Compilation of interviews with CEO's of small and mid sized companies on the top issues they're facing. Includes tips and tools any business owner can put to work in their own business.

1. Top
5
issues
affec-ng
Ontario
business
A
report
for
Ontario’s
business
community
As
prepared
by

2. Introduc6on
With
the
biggest
recession
in
our
history
star-ng
to
fade
away,
business
owners
are
now
looking
for
ways
to
build
sales
and
drive
growth.
Over
the
last
three
months
we’ve
spoken
to
over
50
Ontario
business
owners
about
what
their
greatest
challenges
are
moving
forward.
The
There
is
a
new
businesses
ranged
from
small
two
and
three
person
firms
to
large
mul--­‐ speed
to
business.
million
dollar
corpora-ons.
From
these
conversa-ons
we’ve
iden-fied
five
key
focus
areas
that
will
be
Are
you
ready?
most
important
for
not
only
survival,
but
for
future
growth.
This
report
also
includes
valuable
informa-on
to
capitalize
on
these
new
opportuni-es.
It
is
our
inten6on
to
pass
these
resources
on
to
you
in
order
to
give
you
a
compe66ve
edge
in
your
marketplace.
Triggerstrategies.ca

3. What
Ontario’s
business
owners
have
told
us.
AGer
hundreds
of
hours
of
discussion
with
dozens
of
Ontario
business
owners
and
senior
managers,
we
have
iden-fied
the
top
five
business
issues
facing
Ontario
businesses.
1.
Finding
and
keeping
the
right
people
2.
Business
development
3.
Customer
reten6on
4.
Sustainability
5.
Accountability
Each
of
these
is
cri-cal
to
the
future
of
every
Ontario
business.
This
report
covers:
-­‐
How
each
issue
can
affect
your
business
-­‐
The
impact
of
non
ac6on
-­‐
Ac6on
steps
you
can
take
right
away
Triggerstrategies.ca

4. Issue
#1
–
Finding
and
keeping
the
right
people
Ontario
businesses
spend
millions
every
year
trying
to
find
and
keep
the
right
employees.
We’re
sure
you
will
agree
that
you
will
not
be
able
to
grow
your
business
on
your
own.
Just
as
your
customers,
the
economy,
your
vendors
and
your
business
have
changed;
the
same
rule
applies
to
you
and
your
team.
The
business
owners
we
spoke
with
said
that
handling
change
and
engaging
their
people
is
one
of
the
toughest
yet
overlooked
parts
of
growing
their
businesses.
Recent
Canadian
studies
show
that
as
many
as
83%
of
employees
do
not
feel
engaged
with
the
organiza-onal
direc-on
and
goals.
Coupled
with
local
unemployment
rates
reaching
as
high
as
12%,
you
can
imagine
people’s
apathy
and
fear
of
the
unknown.
Your
number
one
job
as
an
owner
is
keeping
people
engaged.
The
rules
have
changed.
The
effect
on
your
business
The
people
side
of
business
is
oGen
referred
to
as
the
soG
side
of
business.
Right
now,
it’s
the
hardest
part
of
business.
In
our
recent
keynotes,
we
have
been
quoted
to
have
said,
“If
your
people
are
not
changing
faster
than
your
customers
expecta-ons,
you’re
in
a
lot
of
trouble.”
Just
ask
any
sales
person
how
tough
it
is
to
get
aZen-on
and
shorten
the
sales
cycle
using
tradi-onal
methods.
We
are
sure
you’ll
agree
with
our
statement
when
it
comes
to
building
your
results
using
the
same
old
techniques.
Triggerstrategies.ca

