It’s a meltdown out there. Financial institutions are crumbling, the government is stumbling and your customers are about as bearish as a grizzly the day before it hibernates. When your retail customers’ sales are down, it means yours will be too—along with higher returns and slower payments. So how can you protect yourself? How can you hedge (do we dare use that term anymore?) your cash position and get payments more quickly? Here are 15 tips you can implement tomorrow to help you through this slough of despond.
Missed Part I of This Series? You can find Part I of this two-part series here. Taking the time to step back and evaluate your company’s publishing software can be challenging enough in the midst of the daily grind, but once you become aware that real problems exist, the bigger challenge can be figuring out how to successfully address them. Part I of this article explored “the decision phase”—or, how to recognize the need for a new system and the triggers that alert you to that situation. In this second installment, you will learn ways to analyze, select and determine the success factors
Publishing companies of all sizes often spend significant time and money on software service contracts and IT training, assuming that their current systems—whatever they are—will continue to support not only back-office functionality, but editorial, marketing, sales, production, warehousing and e-commerce functionality as well. In the best of all worlds, they will. But at what cost? Many companies augment their formal systems and databases with home-grown databases, especially lists of various types held in multiple Excel worksheets belonging to multiple staff members. In most cases, these subterranean databases are unknown to other staffers, even though the databases may be posted to a company