10 Things Great Electronic Manufacturing Services (EMS) Companies Do

dan-5The most important space in electronics these days is contract manufacturing. As more of our OEM’s become innovation, and marketing companies, they look to the contract manufacturers to build their products. Just about every company from Apple, to Intel, has yielded the manufacturing of their products to contract manufacturers. And, it is often the company with the best price who wins the order, thus creating a very competitive marketplace.

With CM’s, or to be more specific, in this case EMS companies, who deal with electronic manufacturing, its becomes more important than ever to be able to stand out from the rest of the crowd. In fact, it is vital that with so many EMS companies out there vying for business that if a company wants to be truly successful it has to come up with ways to distinguish itself from the rest of the pack. The question becomes how to do this. How to represent your company as a truly outstanding company, the company of choice, when OEMs are deciding who to partner with.

With that in mind here are ten things that EMS companies can do to be truly outstanding in their market place.

  1. Get your name out there: There are over one thousand contract manufacturers in North America alone, and all but a handful of them are unknown. There are literally hundreds of companies with annual revenues under ten million dollars. If you want to stand out and be noticed, you have to develop a marketing and branding plan. You must create your own unique story and get it out to your market place. It is very difficult for people to buy from you if they cannot find you. Develop and implement and good marketing and branding plan. It will be your first step to success
  2. Be an expert: Decide what you are good at. Determine your niche market, and then sell to that market. Analyze what you do best. What types of companies do you serve best? Why are you so successful serving these companies? List the qualities that make you successful in this market and then build your marketing are that area of expertise.
  3. Get the quote out fast: I know it is not always necessary, but, more often than not, it is vital to get your quote to the customer as quickly as possible. Your quote package is the first product your customers see. That quote package reflects directly on how you do business, so make sure it is perfect and ahead of schedule.
  4. Be flexible: Be easy to work with. Do what your customer requires. Always keep in mind that as a CM you do not have your own products, so you are in the business of delighting your customers…whatever that takes!
  5. Be customer focused: Everything you do is for that customer. You would not be in business without that customer. So, make sure that the customer is in the forefront of everything you do in your own company.
  6. Know your customer: You are getting married to these customers, and you are delivering their baby, their product, so you must know everything about them, their product, and their market and what it takes for them to be successful. Much more than a vendor customer relationship, as their CM you are their partner in business, so you need to use this premise as a baseline for everything you do.
  7. Listen to your customer: Part of being customer focused and knowing everything you can about your customer, is listening to that customer. You are building her product the way she wants it done and the only way to do that is to listen to her when she tells you the way she wants it done. This is “the customer is always right” on steroids.
  8. Create cooperative teams: To have an ongoing, successful relationship with your customers you have to create cooperative teams between your two companies. Each team should have matching key people from both companies, including quality, engineering, production as well as sales and purchasing and program management. To be successful insist on bi-company teams leading both your companies to success.
  9. Be ready to partner: Partnership is key. Not only a partnership with your customers but also with your vendors and in some cases a partnership with companies that can do what yours cannot such as an offshore company that can handle much larger volume at a much more competitive price. Or a company that can do quick turn prototypes while you only do production.
  10. Let your customer speak for you: That’s right, a happy customer is your best sales tool. Nobody has more credibility than one of you customers. Work on getting testimonials, success stories and references from your happy customers. Of course, you have to make them happy first!

And one more…always under promise, and over deliver, make your customers, customers for life. Don’t look at their worth as one project at a time but rather look at lifetime worth of business. It is much easier to retain and grow current customers than to keep finding new ones. It’s only common sense.

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Tools For Managing Your Sales Team

dan-7

Nothing happens by accident anymore, especially when it comes to sales.

It used to be so much simpler; you’d buy a good directory, circle those companies that would make good prospects, call them, set up a meeting, go see them and if you did a pretty good job in that meeting you’d get a quote and if you were in the ball park with the quote, you’d get an order and off you go.

Those were the good old days of selling. When companies wanted circuit boards; appreciated they were tough to build and thus a good circuit board fabricator was hard to find and customers were always open to trying out a new one.

Do you remember those days? Do you remember when people actually picked up their phones? Do you remember when they would be willing to see you for a cup of coffee and a meeting and if you offered lunch or especially dinner people were more than happy to give you an hour of their time to listen to you pitch them about your company and their services? Those were the days my friend.

