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How to be a great manager & CEO

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It’s not easy to transition first from an efficient specialist to a manager and later on to an outstanding CEO. What made you a great specialist quite often is a problem at a manager level. You have to totally switch the way you work and on what you concentrate. The same goes for your transition from manager to CEO. Being a CEO is not just managing a bigger team or more senior team. If you want to be successful you have to fully redefine your role, unlearn some things and learn new skills.
Most of the people have problems with those sort of transitions. If all you have is a hammer, everything looks like a nail. This old saying is unfortunately very true when you move to managerial positions. You tend to continue doing things that made you successful but what I got you here won’t get you there.
This course will help you redefine your role and transition from a specialist to a manager and later on to a CEO. I will provide you clear guidelines what and how to do in order to be efficient and effective manager as well as CEO. In this course you will learn 5 things
1. How to be an efficient and effective manager
2. How to be an efficient and effective CEO
3. How to understand the business from the position of a CEO
4. How to improve the business as a CEO
5. How to make your business strategically sustainable

Published in: Business
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How to be a great manager & CEO

  1. 1. 1 How to be a badass manager & CEO Practical guide how to create value as a Manager and CEO
  2. 2. 2 If you want to become a great CEO you have to go through 3 stages Personal productivity Effective manager Effective Director / CEO
  3. 3. 3 Here I will discuss how to be a badass manager and a badass CEO
  4. 4. 4 There are 5 parts in this presentation How to be a badass manager How to be a badass CEO How to understand the business as a badass CEO How to improve the business as a badass CEO How to make your business strategically sustainable
  5. 5. 5 Thanks to this presentation you will know how to become a great manager and CEO
  6. 6. 6 How to become a badass manager & CEO $190 $10 What you will see in this presentation is a part of my online course where you can find cases studies, additional tips, tools that will help you become badass manager & CEO Click here to check my course
  7. 7. 7 Personal productivity hacks
  8. 8. 8 As mentioned the first step to become a badass CEO is to master the personal productivity hacks. I will not cover them in this course Personal productivity Effective manager Effective Director / CEO
  9. 9. 9 Personal productivity hacks can be divided into 2 groups Select (do the right things) Work faster
  10. 10. 10 When it comes to doing the right things are few simple rules / tools that you can use 80/20 rule Go from general to specific Use simple math Go for low hanging fruit Right down issue trees Use benchmarksSet priorities
  11. 11. 11 Working faster requires you to do some changes in the way you work Create to-do lists Set SMART goals Use the right tools and master them Remove bottlenecks Talk and write in a simple way Create universal structure for folders Avoid emailsAvoid multitasking Standardize everything Create templates and modules Avoid iterations Guess and prepare ahead
  12. 12. 12 For more details check my presentation on Productivity Management consultant productivity hacks How to be lazy and still get things done presentation
  13. 13. 13 How to be a badass manager
  14. 14. 14 How to be a badass manager – Introduction
  15. 15. 15 Specialist Manager In this section I will show you how to transform from a efficient specialist / worker into a great manager
  16. 16. 16 In this section I will use the example of a consulting firm to show you in details how the change is done Consulting Firm (B2B Services)
  17. 17. 17 Business Analyst / Consultant Project Manager In our example we will call the specialist / worker Business Analyst and in the case of the Manager we will be talking about the Project Manager that is responsible for delivering a project
  18. 18. 18 Just as a reminder in consulting you are producing analyses and presentations that help your customers improve their business Presentations Analyses
  19. 19. 19 Introduction to team efficiency
  20. 20. 20 Efficient team management boils down to 3 things: applying the individual hacks, efficient cooperation and you refraining from working
  21. 21. 21 I will talk from the perspective of a manager of a team or project and we will discuss some important points in this section Why manager should not work? Values Profile of the ideal consultant Structure for cooperation Critical Chain Managing the team in practice Identifying bottlenecks Collecting knowledge
  22. 22. 22 Why manager should not work?
