have a big range of ramens, then we will not be able to cope. So instead I focus all my efforts into one exceptional dish. It is different, unique, and most importantly it caters for certain diners who keep coming back for more.”

“Your ramen is delicious indeed. The noodle is springy and tasty. And wow, I have never tasted such a delicate combination of pork and soy sauce.” I slurped the broth with delight.

“Hmm .. maybe I should try to focus all of my efforts into one special service or product too,” I was thinking in my head. “I also have limited resources like uncle Jun.”

“Sweet Spot for Special Customers”

“Uncle Jun, can I ask one more question?” I said.

“Yes of course, what do you want to know?” Uncle Jun replied.

“Umm, I realise some ramen places use machines to take orders, including yours,” I said. “Isn’t it better to take orders yourself?”

It is about making sure that our unique ramen is consistently perfect for certain diners. All they have to do is come and eat.

Uncle Jun smiled again. “You are very observant. The main purpose of using a machine is to eliminate mundane tasks so I can focus more on making great tasting ramen.” He stopped a bit to catch his breath. “You see, taking orders is more than just taking notes. It also involves handling cash which can be deceptively time-consuming. Using a machine eliminate all the extra tasks.”

“But what if customers want extra salt, a different type of noodles or more meat?”

“Ahhh, yes, yes, some ramen places do give those options. For us, it is about making sure that our unique ramen is consistently perfect for certain diners. All they have to do is come and eat. Trust me, when you have achieved that ‘sweet spot’ for your customers, they will come back again and again. No need for extra meat or salt.”

“How do you figure out this ‘sweet spot’?”

“It will take a while with a lot of trials and errors but be persistent. And above all, always do it with love for your customers. Never stop asking them for feedback and suggestion. Ultimately, their satisfaction is your success.”

“I never thought about this. Maybe I should find this ‘sweet spot’ too for my own customers.” I was again thinking in my head. “What a great idea, the sweet spot for special customers.”

“Seasonal Ramens for Special Experiences”

“I have one more thing to tell you,” Uncle Jun said to me.

”Great, tell me, tell me,” I was too eager to learn more.

”There is an addition to the sweet spot.”

”There is?”

”Yup I call it the ‘Seasonal Spot’.”

”Ok, please tell me more.”

”Well, the basic idea is to create a special type of ramen with a certain season.” Uncle Jun poured green tea to my cup. “Think of it as a sweet spot with a theme for your customers. Got it?”

”Not really.”

”For example, now it is winter, and I offer spicy ramen with Japanese chillies. That is the one you are eating now.”

”Oooh I have the seasonal spot ramen,” I said smiling.

”They taste the same as our unique ramen, only spicier. The whole idea is to add certain interesting elements without sacrificing the uniqueness of your products. And then use it as a seasonal promotion.”

”And what is the purpose of doing that?”

”So your customers have something to talk about every season. They are your best marketers. You need to give them reasons to tell their friends about your products. Talking about the same thing for a whole year is boring. But talking about a different thing every season is not. The product is the same, just altered slightly for effect.”

“Wow, that is an excellent idea.”

“I am glad you like it.”

“I should be doing something like this,” I thought to myself. “It’s true, my customers are my best marketer, and they need help in spreading the words.”

We were all delighted with Uncle Jun’s ramens. My kids and I practically fought for every last bit of noodles and pork meat. My wife was sitting quietly while guarding her bowl of ramen.

“Thank you, Uncle Jun,” I said to him. “It was ‘oishii’.”

(oishii = really good-tasting)

“Arigatou,” my kids said to uncle Jun.

“Arigatou gozaimashita, Uncle Jun,” my wife also said.

“Ahhh no problem, no problem, come back anytime,” Uncle Jun said with a big smile.

“What great lessons from a humble bowl of ramen,” my thought was swirling again in my head. “Focus before Quality, Sweet Spot, and Seasonal Spot. I will remember these lessons every time I eat a bowl of ramen.”


As previously published in The Ascent: A Humble Ramen Is What I Need For My Business.

