A flight to quality during the recession saw businesses move to more modern warehouse and distribution facilities. In some cases, companies relinquished functionally obsolete buildings that have the potential to be modernized.
Bob Brehmer, CCIM, SIOR, principal at NAI Daus, says when businesses can’t find what they want in an existing facility, they’ll build. However, there’s a substantial cost difference between modernization and new construction.
“The lack of amenities in their current facilities or lack of suitable options on the market must be sufficient enough to warrant new construction,” he says.
Smart Business spoke with Brehmer about how businesses can take full advantage of real estate trends affecting warehouses and distribution centers.
What’s driving the changes with warehouses and distribution centers?
Facilities are becoming more efficient, leveraging speed enhancements and space optimization to reduce costs. Warehouses and distribution centers are maintaining their existing footprint but adding volume by building up — incorporating higher ceilings — and implementing cross docking, myriad material handling systems that reduce storage times and improve shipping efficiencies, and improved racking systems.
How is this affecting the physical building?
Businesses are implementing racking, conveying systems and automated case picking using robots, which has necessitated changes in the physical construct of warehouses and distribution centers. These optimizations are driving out the uncertainty of human costs to a more fixed-cost, predictable model.
Some warehouses also are incorporating high-efficiency lighting in the form of LEDs, which burn longer, saving money. These cost more upfront, but they’re being mass-produced as demand rises, so prices are dropping. Federal energy policies have incentivized companies to utilize these energy-saving bulbs through rebates.
In the same vein, better-insulated walls and improved dock seals are saving companies money on their energy bills.
It might cost more to construct or retrofit a hyper-efficient warehouse or distribution center, but operating and occupancy cost savings are tangible. If a company is handling millions of stock keeping units per year, it can result in major long-term savings.
What’s key to know in terms of location?
Businesses are building or buying warehouses and distribution centers nearer their customer base, primarily, as well as within a favorable distance to their modalities of transportation.
Transportation costs are a significant determinant. Existing facilities, particularly in the Midwest, are ideally situated in industrial parks and in areas that feature wide boulevards, adequate land, close proximity to a highway, near or in a foreign trade zone, and where labor is available.
While there is an adequate supply of land in Northeast Ohio, there is a limited supply of land sufficient to site larger distribution centers, such as those required by e-commerce firms.
How can companies find properties that align with these trends?
Consider seeking a qualified real estate expert who understands these issues and the inventory in the market. Find someone who specializes in warehousing and distribution centers with knowledge of your industry. Then engage a qualified facilities planner or engineer to analyze your current facilities to diagnose their shortfalls and provide options.
This team will help you identify land or properties, the costs associated with modernizing, redevelopment or new construction, and potential tax and financing incentives. It takes a special set of skills to navigate all the possibilities because each involves many moving parts.
However, if you decide to move forward with new construction, consider your exit strategy. You need to know the facility you build is suitable to sell to a broad spectrum. An overspecialized facility naturally limits the market for potential buyers.
You don’t have a plan unless you have a backup plan. Try to envision the building’s use, and your needs, far into the future, so you don’t get stuck with an unsuitable property. ●
Insights Real Estate is brought to you by NAI Daus
Rules added through the Jumpstart Our Business Startups Act eliminate the prohibition on using advertising and general solicitation to court investors to buy securities in certain unregistered offerings. While this has created possibilities, it has also imposed conditions.
The Securities and Exchange Commission (SEC) requires companies that generally solicit investors to take “reasonable steps” to verify that all purchasers in the offering are accredited. But there’s no bright line test to verify accreditation, says Michael Lawhead, an attorney at Stradling Yocca Carlson & Rauth. “Reasonable steps” are objective determinations made by the company in the context of each offering and each buyer. The SEC has, however, provided vague, but important, guidelines.
Smart Business spoke with Lawhead about vetting investors.
How should companies conduct due diligence on potential private investors?
