DO YOUKNOW The 16 Most Dangerous Facts & Trends           That Every Business Owner,                Manager & Stakeholder ...
Sometimes sizedoes matter
#1: Business is risky             If you started or were in business in 2008,                  your s might have been one ...
#2: New business is riskier  If you had started a newbusiness in 2008, you had a      52%                        Source: A...
#3: Existing business is only a little                  less risky   Even if you had an existing business in 2008, you had...
#4: (As at 2000) Around 40,000 businesses fail each      year with an estimated average loss of                  $115,000.
#4: (As at 2000) Around 40,000 businesses fail each       year with an estimated average loss of                          ...
#4: (As at 2000) Around 40,000 businesses fail each      year with an estimated average loss of                  $115,000.
#5: 29% of Australian businesses earn less      than $50,000 per year¹ (at least $18,000            below the average wage...
#6: 34.5% of Australian businesses earn       between $50,000 and $200,000 per year.Source: ABS, Cat. 8165.0, Counts Of Au...
#7: Only 1.1% of Australian businesses earn         over $1,000,000 per year.
#7: Only 1.1% of Australian businesses earn          over $1,000,000 per year.Using the ABS Counts of Australian Businesse...
#8: There s not a lot of business growth happening:From 2008-2011 only 4.9% of Australian businessesgrew staffing levels, ...
#9: 67.5% of businessowners earn less than   $1,000 per week.Source: ABS, Cat 8175.0 - Counts of Australian Business Opera...
#10: Only          8.8%                   of business owners                   earn over $2,000 per week.Source: ABS, Cat ...
#11: Revenues for Small-Medium sizedbusinesses are shrinking at a greater rate        than Large businesses.              ...
#11: Revenues for Small-Medium sizedbusinesses are shrinking at a greater rate        than Large businesses.              ...
#12: SMEbusinessowners aredeeplypessimisticaboutAustralia seconomyimproving.Source: MYOB Business Monitor:The Voice of Aus...
#13:                Pessimism in                   economic                  recovery is                 matched by       ...
#14: Companies are increasingly behaving          like businesses in recession.      Christine Christian, Dun & Bradstreet...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      The number of small business ...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      D&Bs analysis of business sta...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.         This compares with a      ...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      Collapse among firms with few...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      And collapse numbers rose by:...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      Retail also had a shocking ye...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      And start-up numbers have gon...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      Christine Christian says ther...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      "Despite recent rate cuts, th...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      And start-up numbers have gon...
#14 (cont.): Companies are increasingly          behaving like businesses in recession.      Christian says               ...
#15: Despite reports to the contrary,Australia does have significant debt that is a   serious financial risk to the countr...
#15: Despite reports to the contrary,Australia does have significant debt that is a   serious financial risk to the countr...
#16: And if that s not enough    on July 12012, Australia acquired the Carbon Tax and      the Mining Resources Rent TaxNo...
NOW YOUKNOW
DO YOUKNOWWe live in   challenging   times.
We live in   challenging                     times                                 "We choose to go                       ...
and challenge is best met head on with competence
DO YOUKNOW              The 21 CompetenciesTo Absolutely, Positively Grow A Business      Independent Of The Economic Times
The 21 Competencies To Absolutely, Positively Grow ABusiness  Independent Of The Economic Times                           ...
Few would                                      1. Strategy Developmentdoubt that these                                 2. ...
The Four Stages of Competency
The Four Stages of Competency          2. Conscious          3. Conscious         Incompetence           Competence       ...
1.   Unconscious Incompetence     The individual, team or business does not understand or know how     to do something and...
How do your people, your teams and your business score                                                                    ...
If you re not pleased                                                with the way your                                    ...
Businesses In HyperGrowth is a business performance engineering company that engineersbreakthroughs for client businesses ...
NOW YOUKNOW
Sometimes sizedoes matter
But competency  matters more
the end?      (or a new beginning for your business?)© 2012 Businesses In HyperGrowth Pty Ltd. All rights reserved.
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Report: The 16 most dangerous facts & trends that every business owner, manager & stakeholder should know about

  1. 1. DO YOUKNOW The 16 Most Dangerous Facts & Trends That Every Business Owner, Manager & Stakeholder Should Know About © 2012 Businesses In HyperGrowth Pty Ltd. All rights reserved.
  2. 2. Sometimes sizedoes matter
  3. 3. #1: Business is risky If you started or were in business in 2008, your s might have been one of the 1,194,317 Australian businesses that had closed their doors by 2011.Source: ABS, Cat. 8165.0, Counts Of Australian Businesses, Including Entries and Exits:Jun 2007 Jun 2011 (Canberra: C w of Aust., 2011), pages 11-12.