What To Do When You’re Backed Into A Corner (5 Strategic Keys to Capitalise on During Desperate Times)

Once upon a time, I had a vision of business victory. I drew a straight timeline of my (forecasted) success on a blank A4 paper.

That’s it, a straight line.

Never did I know that my visionary picture was not complete without various corners of setbacks. The simple straight line transformed itself into many chaotic abstract paths.

While success is what we desire, often a desperate situation precedes a great leap ahead. Just like pulling a catapult’s sling for a powerful shot, a painful stretch prepares for a strong comeback.

In this article, we will look at five strategic keys. I call these the ‘CoRNNR’ (read: corner) strategy for it is useful when we are backed into a corner.

The first three keys form the necessary elements. The fourth key is the most challenging one, and the final fifth key is the glue that will hold everything together.

CoRNNR strategy is being laser focused during a tough situation, for a powerful comeback. Coincidentally, setbacks, failures and crises provide fertile ground to discover, develop and strengthen our cornered business.

After all, a cornered army is a dangerous one.

“When you surround an army, leave an outlet free. Do not press a desperate foe too hard.” — Sun Tzu

Core Strength

Pressures force us to switch on our survival instinct. We need to become our best selves to endure hardships. There is no time to muck around.

About a decade ago, we acquired our first business in mining industrial wholesaling. We supplied safety gears and industrial strength chemicals to workshops and factories.

Our business was operating in a highly competitive market with notoriously low margins. A few years into the business, several national players entered the market and started stealing some of our significant customers using aggressive pricing tactics.

It was a typical scenario of a small business getting bullied and squashed by large corporations. We were losing customers. We knew we had to compete differently from the major players to survive the onslaught.

And so we started to look at what we could do that our big competitors couldn’t.

It was undeniable that our smallish size meant we were more flexible and we could respond faster to our customer’s needs. Our large competitors had to comply with complicated operational procedures. We didn’t.

We then found out that a small number of engineering workshops around our area were not too concerned about prices. Instead, they preferred to work with vendors who could guarantee fast delivery of supplies when required. It was something our big, fat competitors had troubles fulfilling.

Upon this realization, we started to build our business around a simple strategy. It was the assurance of quality supplies with a fast delivery turnaround. We could do that because we were small, flexible, local, and highly motivated.

It became our core strength.

We found our unique competitive advantage, and it opened up a whole new opportunity for us. Our large competitors backed us into a corner, unknowingly positioned us at a unique vantage point. It enabled us to see how we could compete on our terms in a crowded market.

Key #1: Find a core strength that allows you to compete differently from your competitors.

Resources at Max

During the onslaught period, when the big players stole our vital customers, we suffered a severe cash flow problem. This situation got worse when the mining industry crashed at around the same time. Most of our customers were operating in the mining industry.

It was a double whammy.

The cash flow issue pushed us to become meticulous spenders. We learnt that we paid too much for several services such as broadband, landline, and mobile phones. We also found out that a lot of work our staffs were doing could be outsourced or automated (it’s cheaper that way).

It was amazing how much cash was bleeding through areas we could either switch to a different provider or stop altogether. We liked this exercise so much we decided to do it regularly. It was a responsible, well-thought cost-cutting.

Desperate times hurt businesses. Cash bleeds through different outlets. A regular cost-cutting exercise would keep our resources shipshape at maximum capacity and best return.

Key #2: Make sure your limited resources work as hard as possible for your strong comeback.

Niche Domination

So we knew how to compete differently, and our resources worked super hard to fuel our survival. It’s time to revisit the customers.

We had to let go of some customers who did not require the value we offered through our services. They were casualties of the price war.

We tried to focus our efforts and resources on a select group of premium customers (premium for us). We were confident that when we became good at something, we would naturally grow.

So we kept our eyes fixed on the chosen ones (read: customers).

What we didn’t realize back then was we stumbled upon a niche. A niche perfectly placed for our little business. In a nutshell, we matched what we could do best with the needs of a small corner of the market. It was not a big slice, but it was growing, slow but sure.