  23. 23. 23 Business Analyst 170 170 x # of BAs  Deliver on deadline high quality of analyses  Make the team deliver on deadlines high quality of analyses  Manage relations and conflicts with the customer  Sell new projects Project Manager Your work as a Project Manager is totally different then the work of a business analyst or consultant
  24. 24. 24 A good project manager doesn’t work directly. He manages people and relations
  25. 25. 25 This means that some things you should avoid doing Create Slides Perform Analyses Gather Data Sketches slides Checks the presentation Inspire / suggests analyses Ask for data Checks analyses and suggest changes Checks integrity of data Avoid doing Things you should do instead
  26. 26. 26 Introduction to creating ideal team members
  27. 27. 27 If you want to do fast, efficiently good projects you have to have the right kind of people. You can say that preparation starts with proper teaching
  28. 28. 28 You will achieve it only by defining and implementing 3 things Values Profile of the ideal consultant Structure for cooperation
  29. 29. 29 Values
  30. 30. 30 Consulting is a team work so you have to define what values you want your team to follow. This is crucial as it will be something that will be the bases for the team culture
  31. 31. 31 Before you start defining specific values it is good to decide on 2 important issues Specialist Generalists You buy ready- made people You grow people
  32. 32. 32 In the case of my teams I always try to instill the following values Independent Creates value Support the team Data driven Smart lazy Efficient Despise politics
  33. 33. 33 Profile of an ideal consultant
  34. 34. 34 As we discuss previously you want to turn inexperienced graduates into seasoned consultants. This gives you greater chances of success during the project
  35. 35. 35 You will achieve it only by defining and implementing 3 things Tools Skills Areas of expertise Sales Marketing Operations Finance Current level Target level Problem Solving Sketching Presentations Interviewing Managing People Excel Power Point Access VBA
  36. 36. 36 Structure for cooperation
  37. 37. 37 For your team to cooperate you have to create and teach them standards, templates as well as turn into modules as much as possible your process and end-products. Standards Templates Modules Tools
  38. 38. 38 Why team members have to constantly improve
  39. 39. 39 You should try to improve your team due to the so called to compounding effect. It boils down to the fact that Even if the growth is small applied over long period of time gives big end-results = 2,6 x StartStart x (1+10%)^10
  40. 40. 40 In practice it means that it is similar to doubling your team size
  41. 41. 41 How to teach your team members
  42. 42. 42 The first step in teaching is to described the ideal profile of your team member and then measure where each and one of them is Create the ideal profile Measure the current level Prepare materials Set the pace Set time for teaching / learning
  43. 43. 43 As mentioned before you have to create the ideal profile and measure everybody against it Tools Skills Areas of expertise Sales Marketing Operations Finance Current level Target level Problem Solving Sketching Presentations Interviewing Managing People Excel Power Point Access VBA
  44. 44. 44 The first step in teaching is to described the ideal profile of your team member and then measure where each and one of them is Create the ideal profile Measure the current level Prepare materials Set the pace Set time for teaching / learning
  45. 45. 45 Next step is to prepare the materials for teaching. In my case I went for on-line courses not to waste my time on repeating the same things on and on
  46. 46. 46 We currently are somewhere half-way through to mapping all the things that a business analyst and consultant has to master 35 50
  47. 47. 47 Next step is to set the pace for each person. In this case we want to calculate how much time he has to devote to learning to get to the ideal level Create the ideal profile Measure the current level Prepare materials Set the pace Set time for teaching / learning
  48. 48. 48 Below an example of how you can estimate the pace What is the difference between the ideal and current state Till when I want him to reach the ideal state How many hours of trainings this entails What is the required pace?  25 points  24 months  10 hours per training (point of difference)  0.5 hour per day
  49. 49. 49 Introduction to managing the team efficiently
  50. 50. 50 Team member 170 170 x # of people Manager Just as a reminder when we talk about team efficiency we want to get as much as possible value from the available time of the team
  51. 51. 51 I will start with something that is called the critical chain. Then I will talk about managing the team in practice and other important issues Why manager should not work? Values Profile of the ideal consultant Structure for cooperation Critical Chain Managing the team in practice Identifying bottlenecks Collecting knowledge
  52. 52. 52 Critical Chain
  53. 53. 53 Managing the team in practice
  54. 54. 54 As mentioned previously I use 4 types of to-do list to control people and projects To be done Managing me Expecting from others Recurring items Managing personal team Master list Monika Lidia Michael Lisa Project done for customers Project A Project B Project C Project D Supervising startups Startup A Startup B Startup C Startup D
