Re: WHAT recession ?

[Jim <alarminex@xxxxxxx>]

On Jan 13, 9:58=A0am, tourman <robercampb...@xxxxxxxxx> wrote:

>
> RHC: Yes Jim, I remember my statements well ! When my old partner
> retired and my son joined the company 10 years ago, I figured as long
> as I was careful to ONLY take on good accounts, I could go to about
> 1000 to 1200 accounts without service overwhelming me. I'm now just
> under 1200 and things are busy, but not excessively so. But I am
> limiting growth severely, only doing a couple of installs a week, and
> we've stopped doing takeovers pretty much completely. So as a
> business, we're coasting, but the money coming in is more than
> sufficient to allow us to do that at this point.
>
> I have to say, it's becoming difficult though to sit still and watch
> the large companies up here offer these new 2 Gig technologies, with
> whole house monitoring and all sorts of "whoopee" feature sets, and
> not respond. Especially so since I know how marginal most of this
> stuff is. Also they are targeting the high end of the market,
> appealing to consumers that like everything controlled from their cell
> phones. IMO, excellent "home convenience" but rather sub standard true
> "home security" compared to conventional panels with add on modules.
> But with monitoring rates bordering on $55 a month, you gotta wonder
> who's right and who's wrong...:).

Again .... as I've said. There are people out there who would never be
my customer in the first place.

I don't see any reason what so ever to compromise my integrity by
offering them nothing for something simply to get their business. I've
got to feel as if I've offered and given them something of value. On
the other hand, feeling that way, I find that I still take it as a
personal loss when I occasionally lose a customer. It's not simply
business with me ... I guess.

I was just thinking the other day while I was working ..... that
now ..... I install for the satisfaction it gives me to do a job that
meets MY standards. I doesn't seem to make as much difference anymore
how much short term profit I make on a job as long as it's installed
and operating the way that I want it to. And the way I want it to is
always better than the client expected. Maybe that's one of the little
thought of factors that keeps bringing the business in over the long
run. Although I guess you could call it reputation.


>
> I do know if I so choose, I could do the same thing with the purchase
> of a $165 module for the newest line of Paradox panels, and offer
> pretty much the same kind of thing at NO increase in monitoring rate.
> Being well versed in IP technology, once again I'm tempted to move
> ahead and jump in, but I know if I do, I'll be swamped with business I
> don't want or need, living off the "avails" of their advertising
> stimulation. I've thought about expanding from my "core business"
> interests and offering IP cameras, since this is easy and reliable
> technology today, and can be so inexpensive to do, that it's a bit
> mind blowing (I set up 5 cameras around my home as an experiment, at
> very little cost, and I can see instantly from anywhere in the world
> via a smartphone)
>
> My son and I have some hard decisions to make soon, since I don't want
> to do the physical stuff anymore, and I personally don't want to
> expand into new markets. I can look after the admin side of the
> business, and do the tax work, but climbing ladders and running in
> attics ain't my cup of tea anymore. I also love the IP stuff, so that
> temptation is always there...
>
> So many decisions, so little time....(sigh)-


Well, it seems likely that it might be time to see what your son would
like to do since the old man is beginning to step back some. After
all, he's the one that's going to carry it in the future. If the
company doesn't keep up with the trends to some extent, it's just
going to dwindle away. Sounds as if HE's the one who's got to do some
soul searching. As you know, there's always a tendancy for the younger
to THINK they know what it takes to run a business but many times they
just know the routine but not what's at the heart of being successful.
There's an inclination to just let things go as they are because it's
been successful. YOU know that there has to be that sense of the heart
beat of the company and the market to forsee and take action before
there's a problem. If you're like me, you do these things without even
thinking about it. You do preperation and inquiries in multiple areas
and make decisions on the fly that seem insignificant to you but that
is constantly guiding the direction that things progress. Someone
watching from the outside think that it's just the "flow" of things.
You've got somewhat of a similar background as I, in big busines and
had the opportunity to learn from your mistakes and the mistakes of
others in a large work force with some insulation to the consequences
for errors. Someone who hasn't had that experience, watching you run
your business cannot imagine what history, knowledge and background
you are drawing from to make your decisions. So don't assume that just
because your son has been working along side you that he knows that
all that other stuff is going on or even exists and which is so
necessary to keep things moving forward.

It's like the installers, in the past, who have worked for me. I've
offered to teach them the trade. Send them to school. Work with me for
at least 5 years. Pay for their training for earning their license.
Eventually start buying me out and taking over the company in maybe 10
or so years. Every one of them left prior to two years. Went off on
their own and failed before they reached 100 accounts. Sure, they know
about panels and installatons and buying equipment and technical, but
didn't know that there's more to running a business than doing
installations.

Yes, there are decisions to make at  your end but it's your son who's
got to do some serious soul searching about his talents, interests and
limitations. It takes quite a number of years for the subtleness of
the talents necessary to the success of a business, to prove
themselves. And sometimes it's all just intertwined in the personality
of the leader with no way to identify, define it or pass it on.