5. Issue
#1
–
Finding
and
keeping
the
right
people
The
impact
of
non-­‐ac-on
Loss
of
ac-on
means
more
-me
spent
in
problem
solving
and
loss
of
innova-on.
A
business
will
never
grow
when
they
are
reac-onary
and
problem
solving.
Companies
out
on
the
edge
spend
more
-me
on
Do
you
have
the
innova-on.
The
people
side
of
your
business
can
no
longer
be
constrained
to
vague
human
resource
theories.
The
best
companies
we
talked
with
right
people?
today
are
involving
all
levels
of
owners,
management
and
staff
in
vision,
strategy,
planning
and
execu-on.
Are
they
in
the
Ge]ng
started
right
job?
Effec-ve
immediately,
begin
to
involve
everyone
in
your
organiza-on
in
dialogue
around
commitments,
expecta-ons,
ac-ons
and
accountability.
Ac-on
Steps
Develop
a
strategic
vision
and
goals
that
involve
everyone
contribu-ng
at
a
higher
level.
Get
the
vision
off
of
the
office
wall
and
into
daily
language.
During
our
conversa-ons
we
revealed
that
there
is
a
prominent
expecta-ons
gap.
This
means
that
what
people
feel
is
expected
of
them
does
not
match
what
the
boss
expects
of
them.
Begin
to
create
robust
dialogue
around
clear
expecta-ons
and
business
contribu-on.
Involve
everyone
in
the
organiza-on
in
understanding
the
business
the
way
you
do.
This
is
not
about
sharing
confiden-al
financials;
it’s
about
allowing
people
to
clearly
understand
their
contribu-on
and
its
impact
on
your
customers,
your
business
and
your
compe-tors.
Once
the
organiza-on
has
defined
its
vision
and
strategy,
have
every
key
leader
in
your
organiza-on
develop
a
vision
and
strategy
and
three
key
execu-on
goals
of
their
own
that
supports
the
same
as
the
organiza-on.
Triggerstrategies.ca

6. Issue
#2
–
Business
Development
“Nothing
happens
un-l
someone
sells
something.”
That’s
an
old
quote,
but
it’s
more
true
today
than
ever
before.
AGer
a
recession,
especially
the
one
we’re
coming
out
of,
the
first
thing
on
the
mind
of
most
of
the
business
owner’s
we
talked
to
is
increasing
sales.
But
that’s
not
as
easy
as
it
used
to
be.
The
owners
we
spoke
with
said:
1. I’m
facing
more
compe--on
than
ever
before.
2. I’m
being
forced
to
compete
more
and
more
on
price.
3. My
marke-ng
and
adver-sing
are
not
providing
consistent
returns.
4. It’s
harder
to
stand
out
and
get
someone’s
aZen-on.
5. I
don’t
know
what’s
working
and
what
isn’t.
There
are
too
many
choices
–
which
one’s
are
the
right
one’s.
6. My
phone
has
stopped
ringing
and
my
order
takers
need
to
learn
how
to
sell.
The
effect
on
your
business
This
market
environment
is
not
going
away.
Technology
has
enabled
anyone
to
compete
anywhere.
Your
customers
have
access
to
more
informa-on
and
more
choices
that
ever
before.
So
the
ques6on
becomes,
what
makes
you
stand
out?
Triggerstrategies.ca

7. Issue
#2
–
Business
Development
The
impact
of
non-­‐ac-on
By
remaining
a
“me-­‐too”
company,
you’re
leaving
too
much
to
chance
that
your
customers
will
stay
with
you.
Just
as
Apple
reinvented
compu-ng
and
Cirque
du
Soleil
reinvented
the
circus,
how
are
you
reinven-ng
your
business
and
industry?
Why
should
A
number
of
the
owners
we
spoke
with
are
re-­‐evalua-ng
their
companies’
someone
buy
from
offerings
and
crea-ng
new
and
beZer
ways
to
serve
their
markets.
you?
Ge]ng
started
As
of
today
stop
talking
about
your
products
and
services,
and
start
selling
value.
Ac-on
Steps
1. Understand
your
customers.
Find
out
what
is
truly
important
to
them
and
deliver
it
on
a
consistent
basis.
2. Determine
how
you
show
up
in
your
customer’s
mind?
How
are
you
perceived
vs.
your
compe-tors?
3. What
can
you
deliver
to
your
customers
and
market
beZer
than
anyone
else?
Be
realis-c
and
ensure
you
can
live
up
to
the
promise.
Find
this
out.
Please
do
not
assume
you
know;
there
is
too
much
at
risk.
Triggerstrategies.ca

