Keeping Your Company Valuable and Viable

May 12, 2014

by Mark Paggioli

Whether you’re a new business owner, a seasoned pro who’s evaluating where to take the business next, or an owner considering transitioning the business to its next leader, you share the same concern: how do I keep this business as valuable as possible and as viable as I can?

Most small business owners consider their business their most valuable asset. More than that, though, it is often their life’s work.  Whether they plan to position the business for sale, maintain it for future generations, or expand and grow, it’s vitally important to keep the business and its key players on top of their game.  Time spent studying and optimizing competencies, capabilities, systems, and methodologies is time well spent.

Four basic elements factor into your business’s value and prospects for the future:

      • your competencies
      • your capabilities
      • your systems
      • your methodologies

However long you’ve owned the company and for however long you plan to maintain ownership, working diligently and consistently to develop these four areas will be a benefit. Keeping the value and viability of each of these elements at their most optimal level will contribute to developing a company anyone would want to invest in, purchase, partner with, or enjoy leading.

Ask yourself these tried and true basics:

1) Where are we today?
2) What do we have to work with?
3) Where do we want to be in five years?
4) How can we get there?

Answering these questions in relation to your company’s competencies, capabilities, systems and methodologies will help you plan what investments are needed (in terms of time, capital, people, technology, etc.) to be a viable entity others consider valuable.


Your business was probably built on the idea that you could offer something better than what was previously available on the market. Over time, that way of doing things “better” has likely evolved into a core organizational competency.  What would happen if you looked at other markets for growth? Could you take your competencies deeper into your current markets, or maybe sell them into new industries?

Performing market research to seek out industries that have a need for your competencies is a great way to target new verticals and grow your business value.


Your capabilities define what you do and for whom. As you engage your end-use markets, your capabilities become central components of your value proposition and help to shape your brand.

Are you creating strategies to engage with new prospects based on a strong value proposition? Do you frame capabilities you can offer in a manner that speaks to your customers’ pain points? Stressing the unique benefits and features your company offers will differentiate your capabilities from the competition’s.


Systems are the processes and controls your company has in place that help it to compete.  Supply chain optimization, for example, can create a distinct competitive advantage for the small/mid-sized manufacturer.

Well-oiled systems also enable companies to look beyond their current value streams.  Working as a resource for companies across Connecticut, CONNSTEP is a constant witness to the efficiencies and competitive advancements that result from pairing local supply chain partners who share the same Lean processes and embrace similar business growth strategies.

A holistic review of your company’s systems might begin with a key question: how do we connect our dedication to Lean processes with business growth strategies that will drive sustainability and top line growth?

Recently, CONNSTEP worked with a client’s leadership team to look at their markets and the way the business was divided across core segments. After identifying their most valuable customers and uncovering their most profitable product areas, we helped the company eliminate potential pinch points within their systems and developed a manufacturing-driven marketing plan.


How do you do what you do?  Methodologies are process-driven and even systematic in nature, yet they also can embody an organizational culture.  Reviewing and benchmarking your methodologies—ranging from quality control and production all the way to sales and marketing—can validate your strengths and shed light on new opportunities.

Take a step back and really look at the business you have created. Evaluate the shifting sands of your marketplace, and try to define your vision for the future of your business.  Then get to work making the big picture a reality.

Above all else, though, make sure to set goals that are meaningful to the business and establish performance metrics that will help you as the leader and chief motivator of your people.

Contact us to find out how well your company is developing in these areas!



CONNSTEP solved a huge problem for us and helped us bring our delivery rate to 100%. As a direct result of that, we have been awarded with an increase in business which, ultimately, will also benefit (our supplier) Har-Conn.”

CT manufacturer Pegaasus

Chris DePentima

CEO, Pegasus Manufacturing Inc.

“I see great value in the new experiences and perspectives CONNSTEP brings to our business, at reasonable prices. They’re not like consultants, they’re like partners in the business – willing to roll up their sleeves and help.”

AGRussell logo

Mark Burzynski

President, Arthur G Russell Co

“CONNSTEP has proved to be a tremendous resource for ESI. CONNSTEP has helped us to adapt to today’s marketplace and remain a quality minded, competitive global player. Our ISO/TS16949 implementation process was efficient and rewarding. I look forward to our future projects with CONNSTEP.”

esi CT manufacturer

Ron Delfini

President, Engineering Specialties Inc.

“CONNSTEP worked with FuelCell Energy to educate and facilitate Lean initiatives and to help meet our needs to establish an overall production improvement plan. This plan has been utilized over a period of time as a ‘guiding light’ to spur numerous improvements that dramatically reduced our product cost.”

Tom Lucas

Manager, Fuel Cell Energy

“CONNSTEP is a valuable partner to Hologic, providing the expertise and ‘outside eyes’ everyone needs to keep their continuous improvement on track. We are now well-positioned on a dynamic growth path and look forward to a long-term relationship with CONNSTEP.”

Greg Safarik

VP Manufacturing Operations, Hologic

“Our experience working with CONNSTEP has brought us benefits we never expected. It’s a great team to work with!”

Bruce Wheeler

VP of Operations, Metal Finishing Technologies Inc.

“The goals of the team were to reduce manufacturing lead-time, reduce floor space utilized, and increase worker productivity. All the goals were met. CONNSTEP helped us to better compete.”

Tornik CT manufacturer

Dan Rubbo

General Manager, Tornik LLC

“The Business Growth Program is working well for us. We enhanced our website following the meetings to improve our SEO and become more visible to search engines. The segment on negotiating …  promoted changes in our thinking and improved how we interact with customers. The mentoring between sessions was helpful in boosting our progress.”

CT manufacturer Colonial Spring

Bill Lathrop

President, Colonial Spring Co.

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