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Stereotypes can and do mislead.

Small businesses are a case in point. They are generally perceived to be undercapitalised, under-resourced, deficient in skill sets, and overly reliant on consistent cash flows. In many instances, that is true and largely accurate.

What is not widely recognised is the experience, expertise, originality and creativity of small business owners and team members who operate the 2.3 million such enterprises throughout Australia. Being and remaining small are choices exercised by many. Lifestyles, family commitments, life-balance preferences and professional characteristics can be fundamental and influential factors.

Therefore, beware single-dimensional measures of entities. Such can be of marginal value, accuracy and relevance.

GET IT RIGHT

Small businesses can do with help … by the right resources, in the right manner, and at the right time.

Well-intentioned endeavours and initiatives conducted, and often financed by Federal, State and local governments, together with the chambers of commerce, business interest groups and networking channels, typically miss, or are unaware of certain essentials.

Recently graduated students in commerce, accounting, technology, and media studies have insights that are pertinent to some. Typically lacking are the street smarts, which can often only be learnt from experience at the coalface. Textbook, rote, and basic training, and consultations do have roles for select audiences, prospective clients, and beneficiaries.

The same principles apply to former middle and lower-ranking public servants who have served, monitored and administered the sector in the past.

WHO TEACHES WHOM?

Good point. Hardened, experienced owners and managers of small businesses do profit more from “stretch goals” and practices than from the introduction and revelations of rudimentary principles and practices.
The long-established case-study of young consultants asking small business owners for their watches, then telling them the time, still applies. And they are still inclined to keep the watch (or the innate intellectual property).

Determinations of consultants’ worth should not be limited to fee structures. That is usually a false economy. Remember, there are more experts than expertise in the marketplace.

Limiting input to peers is, well, limiting. Beware groupthink. Common experiences can promote commoditisation of thought, policies and actions.

Recognising and being familiar with like experiences need not be expensive, and learning experiences.

At all times, SME leaders need to cast their nets wide to harvest new challenging – stretch visions, goals and initiatives.

Scope exists for everyone to learn. Leveraging contemporary lessons and evolving technologies, principles and practices do facilitate and accelerate greater efficiencies, effectiveness and productivity.

Customising those applications is an art form and is greatly appreciated by longstanding owners, managers, and leaders of small businesses.

External consultants who remain available and accessible have important roles in initiating and reinforcing. Wise counsel is not an entry on financial spreadsheets, but its influence is evident for the experienced and discerning.

Formal or informal ongoing external input fills a common gap for small business leaders who lack a source of internal, on-site, spontaneous “sounding-board” and second-opinion contributors.

Decision-making authority and responsibility remain with the leaders.

RECOGNISING NEEDS

Sensitivity to the capabilities and capacities inherent in the small business fraternity readily and quickly sidelines stereotypical categorisation of supposed novice and entry-level participants.

An information and intelligence need exists. It should be delivered with respect, care, attention and empathy.

In the Australian egalitarian society, we are all, in some way and at some time, entry-level and novices. Collectively, we do so much better.

Barry Urquhart
Business Analyst
Marketing Focus
M:      041 983 5555
E:       [email protected]
W:      www.marketingfocus.net.au

COMMENTARY: CHANGING CONSUMERS’ MINDS

Influence is more appropriate than effect in the change process. Provide the opportunities for others to change their minds, investment decisions and purchase options.

Everyone is a winner, regardless of the scope or quantum measure.

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