For an individual to be accredited, he or she must have an individual net worth, or joint net worth with spouse, of $1 million annually, excluding the value of the investor’s primary residence. The investor’s individual income must exceed $200,000 in each of the past two years, or $300,000 in the past two years with a spouse, and have a reasonable expectation of reaching that in the coming years. One way to verify income is to examine the two most recent years of IRS reported income, which can be obtained from the individual. Certification from the individual about future income is acceptable.
To verify net worth, look at bank statements, brokerage statements or similar documents that would show net worth for the past three months. Companies should also acquire written representation from the individual that discloses his or her liabilities.
A company could also obtain written confirmation from a registered broker/dealer or other service provider who can verify the purchaser is accredited.
A certification of accredited investor status can be obtained from an individual who invested in the company’s 506(b) offerings prior to this new rule being enacted.
What constitutes reasonable steps?
The SEC has laid out three factors companies should explore to qualify investors. One factor is the nature of the investor. Public information can be used to qualify investment companies, such as venture capital funds. Qualifying individual investors can be done by attaching a high minimum investment amount to the offering. A company could conclude that the buyer is accredited if he or she can pay it.
Another factor is the type of information available. Public filings and information from reliable third parties can be used.
The last factor is the nature of the offering. Investors gathered by third parties, such as placement agents, are likely to be accredited since the third party has screened them.
What’s a ‘bad actor’?
Essentially, a company will not be able to rely on Rule 506 if certain covered persons purchasing securities have been subject to disqualifying events.
Covered persons include the company making the offering, its predecessors, affiliates, shareholders invested at 20 percent or greater, directors and officers, and any person who has or will receive compensation in connection with the offering.
The list of disqualifying events includes criminal convictions, court injunctions and restraining orders in connection with securities offerings.
Companies are looking to law firms to develop questionnaires to investigate individuals. If using a placement agent, verify the agency has done due diligence.
What happens if there’s an oversight in the verification process?
A company won’t lose the benefit of the 506 safe harbor as long as it can demonstrate that it attempted a thorough investigation of potential investors. Not following the steps results in the loss of the safe harbor, but not the ability to conduct a private offering.
General solicitation is not as easy as placing ads and waiting for money to roll in. The burden of complying with these rules is the responsibility of the company making the offering. An improperly conducted private offering could, among other things, give investors a right of rescission, which means they could take their money back. ●
Insights Legal Affairs is brought to you by Stradling Yocca Carlson & Rauth
An infringement on your trademark by another entity through its domain name can affect the strength of your brand. In some instances, a company may benefit from stopping an infringer and seeking damages.
“Ultimately, it all comes down to dollars and cents, and whether a business wants to truly invest and strengthen its brand to prevent others from capitalizing on its goodwill,” says Mark J. Masterson, an associate at Fay Sharpe LLP.
Smart Business spoke with Masterson about the intersection of trademarks and URLs, and what protections are available to help prevent costly trademark infringements.
How might a domain name or URL infringe on a trademark?
A trademark owner can enforce trademark rights against a domain name that is likely to create source confusion with the trademark owner’s brand or if a domain name dilutes that trademark. However, in some instances, a domain name registrant would not be prevented from exercising its First Amendment rights by registering a domain name that is similar to the trademark. As such, third parties have a right of fair use as well as the right to parody and satirize others’ trademarks. Regardless, domain name registration does not provide a right to violate trademark law or to engage in cybersquatting.
The U.S. Patent and Trademark office (USPTO) and domain registrars operate separately from one another. Generally, registering a domain name is done on a first-come, first-served basis, with the idea that the registrant has a good faith and a legitimate interest to use the name. On the other hand, the USPTO must examine a trademark application for conformity with federal law and trademark rules prior to formally granting a registration.
What’s the recourse against cybersquatters?
The Anti-cybersquatting Consumer Protection Act provides a private right of action for trademark owners to bring suit in federal court against the holder of a confusingly similar domain name. Additionally, trademark owners may initiate arbitration procedures under the authority of the Internet Corporation of Assigned Names and Numbers (ICANN) to transfer control of a confusingly similar domain name to the trademark owner without having to go to court.