Difficult times propelled us forward through a unique path we would not find otherwise. We discovered a niche market big enough for us yet small enough to dominate. We knew we could compete comfortably against the big players because we found this niche through our unique competitive advantage.

Key #3: Use your core strength and revitalized resources to dominate your niche.

Nurture the Efficiency Seed

Our previous strategic keys can be summed up into “utilizing resources at maximum capacity to service a niche market that is a perfect fit for our unique core strength”. The final result is a highly focused, well-oiled, efficient business. The first three keys will integrate into one.

There is one small challenge, though. We can only build efficiency over time through patience and consistency. In short, it takes time, blood, sweat, and tears to perfect the efficiency engine.

It is, in essence, sowing and nurturing a seed; I call this the ‘efficiency seed’. This seed is the culmination of the previous strategic keys.

Nurturing efficiency is the most challenging part of CoRNNR strategy because we need to let go of everything else that does not contribute to servicing our niche customers. And that includes other potential customers, products, suppliers, and so on. We have to fight the temptation to try out different things. We must focus on what we can do best within the niche market that we have chosen utilizing our limited resources to the max.

Nevertheless, we will start to doubt ourselves.

But remember, we sow seeds in dark places, in obscurity where it is often cold and lonely. And it takes time to nurture them before they germinate and grow roots.

Similarly, we discover these strategic keys during tough circumstances. For only during desperate times that our perspective changes, forcing us to see pathways we would not consider before. People might misunderstand you and even mock you for your new focus, but it is important to keep playing to your strength and keep moving forward.

The next and crucial final key will help tie everything together in a beautiful little bow.

Key #4: You only become the best in your chosen niche market through focus, patience, consistency, and persistence.

Resilience to Prevail

Tough times demand resilience. We need to make a conscious effort to focus and power through. Resilience is the substance that holds everything together.

Resilience was there when large corporations squashed us. It was present when we scrambled through a cash flow problem. And it held us up when we decided to focus on servicing a small number of engineering workshops, leading to the discovery of our niche market.

Think of it as a mental muscle that strengthens your spirit whenever you feel defeated. Use it when it is difficult to take the next step. Use it also when certain people are trying to pull you down. And finally, use it when you are confused and lonely.

Now, the final twist to the CoRNNR strategy.

How do we develop our resilience muscle?

Well, there is no short cut. We can only develop resilience through desperate times.

Just like physical muscles, resilience muscle grows when it is stretched under heavy pressures. You can see how useful CoRNNR strategy is when we are backed into a corner. Because not only our perspective changes during difficult moments, our resilience also grows.

CoRNNR strategy is a full circle. It begins when the going gets tough and only when the going gets tough do we get to grow with it.

Key #5: Harsh circumstances build resilience, embrace these times for it is the precious resilience that will hold yourself (and your business) together.


Just to recap:

Key #1: Core Strength
Key #2: Resources at Max
Key #3: Niche Domination
Key #4: Nurture the Efficiency Seed
Key #5: Resilience to Prevail

I hope these five keys have been helpful.

Keep the momentum going and keep going strong.

“When you are backed into a corner, you can give up or you can use that corner as a stepping stone.” — Fredy Namdin

As published in The Startup: What To Do When You’re Backed Into A Corner

Overnight Success: Merit, Grit, or Luck (or is it Magic?)

How often do we see those overnight successes only to find out that their ‘overnights’ spanned over decades? We don’t really see the years of hard work behind it. The media couldn’t be bothered either. After all, overnight success does sound better than ten years of blood, sweat and tears.

These instant success stories (often stem from ‘one brilliant idea’) create the illusion of .. well .. instant successes.

“If only we can find that one idea; only one idea and we’ll be rich.”

Merit (the quality of being particularly good or worthy)

When I started my business I thought I was ready (not really, maybe 70% ready). I did spend a few years in university learning about business (sort of). And I did have some experiences in a business analysis role.

So I embarked on this business-journey, and it was not at all how I imagined it would be.