  4. 4. #2: New business is riskier If you had started a newbusiness in 2008, you had a 52% Source: ABS, Cat. 8165.0, Counts likelihood of closing your Of Australian Businesses, Including Entries and Exits: doors by the end of 2011. Jun 2007 Jun 2011 (Canberra: C w of Aust., 2011), page 5.
  5. 5. #3: Existing business is only a little less risky Even if you had an existing business in 2008, you had a 40% likelihood of closing your doors by 2011.Source: ABS, Cat. 8165.0, Counts Of Australian Businesses, Including Entries and Exits:Jun 2007 Jun 2011 (Canberra: C w of Aust., 2011), page 5.
  6. 6. #4: (As at 2000) Around 40,000 businesses fail each year with an estimated average loss of $115,000.
  7. 7. #4: (As at 2000) Around 40,000 businesses fail each year with an estimated average loss of $115,000.In 2000: It was also estimated that the total cost of business failures is $4.6 billion each year¹. The average Australian mortgage was estimated at $110,000 - $115,000². ¹ Source: W. Reynolds, W. Savage and A. Williams, Your Own Business: A Practical Guide to Success (Melbourne: ITP Thomas Nelson, 3/e 2000). ² Source: Dept. of the Australian Parliament Library: Research Note No. 22, 2000-01 (Canberra: C w of Aust., 2011), page 1.
  8. 8. #4: (As at 2000) Around 40,000 businesses fail each year with an estimated average loss of $115,000.
  9. 9. #5: 29% of Australian businesses earn less than $50,000 per year¹ (at least $18,000 below the average wage). Average Wage: $68,725pa $50,000pa $0paSource: ABS, Cat. 8165.0, Counts Of Australian Businesses, Including Entries and Exits:Jun 2007 Jun 2011 (Canberra: C w of Aust., 2011), page 9.
  10. 10. #6: 34.5% of Australian businesses earn between $50,000 and $200,000 per year.Source: ABS, Cat. 8165.0, Counts Of Australian Businesses, Including Entries and Exits:Jun 2007 Jun 2011 (Canberra: C w of Aust., 2011), page 9.
  11. 11. #7: Only 1.1% of Australian businesses earn over $1,000,000 per year.
  12. 12. #7: Only 1.1% of Australian businesses earn over $1,000,000 per year.Using the ABS Counts of Australian Businesses that reported 2,132,412actively trading businesses in Australia as at June 2011¹ and the figuresavailable from Dun & Bradstreet s Company360 database² from March,2012, there are only 23,475 businesses with declared incomes in excessof $1million per year.¹ Source: ABS, Cat. 8165.0, Counts Of Australian Businesses, Including Entries and Exits:Jun 2007 Jun 2011 (Canberra: C w of Aust., 2011), page 5.² Source: Dun & Bradstreet s Company360 database:Australias leading 50,000 private and public companies (www.company360.com.au).
  13. 13. #8: There s not a lot of business growth happening:From 2008-2011 only 4.9% of Australian businessesgrew staffing levels, and 5.6% went backwards. Source: ABS, Cat. 8165.0, Counts Of Australian Businesses, Including Entries and Exits: Jun 2007 Jun 2011 (Canberra: C w of Aust., 2011), page 8.
  14. 14. #9: 67.5% of businessowners earn less than $1,000 per week.Source: ABS, Cat 8175.0 - Counts of Australian Business Operators 2007-08(Canberra: C w of Aust., 2009).
  15. 15. #10: Only 8.8% of business owners earn over $2,000 per week.Source: ABS, Cat 8175.0 - Counts of Australian Business Operators2007-08 (Canberra: C w of Aust., 2009).
  16. 16. #11: Revenues for Small-Medium sizedbusinesses are shrinking at a greater rate than Large businesses. Source: Australian Chamber of Commerce & Industry, Small Business Survey February 2011.
  17. 17. #11: Revenues for Small-Medium sizedbusinesses are shrinking at a greater rate than Large businesses. The divergence between small and large business sales performance is at its highest level since 1996. Source: Australian Chamber of Commerce & Industry, Small Business Survey February 2011.
  18. 18. #12: SMEbusinessowners aredeeplypessimisticaboutAustralia seconomyimproving.Source: MYOB Business Monitor:The Voice of Australian BusinessOwners October 2011.
  19. 19. #13: Pessimism in economic recovery is matched by reports of plummeting business revenue.Source: MYOB Business Monitor:The Voice of Australian BusinessOwners October 2011.
