Description: Data shows that maintaining customer relations was a huge challenge for midsize companies in 2020. In-person sales is often a crucial differentiator for these companies, which have fewer resources to put into digital selling tools and training than larger firms. But some midsize companies have adapted to virtual selling and have not only held their own during the pandemic, but increased sales. They’ve done so by using online connections to humanize interactions, creating greater sales process efficiencies, and bursting out of traditional geographic boundaries.

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Overly focusing on revenue ignores other factors that can mean the difference between success and failure. Making the change to obsess on an EBITDA-based performance metric is a powerful way to improve your profits and valuation.

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Midsized companies that don’t do strategic and operational planning ahead of their upcoming year run the risk of a no-growth year.

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Company leaders who are constantly putting out fires no longer have time to create the plans that will position the business for the next stage of growth.

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A new breed of predator sees your profitable, established business as a tasty lunch. Don’t wait to be devoured.  Follow this strategic plan to help increase sales and business growth.

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How Marketing Helps Midsized Companies Get Mighty is the topic Robert Sher undertakes in this Marketing Thought Leadership Podcast. In this interview with Linda Popky, Rob talks about the biggest mistakes he sees marketing leaders at midsize companies make. He discusses the role of marketing in reducing the risk of fumbled acquisitions, as well as how creativity and discipline can coexist effectively.

Listen to the entire podcast here.  

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How many times have you seen midsized companies make a big bet and lose?  It’s most painful to watch when it is reckless and avoidable.

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Staying focused on the business plan is often as hard as crafting a great plan in the first place.

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What is the right way to determine how fast to spend when cash flow is negative? Read about how the confluence of market predictability, execution confidence and forecasting acumen affect good decision making.  These three big variables must be taken into account long before the runway grows short.

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For a mid-market company, choosing where to place your innovation bets is a dangerous game. Where you spend your time and invest your dollars are decisions that can make or break you.  How much time should a CEO and his team invest in looking at “new ideas?”  And how does a CEO select the most promising innovations and ignore the rest?

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