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Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
Building Business Value
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Building Business Value

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More often than not, the problem underlying valuation issues for small businesses is lack of strategic clarity. That’s not surprising, since one of the major challenges during Stage 2 is the need for …

More often than not, the problem underlying valuation issues for small businesses is lack of strategic clarity. That’s not surprising, since one of the major challenges during Stage 2 is the need for more defined strategy coupled with deliberate planning processes that engage the entire organization — a big change from what was needed during Stage 1.

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  • The ratio phishows up again and again in the natural worldPhi provides the structure that enables complex systemslike shells and solar systemsto sustain and growPhimation creates simple and adaptable structuresthat enable optimal performanceduring the complex and messy process of evolution
  • 45, 20, 15, 10, 10
  • Tactics -> Strategies; Activities -> Objectives/Results; Reactive -> Proactive
  • Talk about what marketing is – not stuff that looks good; Stevens story; you should be worried; 95% of firms; marketing is structuring the customer experience
  • Opportunity to manage to higher value with each customer by improving sales dialoguesOpportunity to increase value of “customer portfolio” by better allocating resourcesNeed to manage more, and more complex, customer relationships with improved systems and structure
  • At start of relationship, discussions are about need. 2 things can happen – transition to other sales people – don’t do need, or time passes and don’t align with new need
  • Engineers
  • Neuman
  • Measure, continue strategy/plan/research
  • Measure, continue strategy/plan/research
  • Increasingly targeted services, increasingly personal and personalized focusAll wrapped in the content represented in the S2OM
  • Transcript

