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<title>How To Take On "Good Works" Customer Education Assignments Without Taking 
It In The P&L.</title>
<meta name="description" content="Next time another business unit confronts you with an 'unreasonable' customer education request, don't automatically say 'no.'  Here's how to say 'yes' while still protecting your short term financial obligations.">
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                  <p><span class="default"> <b> How To Take On "Good Works" Customer 
                    Education Assignments Without Taking It In The P&L. </b> </span></p>
                  <p> <span class="default"> Software Engineering wants you to 
                    develop an ambitious curriculum to support an oddball new 
                    operating system that they can't even find beta testers for.</span> 
                  <p><span class="default">Sales wants you to continue to schedule 
                    courses for a dwindling legacy base of customers who adamantly 
                    refuse to upgrade to your firm's latest release.</span> 
                  <p><span class="default">Industry Marketing wants you to develop 
                    a niche version of your systems administration course to suit 
                    the needs of traveling tent shows.</span> 
                  <p><span class="default">You'd like to help them -- you really 
                    would. But you've got a P&L to achieve. And you'll never succeed 
                    if you take on high risk customer education assignments -- 
                    no matter how strategic and noble the cause. So, politely 
                    and diplomatically you say "no" -- and attract a torrent of 
                    threats and character assassination that would make a political 
                    primary seem like a love-in!</span> 
                  <p><span class="default">Next thing you know, the issue gets 
                    elevated and you wind up having to throw resources at a customer 
                    education opportunity that makes another group look good -- 
                    but costs you dearly in terms of empty classrooms and declining 
                    margins.</span> 
                  <p><span class="default">Or maybe you're able to hold your ground 
                    -- at the expense of being viewed as a shortsighted stovepipe 
                    who cares more about protecting your behind than supporting 
                    the future of your company.</span> 
                  <p><span class="default">Here's an even worse scenario. You 
                    know that long shot technology you dug in your heels and refused 
                    to support? Guess what, it turns out to be a huge hit, and 
                    you're left standing at the alter while 3rd party training 
                    companies swoop in for the kill.</span> 
                  <p><span class="default">There's got to be a better way -- and 
                    there IS.</span> 
                  <p><span class="default">Next time another business unit confronts 
                    you with an "unreasonable" customer education request, don't 
                    say "no." Say, "great, we'd be delighted to help you! Now 
                    let's jointly see what's the best way to proceed."</span> 
                  <p><span class="default">Then take a page out of the Open Book 
                    Management approach. Explain, simply, the financial ground 
                    rules you are operating under and encourage the other unit 
                    to partner with you and share the risk. Begin by preparing 
                    a simple model of your business like this:<br>
                    </span></p>
                  <table cellspacing=0 cellpadding=0 border=0>
                    <tbody> 
                    <tr> 
                      <td width=30 rowspan=17>&nbsp;</td>
                      <td class=headtxt align=middle colspan=3><span class=default>MINIMUM 
                        ACCEPTABLE 12-MONTH<br>
                        COURSE PERFORMANCE MODEL</span></td>
                      <td width=30 rowspan=17>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td width=182>&nbsp;</td>
                      <td class=bodtxt align=middle width=70>&nbsp;</td>
                      <td class=bodtxt align=middle width=70>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td width=182>&nbsp;</td>
                      <td class=headtxt align=middle width=70>$</td>
                      <td class=headtxt align=middle width=70>%&nbsp;&nbsp;&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=bodtxt width=182>&nbsp;</td>
                      <td class=bodtxt align=right width=70>&nbsp;</td>
                      <td class=bodtxt align=right width=70>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=default width=182>Revenue(1)</td>
                      <td class=default align=right 
            width=70>200,000&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                      <td class=default align=right 
            width=70>100.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=bodtxt width=182>&nbsp;</td>
                      <td class=bodtxt align=right width=70>&nbsp;</td>
                      <td class=bodtxt align=right width=70>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=default width=182>Delivery Expense(2)</td>
                      <td class=default align=right 
            width=70>100,000&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                      <td class=default align=right 
            width=70>50.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=default width=182>Course Development(3)</td>
                      <td class=default align=right 
          width=70>20,000&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                      <td class=default align=right 
            width=70>10.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=default width=182>Other Expense</td>
                      <td class=default align=right 
          width=70>40,000&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                      <td class=default align=right 
            width=70>20.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                    </tr>
                    <tr> 
                      <td colspan=3> 
                        <hr noShade>
                      </td>
                    </tr>
                    <tr> 
                      <td class=default width=182>Profit Contribution</td>
                      <td class=default align=right 
          width=70>40,000&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                      <td class=default align=right 
            width=70>20.0&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;</td>
                    </tr>
                    <tr> 
                      <td width=182>&nbsp;</td>
                      <td width=70>&nbsp;</td>
                      <td width=70>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=small width=182>Assumptions</td>
                      <td class=small align=middle colspan=2>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td class=small colspan=3>(1)<span class=small><br>
                        - 500 SW licenses with 20% training participation<br>
                        - 100 students @ $2000 average tuition<br>
                        - 10 classes @ 10 students/class </span></td>
                    </tr>
                    <tr> 
                      <td class=small colspan=3>(2)<br>
                        <span class=small>- delivery expense is $10,000/class 
                        regardless of attendance </span></td>
                    </tr>
                    <tr> 
                      <td class=small colspan=3 rowspan=2>(3)&nbsp;<br>
                        <span class=small>- $60,000 amortized over typical 3-year 
                        course life </span></td>
                    </tr>
                    <tr></tr>
                    </tbody> 
                  </table>
                  <p> <span class="default"> Then roll up your sleeves and begin 
                    negotiating. Here's how:</span> 
                  <p><span class="default">A. SW Engineering wants you to develop 
                    a new course from scratch to support a new software launch. 