  20. 20. #14: Companies are increasingly behaving like businesses in recession. Christine Christian, Dun & Bradstreet (D&B) CEO, in referring to the D&B December 2011 Survey, reported that companies, particularly in the manufacturing and retail sectors, are increasingly behaving like businesses in recession.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  21. 21. #14 (cont.): Companies are increasingly behaving like businesses in recession. The number of small business collapses soared through 2011 and this year could be another tough one as poor sentiment outside of the mining sector and tightened credit conditions take their toll.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  22. 22. #14 (cont.): Companies are increasingly behaving like businesses in recession. D&Bs analysis of business start-ups and failures based on their own numbers and those of the corporate regulator found that the number of small businesses going under lifted by 48% in 2011.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  23. 23. #14 (cont.): Companies are increasingly behaving like businesses in recession. This compares with a 42% increase in insolvencies nationwide across the year, D&B says.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  24. 24. #14 (cont.): Companies are increasingly behaving like businesses in recession. Collapse among firms with fewer five employees grew by 57% through the year, whereas there was a 40% increase for firms with between six and 19 employees.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  25. 25. #14 (cont.): Companies are increasingly behaving like businesses in recession. And collapse numbers rose by: 58% in service and construction, 66% in construction, and 28% in manufacturing.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  26. 26. #14 (cont.): Companies are increasingly behaving like businesses in recession. Retail also had a shocking year, with collapse numbers up 11% for the December quarter and 115% for the year.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  27. 27. #14 (cont.): Companies are increasingly behaving like businesses in recession. And start-up numbers have gone through the floor. D&B says start-up numbers for firms with fewer than five employees slumped 95% through 2011, and there was a near 100% fall in start-up numbers for the manufacturing, service and finance sectors in the December quarter.Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  28. 28. #14 (cont.): Companies are increasingly behaving like businesses in recession. Christine Christian says theres an "increasing risk that the global economic slowdown will intensify the upward trend in insolvencies."Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  29. 29. #14 (cont.): Companies are increasingly behaving like businesses in recession. "Despite recent rate cuts, there is a palpable lack of confidence in the current operating environment. This is obviously one of the side effects of long standing global uncertainty and can often be enough to deter businesses from entering the market, irrespective of actual conditions."Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  30. 30. #14 (cont.): Companies are increasingly behaving like businesses in recession. And start-up numbers have gone through the floor. "Outside the mining sector, sentiment is generally still poor and the strong Australian dollar is straining profits. This could lead to an increase in business failures in 2012."Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  31. 31. #14 (cont.): Companies are increasingly behaving like businesses in recession. Christian says business failures have risen by more than 30% over the past three years .Source: D&B website (dnb.com.au) 2012 including Christine Christian, D&B CEO, talks aboutbusiness expectations for the December quarter with ABC NewsRadios Glen Bartholemew.
  32. 32. #15: Despite reports to the contrary,Australia does have significant debt that is a serious financial risk to the country. Source: The Economist Magazine website November, 2012 www.economist.com /content/global_debt_clock
  33. 33. #15: Despite reports to the contrary,Australia does have significant debt that is a serious financial risk to the country. Source: The Economist Magazine website November 2012 www.economist.com /content/global_debt_clock
  34. 34. #16: And if that s not enough on July 12012, Australia acquired the Carbon Tax and the Mining Resources Rent TaxNo matter which sideof politics you maysupport, these taxeswill impactbusinesses in whatare alreadychallenging times.
  35. 35. NOW YOUKNOW
  36. 36. DO YOUKNOWWe live in challenging times.
  37. 37. We live in challenging times "We choose to go ...not because [it is] easy, but because [it is] hard, because that goal will serve to measure and organize the best of our energies and skills, because that challenge is one that we are willing to accept, one we are unwilling to postpone, and one which we intend to win. John F Kennedy
  38. 38. and challenge is best met head on with competence
  39. 39. DO YOUKNOW The 21 CompetenciesTo Absolutely, Positively Grow A Business Independent Of The Economic Times
  40. 40. The 21 Competencies To Absolutely, Positively Grow ABusiness Independent Of The Economic Times 1. Strategy Development 2. Strategy Implementation 3. Business Performance Optimisation 4. Business Model Development 5. Elite Individual, Team & Organisational Development 6. Training & Competency Development 7. Value Delivery 8. Product & Service Innovation 9. Market Research 10. Market Leadership 11. Competitive Advantage 12. Marketing 13. Sales 14. Relationship Management 15. Distribution Channel Utilisation 16. Alliance, Partnership & Joint Venture Development 17. Continuous Productivity & Quality Improvement 18. Process, Procedures & Systems Development 19. Testing, Performance Measurement & Management 20. Business Planning 21. Financial Control
