My clients want to control production and the market. Right or wrong?

Three new opportunities have come my way this month.

After some social networking, I spoke to Jonathan Keren-Black, an engineer resident in Australia and co-alumni of Brunel University. He has developed, manufactures and sells a simple household device, which collects and purifies rainwater. Megamarket in Aussieland and elsewhere.

The initial inquiry was to see if I could seek alternative manufacturing resources. The current remit is to outsource the production and distribution rights. This will allow Jonathan to have an earlier and stronger revenue stream. He will also have more time to devote to his next entrepreneurial project.

Moving on, I met with the owners of a new company in southern Israel. Their single product has begun to hit the shops overseas. The discussion with my colleague and I quickly branched away from sales channels. We discussed production strategies, as well as management direction.

A third Israeli concern is already selling a string of products, partially manufactured overseas. Within four years, they have found themselves located in severa; unique but linked markets.

All these companies are relatively young. All possess a strong IP, the main asset to the company, along with a management of solid experience. All are caught up with a series of “growing pains”, which many young companies face, including how to manage logistics.

And now for the difference. It is Jonathan, who probably has been least involved in commercial matters over the yearscomparatively speaking. It is he, who has worked exactly what he wants to be doing next.

Jonathan has realised that the route to his pot of gold is not by controlling the whole of the supply chain. He will be happy, when he off loads the routine issues. His long term profit may be less, but he will be happy, and successful, able to engage next in whatever he loves best.

The others will succeed as well. They will learn to manage their limited resources, but the process will take that much longer.

It is not a case of right or wrong. These case studies show that a CEO must comprehend that the game plan of resources is comprehensive ; how to manage the finances, to apply human capital, to detect market opportunites etc against time. If “no can do” is even a partial response, then learn how to take your cut in another manner, like Jonathan.

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