But alas they are gone forever in this new world of voice-mail, e-mail, Microsoft Outlook, Go To Meeting and all of the other tools that were designed to “make our lives easier” but for the most part have made it much more difficult for us to have a good old face to face talk.

All of these new improvements have made our job as a sales manager so much more difficult as well. It used to be that you were more of a task master and a coach. We were the guys who made sure that our guys were making the right amount of calls to get the right amount of meetings so that we gained the right amount of customers to give us the right amount of business.

And every so often we even got to go to one of those lunches or dinners if the deal was big enough and our sales person wanted us to sweep in with our gold pen and close that deal. Other than that our job was to keep our sales people motivated, make sure they were not spending too much time on the golf course and that they did not drink too much. But then again just the right amount of customer golf and the right amount of drinking and dining with the customer was just part of the job.

But now we have to do so much more than that. We as sales managers have to make sure that our guys are not only motivated but that they are intelligently equipped for business in the twenty first century as well. We have to make sure that they are up to date on LinkedIn, Twitter, Instagram, Facebook and all of the other social media tools they are going to need if they are going to survive to sell another day.

We have to make sure our web site is cool, crisp, fascinating and engaging and that most of all it provides valuable information to those visitors that we send there with our vitally fascinating and informative blogs and tweets.

In short as sales managers we need to me much more of a “hands on” coach and leader than ever. We have to be completely focused on our sales people. We have to make sure that we keep them engaged at all times we have to be there for them.

Oh yes and of course we have to do this from afar, remotely. Back in the day many of us got to see our sales people every day. For many of us all we had to do is step out of our office and there they were sitting at their desks. But no more no we have national sales teams all over the country and for some of us all over the world. We manage sales people that if we’re lucky we’ll see only three or four times a year. So we have the added challenge of managing them on the phone, through e-mails, maybe SYPE and the once or twice a year ride along making our jobs that much more challenging.

This means that we have to work that much harder to stay in touch and to find ways to manage and measure and motivate that sales force. Here are a few tools that I use to make sure that you not only manage your remote sales people but effectively be in touch with them at all times.

  • Weekly Activity report: This is key to making sure that you know what your sales people are doing at all times. This report needs to include where they are year to date against forecast; where they are month to date on their forecast. Then a list and description of live sales calls, as all other customer contacts, these should also contain any challenges they are facing and then their plans for the next two weeks to come.
  • Weekly one on one phone meeting: This is your time to work exclusive with the sales person. Make sure this is at a set time and make sure you never miss this call. And never say “well I talk to them all the time”. I’m sure you do, but this is the only call where you are truly going over what the person is doing based on her report. It is also the only time you can get a true sense of how she is doing.
  • Weekly team phone calls: This gives the rest of the team a chance to see what is going on all over the country. You should also have key management people on this call as well. Make sure you have someone taking notes that will be published after the meeting. This is also the time to pass on company updates and information and a great time for Production Manager to talk about what he needs for business.
  • Daily score sheet: Your guys need to know how they are doing against forecast this month and this will tell them every single night. It is a very effective tool. You can’t win the game if you don’t keep score.
  • Regular ride alongs: Set these up long in advance ti give your sales guys plenty of time to set up great meetings while you’re with them. I would urge you to plan at least two of these a year with each sales person. You can plan it around a local trade show if that works for you. The important thing about these ride alongs is are not only to visit customers but to also be spending that all so valuable face time with your sales person. Don’t pass this up.

These are the basic tools that you are going to need to effectively manage that remote sales force. I’ll say it one more time. Do not wing this; do not feel that your random touch base phone calls are enough. Today more than ever you need to provide leadership and structure to your sales team in order to make them successful. It’s only common sense.

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The All Important Intensive Customer Survey

dan-6Whether you are in the business of board fabrication or board assembly, the fact is that you are not building your own products. You are building your customers’ products which means that you are in the business of helping your customers be successful. The better your services are, the better their products will be, and the better their products are, the more successful they are, and the more successful we are.

In order to build their products well we have to know everything we can about our customers. We have to understand their processes, their end products, the environment their products see, the market they are in, and what it takes for them to be successful in their market.