  55. 55. 55 For simplicity let’s assume that there are 4 people and 2 projects. 2 people are from your team. Managing the teams Monika Lidia Michael Lisa Managing the projects Project A Project B Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 11 Task 12 Task 13 Task 14 Task 15 Task 16
  56. 56. 56 You have to assign the topics to specific people so it means double checking through the to-do list of your team members and the to-do list of the project Managing the teams Monika Lidia Michael Lisa Project A Project B Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 11 Task 12 Task 13 Task 14 Task 15 Task 16 Managing the projects Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 11 Task 12 Task 13 Task 14 Task 15 Task 16
  57. 57. 57 This means that you have to make 2 types of update. You check your people (team assign to you). You also have to check the projects you supervise (also team members not reporting to you) Check the teams assigned to you Check projects status – for project you are managing  Daily – 1-2 times a da for 15-30 minutes  Weekly – 30 minutes updates
  58. 58. 58 There are some rules for that will make it easier for you to manage both type of teams Don’t penalize for not meeting deadlines Set aggressive deadlines Create fast Minimal Viable Version Do as much as possible using other people Let the team members make mistakes Be lazy Create the to-do list and communicate it Stick to the topic
  59. 59. 59 For every day you should set up a calendar with slots. Doing things should not be your priority Status Update Doer time Analyzing & Checking  9:00-10:00  10:00-11:00 Meetings (Projects / Teaching) Meetings (Projects / Teaching) Doer time Status Update  15:00-17:00  17:00-18:00  14:00-15:00  11:00-14:00
  60. 60. 60 How to manage your team? Example from managing a consulting project
  61. 61. 61 To manage you need 2 main tools that will help you keep track of the project and the people Presentation template To-do list Storage Communication with the team
  62. 62. 62 As said previously as PM your day will be mainly about meeting with customer directors but you should spare some time for the team as well Status Update Meetings with customer team Analyzing & Checking  9:30-10:00  10:00-15:00 Meetings with customer team Meetings with customer team Meetings with customer team Status Update  15:00-17:00  17:00-18:00
  63. 63. 63 There are some rules for that will make it easier for you to manage your team Daily updates with the team Weekly update with the customer Internal Deadlines very aggressive Get early buy-in From the beginning create end products Transfer end-products to the customer Educate the customer how to use the products Double check integrity of data
  64. 64. 64 Let’s have a look how a 7 week project should look when it comes to execution  Project Start Task 1  Additional Data Gathering  Analysis and slides preparation  Presentation of intermediate works 2 3 4 5 6 7  Transfer and teaching  End of the project  Creating the product using critical chain method  Fine tuning  Getting buy-in  Overdelivering  Selling new projects
  65. 65. 65 Introduction to identifying and dealing with bottlenecks in teams
  66. 66. 66 Bottlenecks are dangerous as their hurt the efficiency of the whole system. For you team to work smoothly you have to constantly identify them and remove them
  67. 67. 67 There are ways to handle the bottlenecks in most of the teams Make team members more universal Monitor people and projects Have buffers Apply the critical chain method Use tools to help people in bottlenecks
  68. 68. 68 Collect knowledge
  69. 69. 69 Every team or team members are creating interesting materials during projects / activities SMI
  70. 70. 70 As a company or a manager you should try to collect the knowledge from them SMI
  71. 71. 71 There are ways to support knowledge collections Get the deliverables from every project Get the source data Make the teams prepare lesson learnt Make the team members create trainings Rotate the people from the teams Go to some meetings to assess the value Make the teams create instructions Create tools that capture the knowledge
  72. 72. 72 How to become a badass manager & CEO $190 $10 For more check my online course were you will find additional tips, materials that will help you make the transition to manager and later on CEO Click here to check my course
  73. 73. 73 How to be a badass CEO
  74. 74. 74 Under the management of a badass CEO the business consistently delivers extraordinary results in the long run fast and efficiently
  75. 75. 75 Under the management of a badass CEO the business consistently delivers extraordinary results in the long run fast and efficiently
  76. 76. 76 Under the management of a badass CEO the business consistently delivers extraordinary results in the long run fast and efficiently  2-5x next player on the market  Its results should be sustainable and repeatable  No one-off effects  It may mean doing short-term harmful things  Achieve the result with 2x less resources than the rest  Use efficiently people, machines and money  No Politics
  77. 77. 77 In this section we will talk about 5 topics that will serve as an introduction and give you a flavor of how to manage the business The role of the CEO What you should do and what you should not do Typical day of a badass CEO Personal team of a badass CEO Tips for a badass CEO
  78. 78. 78 The role of the CEO