A trademark owner can avoid federal court by filing a grievance through ICANN, following the Uniform Domain Name Dispute Resolution Policy’s procedure for filing complaints. The arbitration process can take as little as three months and is less costly than litigation. However, filing suit in federal court is usually recommended when market share is affected by the infringing use.
How has Internet commerce affected common-law trademark rights?
A URL or domain name registration does not in itself constitute ‘use’ for purposes of acquiring trademark priority. Common law trademark rights are geographic in nature and have caused a bit of judicial confusion with the broad geographic reach of the Internet.
Although some common law trademark rights may exist due to the creation of a website, the strength of these rights is generally dependent upon market penetration, the nature of the business, and the actual geographic reach of the business’s products and services. However, even in situations that appear to be a strong case for granting broad protections to a common law trademark, the courts have raised various questions and developed fact-based tests that can be expensive to prove and tend to favor a registered trademark holder.
Therefore, it is in the best interest of a common law trademark user to register his or her trademark with the USPTO to take advantage of the strongest commercial protection afforded by law.
How can companies ensure their marks are protected in the market and online?
Fundamentally, companies should select a name or logo for their products and services by keeping such variables as domain name and trademark registration in mind. The key is selecting a mark that can become a federally registered trademark with the USPTO and is marketable to a desired consumer. The trademark prosecution process can take up to a year or more, but it is the best way to ensure that trademark rights are protected, online or otherwise.
When selecting a mark, the company should conduct an informal trademark search online or hire a trademark attorney to conduct an in-depth trademark search. Usually, in-depth trademark searches cover USPTO files, state trademark listings and domain name registries, as well as online and other common law uses.
Selecting a domain name should become a priority only after selecting a trademark that can be validly enforceable. Once granted, it is the responsibility of the trademark owner to actively police his or her mark in commerce to prevent unauthorized uses that would otherwise reduce its strength and value. ●
Insights Legal Affairs is brought to you by Fay Sharpe LLP
While California has adopted the Uniform Trade Secrets Act, there is no state or federal registration process for trade secrets like there is for safeguarding other intellectual property. However, companies can and should protect themselves by identifying, valuing and guarding their trade secrets. This allows them to seek remedies under the act if a closely held secret is misappropriated.
Smart Business spoke with Tom Speiss, shareholder and intellectual property attorney at Stradling Yocca Carlson & Rauth, about establishing a trade secret team and conducting an intellectual property audit to determine and protect valuable proprietary information.
What protection does the act offer?
Trade secrets garner special protection based on that state’s adaptation of the Uniform Trade Secrets Act. In California, to qualify as a trade secret, a secret has to derive independent economic value, whether actual or potential; must not be generally known to the public or to other persons who can obtain economic value from its disclosure or use; and must be the subject of efforts that are reasonable under the circumstances to maintain its secrecy.
Companies should not file patent or copyright applications for subject matter it considers to be secret because, for patents, the subject matter of the patent application is made public 18 months after filing and, for copyrights, the subject matter is immediately made public. The law offers remedies if subject matter that qualifies as a trade secret is misappropriated.
Who is responsible if a trade secret is misappropriated?
The individual and, potentially, his or her new employer are both potentially liable for trade secret misappropriation. A company has a responsibility to ensure it’s not using another entity’s trade secrets, and can be liable for doing so whether it actually knows it has taken a trade secret or not — because the standard is lower: it is ‘reasonably should have known’ rather than ‘actually knew.’ Companies should conduct entrance interviews to determine the nature of the person they’re hiring. For instance, if the new hire brings with him or her a recipe or construction blueprints from a prior employer, it’s up to the hiring company to ask if that’s a trade secret.
Similarly, an exit interview can protect a company when an employee leaves. An exiting employee can be asked to sign an affidavit saying he or she is not taking anything. That puts the former employee on the hook whether they sign or refuse to sign, because they have either attested to their honesty, or, by refusing to sign, appear dishonest, raising suspicion.
In a recent case, an individual took a cookie recipe that was subject to reasonable efforts of protection to a rival company, which replicated it. In another instance, a group took construction blueprints it developed while working for a former employer. In both instances, suits were filed against the individuals as well as against the companies that were the recipients of the trade secrets.
