杰奧夫?武萊塔

????現(xiàn)年49歲的杰奧夫?武萊塔是Fahrenheit 212的首席執(zhí)行官。這家咨詢公司的成功應(yīng)歸功于其相對(duì)新穎的業(yè)務(wù)模式,。Fahrenheit 212將一半的服務(wù)費(fèi)押在客戶能否達(dá)到雙方商定的里程碑上,；如果目標(biāo)達(dá)到,，這家咨詢公司將獲得一定比例的回報(bào)。

????這還不是這家公司唯一的賭博,?！?008年9月經(jīng)濟(jì)衰退襲來(lái)時(shí)，在兩周的時(shí)間內(nèi),，我們第四季度的已入賬收入就損失了200萬(wàn)美元,，”武萊塔說(shuō)?！澳且荒攴浅ＦD難,，非常非常艱難?！?/p>

????金融危機(jī)對(duì)F212這類專注于通過(guò)創(chuàng)新創(chuàng)造增長(zhǎng)的咨詢公司造成的沖擊尤其嚴(yán)重,。“第一次,，美國(guó)每位首席執(zhí)行官的核心關(guān)注點(diǎn)不再是增長(zhǎng),，F(xiàn)ahrenheit正是通過(guò)增長(zhǎng)獲取收入。很多個(gè)月,，首席執(zhí)行官們都沒(méi)什么動(dòng)作,。”

????武萊塔原本也可以像大多數(shù)首席執(zhí)行官那樣,，重點(diǎn)縮減成本,。但是，F(xiàn)ahrenheit新創(chuàng)了一個(gè)名為“35/35”的新項(xiàng)目,。過(guò)去由武萊塔1個(gè)人負(fù)責(zé)尋找新業(yè)務(wù)機(jī)會(huì),，新項(xiàng)目要求整個(gè)團(tuán)隊(duì)將35%的時(shí)間都用于尋找新的收入機(jī)會(huì)。

????結(jié)果如何,？武萊塔的財(cái)務(wù)資源一夜間增長(zhǎng)了900%,。“隨后,，我說(shuō)服公司合伙人同意,，將35%的自由現(xiàn)金用于尋找收入增長(zhǎng)機(jī)會(huì)。過(guò)去,，我一般是同時(shí)接觸5-8家公司,。如果我們能同時(shí)接觸500-800家公司，情況會(huì)怎樣,？那段時(shí)間也是招募優(yōu)秀人才的絕佳時(shí)機(jī).....””

????這樣的成功在事后笑談起來(lái)是件美事,，因?yàn)殄X已經(jīng)落袋為安——但當(dāng)初決定實(shí)施“35/35”計(jì)劃并不容易。做出這一選擇，只是因?yàn)槲淙R塔認(rèn)為他別無(wú)選擇,。

Geoff Vuleta

????Geoff Vuleta, 49, is CEO at Fahrenheit 212, a consultancy that owes its success to its relatively novel business model. Fahrenheit 212 bets half its fees that its clients will hit mutually agreed milestones; if it works out, the consulting firm gets a percentage of the return on the effort.

????That's not the only risky bet the company has taken. "When the recession hit in September 2008, in a two-week period, we lost $2 million of booked revenue for that last quarter," says Vuleta. "It was a touh year, bloody tough for us."

????The financial downturn was particularly bad for consultancies like F212, which focus on creating growth through innovation. "For the first time, the core concern of every CEO in the country was not growth, where Fahrenheit earns its revenue. For months, CEOs just flat-lined."

????Vuleta could have responded the way most CEOs have -- by focusing on cutting costs. Instead, Fahrenheit invented a new program called 35/35. While Vuleta had originally been solely responsible for generating new business leads, the new program called for the entire team to spend 35% of their time searching for new revenue opportunities.

????The result? Vuleta's financial resources grew 900% almost overnight. "And then I got the partners to agree that we would invest 35% of all our free cash in pursuit of revenue generating initiatives. I was used to approaching five to eight companies at a time. What if we approached 500 to 800? It was also a fantastic time to recruit great people..."

????This kind of success is fun to chuckle over in hindsight, when the money is in the bank - but rolling the dice on 35/35 couldn't have been easy. Making that choice was only possible because Vuleta saw it as his only option.