Here’s a recent e-mail discussion with Denise Anderson, who recently started a new company to provide marketing and communications services for area aerospace companies:
Question: When and why did you start your company?
Answer: For 16 years, I developed marketing communications as an employee in large corporations. While at the Aviation Technical Services … I was part of a reduction in force in late 2008. (After that) I had the opportunity to go through rigorous interviewing processes only to be told at the end that I was the final candidate and that my skills were precisely what they needed, but they just weren’t able to justify a new hire at that time. These companies inadvertently presented me with a small-business opportunity. I got my business license and went back to one of the companies with which I had interviewed and quickly acquired my first customer. That was 13 months ago, and I am thoroughly enjoying running my own business.
Q: What types of services does Zaerocon Marketing provide?
A: Zaerocon Marketing provides personalized marketing and communications services for companies in the aerospace industry. Zaerocon is uniquely positioned to provide companies with the aviation knowledge base and experience of an employee, while providing the outside viewpoint and marketing focus of an agency. Common service offerings include the development of advertisements, brochures, Web sites, newsletters, social media campaigns and public relations campaigns.
Q: What’s the significance of the name Zaerocon?
A: I wanted the company name to reflect the services it provides while standing out from the names of other companies in the aerospace industry. Many aerospace and aviation companies start with the letter “A” but not many start with the letter “Z.” So the “Z” is simply to help the name stand out. The “aero” stands for aerospace and “con” stands for contractor or consultant.
Q: What’s the most important thing you’ve learned since starting your company?
A: Since being laid off, I’ve realized that some very amazing things can happen that are outside of my plans. Instead of sitting in an office or a cubicle … I am now a micropreneur who is living and building a dream. The marvel of this became very clear to me a couple of weeks ago when I had the opportunity to go up in the Historic Flight Foundation’s B-25D Mitchell bomber. Viewing the Cascades from the glass nose of a historic aircraft that was designed in just 40 days reminded me of why I love to fly and one of the reasons why I became a pilot in the first place. Life isn’t just about financial stability and doing the expected. The real joys in life often come from unexpected places, at unexpected times, and when we feel like we’ve had an opportunity to contribute to something that is greater than ourselves.
Q: How many people do you employ? What are your plans, if any, for growth?
A: According to an article in the Feb. 8 Wall Street Journal, “20 to 23 percent of U. S. workers are operating as consultants, freelancers, free agents, contractors or micropreneurs.” I like to see myself as a micropreneur. … Part of the value that I provide to my customers is that I can take (my) experience, become a part of their teams and apply my background to their specific circumstances. I basically become their outsourced marketing communications manager. When needed, I utilize a network of other micropreneurs to create the perfect mix of services that will bring my customers a positive return on their marketing investment. And yes, I do plan to grow. First, through an extended use of other micropreneurs who excel at what they do and are passionate about creating customer value. And then, who knows?
Q: What’s the biggest obstacle for small aerospace companies in Washington state? In which areas do you see the best opportunities for growth for aerospace companies here?
A: Small aerospace companies have to compete in a global environment and often do not have the means to invest in marketing, capital, technical expertise and overhead personnel on the same scale as the large aerospace companies. This challenge requires them to find nontraditional and innovative ways to compete. I see an opportunity for small complementary aerospace companies in the region to develop consortiums to gain a competitive advantage. Consortiums of small, nimble and innovative companies could be a tremendous force in this industry. They could maintain their independence and ability to move quickly while sharing costs with other companies in areas of mutual benefit. What if neighboring companies shared expensive equipment? What if companies shared sales and marketing personnel? In the case of Zaerocon, I am offering a shared opportunity to the aerospace industry, why couldn’t it go the other way? Why couldn’t two companies share the expense of hiring one individual who has the expertise they both need?
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