    • 1. Building Business ValueStage 2 Education Series WorkshopSponsored by Fifth Third Bank November 9, 2010<br />Dave Haviland<br />dave@phimation.com<br />734 717-4955<br />Randy Albert<br />randy@phimation.com<br />734 255-2747<br />
    • 2. Phimation – The Natural Force of Evolution<br />2<br />phi <br />is the ratio of spirals<br />Phimation <br />is the force that <br />organizes systems for <br />function and creativity<br />
    • 3. Phimation Strategy Group<br />Strategy development and strategic execution<br /><ul><li>Business
    • 4. Marketing
    • 5. Operations
    • 6. Innovation
    • 7. Funding</li></ul>Experience<br /><ul><li>Operating leadership experience with Stage 0/1/2 businesses
    • 8. Worked with about 4 dozen companies since 2001
    • 9. On the Boards of 4 companies
    • 10. Raised $30MM in private and public capital
    • 11. Managed radical-improvement initiatives for dozens of companies</li></ul>© Phimation Strategy Group<br />3<br />
    • 12. Table Introductions<br />Your name and what business you’re in<br />What caught your eye about this workshop and made you decide to come?<br />If you had a magic wand and could change any one thing about your company, what would it be and why?<br />What do you need out of this workshop to make it worthwhile for you?<br />4<br />
    • 13. A Primer on Stage 2 management<br />
    • 14. Stage 3<br />Stage 2<br />Stage 1<br />Stage 0<br />Organizational Growth<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />6<br />
    • 15. Complexity Grows Significantly<br />Interdependencies<br /># of components<br />(staff, customers, suppliers)<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />7<br />
    • 16. The Stage 2 Leadership Playbook<br />8<br />Stage 2 Leadership<br />Direction<br />Management<br />Ownership<br />Focus Attention<br />Provide the Right Frame<br />Define &amp; Ensure Decision-Making<br />Lead Creation of Vision<br />Manage Owners<br />Define &amp; Ensure Culture<br />Define &amp; Ensure Governance<br />Ensure Performance<br />
    • 17. Stage 1 Stage 2 Transition<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />9<br />
    • 18. Stage 1 Stage 2 Transition<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />10<br />
    • 19. =<br />=<br />Stage 1 Stage 2 Transition<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />11<br />
    • 20. Stage 1 Stage 2 Transition<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />12<br />
    • 21. Stage 1 Stage 2 Transition<br />1.<br />2.<br />3.<br />1.<br />2.<br />3.<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />13<br />
    • 22. Stage 1 Stage 2 Transition<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />14<br />
    • 23. Stage 1 Stage 2 Transition<br />AaAbbbBCccDdDd<br />AB<br />CD<br />bbb<br />aaa<br />ddd<br />ccc<br />© Phimation Strategy Group<br />5/3 S2ES Workshop<br />15<br />
    • 24. Key Takeaways<br />Things are more complicated<br />Your job as a leader is to frame and focus<br />ROI is more important than cost<br />Reacting in the moment is not good enough<br />There are several things you should do:<br />Lead your staff in creating a vision for the company<br />Manage your investments<br />Get better at serving customers<br />Clarify your priorities<br />16<br />
    • 25. Table Discussion<br />What did we hear?<br />What are our reactions?<br />What questions do we have?<br />17<br />
    • 26. Driving revenue<br />18<br />
    • 27. The Revenue Generation Funnel<br />19<br />1:Many<br />Education<br />1:1<br />Listening &amp; Responding<br />Marketing<br />Sales<br />
    • 28. The Customer Experience<br />20<br />Services<br />Product<br />Intangibles<br />20% of customer focus<br />80% of company focus<br />80% of customer focus<br />20% of company focus<br />
    • 29. Improving your sales<br />21<br />
    • 30. Improved Sales Management Drives Results in Stage 2<br />22<br />More value with each customer<br />Improved customer dialogue<br />More value with all customers<br />Improved resource allocation<br />More productivity in sales team<br />Improved structure &amp; systems<br />
    • 31. Value<br />that your customer<br />creates (or avoids)<br /> using your solution<br />Focusing on Value<br />23<br />How much of this <br />do you help to create?<br />Cost<br />of your solution<br />How much of this <br />do you keep?<br />
    • 32. The Buyer’s Process<br />24<br />Challenge<br />Need<br />Solution<br />Assessment<br />
    • 33. Playing in the Value Game<br />25<br />Challenge<br />Need<br />Solution<br />Assessment<br />When Value Is Determined<br />When Many Sales Discussions Begin<br />
    • 34. Communicating with Customers<br />26<br />How does it work?<br />What does it do?<br />Why is this competitively better?<br />Who will benefit from this?<br />Where can this take us?<br />Courtesy Jim Pancero Inc.<br />www.pancero.com<br />
    • 35. Communicating with Customers<br />27<br />How does it work?<br />What does it do?<br />X<br />Why is this competitively better?<br />Who will benefit from this?<br />Where can this take us?<br />Courtesy Jim Pancero Inc. www.pancero.com<br />