My vision was ‘Walmart Contender In Two Years’. My reality was ‘Work Hard For Years And Still No Guarantee Of Walmart Level Success Whatsoever’.

There was a big difference between running a business and learning it in university (or from behind a business analyst desk). Interestingly, for us, it was not about the complexity of running it. I guess we were lucky enough to have acquired a simple-to-run business.

It was the uncertainty and the constant worry that got into me. I reckoned my blood pressure shot up because of these ongoing business-heart-attacks.

There was no assurance that we would meet the sales target for the month or in anything at all. Often, we revised our yearly plan and budget within a few weeks into the year. Don’t get me wrong. Those plan and budget were crucial. They gave us the goal and the general strategy to get there. But we had to keep adjusting, fine-tuning and evolving.

My so-called merit only took me so far in the midst of uncertainty in the business world where they were so many unknowns. Anything could go wrong any day, and vice versa. It was like someone ‘up there’ was turning the ’lucky tap’ on and off at random.

Life to me is defined by uncertainty. Uncertainty is the state in which we live, and there is no way to outfox it. (Thomas H. Cook)

Grit (courage and resolve)

When you have a young family, any decision is never straight forward. I wanted to quit the business, but I never did.

There was the anxiety, the worry, and the stress.

But there was also certain flexibility in running my own business. I could bring home some work, divert the phone, work from my little van, etc. I could pretty much organise it around my young family.

My family became my motivation. And hence I found the courage to continue. I found the seed of my grit.

Now, I did not magically have the superpower to push through all of the challenges, obstacles and dementors in business (still don’t). There was no magic wand to cast a powerful ’patronum’ spell.

It was just as ordinary as any person would have it.

This so-called grit started as a simple decision to keep going. It then grew into something rather substantial, something I could feel, something I knew existed in my heart. It became a mental muscle. There were times when my gritty-muscle needed rest to recuperate. There were other times when it pushed me further than I thought I could.

Nowadays, my simple motto is to do the next thing, and the next thing, and the next one, one by one. Trust me. It gets easier as the years pass. My blood pressure is still pretty high, but I have learnt to live with it (with a daily medicine).

Grit is living life like it’s a marathon, not a sprint. (Angela Duckworth)

Luck (success or failure brought by chance rather than through one’s actions)

Have you ever seen successful people and thought about how lucky those people were? They struck gold. And then more gold, and more.

Me, on the other hand. There were so many times I came across opportunities only to see them flying away. If just I had the resources to capitalise on them.

In the end, I realised it was not ‘luck’ that I needed. It was always about making the most out of luck (not luck itself). And one way to do it right is by having all three: Merit+Grit+Luck (or MGL — read: muggle).

Muggle (a non-magical person)

We don’t have magical abilities. We are just everyday people who work hard and learn hard along the way. And if we do that long enough (gritty-muscle at work here), we will start to notice golden opportunities floating around us.

The crucial part is to turn them into successful results before our competitors do. And this is when our merit comes into play. It is the time when we get to make use of our skills, experiences, networks, and so on.

Within this small golden window is when we seize the opportunity and capitalise on ‘luck’.

My dad gave me a piece of excellent advice about business. He told me that in any industry golden eras come and go like waves. For me to experience a golden era and ride the market boom that comes with it, I need to be an excellent player in it.

Many great companies were built in decades. They look like ‘overnight successes’ because often we focus too much on the short time they struck gold. We don’t see the decades they spent persevering through immense challenges and obstacles, perfecting their crafts, fine-tuning their methods, evolving themselves.

They were just ordinary ‘muggles’ with the courage to go through life and business. They waited patiently for the golden opportunity so they could strike when the time was right and capitalise on luck to the fullest.

And so could we.

Good luck is when opportunity meets preparation, while bad luck is when lack of preparation meets reality. (Eliyahu Goldratt)


As published in The Ascent: Overnight Success: Merit, Grit, or Luck?

Is Your Startup Killing It (Or Killing You)?

Tom was an ambitious young entrepreneur. He started a successful tech company in the healthcare industry — an object of envy among his business peers.

