Since 2008 when we were founded, and since entering the SBA’s 8(a) Business Development program in 2010, Strategy Management Services Inc. (SAMS) has come a long way. With guidance from industry insiders like our founder Staci Redmon, SAMS has deftly navigated the competitive federal marketplace, winning clients like the Department of Defense (DoD), U.S. Navy and General Services Administration (GSA).
May is National Military Appreciation Month (NMAM) – a time when we are given the opportunity to show our appreciation for the service and sacrifice of America's veterans and the contribution of their spouses.
According to the Small Business Association, about a third of new startups fail in the first two years. Sometimes the right advice can make all the difference. While entrepreneurial mavericks may enjoy being the lone sheriff in town, they’d do well to deputize a trusted advisor. MicroMentor.org, a free service connecting entrepreneurs with volunteer mentors, reports that 82 percent of their mentored start-ups survived in the first two years (about 15 percent higher than the average).
As a Service Disabled Veteran Owned Small Business (SDVOSB), Strategy and Management Services, Inc. (SAMS) prioritizes the importance of hiring, training and retaining employees who have previously or are currently serving in the military. Over 75% of SAMS' valuable team members are either veterans or family members of veterans, adding to the strong culture and expertise of the organization.
Much has changed since the Vietnam War when returning veterans were considered unwelcome by some U.S. citizens who were intensely against the war. Today, it is not unusual for ordinary citizens to approach a veteran and offer a heartfelt, “Thank you for your service.”
Green cleaning, relatively new watchwords in facilities management, improves indoor air quality for employees and customers and lightens the environmental-toxin load. But while large corporations and public-sector businesses, like hospitals and schools, may have sophisticated green-cleaning programs, midsize and small companies may feel left behind by the green train.
Utilities are generally an organization’s second biggest expense behind payroll—anywhere from 19 percent to a third of total operating costs. But facility executives can considerably reduce the costs of building ownership by focusing on energy and water-use efficiency. Such measures will not only add to the bottom line but contribute to environmental sustainability in a world in which carbon emissions reduction is becoming more and more urgent. Studies show that as much as 30% of a building’s energy consumption can be eliminated with technology that audits and manages energy and water consumption more effectively.
If your goal as a warehouse operations manager is to use the physical space, equipment and labor resources you’ve been allocated to meet the needs of your organization’s customers, then achieving your goal requires you to get comfortable with ongoing change. Today, more organizations are taking a serious look at the impact their warehouse has on their bottom line and recognize that their operations have the potential to become not only a competitive advantage, but a growth enabler.
Whether you run a small business or large enterprise organization, your call center is a critical customer touch point. To improve the call center experience and drive higher levels of customer loyalty and satisfaction, companies are reinvesting in their centers, deploying new technologies, and implementing advanced customer relationship management tools to better understand their customers. And, they are moving their operations back onshore to the U.S.
As more companies rush to invest in volunteer programs to boost their employees’ engagement and development, raise the level and quality of their recruits, and even drive sales, measuring a program’s value is often an afterthought. So, how does a company evaluate whether the employee program it has carefully crafted is hitting the mark and generating results?