8. Issue
#3
–
Customer
Reten6on
How
many
customers
did
you
lose
this
week?
That’s
a
valid
ques-on.
The
owners
we
spoke
with
stated
that
they’re
facing
significant
increases
in
compe--on
and
price
shopping.
Plus
they
say
their
customers
are
more
intelligent
and
web
savvy
than
ever
before.
Some
of
the
owners
we
spoke
with
said
that
their
greatest
opportunity
to
stabilize
cash
flow
was
reconnec-ng
with
exis-ng
customers.
Are
yours
being
wooed
away
by
your
compe-tors?
Do
you
know
who
your
best
customers
are?
At
the
same
-me
other
owners
we
spoke
with
admiZed
to
being
too
internally
focused
on
cash
flow
and
cost
cu]ng;
that
they’ve
lost
touch
with
their
best
customers.
Does
this
describe
you?
Most
marke-ng
and
sales
budgets
focus
on
new
customer
acquisi-on,
but
it
should
also
focus
on
reten-on
and
growth
of
your
exis-ng
and
best
customers.
The
effect
on
your
business
Right
now
you
could
have
a
20-­‐30%
sales
increase
just
by
conduc-ng
an
aggressive
re-­‐connec-on
campaign
with
your
customers.
They
may
have
forgoZen
all
that
you
do,
or
they
may
be
ready
to
re-­‐ini-ate
projects
that
were
on
hold
because
of
their
own
cash
flow
concerns.
The
impact
of
non-­‐ac-on
You
have
the
opportunity
to
grow
your
business
by
design,
not
circumstance.
The
recession
is
fading,
and
the
best
-me
to
become
even
more
valuable
to
your
customers
is
when
they
need
you
the
most.
Triggerstrategies.ca

9. Issue
#3
–
Customer
Reten6on
Ge]ng
started
Effec-ve
today,
make
a
conscious
decision
to
re-­‐connect
with
as
many
of
your
customers
as
you
can.
Ac-on
Steps
How
can
you
Moments
of
Truth
become
invaluable
1. Iden-fy
every
customer
touch
point
to
your
customers?
2. Determine
the
expected
level
of
service
for
each
3. Hold
your
people
accountable
to
deliver
it
every
-me
Client
Focus
Mee6ng
1. Get
6-­‐10
of
your
customers
in
the
same
room
2. Have
your
key
people
in
the
room
as
well
3. Have
an
open
and
honest
dialogue
about
how
you
serve
them
4. Shut
up
and
listen.
Take
great
notes
and
act
Triggerstrategies.ca

10. Issue
#4
–
Sustainability
Many
of
the
owners
we
talked
with,
felt
that
the
future
of
the
company
was
squarely
placed
on
their
shoulders.
For
your
company
to
truly
grow
and
prosper,
you
need
a
team
approach
to
developing
your
future
leaders
and
business
thinkers.
Who
in
your
company
is
thinking
like
you?
This
means
more
than
one
day
obscure
training
and
leadership
development
programs.
This
is
about
crea-ng
a
true
learning
organiza-on,
where
individuals
hold
themselves
accountable
for
business
skills
and
acumen
development.
The
effect
on
your
business
You
create
a
culture
where
ongoing
development
is
the
norm,
not
a
yearly
budget
item.
People
begin
to
respond
how
they’ve
improved
their
game
daily.
Please
do
not
take
this
lightly;
this
is
what
the
best
companies
we’ve
talked
with
are
doing.
The
impact
of
non-­‐ac-on
In
the
absence
of
clear
development
goals
and
roles
people
will
play
in
the
future,
your
chances
of
disengagement
are
very
high.
People
want
to
work
for
a
company
where
they’re
recognized
for
their
contribu-on
and
they’re
challenged
to
learn
and
grow.
P.S.
the
typical
response
of
“I’m
too
busy
to
do
this”,
has
nothing
to
do
with
growing
a
company.
Triggerstrategies.ca

11. Issue
#4
–
Sustainability
Ge]ng
started
Effec-ve
immediately,
every
key
individual
in
your
company
writes
out
a
learning
and
development
plan
for
the
next
12
months.
Ac-on
Steps
Draw
on
your
By
the
way
–
the
business
will
get
beZer
when
its
people
get
beZer.
People
get
beZer
immediately
aGer
their
leader
get
beZer.
That
means
collec6ve
you…
lead
by
example.
strengths.
1. What
are
the
things
you’re
doing
now
that
you
want
people
to
replicate
in
your
organiza-on?
2. How
are
you
challenging
them
to
raise
the
bar?
3. Is
this
part
of
your
culture?
These
are
fair
ques-ons
to
ask.
Triggerstrategies.ca