Despite all the admiration, Tom was under a lot of pressures. Working from 6 am to 10 pm on a daily basis started to take its toll. He came home physically and mentally tired, but his brain could not stop working. Constant worry and stress gave him terrible insomnia. Tom realised his health was getting worse. He lost his appetite and survived mostly on black coffee and toast.

There were times when Tom had suicidal thoughts. His mind was clouded in darkness, and the air felt dirty; it was difficult to breathe in.

But his success mattered more than anything else.

He kept going in denial of his fractured sanity.


The Stigma

Have you ever heard of the phrase ‘Founder Depression’?

Founder depression looks a lot like a typical depression. Sadness, loss of interest, lack of energy and constant fatigue.

Sounds familiar?

Look it up, it is real, and it is happening. Maybe you have experienced it yourself. Perhaps you have seen someone else going through it. What you might not expect is the following. Founder depression can happen regardless of whether the startup is a success or not. According to research, entrepreneurs are 30% more likely to experience depression than their nonentrepreneurial counterparts.

Starting a business is stressful. It is the constant networking, cash flow pressure, lack of sleep, customer problem, product failure, staff issues, long hours and so on. Interestingly, despite the enormous stress a founder is under, none of them seems to talk about it much. Ask any founder about his or her business. I bet you; the answer will be along the line of: “I am killing it”.

It seems like there is a stigma attached to founder depression. No founder wants to look ‘weak’. And often they are willing to sacrifice their sanity for that. It is almost like a badge of honour, to be under enormous stress.

The Spiral

A startup is essentially a combination of people and process, driven by its founder. While it seems like the founder has the ultimate control of the startup, it is not always the case in reality. There is a web of responsibility and accountability among founders, investors, staffs, and customers. This intricately interconnected web often puts the founder in a difficult position.

Should the founder allocate resources for the wellbeing of the staffs? Should they pursue new product development? Should they start to penetrate the market now?

And so the initial drive leads to stress, which if not managed, then turns into depression.

“Your face falls. Perhaps you cry. You feel worthless. You wonder whether it’s worth going on. Everything you think about seems bleak — the things you’ve done, the things you hope to do, the people around you. You want to lie in bed and keep the lights off. Depressed mood is like that, only it doesn’t come for any reason and it doesn’t go for any either.” — Aaron Swartz, Reddit co-founder (Aaron tragically committed suicide in 2013)

But the stigma attached to founder depression often prevents founders from opening up and getting help. The inability to get help will lead to further depression, and the downward spiral continues.

Breaking down depression starts by breaking down the stigma.

Breaking down the stigma starts from within. It is the mastery of self that allows us to look weak and vulnerable without feeling insignificant.

The Safe Place

It requires enormous strength to open up about our weakness. We don’t just approach a stranger and start sharing our deepest fear. We need a safe place. We need a place to be us, to be humans that hurt and bleed like mere mortals. Only then we can crawl our way up. Slowly recovering and rebuilding our strength.

The safe place is difficult to find. Yet without it, founders are often reluctant to open up. Before they let their guard down, they need to be sure they won’t be taken advantage of. Opening up requires deep trust and in the world of dog-eat-dog where do you find trust?

The safe place is difficult to find indeed.

The good news is, the safe place does exist. The safe place can be a family member, a close friend, or even a mentor or coach. The bad news is, you need to look for it. The safe place is not hiding, but it is not actively looking for you either.

Once you find it, keep it, and care for it, for it is a rare find.

It is a place where you find the strength to be vulnerable and the inner peace for reflection and recharge.

The Courage

There is a limit to the founder’s ability to withstand constant stress and depression. He or she might have found a safe place to refuel. But still, once the limit breaks, a massive depression will set its foot in the founder’s heart.

It is a moment of courage. It is the time for a tough decision. Founders need to choose one of two things, keep going or admit defeat. Both require a tremendous amount of courage. It takes courage to keep going knowing your sanity is on the line. And it also takes a lot of courage to admit failure and defeat.