There are a number of ways to find out about your customers’ needs. The first, and most obvious of course, is through your sales people. It is their job to get in front of the customers and find out everything they can about them. A great sales person will be able to learn a great deal about her customers, and what they need from your company. The second way is through company to company meetings. When the customer comes to your company to do a survey, take a tour, or meet with their counterparts in your company, they want to learn everything they can about your company. We in turn. try to do the same in return, but not often enough.

But there’s another way, a better way, and that is the customer survey. Now, I’m not talking about those little five simple question surveys that we have to send out to meet our ISO requirements – not that there is anything wrong with those, they serve a purpose. But that is not the kind of survey I am talking about.

No, I am talking about a well-thought out, personally delivered, customer survey. A survey filled with pertinent questions, that properly asked and answered, will give you a complete picture of what your customer is like. What follows is an example of a good survey that I have used in the past. Check it out and use it on your customers.

One bit of key advice I will give you. Make sure this survey is done in real time on the phone. This is not something to send in and expect your customers to fill it in like a test…ain’t gonna happen. Actually, the very fact, that you are taking the time to make a date with your customer, to talk to him, so that you can figure out how to do a better job for them is part of the appeal of a survey like this one. Your customers will be impressed.

Here are some of the guidelines to follow to do it right:

  • Have your sales people chose the customers to survey
  • Have a non-sales person perform the survey. Make sure this person is friendly and easy to talk to. The more this person is able to get the customer to talk, the better it will be.
  • Make sure the person is polite and not invasive. This survey should be done on the customers’ time.
  • Choose only seven or eight customers and make sure they represent a cross-section of your customers

Here is the survey:

CUSTOMER SURVEY

Part One: In the first part of the survey we are attempting to find out how your company is doing in terms of servicing your customers.

1. How would you rate our company as a supplier?

2. Do you find our company an easy customer friendly board shop to do business with?

3. Do you feel that we adequately handle all of your needs? Technical?  Quick Turn? __ Quality? Price? Other?

4. Do you feel that you can rely on our sales force to act as your customer advocate?

5.  Are you happy with our products and services?

6. Do you like doing business with our company?

7. Do you plan to use us in the future?

8. What type of specific requirements do you use our company for?

9.  What is the single most important factor is in your decision to place your business with our company?

Part Two: Getting your customers’ perception of your company

We are trying to get a better understanding of how we are perceived in the marketplace.  With this in mind, I want to ask you these questions:

11. In terms of annual revenue, what size in dollars do you think our company is?

12. How do you categorize us when it comes to technology level?

13. Is it your perception that our company is a Prototype shop? Production shop? High Technology shop? Do you know that we do (what our company niche is)?

14. How long do you think we have been in business?

15. Is ISO important in your selection of a vendor?

16. Would you recommend us to other customers who use our products?

Part three of the survey has to do with how you can become a better supplier to the customer.

(Thank the customer for being so patient then tell him you only have a few of questions left)

We only have a few more questions. These basically have to do with making us a better supplier.

17. If there were one single thing you would like to see us improve upon, what would that be?

18. Is there a particular technology that our company is currently not doing that you would like to see us get into?

19. Please describe what you would consider a great supplier?

20. Do you like to order production quantities from the same company that built the prototypes and preproduction orders?

21. When ordering, is it important that your supplier be located relatively near your facility?

22.  Now it’s your turn, are there any questions or comments you would like to express?

Then complete the survey by saying:

Thank you again for your time and for the business you have given our company. Again my name is _____________, the next time you are visiting our facility please make sure to stop by and say hello.

SUMMARIZATION

They key is to summarize this information and use it as effectively as possible.  List all of the questions and their answers together. This should give you good insight into what your customers as whole think about your company.  From these answers you create your action plan. For example if you are in the prototype business and half of your customers do not know it, you can focus on getting that message out.  If all or most of your customers say they need an ISO vendor or  vendor that has a certain qualification like AS 9100, and you’re not, you’ve got a problem to fix.

The important thing is to use this information wisely. In one form or another, your customers should be surveyed at least once a year. Its only common sense.

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Manage Your Sales team Like You Would Manage A Sports Team

dan-2Managing a sales team is just like managing a sports team. You strive to put the best team on the field and then manage them to greatness. It means just like a sports team you must deal with all the team members as individuals figuring out how to handle each of them from the prima donnas to the underachievers to the rookies and then you must bring them together as one cohesive unit that will work together towards one common goal of winning the game or in our case making forecast.

It means finding and signing the veteran proven superstars and the rookies with great promise and the so-so middling players and coaching and motivating them to greatness.

