2010 Market Trends for Small Businesses


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An overview of 2010 market trends for Stage 2 small businesses. Stage 2 is marked by the realization among a company’s leadership team that something monumental within the business needs to change in order for growth to ensue or continue. It is characterized by recognizing that something that was once relatively simple – a fledgling business – is becoming complex as it evolves. It is an understanding that a firm has evolved from survival mode into a sustainable enterprise that marks Stage 2.

Phimation has identified that Stage 2 companies are faced with one or more of three
main business challenges:

o They’re trying to grow.
o They’ve stagnated.
o They’re transitioning leadership.

The problems are more complicated, your team is bigger, and the stakes are higher. As a Stage 2 leader, your company’s success hinges on your ability to implement unfamiliar management and strategy techniques into your business, and you need some guidance to learn how to do just that.

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  • Fun, ton of useful stuff, interesting to shareQuestions
  • Which is most importantValue chain
  • 45, 20, 15, 10, 10
  • Which is most importantValue chain
  • Companies that want problem solved
  • High expectations – meet, or unhappyLooking for experiences
  • Outside industry – experiences, expectation setting, true innovationDISNEYValue proposition – Good to Great – figure out what you’re really good at
  • Blinded by their tax dollars and political messagingNegative social mood
  • Concepts of Expectation Economy in looking around you to see how you can contribute
  • Disaggregation and reaggregation through technology
  • How can your business be a platform for othersCustomers can take many paths, so understanding the customer is more important than ever – value chain – take the bigger viewIt’s about getting attentionCollaboration – share control, or it better be worth itOptions – research or trust
  • 45, 20, 15, 10, 10 – anyone want list we compiled?
  • 2010 Market Trends for Small Businesses

    1. 1. 2010 Market Trendsfor Small Businesses<br />Dave Haviland<br />1<br />
    2. 2. Trend Framework<br />2<br />Company strategies<br />Broad<br />social<br />&<br />market<br />forces<br />Industry forces<br />Segment forces<br />Company<br />forces<br />
    3. 3. Presentation Plan<br />Objectives<br />Provide insight into broad market trends<br />Provide guidance on applying the trends to strategy<br />Agenda<br />Strategy background<br />Market trends<br />Applying the trends<br />Michigan trends<br />Q&A<br />3<br />
    4. 4. Phimation Strategy Group<br />4<br />Management consulting for small businesses<br />Everything but finance<br />Focus on Stage 2<br />Strategy development and strategic execution<br />Business<br />Marketing<br />Operations<br />Innovation<br />Funding<br />Experience<br />Former COO of Stage 0/1/2 businesses<br />Worked with about 4 dozen companies since 2001<br />On the Boards of 4 companies<br />Raised $30MM in private and public capital<br />
    5. 5. How Phimation works with CPAs<br />5<br />CPA Firm<br />Expertise<br />Healthy client<br />Broader engagement<br />Improved performance<br />CPA Group<br />Client<br />Education<br />Improved<br />understanding /<br />performance<br />Firm<br />Firm<br />Firm<br />CPA Firm<br />Increased trust<br />Improved relationships<br />Increased trust<br />Improved relationship<br />Client<br />Client<br />Client<br />Client<br />Client<br />Client<br />
    6. 6. Strategy Background<br />6<br />
    7. 7. Trend Framework<br />7<br />Company strategies<br />Broad<br />social<br />&<br />market<br />forces<br />Industry forces<br />Segment forces<br />Company<br />forces<br />
    8. 8. Strategy Development<br />8<br />Why<br />Business<br />Strategy<br />What<br />Market<br />Strategy<br />How<br />Functional<br />Strategies<br />
    9. 9. 9<br />Strategy Framework<br />Orienting<br />Mission/Purpose<br />Vision<br />Value<br />Principles<br />Planning<br />Doing<br />Objectives<br />Goals<br />Strategies<br />Tactics<br />Metrics<br />
    10. 10. 10<br />Strategy Framework<br />Orienting<br />Mission/Purpose<br />Vision<br />Value<br />Principles<br />1<br />Planning<br />Doing<br />2<br />Objectives<br />Goals<br />6<br />3<br />Strategies<br />Tactics<br />4<br />Metrics<br />5<br />
    11. 11. The Trends<br />11<br />
    12. 12. Trend #1: Negative Social Mood<br />12<br />Source: Socionomics Institute<br />“Human emotion is rhythmical.” – R.N. Elliot<br />
    13. 13. What this trend means…<br />13<br />The<br />Old<br />Way<br />Credit<br />New<br />Opportunities<br />Be Nimble<br />
    14. 14. Trend #2: The Expectation Economy<br />14<br />Source: Trendwatching.com<br />“An economy inhabited by experienced, well-informed consumers who have a long list of high expectations that they apply to each and every good, service and experience on offer.”<br />
    15. 15. What this trend means…<br />15<br />Clarify your value proposition, and align your whole organization toward it<br />Look outside your industry for innovation and competition<br />
    16. 16. Trend #3:Bigger Role for Government<br />16<br />Source: McKinsey & Company<br />“Previous crises have resulted in permanent changes in government’s role, and this one is likely to do the same…Prepare to compete under new regulatory regimes…[and] recognize that the public sector will grow in importance as a major customer for many industries.”<br />
    17. 17. What this trend means…<br />17<br />Apply standard sales and marketing practices<br />Think bureaucrat<br />Commit long-term<br />
    18. 18. Trend #4:Hyperspecialized Professions<br />18<br />Source: World Future Society<br />“There are already significant knowledge gaps and communication difficulties between specialties and subspecialties, and these divides will only become larger and more difficult to surmount.”<br />
    19. 19. What this trend means…<br />19<br />Growing value in translation, bridging, and generalization<br />More specialists available…<br />the right one harder to find<br />
    20. 20. Trend #5:Open Platform Everywhere<br />20<br />Source: …everywhere…<br />
    21. 21. What this trend means…<br />21<br />OR<br />Understand your differentiation<br />Openness and collaboration add value<br />It’s about the customer experience<br />More, better, and cheaper (or more valuable) options<br />
    22. 22. Applying the trends<br />22<br />
    23. 23. How Trends can Impact your Business<br />23<br />Gross<br />Margin<br />Business<br />Valuation<br />Operating<br />Expenses<br />
    24. 24. Impacts in Strategy Development<br />24<br />Business<br />Strategy<br />(Business Valuation)<br />Market<br />Strategy<br />(Gross Margin)<br />Functional<br />Strategies<br />(Operating Expenses)<br />
    25. 25. Trends of the new Michigan<br />25<br />
    26. 26. 26<br />
    27. 27. 27<br /><ul><li>High-value manufacturing
    28. 28. Engineering
    29. 29. Transportation
    30. 30. Materials
    31. 31. Pharma
    32. 32. Water
    33. 33. Agriculture</li></li></ul><li>28<br />Engineering<br />Information<br />
    34. 34. 29<br />Context<br />Nexus<br />
    35. 35. Q&A<br />30<br />
    36. 36. 31<br />Business Card<br />L = Links to Trend Sources<br />E = Phimation Email List<br />Booth<br />Stage 2 Management Mysteries Revealed<br />Drawing for copies of Trusted Advisor<br />Phimation.com<br />CEO Briefings, blog posts<br />Crain’s Detroit Business<br />Second Stage Focus<br />www.crainsdetroit.com<br />Dave Haviland<br />dave@phimation.com<br />734 717 4955<br />