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Sherry Hess is vice president of marketing at AWR, bringing with her more than 15 years of EDA experience in domestic and international sales, marketing, support, and managerial expertise. For the majority of her career Sherry served in various positions at Ansoft Corporation including director of European operations and later as vice president of marketing. Before joining Ansoft, Sherry spent two years with Intel Corporation, where she worked in the ASIC Group and developed relationships with companies such as Bell Northern Research and Northern Telecom. Sherry holds a BSEE and an MBA from Carnegie Mellon University in Pittsburgh, Pennsylvania, USA. www.awrcorp.com.
To comment or ask Sherry a question, use the comment link at the bottom of the entry.
For all of us in the RF & microwave industry--or any other industry for that matter--you don’t need to be a Nobel-winning economist to see that change is in the air. And that when times are tough, you need to either figure out how to make more money or how to save it. The headlines these past few months likely have us all believing that most firms out there are figuring out how to save money and stay in business by reducing their costs.
I'm pleased to report that at AWR we are in the minority and and are actually growing during this recession. Take a look at our recent Financial Release for a pick-me up / bit of good news if you will. But that's not the point of my blog just yet.
Ok, so make more money or save what you've got. I asked the AWR Board of Directors just a week or so ago to share with me what is worrying them these days, and also what concerns the C-level execs at other firms in the tech space whom they advise. It was unanimous. Cut costs.
But are cutting costs and making more money mutually exclusive? Certainly not. It is a two way street, at least from where I sit. AWR is helping our customers save money by giving them a microwave & RF design platform that provides a lower total cost of ownership vs. any other alternative. AWR is also helping our customers make more money by empowering them to evaluate design ideas faster and be more productive than their competitors. If I were to poll our top 10 customers, I'd likely find they are all beating the "norm" for growth these past six months. Certainly, the success of our customers fuels our own success.
Wow, have I gotten a rise out of any of you yet to comment on this topic?
And thanks to a bit of synchronicity, I found this blog just the other day:
Spin, Baby, Spin – Oracle’s case for spending in a tough economy by Brian Sommer
It was encouraging to read. The main ideas I pulled from it that resonated with me are the following two bullet sections:
Software and service firms can sell in a recession when they possess:
products with great ROI - business-usable innovation
real innovation (not copying an idea that a competitor introduced five years ago)
add-on capabilities, especially strong vertical solutions
solutions that can be implemented really fast (think SaaS)
solutions with immediate value delivery
solutions that do not require a blank check for an implementer to complete
What won’t sell well in a recession?
re-packaged suites - new platforms under old applications
generic, horizontal applications
Reading through the first section, I nodded with every bullet point and said, "Yes, AWR offers that!" But then maybe I'm biased so let's see what an AWR customer had to say to the informal question - "What makes AWR successful?" The answer: "The formula is simple: Good People + Good Company + Good Product = Great Value" Seriously, is there any better testimonial than that?
Ok, enough on cost savings. I want to either hear more from you on this topic and then next week I hope to switch to the other option presented in the headline: figure out how to make more money!
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