  79. 79. 79 The badass CEO has 3 main things that he constantly tries to achieve. In later sections I will show you how to do it in details Understand the business and the customers Improve & Grow the business Make it strategically sustainable
  80. 80. 80 What you should do and what you should not do as a badass CEO
  81. 81. 81 As a CEO you have to decide what to do and what NOT to do. What you do should have significant impact on EBITDA
  82. 82. 82 The easiest way to approach your subject it to have some threshold value that helps you decide should you be the one to deal with a certain subject or not  EBITDA of the business  Time you spend as a CEO of the business
  83. 83. 83 If your company generates USD 24 M EBITDA and you spend on average 2 400 hours a year it means that every hour of your engagement should generate on average USD 10 K  USD 24 000 K  2 4000 hours = USD 10 K / hour
  84. 84. 84 If this is not enough below some tips of things to do and NOT to do as a CEO Manage current issues directly Manage directly big teams or a whole area Avoid doing Things you should do instead Analyze things in person Provide answers Manage projects React to (potential) crises Manage your personal team Look for threats & opportunities Question what and how you do things Educate and spread your values
  85. 85. 85 Typical day of a badass CEO
  86. 86. 86 For every day you should set up a calendar with slots. As you see you concentrate on observing and having impact on the whole business Read Meetings with your team  09:00 - 10:00  10:00 - 12:30 Lunch Managing by walking around Meetings (Projects / Directors) Talk to the owners / COO / VP  16:00 - 17:00  17:00 - 18:00  14:00 - 16:00  13:00 - 14:00 Meetings (Projects / Directors) Managing by walking around 08:00 - 09:00  12:30 - 13:00
  87. 87. 87 4 out of 5 working days you should try to repeat this order. One day should be solely devoted to understanding the customer and reading Read Meetings with your team Lunch Managing by walking around Meetings (Projects / Directors) Talk to the owners / COO / VP Meetings (Projects / Directors) Managing by walking around Read Meetings with your team Lunch Managing by walking around Meetings (Projects / Directors) Talk to the owners / COO / VP Meetings (Projects / Directors) Managing by walking around Read Meetings with your team Lunch Managing by walking around Meetings (Projects / Directors) Talk to the owners / COO / VP Meetings (Projects / Directors) Managing by walking around Read Meetings with your team Lunch Managing by walking around Meetings (Projects / Directors) Talk to the owners / COO / VP Meetings (Projects / Directors) Managing by walking around Read Meet / Observe customers esp. using your / competitors products Monday Tuesday Wednesday Thursday Friday
  88. 88. 88 If you stay more time in the same firm more and more time should be devoted to thinking where to move the business strategically Read Meetings with your team Lunch Managing by walking around Meetings (Projects / Directors) Thinking time Meetings (Projects / Directors) Managing by walking around Read Meetings with your team Lunch Managing by walking around Thinking time Talk to the owners / COO / VP Meetings (Projects / Directors) Managing by walking around Read Meetings with your team Lunch Meet / Observe customers Meetings (Projects / Directors) Thinking time Meetings (Projects / Directors) Managing by walking around Read Meet / Observe customers esp. using your / competitors products Monday Tuesday Wednesday Thursday Friday Read Thinking time
  89. 89. 89 Personal team of badass CEO
  90. 90. 90 Your personal team will help you implement things you want to happen fast. They will also help you search for potential to improve the business Assistants Business Analysts Project Managers Small Firm Medium Firm Big Firm 1-2 1 1-4 1 1-2 4-8 2-3
  91. 91. 91 There are a lot of benefits of having such a personal team at your service You drastically increase your efficiency It helps you deal with the bottlenecks in the firm It helps you focus and deliver fast value Strategic reserve / Your special forces Instrumental to instill your values The team gets to different levels of employees The team helps you find the lies that you are served Helps you find and implement the big things
  92. 92. 92 Tips for a badass CEO
  93. 93. 93 Just to finish off this section a few tips that will help you at your work as a badass CEO Make your own coffee Talk to different people on different levels Talk and observe the customers Be informal Follow your own rules and values Avoid politics Use your product Respect other people’s time Use competition’s product
  94. 94. 94 How to become a badass manager & CEO $190 $10 For more check my online course were you will find additional tips, materials that will help you make the transition to manager and later on CEO Click here to check my course
  95. 95. 95 How to understand the business as a badass CEO
  96. 96. 96 How to understand the business as a badass CEO – Introduction
  97. 97. 97 Understanding the business seems a pretty daunting task as everything seems to change so fast. In this section I will show you how to make sense of your business and customers
  98. 98. 98 In this section I will talk about 5 ways to try to understand your business Value Chain KPIs and main drivers Business model in Excel Organizational Chart How to compare yourself with the competition? Other useful tips to understand the business
