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Business Goals Feedback

From The Desk of Jerry Curtis

Dear Customer:

In the past few months, I have spoken with quite a few of our customers about their business goals and have received some good feedback.

While everyone’s job may be different and we work in different industries, our business issues remain the same:

> How do I get ahead in my present career?
> For business owners, how do I take my company to the next level?
> How do I become a better manager?
> How do I develop more leadership qualities?

While working with some of you on your particular goals, I’ve gathered some of your comments. Here is what you said:

“Jerry Curtis’ strategies have helped me and my business get back on the right track. I can honestly credit his advice in getting new clients. Jerry, I can’t wait until our next coaching session. Thanks.”
M. Gibbons, Houston, TX

“I already consider myself a leader, so I wanted to see what Mr. Curtis had to offer. It was probably the best professional call I’ve made. Mr. Curtis was knowledgeable, informative and took the time to not only give me business advice but he listened as well.”
E. McGuire, Los Angeles, CA

“I applied your information and advice, and with terrific results. There was a prospective client that I just didn’t know how to make budge. Your insight and closing techniques really helped. I just closed him a couple of weeks ago.”
J. Henderson, Westchester, NY

I have some business advice to share with you. Call me to discuss.

With warmest regards,

Jerry Curtis
President & CEO
800.755.7111, ext. 210
jerrycurtis@burtcollect.com
www.burtcollect.com

Educational Tidbits For Today’s Credit Executive
Corporate Recovery and Managing Distressed Companies

In their book, Corporate Recovery: Managing Companies in Distress, writers Stuart Slatter and David Lovett outline successful rehabilitation of companies in “turnaround” situations. The authors define a turnaround situation as one where a company’s financial performance indicates it will fail in the foreseeable future unless some corrective action is taken.That definition therefore applies also to companies that don’t have a current cash crisis, since companies often begin showing signs of distress long before a crisis begins.In fact, the authors argue that such companies are often stagnant ones that underuse their assets and are run by ineffective management. Such companies, in fact, may survive for years despite their poor management. However, the authors suggest, by adopting turnaround strategies early enough such companies may be able to carry out a recovery without the trauma that can often result in a turnaround situation.
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