Taking a practical approach might be a stronger motivational tact that could have appeal. Keeping security methodology simple might trigger yet another motivational strategy to address their lack of resources. Involving employees in the security process is certainly another approach to show value. Promoting the that the investment be undertaken in "little chunks" might encourage a greater appreciation for the need and increase preparedness by employing realistic and uncomplicated security plans and programs.

Another approach to the "little chunk" anology might be the value of making minimal yet inexpensive changes that will cost little more than time and effort to close the exisiting security gaps. Pursuing these approaches might insure some measures are in place "Now" to insure readiness, avoid allegations of due diligence shortfalls or suggestions of irresponsibility and malfeasance. Lastly, instead of the buying motivation being driven by the proverbial "fear" approach we might build a client following based on the clear understanding of the need. These strategies factored by a prioritized understanding that "little chunks" can bring about a greater degree of security preparedness rather than doing nothing will greatly enhance this business segment

Contents

1.) Workplace Security for Small to Midsize Businesses...

2.) Understanding the Mutual Need to Invest...

3.) Motivational Reasons to Invest...

4.) About Nater Associates, Ltd...

1.) Workplace Security for Small to Midsize Businesses...

Since September 11, 2001 surveys, polls and research suggests that a majority of small to midsize businesses are not yet prepared to handle a terrorist attack, let alone a natural catastrophe. The research suggest that this segment of our business society is thirsting for information and looking for leadership. However, it does appear this community is willing to invest in security but, are not yet in a position to make costly investments without a clear understanding of the value. There is no debate on the need and the awareness to do something but, they want to know "who" will work with them and "how" will their needs be addressed? Knowing the existence of risks is understandable; however closer to home is the question, "how" will it improve the situation and show a Return on the Investment (ROI) after my commitment? In arriving at this understanding, some perspectives will be presented that might encourage an investment based on a collective accord on the "why" and the "how".

2.) Understanding the Mutual Need to Invest...

Understanding is the vitally important link, if we in the security industry are to sufficiently convince this segment of the value to invest. While the small to midsize business community remains an important connection to our day-to-day lives, it remains an untapped security market. There are synergies to stimulate positive relationships that must be tapped regardless of the perceptions. Insufficiently energized since September 11, 2001, one speculative reason might be that the security industry and this community have not really talked to each other about the unique needs and the perceptions. Suggesting that this market was not yielding any market interest could be further from the truth. I have found a keen interest on both sides; however, the common denominator preventing a decisive step to move forward involves a lack of time, money, sufficient knowledge and dedicated resources to address their concerns.

These realistic reasons might be unintentionally contributing to their current vulnerability. Of concern is that this threat or vulnerability is not just to the potential of a terrorist strike, but a general inability to respond in the wake of a natural disaster, power outage, water or fire damage, human error, death of key staff, labor dispute, hostage taking, workplace violence, bomb threat, HVAC failure/temperature inadequacy or any industrial mishap requiring emergency evacuation or protective measures. Assuming CEOs and other decision makers recognize these as their day-to-day concerns, why then has there not been a mutually concerted effort to bridge the inhibitors cited above to reach a greater understanding for the need?

My theoretical answer to these questions, suggests that this community has not been presented the benefit of the expertise in a simple, uncomplicated and understandable manner as the other awaited the "hot-button need" or for the catastrophe that will justify the investment. The reality is that this business segment has unique but realistic concerns that must be addressed. Unfortunately, the lack of true understanding keeps the security and business community at arms-length as practicality is avoided. In reality, his segment's security needs might be imbedded in their day-to-day safety and security concerns and not the threat of terrorism.

2.) Motivational Reasons to Invest...

There are many reasons to invest in this market! Since the research suggest there is a lack of time, money, knowledge and resources, designing an approach to address these challenges might be a solution. Instead of making security a complex process let us tailor the need to the individual client, provide security awareness and follow-up support to insure the need is addressed and concerns minimized. Whenever I present the value of security awareness, I am reminded of a Long Island firm that made the investment in security technology but failed to teach the employees the value of the technology. While visiting with the CEO on two separate occasions, access was easily gained without as much as a challenge. In one incident, my cordial greeting was enough to disarm the employees and in the second incident, I merely walked in through a door held open with a woodchuck placed there by employees taking a smoke break.

Since it is believed this lack of understanding my drive the lack of purchase, the use of case studies and lessons learned become important in demonstrating the value of the implementation. So, why not tailor the security need to situations this segment is more apt to experience and value such as chemical spills, exposure to contaminants, victimization by criminals, disruptions due to workplace violence and natural disaster, and fire and all the other possibilities mentioned above?

Taking a practical approach might be a stronger motivational tact that could have appeal. Keeping security methodology simple might trigger yet another motivational strategy to address their lack of resources. Involving employees in the security process is certainly another approach to show value. Promoting the that the investment be undertaken in "little chunks" might encourage a greater appreciation for the need and increase preparedness by employing realistic and uncomplicated security plans and programs.

