Welcome
Welcome to …
Pressures in Your Markets
Businesses
failing
Cash flow
Balance of
investment
Member
Repairer
Partners
Technology
Divide in...
My Story...
Spoken on Stage with...
“A Real Decision is measured by
the fact that you’ve taken
a new ACTION. If there is no
action you haven’t truly decided!"...
£650,000 to
£3.5 million in
3 years
Real Life Client Results…
Real Life Client Results…
£1 million to
£7 million in
100 weeks
Real Life Client Story…
Profits up
by 350% in
18 months!
Here are a few of Paul’s
clients talking about their
Results using his Business
Coaching Strategies ...
Reward People who take ACTION!
My life outside of business...
To Accelerate Your Business in 2010
My GUARANTEE to you...
Be Careful which ZONE you put people in …
• Comfort Zone
• Growth Zone
• Sock Zone
How to put yourself in a PEAK learning state …
UNCONSCIOU
S
COMPETENCE
CONSCIOUS
COMPETENC
E
CONSCIOUS
INCOMPETENC
E
UNCONSCIOUS
INCOMPETENC
E
Critical Skills of Business Success
FOCUS DISCRIMINATION ORGANISATION INNOVATION COMMUNICATION
For a Business to
succeed it needs…
Outgoing
Task
Reserved
People
Understanding how People deal with Change ...
Outgoing
Reserved
Task
People
Dominant
Driving
Demanding
Determined
Decisive
Doer
Dynamic
Dramatic
Difficult
• See a favou...
Outgoing
Reserved
Task
People
Inspirational
Inducing
Impressive
Interactive
Interesting
Interested
Impressionable
• See a ...
Outgoing
Reserved
Task
People
Steady
Supportive
Submissive
Stable
Sentimental
Shy
Status Quo
Specialist
• See a favorable ...
Outgoing
Reserved
Task
People
Cautious
Consciousness
Competent
Calculating
Concerned
Careful
Contemplative
Complaining
• S...
“A Business has but
two Purposes...
Marketing & Innovation.”
Peter Drucker
Plan Your Journey...
The 3 Critical Factors to BIG Success in 2010 ...
Profit
Margins Up Sell/
Cross Sell
Enquiries Conversion
Rate
Life Time
Value
Your Business Engine – Revving Up Results
Sco...
Your 4 Types of Customer Fuel...
D Grade
Low Profit
High
Maintenance
C Grade
Low Profit
Low
Maintenance
B Grade
High Profi...
Profit
Margins Up Sell/
Cross Sell
Enquiries Conversion
Rate
Life Time
Value
Your Business Engine – Revving Up Results
Sco...
vs
Enquiries Conversion
rate
Average
order value
Turnover Margins
Typical
approach
5000 5750
Supercharged
(x15%)
Frequency
s
Enquiries Average
order value
Turnover MarginsFrequency
vs
Conversion
rate
Typical
approach20%
+1000
+1322
Supercharged
...
vs
£172£150
Average
order value
Typical
approach
Supercharged
(x15%)
Enquiries Turnover MarginsFrequencyConversion
rate
Average
order value
Enquiries Turnover MarginsFrequencyConversion
rate
vs
Typical
approach
3.5
Supercharged
(x15%)
3
vs
Typical
approach
4 5 0 0 0 0 7 9 5 8 4 4£ £
Supercharged
(x15%)
Average
order value
Enquiries Turnover MarginsFrequency...
vs
s
Typical
approach
GROSS
PROFIT
GROSS
PROFIT
Supercharged
(x15%)
1 1 2 5 0 0 2 2 8 8 0 5
28.75%
25%
Average
order value...
vs
s
GROSS
PROFIT
Supercharged
(x15%)
Typical
approach
GROSS
PROFIT 1 1 2 5 0 0 2 2 8 8 0 5
Enquires Conversion
rate
Avera...
Log Your Tops Learning’s & Actions from Session 1
Thank you
Business club 1.1ppt
Business club 1.1ppt
Business club 1.1ppt
Business club 1.1ppt
Business club 1.1ppt
Upcoming SlideShare
Loading in …5
×

Business club 1.1ppt

1,111 views
1,053 views

Published on

Slides from Session 1 of the NIBS Business Growth Club Program.

Published in: Business, Health & Medicine
1 Comment
2 Likes
Statistics
Notes
No Downloads
Views
Total views
1,111
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
103
Comments
1
Likes
2
Embeds 0
No embeds

No notes for slide
  • Get it called out with a SMILE … 1 Min
  • Get it called out with a SMILE … 1 Min
  • STAGE 1:
    UNCONSCIOUS INCOMPETENCE
     
    Not only do you not know what to do, you have no experience of it either. An example that could be used is for a child, car driving is a mystery. They have no fear and no awareness of what they do not know.
     
