What Really Matters in the Microwave Business: Lessons to Learn
Valerie Santelli Snyder
I
nspired by Lamberto Raffaellis arti-
cle from the October 2006 issue of
IEEE Microwave Magazine (vol. 7, no.
5) titled What Really Matters in Starting
a Microwave Business, we thought it an
excellent springboard for sharing some
humbling experience-taught professional
insights of possible interest to aspiring
entrepreneurs on what really matters
in the long run to achieve success. We
Valerie Santelli Snyder is director of Marketing
and Sales at RS Microwave Company, Inc.,
P.O. Box 273, Butler, NJ 07405 USA.
Digital Object Identifier 10.1109/MMM.2008.915358
Correction
What Really Matters in the Microwave Business: Lessons to
Learn, by Valerie Santelli Snyder, director of marketing and
sales for RS Microwave Company, Inc., was originally supposed
to appear in the October 2007 issue of IEEE Microwave
Magazine. The article was part of a focused theme by guest
editor Dick Snyder. We apologize for this error.
Valerie Snyder is the director for Marketing and Sales at RS
Microwave Company Inc., a well-known, 27-year-old manufacturer of
RF and Microwave filters. She received her bachelors and masters
degrees in French language and culture from Douglass College and
Rutgers University, respectively. Ms. Snyder is fluent in several lan-
guages and proficient in many. She has pursued continuing educa-
tion in language studies, including Arabic and Chinese. She presently
specializes in the international business side of RS Microwave. In
addition to a professional background in translating and interpreting,
32
hope likewise to inspire and encourage
our colleagues with sound advice and
direction for their businesses.
Dr. Richard V. Snyder, president of RS
Microwave Company in Butler, New
Jersey, discussed some of his experiences
with me resulting from his 26 highly suc-
cessful years in business. He began by
saying that when he started his company,
he knew everything he could at the time
about the design, sales, manufacture, and
packaging of filters. He knew how to cost,
negotiate with vendors, and send out
MASTERSERIES bills. However, there was one major thing
he did not know. By his own admission,
she has business entrepreneurial, development, management, and
information technology experience in large corporate and small busi-
ness environments. Prior to entering corporate life, her early work
experiences were in high school and adult education. She was also
the proprieter of and creative genius behind The Breaderie, a very
unique bakery located in Pluckemin, New Jersey.
Ms. Snyder is a member of the American Translators
Association. Her contributions to corporate development at RS
Microwave have aided in that companys internal growth and
international presence helping achieve AS9100 status. She had
also supported IEEE in service to several MTT committees for the
very successful IMS2003 in Philadelphia, chaired by her hus-
band, Dr. Richard V. Snyder. In addition to her business activities,
Ms. Snyder is the proud mother of ten-year-old Nolle and an
active volunteer in her school and church communities.
April 2008
he had almost no idea how to collect those
invoice proceeds. All he knew about col-
lecting money was asking a friend to
repay a $10 loan come payday. He
thought that once an invoice was sent, it
would be returned with payment imme-
diately. After all, the customers raved
about his product! Some, however, did
not always get around to paying.
Thats when he learned what the com-
puter is for, as he tells it. It records invoic-
es. Checks cannot be cut when it is down,
as it invariably was in those early days.
So, first lesson to learn: How to collect
money. Keep up with the customers sys-
tem (computer, accounting/record-
keeping). As it changes, you must
change, or you will pay for it one way or
another. Avoid paperwork problems. Do
it their way to have it your way. This has
not changed over all the years he has
been in business. Customer accounting
procedures change, you change, or
money flow is directed outward only.
When you work for another company
you are compensated often with salary
and equivalent bonus. Many entrepre-
neurs believe that given their financial suc-
cess in large corporations they would be
more valuable on their own. Dick felt his
financial risk would be short term. If things
did not go well after startup, he could
always go back to a successful career. No
one told him he would be working for
$1/hour for a couple of years.
Lesson to learn: Be prepared to work
long, hard hours and watch your cash flow
carefully. In a large corporation, others
do for you. In your own business, you
do for yourself, as the ever-present
source of expertise and physical labor.
In business, people must trust you as a
vendor or they will not buy. However, trust
aside, they will not buy if they do not need
or like the product. Be sure you not only
have product ideas but products that peo-
ple already need and like. If you do, cus-
tomers will come to you. If there is no mar-
ket for your product, it matters not how
great it is. Wait to attempt sales on your new
inventions until your established products
have been selling and have received those
rave notices. You cannot rely on competen-
cy alone to succeed. You cannot depend on
leads that may not materialize.
Lesson to learn: Before you open your
doors, be sure you have a reputation that
attracted and continues to attract cus-
tomers. You should have an edge in your
product area. They should be your own
propertynot your former employ-
ersor youll use up all your money in
court! Be a favored (not favorite) vendor.
Withstanding the stress and strain of
being in business takes a lot of equanimity,
yoga, antacid tablets, or whatever is called
for at a given time. However you do it,
remember that they loved you when you
worked for the large corporation. What
credibility do you have now working for
yourself? What makes your customer
think you can give him what he wants
when he wants it? And what makes you
think you can deliver those goods? Pride
and bravado are not enough.
Lesson to learn: Take on jobs that are
short term to generate cash. Nothing is
more depressing, as the weeks go by,
than watching your bank account drop
toward zero.
Utilize all your business resources
wisely, particularly the human ones. Dick
has found success promoting from with-
in. Specifically, screening for potential
technicians with a modicum of electron-
ics training and with musical or carving
ability or another hobby requiring good
spatial visualization and hand-eye coor-
dination has proven quite successful in
filter tuning. Those with such aptitude
seem to make better technicians than
those with lots of electronics but no tin-
kering or art experience. This interesting
correlation discovered between musical
ability-moderate electronics background
and success-tuning filters has been borne
out repeatedly at his company.
Lesson to learn: Natural talent can offset
limited experience with appropriate training for
successful employee development. Encouraging
growth from within fosters good morale
and aids in employee retention. A win-win
for employee and employer.
According to Dr. Snyder, in the
microwave business, having lots of
energy (no pun intended) and persever-
ance are key factors for long-term suc-
cess. Does he have any other secrets for
success to share? Yes. Always avoid
situations where winning the lottery is
essential to any endeavor. The odds are
always against you.
Final lesson to learn: Success means
putting the odds in your favor.