Another approach to the "little chunk" anology might be the value of making minimal yet inexpensive changes that will cost little more than time and effort to close the exisiting security gaps. Pursuing these approaches might insure some measures are in place "Now" to insure readiness, avoid allegations of due diligence shortfalls or suggestions of irresponsibility and malfeasance. Lastly, instead of the buying motivation being driven by the proverbial "fear" approach we might build a client following based on the clear understanding of the need. These strategies factored by a prioritized understanding that "little chunks" can bring about a greater degree of security preparedness rather than doing nothing will greatly enhance this business segments

2.) Understanding the Mutual Need to Invest...

Understanding is the vitally important link, if we in the security industry are to sufficiently convince this segment of the value to invest. While the small to midsize business community remains an important connection to our day-to-day lives, it remains an untapped security market. There are synergies to stimulate positive relationships that must be tapped regardless of the perceptions. Insufficiently energized since September 11, 2001, one speculative reason might be that the security industry and this community have not really talked to each other about the unique needs and the perceptions. Suggesting that this market was not yielding any market interest could be further from the truth. I have found a keen interest on both sides; however, the common denominator preventing a decisive step to move forward involves a lack of time, money, sufficient knowledge and dedicated resources to address their concerns.

These realistic reasons might be unintentionally contributing to their current vulnerability. Of concern is that this threat or vulnerability is not just to the potential of a terrorist strike, but a general inability to respond in the wake of a natural disaster, power outage, water or fire damage, human error, death of key staff, labor dispute, hostage taking, workplace violence, bomb threat, HVAC failure/temperature inadequacy or any industrial mishap requiring emergency evacuation or protective measures. Assuming CEOs and other decision makers recognize these as their day-to-day concerns, why then has there not been a mutually concerted effort to bridge the inhibitors cited above to reach a greater understanding for the need?

My theoretical answer to these questions, suggests that this community has not been presented the benefit of the expertise in a simple, uncomplicated and understandable manner as the other awaited the "hot-button need" or for the catastrophe that will justify the investment. The reality is that this business segment has unique but realistic concerns that must be addressed. Unfortunately, the lack of true understanding keeps the security and business community at arms-length as practicality is avoided. In reality, his segment's security needs might be imbedded in their day-to-day safety and security concerns and not the threat of terrorism.

2.) Motivational Reasons to Invest...

There are many reasons to invest in this market! Since the research suggest there is a lack of time, money, knowledge and resources, designing an approach to address these challenges might be a solution. Instead of making security a complex process let us tailor the need to the individual client, provide security awareness and follow-up support to insure the need is addressed and concerns minimized. Whenever I present the value of security awareness, I am reminded of a Long Island firm that made the investment in security technology but failed to teach the employees the value of the technology. While visiting with the CEO on two separate occasions, access was easily gained without as much as a challenge. In one incident, my cordial greeting was enough to disarm the employees and in the second incident, I merely walked in through a door held open with a woodchuck placed there by employees taking a smoke break.

Since it is believed this lack of understanding my drive the lack of purchase, the use of case studies and lessons learned become important in demonstrating the value of the implementation. So, why not tailor the security need to situations this segment is more apt to experience and value such as chemical spills, exposure to contaminants, victimization by criminals, disruptions due to workplace violence and natural disaster, and fire and all the other possibilities mentioned above?

Taking a practical approach might be a stronger motivational tact that could have appeal. Keeping security methodology simple might trigger yet another motivational strategy to address their lack of resources. Involving employees in the security process is certainly another approach to show value. Promoting the that the investment be undertaken in "little chunks" might encourage a greater appreciation for the need and increase preparedness by employing realistic and uncomplicated security plans and programs.

Another approach to the "little chunk" anology might be the value of making minimal yet inexpensive changes that will cost little more than time and effort to close the exisiting security gaps. Pursuing these approaches might insure some measures are in place "Now" to insure readiness, avoid allegations of due diligence shortfalls or suggestions of irresponsibility and malfeasance. Lastly, instead of the buying motivation being driven by the proverbial "fear" approach we might build a client following based on the clear understanding of the need. These strategies factored by a prioritized understanding that "little chunks" can bring about a greater degree of security preparedness rather than doing nothing will greatly enhance this business segment

human error, death of key staff, labor dispute, hostage taking, workplace violence, bomb threat, HVAC failure/temperature inadequacy or any industrial mishap requiring emergency evacuation or protective measures. Assuming CEOs and other decision makers recognize these as their day-to-day concerns, why then has there not been a mutually concerted effort to bridge the inhibitors cited above to reach a greater understanding for the need?

My theoretical answer to these questions, suggests that this community has not been presented the benefit of the expertise in a simple, uncomplicated and understandable manner as the other awaited the "hot-button need" or for the catastrophe that will justify the investment. The reality is that this business segment has unique but realistic concerns that must be addressed. Unfortunately, the lack of true understanding keeps the security and business community at arms-length as practicality is avoided. In reality, his segment's security needs might be imbedded in their day-to-day safety and security concerns and not the threat of terrorism.

2.) Motivational Reasons to Invest...