Who should be part of a company’s trade secret team and what should they do?
While implementation varies by company and circumstance, the team should comprise a key person from each department within the company. That team member should pull together things they consider important to that department. Trade secrets aren’t always obvious, so you need to mine for them. The key questions in the search are: Why are we successful? What information, if in the hands of a competitor, would harm the business?
Next, determine the economic value of each item identified and rank them. The higher the value the more important it is.
Then develop a protection scheme for each level of value. For those items that have the highest economic value, set up protections adequate for their importance.
Lastly, once the list is created, review and update it on a regular basis.
How can a company know whether its trade secrets are trade secrets within its industry?
If you think your company has developed something unique, research your industry. You’ll have a good sense of what could be a trade secret based on your knowledge of your industry, and your evaluation of what makes your company a market leader.
Then, seek to protect your ‘special sauce’ — that is, your trade secrets. ●
Insights Legal Affairs is brought to you by Stradling Yocca Carlson & Rauth
It is a little known fact that there’s a strong connection between the success of a deal and the team assembled to get it done.
“Management needs to be very diligent about selecting members of its internal and external deal team; it’s critical that the teams have the right fit, experience and industry expertise,” says Goody Agahi, a shareholder at Stradling Yocca Carlson & Rauth.
Smart Business spoke with Agahi about what it takes to assemble a strong mergers and acquisitions (M&A) deal team.
What is a deal team and how is it composed?
A deal team generally consists of key employees at the company, M&A attorneys, accountants and, in certain circumstances, other outside advisers such as investment bankers. The first step in assembling a deal team is to identify the key employees at the company who are intimately familiar with the company’s operations and financial matters. The next step is for the company to identify, interview and ultimately select its M&A attorney and other outside advisers.
In selecting an M&A attorney, the company should be focused on an attorney’s M&A experience, industry expertise, reputation and fit. An experienced M&A attorney will be able to assist the company with identifying other service providers. For example, if the company is considering an auction process to effect a liquidity event, an M&A attorney can refer the company to multiple investment bankers that, based on the attorney’s experience, he or she believes has the right experience and will be a good fit for the company. Investment bankers can assist the company by performing an analysis of the M&A landscape and identifying prospective buyers. The auction process provides the company an opportunity to see how the market values the company and, depending on the level of interest by prospective buyers, gives the company leverage in negotiating definitive transaction documents. An auction process, however, may not always be appropriate.
What qualifications are important to have in each team member?
Extensive deal experience is critical when considering whether or not to hire a particular service provider. An experienced M&A attorney will be able to advise the company on substantive issues, potential exposure and acceptable compromises. An experienced investment banker can help prospective buyers appreciate the investment opportunity, and an experienced accountant or CFO can give a prospective buyer comfort with respect to the company’s accounting methods, policies and procedures, as well as quality of earnings.
Unfortunately, too often we see companies using legal counsel that is ill-equipped to handle an M&A transaction. This is normally the case when management doesn’t fully appreciate the value the right M&A lawyer can bring and, conversely, how costly it can be to use a lawyer with little or no M&A experience.
When should a company begin assembling the deal team?
Once management begins considering strategic alternatives, the company should start the process of assembling a deal team. Even if a sale transaction is years away, it is prudent for a company to engage advisers to position the company for a liquidity event. For example, a company’s M&A lawyer can perform a review of the company’s organizational documents, equity incentive plans, compensation arrangements and third-party contracts in order to identify and address any potential issues. By addressing such issues in advance of a liquidity event, the company can potentially avoid unnecessary delays, valuation adjustments and special indemnities in connection with negotiating a liquidity event. The better organized a company is, the more desirable the company will be to prospective buyers.
Why is a strong deal team important to an acquisition?
