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SBDC Success Stories and Testimonials

history

Douglass Screen Printers Keeps tradition with a new generation

Douglass Screen Printers, Inc. is a 74-year-old screen and digital printing company founded in Lakeland, Florida that’s venturing across the globe as it enters its third generation of family ownership. Lisa Kaiser Hickey, who joined the team in the 1980s as her father become the  business’ second CEO,  worked on the business’ growth for over a decade before  negotiating full ownership of the company.  Because Lisa recognized the importance of having the right team to maintain growth, she mentored and groomed her daughter Lane Kathryn Hickey-Wiggins to become the new CEO in 2013. Lane will continue to grow the company and supports its 43 employees.

As Lisa remains with the company as the chairman of the board, her vision includes preparing Douglass for an increase in its international sales division.  Lisa started working with the Small Business Development Center in 2010 to gain certifications in international trade through the SBDC’s ITCP program. Now roughly 5 percent of its sales are international orders.  In 2012 the company received an export marketing plan from the SBDC as part of the Enterprise Florida State Trade and Export Promotion (STEP) Grant funded by the U.S. Small Business Administration. From this plan, the business will pursue growth strategies in Panama and Chile in order to increase its client base and services.

“Despite our self-made success, I wish we knew about the SBDC long ago,” Lisa said.

One of the on-going challenges Lisa faced as a business owner was with competitive bid contracts. Douglass’ most highly visible and challenging contract was a decal fulfillment contract with NASA for the Space Shuttle Program. Twenty-five years ago, this contract tested their ability to fulfill orders on intense deadlines. They still hold this contract to this day, now for non-shuttle missions.  In order to increase the business’ competitiveness, Douglass Screen Printers turned to the SBDC for assistance in gaining additional certifications that would help them win bids on projects in the public and private sectors. The SBDC conducted their certification review on behalf of the National Women Business Owners Corporation (NWBOC) and supported Lisa’s speaking engagements with the organization. Now Douglass’ private sector clients account for  65 percent  of its sales. Even though competition has become fierce and very price-driven, private sector clients provide Douglass with 60 percent repeat transactions. These relationships have been crucial to the business’ bottom line in the last few years, supporting Douglass’ growth during these difficult economic times.

Lisa shares with other business owners that it is important they recognize that 90 percent of running a business and reaching success is about things they may not necessarily know. Therefore, it is important to reach out to resources so that their business is not about hard work but about right work.

Certifications:

  • 2002 Certified Woman-Owned Business
  • 2004 Women’s Business Enterprise National Council certified
  • 2009 State of Florida Department of Management Services’ Office of Supplier Diversity Woman-Owned certified
  • 2011 U.S. Small Business Administration Small Business Enterprise 8(m) Women-Owned Small Business
  • Sustainable Green Printing certified

Douglass Screen Printers

http://dsp-cando.com/

Worldwide +1.863.687.8545 • U.S. Toll Free 800.888.8545 • 863.687.8545

I was involved with efforts a few years ago and received so much valuable information. May be looking for more info soon! (currently employed for Hillsborough County). Thanks for all you do!
Dave Ramirez





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Latest Small Business Development Center Information


Maintaining Customer Service Under New Ownership

The maintenance light in my car came on about two weeks ago.  As usual, it took me a while to find time to get to my mechanic to get my oil changed, so I ignored it for a bit.  But I happened to be driving down Hillsborough Avenue in Tampa last Wednesday, and was very close to his shop, so I decided to drop in and see if he could squeeze me into his schedule.

I’ve been taking my cars to the same mechanic since 1985.  At first, Jim worked for a small shop that had been highly recommended.  So after a few years, when the two owners decided to close their shop, Jim chose to start his small business.  Jim was the only one that worked on my car, so it was a no-brainer for me.  About 15 years ago, he brought his two sons into the business.  Jerry worked as a full-time mechanic, and Charlie, also a mechanic, ran the office.  In the last three years, Charlie’s son PJ also started working on cars.  Jim has since retired, leaving Charlie and Jerry in charge of the shop.  These guys are not the least expensive mechanics in town, but they are the most trustworthy.  About 8 years ago, the trunk latch on my car broke.  I happened to be driving by the dealer and took it in for an estimate.  They told me it was going to be $600 to fix the latch.  I figured if I was going to spend $600, I’d take it to my mechanic and let him make the money.  Jerry took a pair of pliers and climbed into the car’s trunk and in 10 minutes fixed the latch.  He told me that if I treated it gingerly, it might last a while.  I asked him how much I owed him and he laughed and said it only took him 10 minutes to fix.  I argued that he saved me $600, so I should pay him something.  He refused to charge me, knowing, I guess, that my loyalty to them would pay off.  By the way, I sold that car a couple of months ago and the latch never did break again.

So imagine my surprise when I roll into the shop to get my oil changed and Jerry tells me that they sold the shop two months ago to a new owner!  Both Jerry and PJ are still working there.  Jerry introduced me to Bill, the new owner.  While Jerry is telling me the story, all I can think of is “do I want to leave my car here today?”  I have to admit, I was dismayed at the prospect.  After almost 30 years, I was faced with a decision about one of the important relationships in my life: my mechanic!