                    You question whether they will be able to sell the 500 licenses 
                    you typically need to yield your minimum requirement of 100 
                    students. They totally disagree, and feel that not offering 
                    education will kill any chances they have of succeeding. So 
                    you propose:</span></p>
                  <table border="0" cellspacing="0" cellpadding="0">
                    <tr> 
                      <td rowspan="6" width=30>&nbsp;</td>
                      <td><span class="default"> THEY: </span></td>
                      <td class="default" valign="top"> 
                        <p>&nbsp;-&nbsp;</p>
                      </td>
                      <td class="default"> put up $60K (the full cost of developing 
                        the course)</td>
                      <td rowspan="6">&nbsp;</td>
                    </tr>
                    <tr> 
                      <td>&nbsp;</td>
                      <td valign="top">&nbsp;</td>
                      <td>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td><span class="default"> YOU: </span></td>
                      <td class="default" valign="top"> 
                        <p>&nbsp;-&nbsp;</p>
                      </td>
                      <td class="default"> agree to promote a minimum of 10 course 
                        sessions</td>
                    </tr>
                    <tr> 
                      <td>&nbsp;</td>
                      <td class="default" valign="top"> 
                        <p>&nbsp;-&nbsp;</p>
                      </td>
                      <td class="default"> run every session if you get at least 
                        5 participants</td>
                    </tr>
                    <tr> 
                      <td>&nbsp;</td>
                      <td class="default" valign="top"> 
                        <p>&nbsp;-&nbsp;</p>
                      </td>
                      <td class="default"> return their $60K if you achieve $200K 
                        your first year</td>
                    </tr>
                    <tr> 
                      <td>&nbsp;</td>
                      <td valign="top">&nbsp;</td>
                      <td>&nbsp;</td>
                    </tr>
                  </table>
                  <span class="default">B. Sales wants you to offer a high-end 
                  course 10 times a year to appease several key accounts who have 
                  complained about session cancellations. You explain there's 
                  so little demand for this course that you'll wind up teaching 
                  empty classrooms. Sales says you are dead wrong -- and offers 
                  to help fill the classes. So you propose:<br>
                  </span> 
                  <p> 
                  <table border="0" cellspacing="0" cellpadding="0">
                    <tr> 
                      <td rowspan="5" width=30>&nbsp;</td>
                      <td valign="top"><span class="default"> THEY: </span></td>
                      <td class="default" valign="top"> 
                        <p>&nbsp;-&nbsp;</p>
                      </td>
                      <td class="default"> agree to promote and run the course 
                        10 times even if only one individual attends</td>
                      <td rowspan="5">&nbsp;</td>
                    </tr>
                    <tr> 
                      <td>&nbsp;</td>
                      <td valign="top">&nbsp;</td>
                      <td>&nbsp;</td>
                    </tr>
                    <tr> 
                      <td><span class="default"> YOU: </span></td>
                      <td class="default" valign="top"> 
                        <p>&nbsp;-&nbsp;</p>
                      </td>
                      <td class="default"> agree to help you fill each class</td>
                    </tr>
                    <tr> 
                      <td>&nbsp;</td>
                      <td class="default" valign="top"> 
                        <p>&nbsp;-&nbsp;</p>
                      </td>
                      <td class="default"> award you $1000 in expense relief for 
                        each participant less &nbsp;&nbsp;&nbsp;than 10 (to cover 
                        your delivery costs)</td>
                    </tr>
                    <tr> 
                      <td>&nbsp;</td>
                      <td valign="top">&nbsp;</td>
                      <td>&nbsp;</td>
                    </tr>
                  </table>
                  <span class="default"> The variety of partnering arrangements 
                  is almost infinite. Just don't try and be too creative. For 
                  instance, offering to split all revenue and costs down the middle 
                  could get you in trouble with your company's revenue accounting 
                  people.</span> 
                  <p><span class="default">Will other organizations go along with 
                    your requests for them to open their wallet to offset your 
                    risks? Chances are, so long as you're not too greedy and self 
                    serving, they'll be delighted. Sales, engineering and product 
                    marketing groups spend big bucks on promotion and sales support 
                    -- and they're likely to see customer education as a lot more 
                    tangible and valuable than many of their other sales promotion 
                    options.</span> 
                  <p><span class="default">However, the biggest advantage of an 
                    Open Book Management partnering approach is never having to 
                    say "no." It lets you be a big picture visionary rather than 
                    a parochial sourpuss. In fact, there's no good reason why, 
                    armed with this approach, you shouldn't take the initiative 
                    to go looking for business from special interest groups you 
                    would have previously gone to great lengths to avoid. </span> 
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