Kevin Krone: Come in on Monday with a focus on your customers, both those who write checks to you and those to whom you write checks -- your employees.

Katrina Roche: Start a pilot program to implement some type of collaborative technology in the area that enables you to work better with your customers and your suppliers.

Tom Rohrs: I would advise you to call up the last customer whose deal you lost and ask him what happened, why he chose somebody else, and what you could have done better.

Steve Moffitt: I would suggest killing two birds with one stone: Invest in technology that reduces your operational cost and that at the same time increases your touch with your customer.

Morris Miller: The first thing that you need to do on Monday morning is a gut check. Make sure you've picked a category where you can lead, and if you haven't, then pick a new category. As the leader of that company, you have to spread that message throughout your organization.

Ian Downes: Look for the most complex tasks and try to find ways to simplify them. Usually, with complexity comes cost.

Fred Chang: If I were the technology adviser, I'd say, Now comes the hard part. Get really smart about picking the right technology. There are plenty of them out there. I'd also say, There are some very bad things out there on the Internet, and the consequences of not being secure are devastating.

Roy M. Spence Jr.: Number one, you have to focus on revenue. You can't cut your way into prosperity. And customers are the ones who have the money. Number two, hug your employees. If you can't give them raises or bonuses, give them time off. They'll come back renewed and with a spirit of appreciation and commitment.

Ian Downes: I would urge people to have the courage to say, During this downturn, I have an ideal opportunity. I know that my competitors are not going to be as aggressive as I am. Use this time when companies are hibernating to gain competitive advantage. This is a wonderful time to move.

Sidebar: Fast Talk 20

In short form, here are 20 key points from Fast Talk Dallas on how to make smarter moves during tougher times.

1. Remember what Sam Walton said: Trust your customers. Go talk to them.
2. Don't cut your culture. It won't recover easily.
3. Ask yourself what you want to look like when the recovery comes. Then manage toward that outcome.
4. Run your company in good times the way you would in bad times. You'll always be ready.
5. Believe in your own business. There will be an upturn.
6. Do what it takes to remain profitable. Negative numbers become an excuse for almost anything.
7. Invest in your R&D. You'll need it.
8. Talk with your customers, employees, suppliers, and shareholders. Keep them in the loop.
9. Cut what's noncore. Invest in what is.
10. Understand what business you're in -- emotionally. Be a beacon to your customers.
11. Look for technology-based efficiency. Use the Web to cut costs and boost productivity. (No, the Web isn't dead.)
12. Leverage relationships.
13. Make an economic downturn a good time to reexamine your business fundamentals.
14. Demonstrate leadership to your customers. They're looking for it from business -- and too often, they don't see it.
15. Enlist your employees' support.
16. Look outside your own walls for good partners. Doing so can save money or make money.
17. Take a calculated shot at something that could change the game: a new marketing push or a timely acquisition.
18. Do what you already know is right -- only this time, really do it.
19. Simplify something -- it's bound to help cut costs. Complexity equals expense.
20. Use this downturn as an opportunity. Make it make a difference.