There is no right or wrong answer here. Only the founder knows the answer, for only he or she knows the sacrifice that comes with it. The founder has no choice but to endure the agony that comes with either of them.

Whatever it is, a choice must be made. And it is only within the founder’s heart that the ultimate choice can be truly decided.

Only you, the founder, knows if the startup is killing it, or killing you. The real question is, what are you going to do about it?


“Running a start-up is like chewing glass and staring into the abyss. After a while, you stop staring, but the glass chewing never ends.” Elon Musk


As published in The Startup: Is Your Startup Killing It (Or Killing You)?

I Was Blind, But Now I See

You know that feeling when you could not do the simplest thing in the world like putting the correct address? Well, guess what, we had three returns this week, all due to the same mistake: wrong address. The worst thing was, of course, it was all my fault.

I didn’t normally do this. It was not in my nature to make mistakes.

They used to call me ‘the machine’ back in Dog Swamp Distribution. I was so good even my supervisor started to doubt himself.

There was something wrong somewhere. I knew I needed to fix it. We could not afford customers missing their goods all the time because of my stupid mistakes.

“Hello?” I answered the phone.
“Hi, is this Fred’s Industrial Supplies?” the voice from the other end said.
“Yes, hi John,” I replied, recognising the voice straight away.
“Fred, how have you been?” he said.

John didn’t normally say “how have you been”, so something was wrong (again), must be my lucky day.

“Look, we have just decided,” John said.
“Decided .. yes?” I said nervously.
“O look, I feel bad, honestly, but we have decided to use another supplier,” John finally said. “I felt like I had to tell you directly.”

My senses were frozen. I wanted to say something but all I could gather in my head was silence. It was cold, dark, and just silent. I felt nauseous. I felt sick.

John was my biggest customer. His company contributed about 30% of our revenue. His departure was a major shock to me. Well, to be honest, it was not like he didn’t give us any warning. He had been telling us how we should review our pricing. I didn’t think it was that serious. I guess I was wrong. But I couldn’t be wrong, I knew what our competitors were selling at and we matched them, we matched everything.

“John, are you serious?” I said. “Can we talk about it?”
“We have talked about it, Fred,” John said. “You just didn’t listen.”

I was disappointed and angry. That was the moment when I decided that I couldn’t rely on my existing customers. I had to do something. These ungrateful people just kept disappointing me. I gave them the best services ever, the best prices, and the best of everything. And still, they went behind my back and left for useless competitors.

I kept myself composed and said my final words to John.

“Alright John, I get it. Well, let me know if you change your mind then.”

I made a commitment to myself that I would work harder than ever to get better customers. I would not let this incident destroy me. It was time for me to shine. At least that was what I had in mind.

I spent the following months trying everything I could think of to promote our products. I did land new customers. Some of them were pretty good customers too. I knew I could do it. There was nothing stopping me now.

But still, none of them was as good as John. These customers were ‘smallish’. They were like insects, while John was like a whale.

I tried harder. I went around door knocking. I called up potential customers for meetings. I mailed hundreds of sales materials. I faxed promos to everyone I knew would be interested. I did everything I could think of. I landed few more customers, but they were all ‘smallish’. All of them combined were still nothing compared to John’s purchases.

And in the meantime since John’s departure, we sank deeper into financial trouble. Losing 30% of revenue was not an easy matter. I cut cost everywhere I could think of. We even started to turn off the air conditioning during the day to save electricity. We let go everyone except Sam our loyal delivery driver. He agreed to take a pay cut to help us a little bit.

We were desperate. We were on the brink of bankruptcy.

There were times when I didn’t want to go to sleep because I knew I would wake up in the morning to face my nightmare all over again.

I would drive to work contemplating whether I should keep driving or going back home.

“Fred, this is Sam,” Sam my driver called me.
“Yes, Sam?” I said.
“I’m so sorry, I know you don’t want to hear this,” he said.
“What is it?” I said. My heart started to beat faster.
“I have been in an accident,” Sam replied. “I am ok but the van was damaged, badly.”