  41. 41. Few would 1. Strategy Developmentdoubt that these 2. Strategy Implementation 3. Business Performance Optimisation competencies, 4. Business Model Development developed to 5. Elite Individual, Team & Organisational Development the point of 6. Training & Competency Development 7. Value Delivery mastery, would 8. Product & Service Innovation absolutely, 9. Market Research positively 10. Market Leadership 11. Competitive Advantage result in 12. Marketing significant 13. Sales business 14. Relationship Management 15. Distribution Channel Utilisation growth 16. Alliance, Partnership & Joint Venture Development 17. Continuous Productivity & Quality Improvement 18. Process, Procedures & Systems Development 19. Testing, Performance Measurement & Management 20. Business Planning 21. Financial Control
  42. 42. The Four Stages of Competency
  43. 43. The Four Stages of Competency 2. Conscious 3. Conscious Incompetence Competence 1. Unconscious 4. Unconscious Incompetence Competence
  44. 44. 1. Unconscious Incompetence The individual, team or business does not understand or know how to do something and does not necessarily recognise the deficit. They may deny the usefulness of the skill. They must recognise their own incompetence, and the value of the new skill, before moving on to the next stage. The length of time spent in this stage depends on the strength of the stimulus to learn.2. Conscious Incompetence Though the individual, team or business does not understand or know how to do something, they do recognise the deficit, as well as the value of a new skill in addressing the deficit. The making of mistakes can be integral to the learning process at this stage.3. Conscious Competence The individual, team or business understands or knows how to do something. However, demonstrating the skill or knowledge requires concentration. It may be broken down into steps, and there is heavy conscious involvement in executing the new skill.4. Unconscious Competence The individual, team or business has had so much practice with a skill that it has become "second nature" and can be performed easily. As a result, the skill can be performed while executing another task. They may be able to teach it to others, depending upon how and when it was learnt.
  45. 45. How do your people, your teams and your business score Unconscious Conscious Conscious Unconscious Incompetence Incompetence Competence Competence 1. Strategy Development 0 1 2 3 4 5 6 7 8 9 10 2. Strategy Implementation 0 1 2 3 4 5 6 7 8 9 10 3. Business Performance Optimisation 0 1 2 3 4 5 6 7 8 9 10 4. Business Model Development 0 1 2 3 4 5 6 7 8 9 105. Elite Individual, Team & Organisational Development 0 1 2 3 4 5 6 7 8 9 10 6. Training & Competency Development 0 1 2 3 4 5 6 7 8 9 10 7. Value Delivery 0 1 2 3 4 5 6 7 8 9 10 8. Product & Service Innovation 0 1 2 3 4 5 6 7 8 9 10 9. Market Research 0 1 2 3 4 5 6 7 8 9 10 10. Market Leadership 0 1 2 3 4 5 6 7 8 9 10 11. Competitive Advantage 0 1 2 3 4 5 6 7 8 9 10 12. Marketing 0 1 2 3 4 5 6 7 8 9 10 13. Sales 0 1 2 3 4 5 6 7 8 9 10 14. Relationship Management 0 1 2 3 4 5 6 7 8 9 10 15. Distribution Channel Utilisation 0 1 2 3 4 5 6 7 8 9 10 16. Alliance, Partnership & Joint Venture Development 0 1 2 3 4 5 6 7 8 9 10 17. Continuous Productivity & Quality Improvement 0 1 2 3 4 5 6 7 8 9 10 18. Process, Procedures & Systems Development 0 1 2 3 4 5 6 7 8 9 10 19. Testing, Performance Measurement & Management 0 1 2 3 4 5 6 7 8 9 10 20. Business Planning 0 1 2 3 4 5 6 7 8 9 10 21. Financial Control 0 1 2 3 4 5 6 7 8 9 10
  46. 46. If you re not pleased with the way your scoring, of even if you are, but your business is underperforming, then you need to change what you re doing or the way you re doing it. The definition of insanity is to To paraphrase Albert Einsteincontinue to do the same thing but expect a different result .
  47. 47. Businesses In HyperGrowth is a business performance engineering company that engineersbreakthroughs for client businesses so they can achieve and sustain exponential rates ofgrowth.We do that by turning business overlooked assets, underutilised resources, underperformingactivities, hidden opportunities and underdeveloped relationships into windfall profits and thenturning those profits into ongoing, steady streams of income.The method by which that growth is attained is the installation, development and mastery of upto twenty-one business competencies within the client s business that can produce rapid,remarkable and sustainable results.And we guarantee results for the clients we choose to work with. Where we work directlywithin client businesses as partners, we guarantee to produce immediate results in the form ofagreed-upon bottom-line improvements within the first 90 days. And again, where we workdirectly within client businesses as partners, we guarantee sustained results for 12 monthsbeyond our direct involvement.
  48. 48. NOW YOUKNOW
  49. 49. Sometimes sizedoes matter
  50. 50. But competency matters more
  51. 51. the end? (or a new beginning for your business?)© 2012 Businesses In HyperGrowth Pty Ltd. All rights reserved.

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