| MAGAZINE | |||||
|---|---|---|---|---|---|
|
| MARKETPLACE | |||||
|---|---|---|---|---|---|
|
 |
| COMMUNITY | ||||
|---|---|---|---|---|
|
| RESOURCES | |||||
|---|---|---|---|---|---|
|
 |
 |
McWhirter: Countdown to 2010 |
| Written by Mark McWhirter | |
|
There are opportunities for many companies to capitalize on the
Olympics, but they are often intimidated by the size and scope of the
Games. It seems there is an underlying belief that if a company is
small, then it has no chance; there are no opportunities for it
associated with the Olympics. The opposite is true. It is easy to understand why so many companies have this misconception, especially when announcements from the Olympics are all related to large companies and lucrative sponsorship agreements. However, the backbone of the Olympics is far from the multimillion-dollar companies providing sponsorships. It is small businesses that do consulting work and volunteers who commit their time to a successful Games. The Olympic Games are a functioning business unit, no different than a functioning economy. The trick is to try to benefit from a short event and maintain success thereafter from the lasting benefits. Contrary to popular belief, there is great potential for small companies in all aspects of rotary-wing aviation. The power of small companies can be seen across Canada regardless of geography or industry – the rotary-wing industry is no exception. In fact, small and medium sized enterprises employ 60% of Canadians, and result in 43% of private sector output. The forces that drive many of the small companies have much in common with what drives the economy – innovation, technology and knowledge. A significant competitive advantage can be found in the hands-on management style of many small Canadian helicopter operators. Whether the owner is a pilot or involved in all aspects of the business, this person becomes an important central source of information and guidance. Ultimately the company is not run just as an investment – it is an extension of the owner. The lack of a traditional hierarchical management structure leads to a leaner, more financially efficient organization which is certainly an asset to a structured procurement process such as the Olympics. The focus on value within the games is highlighted in the bidding process: “The primary goal of VANOC’s procurement efforts is to maximize the value of goods and services received for the money spent.” A significant portion of the success a small operator achieves is based on the people behind it who are the driving force of the business. I recently had the opportunity to talk to some up-andcoming helicopter operators in Canada. One such firm, TRK Helicopters of Langley, which is featured in this issue’s cover story, highlights all the advantages of a growing and dynamic company with endless possibilities for success. President, owner and pilot Randy Marks is a prime example of how to develop a company by adding knowledgeable and respected personnel to a solid business plan. There are many sources of information on opportunities associated with the 2010 Vancouver Olympics. It is important to monitor these channels on a frequent basis and to become aware of how the bid process works. The most important sources are: • www.vancouver2020.com – the official 2010 Vancouver Olympic Site • www.2010commercecentre.com – British Columbia Ministry of Economic Development • www.bcbid.gov.bc.ca/ – infrastructure developments associated with the province. All of the above websites offer businesses the ability to create a profile and enable automatic alerts regarding potential procurement opportunities. It is a simple step that could offer great rewards in the long run. As I mentioned in my previous column, it is important to get involved with associations both within the industry (HAC) and geographic location (Chamber of Commerce). There are near endless business contacts which can be made through these associations. Small operators do not need to be intimidated by larger competitors or large-scale events. In all reality, it is an even playing field in which any company can compete regardless of size. The key is in the leadership and vision of the management, since the same information can be found by anyone.
|
