your solution portfolio. For example and architect friend was confronted with a scrapbook problem of his wife and kids. Business was slow for him, so he used his creative juices to design castle stamps based on designs of castles integrated into letters and numbers.
Now you don’t have to do anything if you can’t figure out a way to participate. However, you will establish yourself as a concerned vendor, and possibly a resource that these execs can call as they think of other things. This is the essence of a professional relationship – something you want to always develop and maintain.
3. Wave their magic wands. Ask them to creatively and openly think about what they would spend money on now if there was no depression, or they had tons of capital available to them – things that would help them now and/or once the economy is bustling again. This is different than the questions asked above. Somehow the magic wands release ideas that point to future actions.
4. Be creative yourself. If they can’t think of anything, or only mention a few, throw-out ideas you feel they should be thinking about and see if they feel the same as you. What you’re trying to do is understand their path to success. This is the arena you’ll eventually have to play in. It makes for great conversation which again goes to establishing relationships. And then you’ll be able to start structuring your approach around these ideas. These are what they will pursue as soon as they feel it’s safe to start spending. You want to be positioned as the valued resource who helped them prepare for it.
5. Up and out is my motto. Be sure to do the above with all the key staffers and executives. The more key executives you talk with the more you’ll