    • 36. Better Customers Yield Better Profits<br />28<br />Great<br />Customer<br />Profitability<br />Customer<br />Quality / Fit<br />Poor<br />
    • 37. Better Customers Yield Better Profits<br />29<br />
    • 38. Better Customers Yield Better Profits<br />30<br />
    • 39. Finding the Right Buyers<br />31<br />Challenge<br />Need<br />Solution<br />Assessment<br />“I know the problem well”<br />Customer<br />Perception<br />of<br />Complexity<br />&amp;<br />Value<br />“I had no idea that was the problem”<br />“Oh, that’s all there is to the problem?”<br />
    • 40. Scope and Complexity of Responsibility<br />32<br />75<br />5<br />20<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />5<br />
    • 41. Segmenting Your Customer Base<br />33<br />Top 20%<br />Middle 40%<br />Profit<br />Bottom 40%<br />
    • 42. Segmenting Your Customer Base<br />34<br />Key Account Management<br />1:1 Programs<br />Top 20%<br />Middle 40%<br />Profit<br />Account Management<br />1:Many Programs<br />Bottom 40%<br />Account Service<br />
    • 43. Stage 1 Sales Ecosystem<br />35<br />Your Company<br />
    • 44. Stage 2 Sales Ecosystem<br />36<br />Your Company<br />Sales<br />
    • 45. Manage the complexity with a plan<br />37<br />Sales Plan<br />What to Do<br />How to Do It<br />Situation<br />Objectives<br />Tactics<br />Channels / Staffing<br />Budget<br />Timing<br />Campaigns &amp; Initiatives<br />Customer Segments<br />Sales Process<br />
    • 46. Key Takeaways<br />Think value, not cost<br />Talk about need, not solution<br />Start where your customers’ hearts and minds are<br />Focus on great customers<br />Segment your customer base<br />Be proactive with your best customers<br />Plan your sales activities<br />38<br />
    • 47. Table Discussion<br />How does this fit with how you’re managing sales now?<br />What are 1-2 things you could begin doing differently this afternoon to improve the way you manage sales?<br />What do you need to do to follow up on this session?<br />39<br />
    • 48. Improving your marketing<br />40<br />
    • 49. Your Marketing Activities<br />41<br />Brochures<br />Trade Shows<br />Advertising<br />Web site<br />SEO/SEM<br />Social Media<br />
    • 50. The Stages of a Decision<br />42<br />Unaware<br />Aware<br />Interest<br />Desire<br />Commitment<br />Purchase<br />Marketing<br />1:Many<br />Sales<br />1:1<br />
    • 51. The Marketing Plan<br />43<br />Marketing Plan<br />What to Do<br />How to Do It<br />Objectives<br />Tactics<br />Staffing<br />Budget<br />Timing<br />Campaigns &amp; Initiatives<br />
    • 52. Marketing Strategy<br />44<br />Business<br />Strategy<br />Marketing<br />Strategy<br />Marketing<br />Plan<br />
    • 53. The Basic Strategy Components<br />45<br />Vision &amp; Goals<br />Business<br />Strategy<br />Resources<br />Value<br />Marketing<br />Strategy<br />Marketing<br />Plan<br />Targets<br />Offerings<br />Positioning<br />
    • 54. 46<br />Marketing Strategy<br />What to Offer<br />How to Engage<br />How to Do It<br />Value<br />Communication<br />Sales<br />Management<br />Offerings<br />Marketing Plan<br />What to Do<br />How to Do It<br />Objectives<br />Tactics<br />Staffing<br />Budget<br />Timing<br />Campaigns &amp; Initiatives<br />
    • 55. Your Value – Engaging The Hedgehog Principle<br />The fox does many things, but the hedgehog does one important thing.<br />47<br />Passionate<br />about<br />Best<br />at<br />HH<br />Economic<br />engine<br />
    • 56. Key Takeaways<br />Handle the top of your funnel with 1:many activities<br />Plan your activities<br />Only do activities that serve a clearly-defined objective<br />Clarify what you offer, how you engage prospects and customers, and how you handle marketing – before you start planning your activities<br />Use the hedgehog principle to clarify your value<br />For marketing to really be effective, you need to clarify your business strategy<br />48<br />
    • 57. Case Study<br />Walk through marketing challenges with volunteer(s)<br />49<br />
    • 58. Wrap up<br />50<br />
    • 59. Additional Stage 2 Resources<br />Phimation <br />Products &amp; Services<br />Stage 2 Owner’s Manual<br />Stage 2 Education Series<br />Stage 2 Coaching Program<br />Stage 2 Consulting<br />51<br />
    • 60. Stage 2 Owner’s Manual - Uses<br />52<br /><ul><li>Leadership Guide
    • 61. Management Training Course
    • 62. Business Improvement Tool</li></li></ul><li>Stage 2 Owner’s Manual - Topics<br />53<br /><ul><li>Stage 2 Mindset
    • 63. Managing Change
    • 64. Leadership
    • 65. Strategic Planning
    • 66. Marketing
    • 67. Sales
    • 68. Talent Management
    • 69. Hiring
    • 70. Compensation
    • 71. Innovation
    • 72. Productivity
    • 73. Trends</li></li></ul><li>Stage 2 Owner’s Manual - Contents<br />~ 20 minute discussion of every topic totaling about 4 hours of DVD video<br />54<br />Over 200 pages of cheat sheets, key concept articles, annotated slides, assessment tools, and templates<br />Flash drive pen with ready-to-use electronic copies of allcheat sheets, slides, assessment tools and templates<br />
    • 74. 55<br />

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