It means being able to evaluate the synergy among the players so they can all function as one effective team.

But, as I said earlier the most important thing is put the best team on the field or in the case of sales in the field.

But you must be careful because this not as easy as it sounds because nasty little details like lives and families and personal details are involved…or are they?

Yes, they are but you must overcome them. You as a sales manager must have a clear and concise direction towards a defined goal. You must know where you are going. You should know exactly what success looks like. And then you must communicate that to your team so that you will all be rowing in the same direction. In short you have to keep your eye on the prize.

And a big part of achieving that goal is knowing what tactics it will take to achieve it. It will also mean knowing what you can expect from each member of your sales team. This is why fundamentals like target accounts and account plans and account by account monthly forecasts are so important. If you are going to meet a lofty goal you must develop a tactical plan that will can be broken down into a step by step process; a day by day, week by week, month by month, quarter by quarter process that will eventually lead to you and your team making your goal for the year.

By doing this and by also measuring your progress with such diligent you will know always exactly where you are on this journey of making your goal.

But let’s get back to the most important part of the team and that is the individual players or in our case sales people and how we manage them. Here are five things you have to look at when managing a sales person”

  1. Does this person have a passion for sales? Remember you hire passion you teach product. This is critical. Passion cannot be taught.
  2. Is this person a team player? Is she willing to sacrifice for the team?
  3. Does this person treat his job as a career? Does he treat it as something like a craft so that he is always honing his skills and learning how to be better?
  4. Is this person teachable? Does she “know everything” or is she willing to learn new things?
  5. And finally, is this person willing to do whatever it takes to get the job done. Is this person to work day and night to make that forecast? Is this person willing to work weekends if that is what it takes? Is this person ready to help his teammates make their goals knowing that if they win the entire team wins?

And there is one more…always under-promise and over deliver.

6. Will this person go that proverbial extra mile to take one for the team?

Think about these six characteristics and think about your team. Are they ready to go to the world series? Are they ready to make that forecast and bring in enough new customers and sales to drive your company to have a successful year? You as the manager had better be sure that they are, because that my friend is your job…Its only common sense.

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Marketing: Why It’s More Important Than You Think (and how to do it right)

Dan 8The good news is that more companies then ever in our industry are finally figuring out that they need some marketing. I have seen this trend rise in the past few years, where once it was a rare EMS or PCB company that did marketing, to now where we are seeing more companies than ever getting involved.

Some companies are going to advertising route, while others are using social media, and others are writing white papers and hosting lunch and learns and some, the more inspired ones, understand that marketing is a mosaic and doing all the above.

And so, I applaud those companies who have seen the light and are now jumping in and investing time and money into publicizing their companies. But, there are a few things, secrets, as my favorite business writer likes to call them, that you should know as you enter the marketing arena.

Let me stop here for a brief minute, and talk about this man Seth Godin. He is literally the best marketing guru out there today. I have read, and re-read all of Mr. Godin’s books numerous times and even then, I find myself constantly going back to his books to get some ideas, and yes, to get inspired by his work to help the companies I work with. I would urge all of you to go to Amazon right now and pick up every book this man has written. Sounds crazy, but I mean it. Reading and studying his work will make you a better marketing manager putting out better marketing media.

That being said, here from Seth’s book Watcha Gonna Do with That DuckAnd Other Provocations, here are the Top 10 Secrets of the Marketing Process:

  1. Don’t run out of money. It always takes longer, and costs more than you expect to spread your idea. You can budget for it or you can fail.
  2. You won’t get it right the first time. Your campaign will need to be reinvented, adjusted, or scrapped. Count on it.
  3. Convenient choices are not the best choices. Just because an agency, an asset, or a biz deal is easy to do, doesn’t mean that it is your best choice.
  4. Irrational, strongly held beliefs of close advisors should be ignored. It doesn’t matter if they like or don’t like your logo.
  5. If it makes you nervous, it’s probably a good idea. If you’re sure you’re right, you probably aren’t.
  6. Focusing obsessively on one niche. Or one feature, and one market is almost always a better idea than trying to satisfy everyone.
  7. At one point, you’re going to have to stick to your convictions or do what the market tells you. It’s hard to do both.
  8. Compromise in marketing is almost always a bad idea. Extreme A could work. Extreme B could work. The average of A and B will almost never work.
  9. Test, measure, and optimize. Figure out what’s working, and do it more.
  10. Read and learn. There are a million clues, case studies, books, and proven tactics out there. You can’t profitably ignore them until you know them, and you don’t have the time or the money to make the same mistake someone else made last week. It’s cheaper and faster to read about it that it is to do it.