12. Issue
#5
–
Accountability
One
of
our
favorite
lines
is
“never
fire
someone
for
making
a
mistake,
however,
fire
someone
on
the
spot
for
not
doing
what
they
say
they’re
going
to
do.”
During
our
conversa-ons
we
asked
about
coaching
and
being
held
accountable.
Many
of
the
owners
we
spoke
with
said
that
they
ini-ally
resisted
those
types
of
conversa-ons.
But
upon
hi]ng
breakthrough
goals,
they
sited
coaching
as
an
integral
part
of
their
success.
The
effect
on
your
business
There
are
only
two
reasons
for
failure:
a
deficiency
of
knowledge
(you
don’t
know
what
to
do),
or
a
deficiency
of
execu-on
(you
don’t
do
what
you
know
you
should
do).
It
is
that
simple.
Take
a
look
at
your
business.
Are
you
constantly
derailed
because
you’re
pu]ng
out
fires
and
doing
the
things
other
people
are
supposed
to
be
doing?
The
successful
leaders
we
spoke
with
spend
more
-me
working
on
their
business
instead
of
in
it.
The
impact
of
non-­‐ac-on
How
much
longer
are
you
going
to
keep
doing
everyone
else’s
job?
Accountability
starts
with
you.
Triggerstrategies.ca

13. Issue
#5
–
Accountability
Ge]ng
started
Effec-ve
immediately
hold
your
people
accountable
and
stop
allowing
excuses.
Take
a
stand
on
this.
Ac-on
Steps
Are
you
working
in
3-­‐2-­‐1
Formula
–
Incorporate
this
into
your
workplace.
If
someone
approaches
you
with
a
problem
they
are
to:
your
business
or
1. Provide
you
with
3
solu-ons
on
your
business?
2. Two
of
which
include
them
3. And
what
they
feel
is
the
number
1
solu-on
This
simple
formula
has
produced
incredible
results
for
many
of
the
business
owners
we
work
with.
Triggerstrategies.ca

14. So
what
do
you
do
now?
It’s
all
about
ac-on.
The
biggest
thing
we
learned
is
if
you
wait
for
the
perfect
moment,
person
or
situa-on
you
will
get
leG
behind.
Guaranteed.
The
speed
of
business
is
How
urgent
is
this
increasing.
to
you?
A
high
number
of
the
owners
we
spoke
with
regreZed
wai-ng
to
make
cri-cal
decisions
about
growth
and
people.
They
felt
that
this
has
caused
Are
you
ready
to
significant
harm
to
the
speed
of
their
recovery
from
the
recession.
make
a
commitment?
Star-ng
today
please
think
about
your
business
differently.
1. Begin
to
involve
everyone
in
your
organiza-on
in
dialogue
around
commitment,
ac-on
and
accountability.
2. Stop
talking
about
products
and
services
and
start
selling
value.
3. Re-­‐connect
with
your
exis-ng
customers
today
4. Iden-fy
the
leaders
within
your
organiza-on
and
give
them
clear
roles
5. Create
a
culture
of
accountability
and
follow-­‐up
All
business
is
created
through
conversa6on.
If
you
keep
having
the
same
conversa6ons
you
will
undoubtedly
get
the
same
results.
What
conversa6ons
are
you
having?
Triggerstrategies.ca

15. A
few
of
the
companies
we
work
with
Ironworks
Benefit
Partners
Exocor
Corporate
Chemicals
Mountainview
Homes
For-s
Ontario
Niagara
Parks
Commission
Tremont
Yacht
Furniture
Cataract
Savings
&
Credit
Union
Dell
Smart
Home
Solu-ons
Rogers
Link
Wireless
Erie
Personnel
Corpora-on
Brand
Blvd.
Glenn
MerriZ
Collision
Canadian
Tire
Dominion
Auto
Body
Rinaldi
Homes
Bea-es
Basics
Boldt
Pools
CRL
Campbell
Construc-on
Meridian
Credit
Union
Cedarway
Floral
Renaissance
Fallsview
Hotel
Primeway
Companies
Handling
Specialty
Mfg.
Ltd.
Desjardins
Caisse
Populaire
Horizon
U-li-es
Aquatrue
Water
Hy-­‐Grade
Precast
Bosch
Rexroth
Canada
Corp
Janco
Steel
Ltd.
Design
Electronics
Ministry
of
Transporta-on
of
Ontario
F-­‐B
Tool
&
Die
Limited
Niagara
CliGon
Group
Giro]
Machine
Regional
Municipality
of
Niagara
Homes
by
Hendricks
Salit
Steel
Millers
Auto
Recycling
Seaway
Marine
&
Industrial
Inc.
Modern
Mosaic
Skylon
Tower
Regional
Doors
&
Hardware
Sobey’s
Sheehan
&
Rosie
Ltd.
TRW
Canada
Limited
SVAT
Electronics
Vintage
Hotels
Vermeer’s
Greenhouses
Weinmann
Electric
Triggerstrategies.ca