As an SBDC business consultant, I think a huge opportunity was missed here, by both the outgoing owners and the incoming owner.  The original owners must have had dozens of similar long-term relationships with other customers.  Why didn’t they send out an email or a letter to their clients letting them know of the changes that were happening?  Instead, they waited until we brought our cars into the shop to tell us.  Had I called to make an appointment over the phone, which is my usual protocol, I would have heard the news from the new owner instead of my trusted mechanic.  If down the line, they decide to open another shop, then their old customers may hesitate to return to them.  Additionally, they didn’t tell me they were thinking of selling.  Our consultants at the SBDC could have done a free valuation of the business and given them the necessary information to determine the right price for their business.

The new owner, Bill, is also missing an opportunity.  When he bought the shop, not only did he buy the land and the infrastructure, but most importantly, he bought a book of business….all of Charlie and Jerry’s customers!  He should have communicated with all of their customers immediately, introduced himself, and outlined his expertise and his commitment. Charlie and Jerry’s customers need reassurance that Bill is also trustworthy and will deliver similar services at similar prices.  If they don’t receive those assurances, what’s to stop them from finding another mechanic or going to the dealership?

Unfortunately, this is not an anomaly.  My dentist did the same thing three years ago as did my mom’s primary physician most recently.  Customer service extends beyond the life cycle of the current business owner.  As the seller, once your non-compete has expired, you may not have the loyal following you thought you had.  If you are planning on buying an existing business, communication with the existing customer base is part of the purchase.  If you fail to address this, you may find that your financial investment is not worth as much as it was the day you closed on the deal.  I’m going to wait 3,000 miles and see if I need to find another mechanic or not.  I hope he calls.


The Big Start-Up Business Mistake!

You’ve probably heard the alarming statistics saying that start-ups have failure rates of 80 percent and higher. While this statistic may be inflated, the truth is that many start-up companies do indeed fail. After working with hundreds of start-ups as a business consultant, I have identified the number one mistake causing most start-ups to founder is in the way they order the execution of the start-up process. Allow me to explain. When planning a start-up, burgeoning entrepreneurs usually think about the three main functional areas of a business in the following order: operations, finance and marketing. While all three are certainly important, they need to be executed in the correct order. Let’s explore this further.

Download Article Here!

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Transition from Fortune 500 to Florida Mid-Size

Transitioning from a multinational Fortune 500 company, to a Florida mid-size business is filled with challenges. When Steve Collins purchased Coast Brothers from the original owners in 2010, he took over the 13,000 square foot warehouse and its 10 employees and 8 account managers in Pinellas County. Keeping with the business’ all in the family tradition Stephen’s son, Patrick, joined the company. Now, Coast Brothers, which was established in 1988, is a multi-million dollar leading wholesale distributor providing over 1,000 items for the hospitality, healthcare, government, and commercial cleaning industry.

Both father and son experienced new owner transition pains in their first year of operations. The combination of Steve’s seasoned business savvy, Patrick’s enthusiasm and the Small Business Development Center Growth Acceleration consultants, Pearl Para and Dino Eliadis created a team destining the business for success. After completing a thorough health check, the team focused attention on the sales and marketing processes.

Working with Eliadis, 1,000 products sales volumes and gross margins were evaluated. This analysis helped to create a strategy focusing on Coast’s premium products and a plan to create customer promotions directed towards maximizing profits and providing a foundation for growth.

“Their knowledgeable and common sense approach makes it easy to focus on what’s important. This is one program in the state which is paying dividends. As I grow, I will be hiring more people.” said Stephen.

As a result of the SBDC’s Growth Acceleration assessments and strategy implementation, Coast Brothers is projecting 50 percent growth in revenues by 2015 with the expectation that the growth will help fill in their seasonal lows.

“Success isn’t complicated, it comes with simplicity,” said Dino. He explained that after finding where Coast Brothers had success, a marketing program focused on regularly promoting those products. He added that it shouldn’t take long to begin moving revenue northward. From there it’s adding more resources to scale the success formula. “I am confident if Coast Brothers follows the plan, growth isn’t that far away,” said Dino.

With world class tourist locations and top notch healthcare facilities in the St Petersburg/Tampa area, Coast Brothers, poised with knowledgeable account managers to assist clients with all of their janitorial supply needs, is destined to grow.

Industry Highlights
government_contracting_series_SBDC

Government Contracting Series – Starts June 4th

You’ve heard of B2B* and B2C*, but have you thought about tapping into new profits through B2G*? Winning a government contract could expand your market potential. Attend this six-part series to learn the ins and outs of doing business with government agencies that are looking to buy your products and services.

* Business to Business, Business to Consumer, Business to Government

When?

June 4 through July 10, 2013
Modules run from:
5:30 p.m. to 8:30 p.m.
June 4, 11, 13, 27, and July 2, 10
Seats are limited so Register today!

Cost

Cost: $120.00 for all six modules.
All inclusive price. Individual modules not available. Dates and topics subject to change.

Modules

Tues., June 4 Government Contracting Series #1- Doing Business With USF Doing Business with USF

Tues., June 11  Government Contracting Series #2 Doing Business with the Department of Transportation

Thurs., June 13 Government Series #3   5:30 – 8:30 PM  – More information  coming soon

Wed., June 27 Government Series #4 Doing Business With HART

Tues., July, 2  Government Series #5  Doing Business with Moffitt Cancer Center

Wed., July, 10  Government Series #6  Doing Business with MacDill Airforce Base


Small Business Development Center at The University of South Florida

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Funded in part by the U.S. Small Business Administration, the USF Small Business Development Center offers one-stop assistance to individuals and small businesses by providing a wide variety of information and guidance in central and easily accessible locations.