I felt the cold again, this time I could feel it creeping into my bones. I felt like a dark cloud was hovering around me. I could not say anything. I was just staring at the traffic.

“Fred, I am so sorry,” Sam said. “I will help to pay for the damages. I know things haven’t been easy for you.”

I didn’t say anything. Sam hung up the phone. It wasn’t his fault but he felt guilty nevertheless. He did end up paying for the insurance excess though. He resigned immediately afterwards.

We were out of whack for few weeks while the van was fixed. I ended up using our family car for delivery. We were lucky because we had a big family car. So we managed to fit quite a good volume of items into it.

My wife joined forces to mind the phone while I went around doing deliveries. She was very good with the phone. It was in her nature to build conversations. I had to say, I never knew she was that good.

Due to my activities with delivery, I got to meet with a lot of our existing customers. I didn’t use to talk to them because I was too busy trying to get new customers. This gave me refreshed perspectives.

My customers never said it but I could see they appreciated my efforts to stay afloat. Some of them even offered me cold drinks on hot days. I began to build great relationships with them. I never knew they were such a good bunch of people. I always thought of them as ‘smallish’ customers that I couldn’t care less. Boy, I was wrong. I was so wrong.

I guess there were a lot of things I didn’t know about them.

I began to really care for them, walking the extra miles when they needed help. There were times when I would do express delivery within the hour if I knew they needed the goods urgently. Some other time I would drop my prices heavily because I knew they also had difficulties with their own businesses. I thought it was important if we could weather the storm together.

My customers started to support me more. They gave me more business and they referred me to their friends. I could not thank them enough for their generosity.

John never came back to us, but we survived.

I looked at myself differently now. I thought I was so good that I could never make mistakes. Well, I did, a lot of them. I just didn’t realise it. I thought I was above my customers. In reality, I was beneath them. They were the ones who supported me during tough times.

They were the ones who gave me a second chance.

When that phone rang a few months ago, I was devastated. I couldn’t believe how unlucky I was. I was wrong. It turned out to be the luckiest day of my life. It was the day my life was about to change. What I thought was the lowest point in my life turned out to be the highest point.

I went through hell to see heaven.

But it was worth it.

I was blind, but now I see.

 

 

 

Breaking Strategy Limited

Many business managers and leaders are working long hours, and if they don’t, the intensity of their work is enough to send them to intensive care by the end of the week. These often result in their incapability to take a step back, to rewire their heads, into a more holistic, external view. A view which is important in devising a business strategy.

There are three things which can potentially limit business managers and leaders from creating good business strategies:

Time limit

As mentioned briefly above, busy people don’t normally have the time to take a step back. Time is the main ingredient in creating good strategy, it is finite, hence it must be utilized to the max. Spending dedicated time for business strategy is the only way to create one. Outside consultants can help tremendously in developing strategic plans. However, CEOs, business owners, and business leaders alike are the real master strategists of their respective companies.

Inside View

Working in the business, putting out fire on a daily basis, can affect vantage views. A good strategy must be developed taking into account external forces such as market, competitions, etc. When we are inside, our mind is filled with what’s happening inside the business. The customers who complain, the suppliers who send wrong goods, and so on. Filling our head with the proper information is important to create a good strategy. Take a step outside the business to get a better vantage view.

Simplifying Complexity

Business can be a nightmare to navigate through. Different parts, interconnecting, reacting, talking, affecting one another. From sales, marketing, administration, logistics, and so on. It just seems impossible to put everything together to develop a business strategy comprising all the complex components of a business. Maybe it is impossible. Creating a good strategy requires simplified version that human minds can comprehend. It is important though that the simplified version does not loose important parts of the business itself. Simplifying business complexity without loosing its essence – that’s what we need.

So there it is, some points which can limit the creation of business strategy.

Last but not least – what about small business? Do they need business strategy?

We believe small businesses need business strategy even more than the bigger corporations. The reason is simple: limited resources. Small businesses only have so much resources, every dollar counts. A good strategy will help to make sure that every little bit of resources is capitalized to the max.

Happy Strategizing!