    STAGE 2:
    CONSCIOUS INCOMPETENCE
     
    Practising the skill takes all your concentration – it can be very uncomfortable. You have an awareness of what you should do/know, but you do not always succeed
     
    STAGE 3:
    CONSCIOUS COMPETENCE
     
    You can do it, but it takes attention and concentration
     
    STAGE 4:
    UNCONSCIOUS COMPETENCE
     
    The skills becomes almost a habit, you are able to be successful without concentration and your conscious mind is free to take on other things
  • Ask the question – “So how much will the knowledge we’ll teach you be worth over the next 5, 10,15 years of your commercial life?”
  • Business club 1.1ppt

    1. 1. Welcome
    2. 2. Welcome to …
    3. 3. Pressures in Your Markets Businesses failing Cash flow Balance of investment Member Repairer Partners Technology Divide in repairer alignment Margin Pressure
    4. 4. My Story...
    5. 5. Spoken on Stage with...
    6. 6. “A Real Decision is measured by the fact that you’ve taken a new ACTION. If there is no action you haven’t truly decided!" Tony Robbins
    7. 7. £650,000 to £3.5 million in 3 years Real Life Client Results…
    8. 8. Real Life Client Results… £1 million to £7 million in 100 weeks
    9. 9. Real Life Client Story… Profits up by 350% in 18 months!
    10. 10. Here are a few of Paul’s clients talking about their Results using his Business Coaching Strategies ...
    11. 11. Reward People who take ACTION!
    12. 12. My life outside of business...
    13. 13. To Accelerate Your Business in 2010
    14. 14. My GUARANTEE to you...
    15. 15. Be Careful which ZONE you put people in … • Comfort Zone • Growth Zone • Sock Zone
    16. 16. How to put yourself in a PEAK learning state …
    17. 17. UNCONSCIOU S COMPETENCE CONSCIOUS COMPETENC E CONSCIOUS INCOMPETENC E UNCONSCIOUS INCOMPETENC E
    18. 18. Critical Skills of Business Success FOCUS DISCRIMINATION ORGANISATION INNOVATION COMMUNICATION
    19. 19. For a Business to succeed it needs…
    20. 20. Outgoing Task Reserved People Understanding how People deal with Change ...
    21. 21. Outgoing Reserved Task People Dominant Driving Demanding Determined Decisive Doer Dynamic Dramatic Difficult • See a favourable environment as one in which challenges can be overcome • Try to change, fix or control things • How does a D like to be sold to – FAST! Working with a High “D” in the business …
    22. 22. Outgoing Reserved Task People Inspirational Inducing Impressive Interactive Interesting Interested Impressionable • See a favorable environment as one in which they can influence others • Try to interact and persuade others • How do you sell to a high “I” – Relationships! Influence Working with a High “I” in the business …
    23. 23. Outgoing Reserved Task People Steady Supportive Submissive Stable Sentimental Shy Status Quo Specialist • See a favorable environment as one which they can keep as steady as possible • Being cooperative, supportive, and agreeable • How does an S like to be sold to? Slowly Working with a high “S” in the business
    24. 24. Outgoing Reserved Task People Cautious Consciousness Competent Calculating Concerned Careful Contemplative Complaining • See a favorable environment as one in which they can bring order • Try to work within established rules, guidelines and procedures to ensure accuracy and quality • How does a C like to be sold to? Detail Working with a High “C” in your business
    25. 25. “A Business has but two Purposes... Marketing & Innovation.” Peter Drucker
    26. 26. Plan Your Journey...
    27. 27. The 3 Critical Factors to BIG Success in 2010 ...
    28. 28. Profit Margins Up Sell/ Cross Sell Enquiries Conversion Rate Life Time Value Your Business Engine – Revving Up Results Score the pistons from 1 – 10 (1 being lowest and 10 being highest)
    29. 29. Your 4 Types of Customer Fuel... D Grade Low Profit High Maintenance C Grade Low Profit Low Maintenance B Grade High Profit High Maintenance A Grade High Profit Low Maintenance
    30. 30. Profit Margins Up Sell/ Cross Sell Enquiries Conversion Rate Life Time Value Your Business Engine – Revving Up Results Score the pistons from 1 – 10 (1 being lowest and 10 being highest)
    31. 31. vs Enquiries Conversion rate Average order value Turnover Margins Typical approach 5000 5750 Supercharged (x15%) Frequency
    32. 32. s Enquiries Average order value Turnover MarginsFrequency vs Conversion rate Typical approach20% +1000 +1322 Supercharged (x15%)23%
    33. 33. vs £172£150 Average order value Typical approach Supercharged (x15%) Enquiries Turnover MarginsFrequencyConversion rate
    34. 34. Average order value Enquiries Turnover MarginsFrequencyConversion rate vs Typical approach 3.5 Supercharged (x15%) 3
    35. 35. vs Typical approach 4 5 0 0 0 0 7 9 5 8 4 4£ £ Supercharged (x15%) Average order value Enquiries Turnover MarginsFrequencyConversion rate
    36. 36. vs s Typical approach GROSS PROFIT GROSS PROFIT Supercharged (x15%) 1 1 2 5 0 0 2 2 8 8 0 5 28.75% 25% Average order value Enquiries Turnover MarginsFrequencyConversion rate
    37. 37. vs s GROSS PROFIT Supercharged (x15%) Typical approach GROSS PROFIT 1 1 2 5 0 0 2 2 8 8 0 5 Enquires Conversion rate Average order value Turnover Margins
    38. 38. Log Your Tops Learning’s & Actions from Session 1
    39. 39. Thank you

    ×