Knowledge Center Videos

Search and watch hundreds of videos that include interviews with Midmarket CEOs and experts from around the world - topical videos discussing a wide range of issues important to midsize manufacturers, family-owned businesses, turnaround companies, businesses for sale, exporters and more. Our growing video library also includes: Op-eds on many issues of concern to midsize businesses, how-to videos on a variety of business subjects and expert tips for sales, marketing, human resources, capital funding and executive leadership.

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<p>Real monopolies are often totally neglected, and the worst example is when a midsize company is showing a loss on a product that is producing high profits without allocations of overheads says Milind Lele, author of Monopoly Rules. Does the customer only see you? Does the competition not see you? Lele cites the example of Sears getting blindsided by Wal-Mart. Sears saw Wal-Mart as a discounter, not as a competitor.</p>
 

Real monopolies are often totally neglected, and the worst example is when a midsize company is showing a loss on a product that is producing high profits without allocations of overheads says Milind Lele, author of Monopoly Rules. Does the customer only see you? Does the competition not see you? Lele cites the example of Sears getting blindsided by Wal-Mart. Sears saw Wal-Mart as a discounter, not as a competitor.


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<p>The U.S. Commercial Service is the champion of American companies that they seek to enter foreign markets. It can work with companies to identify what they should be doing, which market they should be entering, says Suresh Kumar, Assistant Secretary of Commerce, Director-General of the U.S. Commercial Service. The goal, he adds, is to influence more American companies to export and those who do export to export to more markets. Here he explains the wide range of services available in every state and in 79 countries around the world.</p>
 

The U.S. Commercial Service is the champion of American companies that they seek to enter foreign markets. It can work with companies to identify what they should be doing, which market they should be entering, says Suresh Kumar, Assistant Secretary of Commerce, Director-General of the U.S. Commercial Service. The goal, he adds, is to influence more American companies to export and those who do export to export to more markets. Here he explains the wide range of services available in every state and in 79 countries around the world.


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<p>Most midmarket companies are regional in character, says economist Don Walls, and naturally better suited to expanding domestically rather than internationally. For many midmarket companies, their competitive strength is in face-to-face relationships. Since acquisition is a classic entry strategy, he adds, it&rsquo;s much easier to evaluate acquisition candidates in the U.S. than in overseas markets.</p>
 

Most midmarket companies are regional in character, says economist Don Walls, and naturally better suited to expanding domestically rather than internationally. For many midmarket companies, their competitive strength is in face-to-face relationships. Since acquisition is a classic entry strategy, he adds, it’s much easier to evaluate acquisition candidates in the U.S. than in overseas markets.


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<p>According to Wisconsin Economic Development Corporation CEO, Michael Klonsinski, is that when there is a motivated cluster of industry leadership that already exists, great strides can be achieved if the state leads from behind. The executives choose the direction, and the state then customizes the solution to help them move forward. And that may or may not involve dollars.</p>

According to Wisconsin Economic Development Corporation CEO, Michael Klonsinski, is that when there is a motivated cluster of industry leadership that already exists, great strides can be achieved if the state leads from behind. The executives choose the direction, and the state then customizes the solution to help them move forward. And that may or may not involve dollars.

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<p>The German Mittelstand has a different approach to business than many, if not most American maunfacturers. Product-wise, they stay very narrow, they stay in a niche. But on the market side, they go very broad geographically. For example, a company called Glasbau Hanh is the number one cabinet-maker for museums in the world. Any museum anywhere in the world that has something priceless to display will usually put it in a cabinet made by Glasbau Hanh.</p>

The German Mittelstand has a different approach to business than many, if not most American maunfacturers. Product-wise, they stay very narrow, they stay in a niche. But on the market side, they go very broad geographically. For example, a company called Glasbau Hanh is the number one cabinet-maker for museums in the world. Any museum anywhere in the world that has something priceless to display will usually put it in a cabinet made by Glasbau Hanh.

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<p>Expect to see more and more consortiums forming and dissolving very quickly in response to specific market opportunities, predicts Buckley Brinkman, Executive Director of the Wisconsin Manufacturing Extension Partnership. Thanks in large part to the rise of social media, American companies are quickly becoming more agile at domestic expansion through networking, partnerships and consortiums.</p>

Expect to see more and more consortiums forming and dissolving very quickly in response to specific market opportunities, predicts Buckley Brinkman, Executive Director of the Wisconsin Manufacturing Extension Partnership. Thanks in large part to the rise of social media, American companies are quickly becoming more agile at domestic expansion through networking, partnerships and consortiums.

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<p>A lot of people are looking to make a big bet on something that will work everywhere when it comes to helping businesses grow. What we see instead are dozens of little initiatives that are taking root in different parts of the state observes Buckley Brinkman, Executive Director of the Wisconsin Manufacturing Extension Partnership. An invaluable concept, he believes, is the &ldquo;innovation sandbox,&rdquo; a place with clearly defined rules for the creative people to play by.</p>

A lot of people are looking to make a big bet on something that will work everywhere when it comes to helping businesses grow. What we see instead are dozens of little initiatives that are taking root in different parts of the state observes Buckley Brinkman, Executive Director of the Wisconsin Manufacturing Extension Partnership. An invaluable concept, he believes, is the “innovation sandbox,” a place with clearly defined rules for the creative people to play by.

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<p>A common challenge among manufacturers is gaining efficiencies in one part of the supply chain that winds up making the whole chain less efficient, says Buckley Brinkman, Executive Director of the Wisconsin Manufacturing Extension Partnership. The focus of WMEP, he says, is to help manufacturers reduce cycle time, reduce variation and reduce problems that are hand-off points between various links on the chain.</p>

A common challenge among manufacturers is gaining efficiencies in one part of the supply chain that winds up making the whole chain less efficient, says Buckley Brinkman, Executive Director of the Wisconsin Manufacturing Extension Partnership. The focus of WMEP, he says, is to help manufacturers reduce cycle time, reduce variation and reduce problems that are hand-off points between various links on the chain.

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<p>There is uncommon employee longevity in Manning Mills, a family-owned business with Keith Campbell as Chairman. He explains it by the fact that the family runs the company based upon a set of values. Number one, he says, is doing the right thing. But doing the right thing does cost you money, but in the end it gives you the longest and best return. He also mentions caring. If you have a caring organization, that&rsquo;s focused on doing the right thing, Campbell says, that&rsquo;s a unique mindset, that&rsquo;s a unique passion to have.</p>

There is uncommon employee longevity in Manning Mills, a family-owned business with Keith Campbell as Chairman. He explains it by the fact that the family runs the company based upon a set of values. Number one, he says, is doing the right thing. But doing the right thing does cost you money, but in the end it gives you the longest and best return. He also mentions caring. If you have a caring organization, that’s focused on doing the right thing, Campbell says, that’s a unique mindset, that’s a unique passion to have.

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