An experienced deal team will work closely with one another to showcase the investment opportunity, and identify and address potential diligence issues in advance of a transaction. Seasoned professionals have been through the process; they understand the issues and offer solutions that can bridge gaps between the company’s and a prospective buyer’s positions. As a result, the right deal team can maximize the purchase price, minimize the back-end exposure and facilitate a quick closing. ●
Insights Legal Affairs is brought to you by Stradling Yocca Carlson & Rauth
Even well-established companies can inadvertently trigger litigation through a violation of the law made through their Web practices, which include how they employ their website and social media strategies.
“Companies don’t get into trouble just while constructing their initial website. The troubles evolve as companies, both big and small, and their products evolve,” says Bob Jefferis, an associate at Fay Sharpe LLP.
Smart Business spoke with Jefferis about the legal issues companies can encounter when employing their Web strategy.
What common legal problems do companies face when building a website?
Companies get into trouble when they start copying images, articles or videos from the Web and putting them on their sites for information or to enhance the appearance of the website. Shortly after, the company gets a cease and desist notice from the copyright holder requiring it to remove the infringing property and pay money. Even though a website may say something downloaded can be used free of charge, that’s not always the case.
As companies evolve from a primarily informational website to one that facilitates product ordering or other customer-oriented features, they can run into problems with patents. If you integrate mechanisms for conducting transactions without securing the proper rights, you may get a notice that you’ve infringed someone’s patent. Then, you can’t just take the infringing mechanism down or stop using it. Though that may mitigate damages, it doesn’t make the repercussions go away. The statue of limitations on patent infringement damages in the U.S. goes back six years.
What issues can arise when marketing a business in several countries?
Every country has its own system of protection and use. If, to use a simplified example, you get a patent or trademark in the U.S., it doesn’t carry legal weight in China. You need to protect your intellectual property (IP) by obtaining rights in each country that you do business.
The other concern is how you use the personal information of your foreign customers. In some foreign regions you can only use customer information for the purpose under which you obtained it. You can’t just take client information, and use it or sell it for other purposes.
Further, it’s important to be cautious because, in some cases, if someone in another country uses your website, you could be subject to its laws. Some countries look for a contact or transaction, as evidenced by shipping, which can be electronic or physical. A customer paying to download an item from your site is a transaction, which may be enough to become subjected to that country’s laws.
What’s important to keep in mind when working with Web designers?
It’s amazing how many companies hire a Web designer on a verbal contract. Then it’s not clear who holds title to the designed product, which introduces issues of work product for hire. If the designer is an independent contractor, you may find you only have a license to use the materials as delivered and can’t sell what’s been created. The designer may have rights to modifications that a company makes to the designed product.
Let’s say, you start using what the designer produced on your website and find out the designer didn’t have clear title. You can get pulled into court. That’s why companies should at least put an indemnification in the contract to have recourse against the designer who put them into the position to get sued.
How might using social media channels for commercial purposes create trouble?
Facebook’s rights statement says that when sharing content and information you give Facebook a non-exclusive, transferable, sub-licensable, royalty-free worldwide license to any IP content you post — you upload it and Facebook can do whatever it wants with it. They’re also careful to protect their own rights; you cannot use their copyrights, trademarks or similar marks except under their brand usage guidelines or prior written permission. Further, if anyone brings a claim against Facebook related to your actions, by agreeing to the terms and conditions you’ve indemnified Facebook. It’s not the bargain many companies expect.
Companies are learning that just because you can, doesn’t mean you should. Not to say you shouldn’t utilize social media, but be careful. It’s not a passive pipeline to customers.
Bob Jefferis is an associate at Fay Sharpe LLP. Reach him at (216) 363-9000, ext. 116, or email@example.com.
Insights Legal Affairs is brought to you by Fay Sharpe, LLP
Many enthusiastic and ambitious employees have worked for years aiming for the prized corner office. Well, with the increasing popularity of the ultra-hip, open-office floor plan, the corner office is fading from existence.
Not only do open floor plans eliminate the corner office, in many cases they diminish productivity and engagement. The Scandinavian Journal of Work Environment and Health found that companies with open-office setups reported 62 percent more employee sick days on average than closed-office layouts. But still, the craze continues.