And now a few of my own: Here are ten stupid things you should never say about your marketing program:

  1. If we place this ad and it works, we might not have enough time to build all the orders that are going to come in.
  2. We can’t start the advertising campaign yet; the product will not be ready for 30 days.
  3. Okay, we will try one ad and see what happens
  4. My wife does not like this ad, we had better change it.
  5. What if everyone wants this and we can’t keep up…they could sue us.
  6. Let’s see if we can get some business coming in and then we’ll have the funds to advertise.
  7. I hate getting those email newsletters, so I’m not going to be sending any.
  8. We sent this newsletter to 17,000 people. 3 people did not like it, so we won’t do that again! And of yes, only 10% of those 17,000-people responded to the newsletter.
  9. We’ve never used marketing before, why should we start now?
  10. I’m not placing this ad until I know that everything in the company is operating perfectly.

And one more as always to under promise and over-deliver and my all-time personal favorite. We don’t want to advertise because the competition will know what we’re doing!

Look, it all boils down to this. It is a big world out there, it is a big market and people have a lot of choices. so you have to use marketing to get your name out there in front of that market, in front of people who need your products. But you have to do it because without marketing, no one will even know your name, no one will even know you exist. And how are they going to buy from you if they don’t even know who you are or what you do? Get with it, get going on your marketing, get out there and shout to the rafters about who you are, what you do and why you are better then everyone else. It’s only common sense.

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Does Your Plant Look As Good As You Think It Does?

dan-6It’s all of those little things that make a big difference

How good do you think your company is? How do you think you’re doing? What do you do well? What do you need to work on? What do you people think when they walk into your lobby?

These are questions you should be asking yourself at all times. You should be constantly thinking about your company how it presents itself to the outside world; what it looks like when you walk through it; what it sounds like when you call in. Does your company appear to be a well-run lucrative company or does it look like a company on its last legs ready to go out of business?

Then you have to consider what you want your company to be. What do you want to look like to your customers?

Walk into your lobby: What does that look like? Is it clean and welcoming? Is there a live person there waiting to help you? If you must have some sort on contact system make sure it is apparent, effective and easy to use. I have been in a couple of companies lately who are using an I-Pad on a stand to connect you with the person you want to see. If you’re going to have system instead of a person this is by far the least of all evils

Make sure the lobby is well lit and well painted and clean. It is after all the face of your company. Make sure your magazines are new. What do you think a ten your old copy of Circuitree says about your company?

The same with plaques and awards unless it’s the Noble Prize for Technology don’t display awards that are more than ten years old! No one will be impressed with an award for your work on The Minute Man Missile program,

You want your company to look good, sharp and up to date.

This is not a money thing; paint does not cost a fortune, clean floors look great and don’t cost anything but a little soap and elbow grease…and don’t get me going about those restrooms. I once talked to a Quality auditor for a large OEM who told me the first places he looked when he surveyed a company were the restrooms. He told me that was the most telling place in the factory when it came to indicating how the company was run… really!

So now here is a list of seven things you can do to make your company look fresh, modern and well run:

  1. The lobby of course we just talked about that. Make sure it is well lit, freshly painted, has modern comfortable furniture and up to date awards and samples of your product. Remember that your customers and your vendors will spend a lot of time with nothing to do but study your lobby.
  2. Those restrooms. They have to be spotless. Not just for your visitors but for your own employees as well. Sloppy restrooms indicate a lack of caring, that’s all there is to it, no argument.
  3. Hallways should always be clean, the floors should shine and you have windows that look into the various departments they should be as clean as that proverbial whistle.
  4. All departments from the drill room to lamination to inspection have to be neat and orderly. Everything in its place. Shelves and racks neat and well organized. They should reflect the look of a craftsman’s workshop.
  5. The same applies to the offices. Desks should be clean and organized and look like people who know what they’re doing work there. I don’t want to hear any excuses from that slob who says he knows where everything is despite the mess. Take my word for it he does not. Oh and make sure that the calendars are turned to the right month….never mind the right year! Or the right decade? I’ve seen that before.
  6. How about the front lawn? Let’s not forget that. Make sure that everything in front of your company looks great. That shrubs are shaped and the lawn is mowed. By the way things should look great all around the building especially shipping and receiving. I once visited a company that had four wet mattresses on the ground in front of the loading dock those mattresses completely destroyed that company’s image.
  7. Make sure all your lights work inside and out. You don’t want any dead light bulbs and forget that energy saving every other light bulb missing crap…you look like you’re going out of business.
  8. And one more. Always under promise and over deliver. Make sure your equipment is all up to date and taken care of. There is nothing that gives better impression than well-maintained equipment.