16. What
they’re
saying
about
us
Their
service
and
crea<vity
has
brought
value
to
our
company
in
terms
of
increased
market
share
and
profitability.
We
are
very
pleased
with
the
work
they
have
done
for
us.
David
G.
Benny,
CEO
Cataract
Savings
&
Credit
Union
This
has
been
an
absolute
worthwhile
experience.
Why?
Coaching
emphasizes
real
life,
common
sense
principles
and
transforms
them
into
a
logical
framework.
Our
coach
challenged
each
one
of
us
to
establish
real
goals
(in
my
case,
business
goals)
and
applying
the
tools
to
achieve
these
goals.
And
the
results
are
"real".
My
successes
are
all
about
focus,
accountability
and
discipline
leading
to
real
results.
Roch
Lafontaine,Manager
Business
Accounts
Desjardins
Caisse
Populaire
The
coaching
experience
allowed
me
to
uncover
myself
and
to
challenge
the
things
that
hold
me
back.
I
am
more
open
and
willing
to
take
on
the
challenges
of
life
and
to
have
more
confidence
in
my
ability
to
achieve
my
dreams
and
succeed
no
maLer
what
happens.
It
helped
me
have
2
consecu<ve
successful
years
in
my
financial
planning
career
where
I
exceeded
my
annual
goals
by
over
125%.
Andre
Sarkis,
Financial
Planner
RBC
Triggerstrategies.ca

17. What
they’re
saying
about
us
Coaching
has
allowed
people
to
harness
skills
in
managing
all
of
our
business
objec<ves.
Managers
who
have
completed
the
coaching
have
naturally
climbed
to
the
highest
levels
of
execu<on
in
the
organiza<on.
In
the
end,
the
boLom
line
improvement
to
this
hotel
is
up
20%
and
climbing.
We
will
and
are
achieving
results
above
expecta<ons!
Jeff
Ransome,
General
Manager
Marrio^
Halifax
I
can
actually
say
that
while
I
was
involved
in
coaching
I
had
a
4
<mes
return
on
my
investment.
On
one
order
we
saved
7200
dollars.
I
take
a
lot
of
risks,
however
I
some<mes
lack
finesse.
Coaching
has
given
me
the
tools
to
have
much
more
finesse
injected
into
my
sales
calls
and
my
everyday
interac<ons
with
other
people.
The
most
important
thing
that
was
learned
from
the
coaching
was
how
to
stop
worrying.
The
tools
I
received
have
taught
me
how
to
deal
with
stress
in
a
much
more
manageable
way.
You
have
a
unique
process
that
to
me
is
more
valuable
than
my
four
years
earning
my
B.A.
in
Law.
ScoD
Boisvert, Owner
The
Elegant
Vending
Company
Triggerstrategies.ca

18. About
the
authors
We’ve
worked
with
over
500
companies
in
Ontario,
and
we
keep
ge]ng
invited
back
to
help
them
achieve
even
more.
We’ve
helped
them:
1. Develop
a
clear
and
executable
vision
and
strategy
2. Find
and
keep
great
employees
3. BeZer
understand
their
customers
buying
process
4. Make
their
communica-ons
with
both
customers
and
employees
clear
and
impacqul
Neil Thornton
Trigger Strategies
But
most
importantly
we’ve
helped
them
grow.
Direct: (905) 401-1434
We’re
about
ac-on
and
producing
results,
not
theories
and
seminars.
If
you’re
ready
for
new
conversa-ons,
new
ideas,
new
tools
and
beZer
results
than
you’re
ge]ng
today,
let’s
talk.
Trigger
Strategies
Larry Anderson
Trigger Strategies
Direct: (905) 321-2663
Triggerstrategies.ca