When I embark on office planning with my clients, seven out of 10 originally envision an open floor plan with sleek modern cubicles. That’s consistent with the International Management Facility Association’s latest study that says 70 percent of American employees work in an open-office floor plan.
Why so popular? A few reasons:
Hip Factor: Facebook’s CEO Mark Zuckerberg recently announced that headquarters would be moving into the largest open-office floor plan in the world, complete with moveable furniture to enhance collaboration. When huge corporations make moves like this, it sends a message to other business owners and managers that it’s the best option.
Not having to plan for multiple office spaces means architects aren’t restricted and can more easily create a dramatic and hip space. As a result, open floor plans typically end up looking sleeker, which perpetuates their hipness.
Collaboration: Some studies show the best ideas arise when employees are away from their desks. Other studies point to collaboration inspiring more creativity in the workplace. Office planners have heard the buzz and feel openness stimulates idea exchange and therefore better work.
Cost: Many business owners are under the impression cubicles cost less than walls.
When the economy tanked in 2008, the open floor plan’s popularity increase.
Although open floor plans can work well in some companies — it’s all on a case-by-case basis — I usually aim to redirect my clients when they want to jump on the open floor plan train. Here’s why:
Expense: When negotiating office space, we aim to get our clients’ build-out included in the lease cost — meaning the landlord or seller will pay for office walls. This type of arrangement does not typically include furniture — cubicles/partitions are considered furniture. Yes, you’ll have to purchase desks, but they’re typically more affordable than cubicles and can be re-used if you relocate.
Open plans aren’t as hip as they seem: The reality is, most employees who work in open floor plan offices are unhappy, that’s according to a Journal of Environment and Behavior study — there’s nothing hip about unhappy employees. Some experts say this could be caused because members without their own office spaces may feel transient, replaceable and undervalued — all contributors to poor company culture and lower retention rates.
Productivity: Researchers at Hong Kong Polytechnic learned that noises like ringing phones, overheard conversations and machines were the biggest inhibitors of employee productivity. These sounds are all more rampant and amplified in an open-office floor plan.
Further, Andy Bailey, head entrepreneurial coach at Petra Coach, says it takes anywhere from eight to 20 minutes to regain focus after an interruption. Without walls and doors, interruptions from coworkers are commonplace. Bailey suggests enabling focus and productivity by giving team members the option to close their doors and hang up a do-not-disturb sign.
If you’re relocating or redesigning your office space, think twice before you join Zuckerberg with his mega open-floor plan. What’s right for Zuckerberg may not be right for you. You definitely need a space like a conference room where team members can brainstorm and collaborate, but in most cases, to increase efficiency, productivity and employee morale, preserve the corner office and all the offices in between.
Stephen F. Graw joined Sperry Van Ness/Nashville in 2012 as senior adviser. Prior to his present role, Graw gained six years of commercial real estate experience at Grubb & Ellis where he focused primarily on office and industrial tenant representation. For more information, visit sperryvannessnashville.com.
Corporate governance has become a popular topic. While it primarily pertains to the governance of public companies, it can be a useful set of policies and procedures to help guide a private company by fostering discipline and informed decision-making.
“Historically, private company boards have been more casual in how they’re organized and how they act, but more recently private company boards and their stockholders are looking for more accountability,” says Christopher Ivey, shareholder and co-chair of the corporate and securities practice at Stradling Yocca Carlson & Rauth.
Smart Business spoke with Ivey about corporate governance for private companies and best practices for its implementation.
How does corporate governance operate in a private company setting?
The primary roles of a company’s board are supervising management, providing strategic direction and approving material actions. These roles are enabled through good corporate governance. A fully functioning, independent board that’s not controlled by the founder is more likely to exercise authority to make difficult decisions, including management changes. Beyond management changes, good corporate governance instills a level of discipline and accountability that the board may not otherwise be inclined to undertake. It also sends a good message to stockholders.
Should the board of a private company have legal or contractual obligations?
Corporate governance is not required in a private context with the exception of some regulated industries. Board members do, however, have fiduciary and legal obligations to stockholders to fulfill their duties of care and loyalty. Good corporate governance facilitates board members adhering to their fiduciary duties.