There you have it. Now it’s time for you to take that walk. Look around and see what your place looks like. What do you see? Does it look fresh and clean and new and well organized? Does it look like the people who work there care about what they do? More important does it look like the people who work there know what they’re doing? If the answer to these questions is yes then you’re on the right path to success. It’s only common sense.

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PCB Vendors vs Customers: This Is What We Do About It

dan-5

Two weeks ago, we talked about PCB customers who were not happy with their vendor’s performance and last week we talked took things from the other side of the issue and talked about why PCB fabricators have a hard time being good and productive suppliers (both articles can be accessed by scrolling to the bottom of this page). Both sides had a lot of complaints about the other side and not much good or productive to say about each other. So, this week in the interested of seeing a problem and solving it, we are going to talk about what we should do about it. What needs to be done.

Here are seven things that we have to do to improve the PCB vendor / customer relationship to make it as productive and yes as rewarding as possible:

  1. Choose suppliers you trust: and the only way to trust them is to know them personally. Get off line right now and get your top PCB supplier on the phone and talk to her.
  2. Visit that supplier. Go and see the people who are making your boards. See what their facility looks like, see for yourself how difficult it is to build boards, your boards, and most importantly talk to the people. Learn everything you can about their company and the way they work and ask them what you can do to make sure they have everything they need to build your boards correctly.
  3. Create a co-company team. This is the most important advice I can give you. Vendors and customers need to create partnership teams where they openly discuss the projects they are working on today and the projects they will be working on in the future. Get all those NDA’s signed in preparation for good open and productive discussions about your products and how as a team you can work together to a successful end.
  4. Bring in key people: Make sure key people from each company are on these teams, including engineers, pcb designers, operations, and quality people.
  5. Use fewer vendors: Because this takes time and effort on both sides, maybe a little more on the vendors’ side, at least more effort than is being expended now it is important to choose your venders carefully, if you follow these guidelines you will need fewer vendors because through these concerted efforts you will be investing time and money into developing a vendor base of key board fabricators who will be able to handle all your needs. The pcb fabricator will be able to develop special and unique processes just for you. And with your cooperation they will become the supplier you have always wanted to work with.
  6. Talk about the future: Once you have found the right pcb vendors and have created partnerships with those vendors, you will have the comfort and trust in them to be able to share key information about your company and some of the products of the future you are going to be building. By having the trusted pcb manufacturer as your partner you will gain valuable inside into his perspective that in the end will help you design the best and most economical PCBs possible. Your PCB partner will be able to advise you in laminate selections and design for manufacturability. This will save you literally thousands if not hundreds of thousands of dollars in the long run.
  7. Fabricators: trust your customers: Get rid of that “we have met the enemy and it’s our customers mentality”. A good and effective and open partnership with your key customers will make you a much better fabricator in the end. Your customer will actually drive your technology to a higher level. Just by listening to what your customers need you will be able to implement technologies and services that will make you a much better supplier not only to that particular customer, but other similar customers as well. You will be raising your overall level of excellence as a great PCB supplier

And yes, one more, under promise and over deliver. Customers…Vendors… treat each other with respect. Create an atmosphere of regard from one another. Face facts your need each other to make this all work do the sooner you understand and undertake this attitude the sooner everything will get better.

Many of you (customers) are building products of the future. Products that require PCB technology far beyond the normal technology of today; and you are heading in a direction that is going to require PCB technology that we could only dream about just a few years ago. PCBs of this technology level cannot be bought inconspicuously on line. They cannot be bought from a faceless unknown source. They can only be bought from people you know. People whose capabilities you understand and people who in turn completely understand your specific high tech needs both today and in the future. So for heaven’s sake, start talking to each other! Its only common sense.

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