There are many reasons to invest in this market! Since the research suggest there is a lack of time, money, knowledge and resources, designing an approach to address these challenges might be a solution. Instead of making security a complex process let us tailor the need to the individual client, provide security awareness and follow-up support to insure the need is addressed and concerns minimized. Whenever I present the value of security awareness, I am reminded of a Long Island firm that made the investment in security technology but failed to teach the employees the value of the technology. While visiting with the CEO on two separate occasions, access was easily gained without as much as a challenge. In one incident, my cordial greeting was enough to disarm the employees and in the second incident, I merely walked in through a door held open with a woodchuck placed there by employees taking a smoke break.

Since it is believed this lack of understanding my drive the lack of purchase, the use of case studies and lessons learned become important in demonstrating the value of the implementation. So, why not tailor the security need to situations this segment is more apt to experience and value such as chemical spills, exposure to contaminants, victimization by criminals, disruptions due to workplace violence and natural disaster, and fire and all the other possibilities mentioned above?

Taking a practical approach might be a stronger motivational tact that could have appeal. Keeping security methodology simple might trigger yet another motivational strategy to address their lack of resources. Involving employees in the security process is certainly another approach to show value. Promoting the that the investment be undertaken in "little chunks" might encourage a greater appreciation for the need and increase preparedness by employing realistic and uncomplicated security plans and programs.

Another approach to the "little chunk" anology might be the value of making minimal yet inexpensive changes that will cost little more than time and effort to close the exisiting security gaps. Pursuing these approaches might insure some measures are in place "Now" to insure readiness, avoid allegations of due diligence shortfalls or suggestions of irresponsibility and malfeasance. Lastly, instead of the buying motivation being driven by the proverbial "fear" approach we might build a client following based on the clear understanding of the need. These strategies factored by a prioritized understanding that "little chunks" can bring about a greater degree of security preparedness rather than doing nothing will greatly enhance this business segment

gning an approach to address these challenges might be a solution. Instead of making security a complex process let us tailor the need to the individual client, provide security awareness and follow-up support to insure the need is addressed and concerns minimized. Whenever I present the value of security awareness, I am reminded of a Long Island firm that made the investment in security technology but failed to teach the employees the value of the technology. While visiting with the CEO on two separate occasions, access was easily gained without as much as a challenge. In one incident, my cordial greeting was enough to disarm the employees and in the second incident, I merely walked in through a door held open with a woodchuck placed there by employees taking a smoke break.

Since it is believed this lack of understanding my drive the lack of purchase, the use of case studies and lessons learned become important in demonstrating the value of the implementation. So, why not tailor the security need to situations this segment is more apt to experience and value such as chemical spills, exposure to contaminants, victimization by criminals, disruptions due to workplace violence and natural disaster, and fire and all the other possibilities mentioned above?

Taking a practical approach might be a stronger motivational tact that could have appeal. Keeping security methodology simple might trigger yet another motivational strategy to address their lack of resources. Involving employees in the security process is certainly another approach to show value. Promoting the that the investment be undertaken in "little chunks" might encourage a greater appreciation for the need and increase preparedness by employing realistic and uncomplicated security plans and programs.

Another approach to the "little chunk" anology might be the value of making minimal yet inexpensive changes that will cost little more than time and effort to close the exisiting security gaps. Pursuing these approaches might insure some measures are in place "Now" to insure readiness, avoid allegations of due diligence shortfalls or suggestions of irresponsibility and malfeasance. Lastly, instead of the buying motivation being driven by the proverbial "fear" approach we might build a client following based on the clear understanding of the need. These strategies factored by a prioritized understanding that "little chunks" can bring about a greater degree of security preparedness rather than doing nothing will greatly enhance this business segment

Taking a practical approach might be a stronger motivational tact that could have appeal. Keeping security methodology simple might trigger yet another motivational strategy to address their lack of resources. Involving employees in the security process is certainly another approach to show value. Promoting the that the investment be undertaken in "little chunks" might encourage a greater appreciation for the need and increase preparedness by employing realistic and uncomplicated security plans and programs.

Another approach to the "little chunk" anology might be the value of making minimal yet inexpensive changes that will cost little more than time and effort to close the exisiting security gaps. Pursuing these approaches might insure some measures are in place "Now" to insure readiness, avoid allegations of due diligence shortfalls or suggestions of irresponsibility and malfeasance. Lastly, instead of the buying motivation being driven by the proverbial "fear" approach we might build a client following based on the clear understanding of the need. These strategies factored by a prioritized understanding that "little chunks" can bring about a greater degree of security preparedness rather than doing nothing will greatly enhance this business segments security posture.

4.) About Nater Associates, Ltd.

Felix P. Nater, President, Nater Associates, Ltd, Workplace Security Consultant, 116-03 Parkway Drive, Elmont, New York 11003, Office: 516-285-8484, (Toll Free) 1-877-VALU101, Fax: 516- 285-0880, Cell: 516-946-8416, email:info@naterassociates.com & Website: www.naterassociates.com