Corporate governance should be principle-based as opposed to operating by a rigid set of rules. However, codes of conduct and good committee charters can act as a guide.
Generally, what are some best practices for corporate governance?
Establish policies that help create an effective board of directors, such as director independence.
Form an audit committee of independent board members to oversee audits — internal control systems, risk management, detecting and preventing fraud — and meet alone with auditors. Also, if practical, get audited financial statements, as banks and institutional investors may require them. But whether audits are required or not, having accurate financials leads to better-informed business decision-making.
Consider having a compensation committee of independent board members to recommend senior officer compensation and structure, and administer equity incentive plans. Officers on the board shouldn’t be making their own compensation decisions.
Additionally, you may want to have a corporate governance and nominations committee that can identify director candidates, evaluate board performance and establish a code of ethics/conduct. Similarly, other committees can be formed to handle special tasks as appropriate.
How insulated should the board be from the rest of the company?
It’s important to have transparency. At a minimum, transparency ensures clear disclosure of conflicts of interest so everyone understands each individual’s potential personal gain or interest in the matter being deliberated. Beyond that, clear communication among board members and management is important to make good, clear, strategic decisions with the best information available.
Should all private companies establish corporate governance policies?
Avoid having governance policies and committees solely for governance sake. Corporate governance should facilitate allowing the board and management to focus on running the business. You don’t want to consume all of your time just checking the corporate governance boxes.
Private companies should choose elements of corporate governance policies that work best for them. Don’t do it just because everyone else is doing it. Do it to the extent it’s appropriate for your context.
Christopher Ivey is a shareholder and co-chair of the corporate and securities practice at Stradling Yocca Carlson & Rauth. Reach him at (949) 725-4121 or firstname.lastname@example.org.
Insights Legal Affairs is brought to you by Stradling Yocca Carlson & Rauth
The late Ed Koch, a recent New York City mayor, always asked, “How am I doing?” Marketers — as well as government leaders — need to know if their “customers” are happy.
Perhaps you head the marketing operations for your company and want to get a better handle on customer metrics. You heard about the idea of a marketing dashboard at a recent trade association meeting and think that may solve your problem. How should you proceed? What should be on your dashboard?
Progressing beyond a single item to monitor the effectiveness of business performance, leading organizations often use a set of key metrics called marketing dashboards to understand their key performance indicators.
Just as an automobile dashboard captures critical driving information such as speed, distance, fuel levels, vehicle and engine temperature, navigation and so on, a marketing dashboard summarizes pertinent information on branding, channels, customer contact, promotion, sales performance, service profitability, the Web and customer value.
Consider the benefits
Some specific benefits of using dashboards include the following: business intelligence, trend tracking, measuring efficiencies or inefficiencies, real-time updates, visuals (charts, graphs, maps and tables), customized reporting of performance and aligning goals and strategies with results. Major downside considerations include the cost, time and the talent needed to administer marketing dashboards.
The main value of the dashboard framework is that it consists of a multitude of practical information that is current, accessible and easy-to-understand. Dashboards can be designed for top C-level executives as well as the managers working in the trenches.
The accompanying figure illustrates an example of an executive marketing dashboard. This dashboard features the following metrics: sales levels and growth targets, the decision-makers, exceptions, key accounts (including revenues), the marketing pipeline (status of marketing activities throughout the buying cycle), and tracks leads and dollars generated over an annual period.
Decide what to measure
What should you measure? The spectrum of opinion varies widely from a single metric such as the Net Promoter Score to 50 or more performance indicators. Just as we don’t want to be overwhelmed with our automotive dashboard, keeping the marketing dashboard simple helps measure what matters and aligns with business objectives. That said, here’s a good starting point to consider in choosing five to 10 key performance indicators.
■ Financial measures: revenues, contribution margins, turnover ratios, profitability
■ Competitive measures: market share, advertising/promotional budget, image map
■ Consumer behavior: market penetration, customer loyalty, new customers
■ Consumer intermediate measures: brand recognition, customer satisfaction, purchase intention
■ Direct customer measures: distribution level, intermediary profits, service quality
■ Innovativeness measures: new products launched and the percentage of annual revenue from these new products
■ Customer value measures: process metrics, customer retention rates, customer lifetime value, RFM (recency, frequency, monetary value)
Realize that doing business today requires a new level of accountability for performance. Superior customer value means knowing customers’ behaviors and buying patterns.
Metrics are an important part of the strategic marketing process to understand: 1. How successful the organization is now. 2. What it needs to accomplish to become even more successful in the years ahead.
Smart marketing managers will embrace this challenge and use metrics as a planning tool to improve business strategies.
Art Weinstein, Ph.D., is chair and professor of marketing at Nova Southeastern University and author of “Superior Customer Value: Strategies for Winning and Retaining Customers.” He may be reached at email@example.com or (954) 262-5097. For more information, visit his website at www.artweinstein.com.
"Business Class" by Randall Kenneth Jones
If you are like the majority of business executives, you prefer communications by email. But is it at any price? What about some ground rules for civility?
A recent Google search of “email etiquette” resulted in a substantial number of entries — the majority with a spotlight on protocol for the sender. Call me naive, but shouldn’t the recipient behave responsibly too?
Let’s face it; responding to most emails has become optional due to the absence of accountability and/or real human emotion. One could even say that email correspondence is the professional world’s high-tech version of hide and seek.
However, many employees still spend an excessive amount of time waiting for mission-critical information to be returned via email — and time equals money.
To all senders, nothing is more important than communicating clearly and succinctly. An email beginning with “let me be brief” followed by five full paragraphs is most likely going to fall victim to the Big D — Delete.
The battle rages
Of course, the war rages on between “buyers” and “sellers” — with email being a primary weapon. However, aren’t we all “selling” something? As all recipients are senders too, practically everyone has a story of woe regarding an unanswered email.
Maybe I’m not as popular as I thought. As a test, I recently sent 25 individual emails requesting time to discuss this specific topic. In my mind, I had a relationship with each person; therefore, I “deserved” their time and attention. Right?
Number of responses received — two.
Now, inbox fear has become so great it’s also safe to assume that some simply didn’t want to risk comment as that could become the technological equivalent of an “Open for Business” sign associated with their email address.
Understandable. However, history has proven that we now live in a business world where, if we can’t put out someone’s fire today, we can’t get him or her fired up about tomorrow. Tragic.
But the real question was, what response did I “deserve” versus what had I “earned?”
First, before you get all hot under the white collar, don’t assume that every email arrives at its destination — so simple yet so oft forgotten.
Second, understand that most executives report receipt of 300-plus emails per day — it is not humanly possible to respond to each one.
Of course, despite the clever gimmicks intended to make some solicitation emails appear personalized, most of us can tell the difference between a customized email and one sent en masse. For one, I can’t think of the last time I crafted a personal email that ended with an opt-out option.
The bottom line: senders should never expect a personal response to an impersonal email. Instead, focus should be paid to those situations where the sender has earned the right to receive a response.
You don’t “deserve,” you “earn”
Recipients, please consider these questions when evaluating a sender’s request:
■ Do you have an established relationship of value?
■ Does the sender’s appeal fit your priorities?
■ Is the sender in a holding pattern waiting for you?
■ Is the sender following an agreed-upon “next step” in communication?
■ Has the sender demonstrated a possible benefit to you or, more importantly, your organization?
■ Is the sender a potential customer?
Lest you forget: the configuration of most email addresses includes your company or organization’s name — your precious brand. Like it or not, when a member of your team chooses to ignore an email, your company’s image may be taking a beating — one blown-off potential customer at a time.
In reality, there is no single solution that will resolve this increasingly unmanageable issue. However, a little thoughtful consideration goes a long way. Simply put, please just think before you strike.
Speaker, writer and professional storyteller Randall Kenneth Jones is the creator of RediscoverCourtesy.org and the president of MindZoo, a marketing communications firm in Naples, Fla. For more information, visit randallkennethjones.com.