  99. 99. 99 Value Chain – Introduction
  100. 100. 100 Value chain helps you understand the connections between you and the rest of the firms to see where you create and loose value. Use the value chain to see the big picture happening in your industry Transport and Warehousing Producer Retail Chain Supplier 1 Supplier 2 Supplier 3 Supplier 4 Producers of raw materials and components
  101. 101. 101 You can use the value chain to map all sort of things i.e. %EBITDA,…. 10% 15% 5% 5% 12% 5% 5% 8% Raw Material 1 Raw Material 2 Supplier 1 Supplier 2 Producer Transport Warehousing Retail Chain % EBITDA In percentage
  102. 102. 102 … number of players or…. 4 20 10 15 8 40 50 10 Raw Material 1 Raw Material 2 Supplier 1 Supplier 2 Producer Transport Warehousing Retail Chain Number of players In #
  103. 103. 103 … assets …. 200 300 40 50 90 50 100 200 Raw Material 1 Raw Material 2 Supplier 1 Supplier 2 Producer Transport Warehousing Retail Chain Assets involved In millions of USD
  104. 104. 104 … and total revenues per stage …. 1 000 500 200 300 1 500 20 30 2 500 Raw Material 1 Raw Material 2 Supplier 1 Supplier 2 Producer Transport Warehousing Retail Chain Revenues per stage In millions of USD
  105. 105. 105 Value Chain – FMCG
  106. 106. 106 First let’s have a look at the overall value chain of FMCG Transport and Warehousing FMCG producer Retail Chain Supplier 1 Supplier 2 Supplier 3 Supplier 4 Producers of raw materials and components Elements of value chain that you want to take over
  107. 107. 107 Going down the value chain / downstream usually means getting closer to the customer Transport and Warehousing FMCG producer Retail Chain Supplier 1 Supplier 2 Supplier 3 Supplier 4 Producers of raw materials and components Elements of value chain that you want to take over
  108. 108. 108 Going up / upstream means going closer to the source of materials that you use Transport and Warehousing FMCG producer Retail Chain Supplier 1 Supplier 2 Supplier 3 Supplier 4 Producers of raw materials and components Elements of value chain that you want to take over
  109. 109. 109 Value Chain – Fitness Club Operator
  110. 110. 110 Let’s see how this technique was applied by Benefit System – an operator of Fitness Card that gives you access to different fitness clubs. It is partly covered by employers
  111. 111. 111 They have been constantly increasing the number of users… 614 744 865 2015 2016 2017 Number of active sports cards users in Poland In thousands of people
  112. 112. 112 …which helped them growth 2x revenues and almost 3x EBITDA in 4 years 320 383 452 581 742 2012 2013 2014 2015 2016 Revenue of Benefit Systems S.A. In millions of PLN 40 38 55 70 119 2012 2013 2014 2015 2016 EBITDA of Benefit Systems S.A. In millions of PLN
  113. 113. 113 Let’s have a look at the Benefit System value chain… Operator of the fitness card Fitness Clubs HR Managers Developers Landlords Equipment Producers Others Producers of raw materials and components Financing Fitness Clubs Elements of value chain where Benefit System is present
  114. 114. 114 Benefit System has managed to enter other elements of the value chain Operator of the fitness card Fitness Clubs HR Managers Developers Landlords Equipment Producers Others Producers of raw materials and components Financing Fitness Clubs Elements of value chain where Benefit System is present
  115. 115. 115 The most heavily involved Benefit System is in the top fitness clubs via capital investments Vertical integration Horizontal Integration # of gyms Share in basic capital 33%44 30%9 27%17 Share in basic capital 48% 20%1
  116. 116. 116 How you create value internally?
  117. 117. 117 Let’s have a look at the value creation in the Fashion Retailer Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train
  118. 118. 118 Let’s have a look at the value creation in a consulting firm Get the money Produce the product / service Make customer aware of your product & brand Acquire a customer & sell him a product Deliver / Implement the product Recruit & Train R&D new products Building knowledge base
  119. 119. 119 Let’s have a look at the value creation in a plywood producer Get the money Produce & repair veneer Acquire a customer & sell him a product Get the wood Produce plywood Recruit & Train R&D new products Maintain machines and build new ones Ship the products to customers
  120. 120. 120 How you can use the value creation map?
  121. 121. 121 Let’s have a look one more time at the value creation at the Fashion Retailer firm Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train
  122. 122. 122 We can use it to map resources that we have allocated. We can i.e. show number of people Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train 30 1500 10 30 10002004020 10
  123. 123. 123 …or to map shares in total personal costs, or…. Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train 2% 51% 1% 2% 29%10%3%1% 1%
  124. 124. 124 …to map their share in total costs Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train 5% 36% 2% 1% 5%4%44%1% 1%
  125. 125. 125 KPIs and main drivers – Introduction
  126. 126. 126 To understand and analyze business you have to identify the drivers / KPIs that a key for specific business and translate it into a model in Excel # transactions Average revenue per transaction Total revenuex % Fee of the marketplace Average transaction value Total searches % conversion x x Total Costs Total margin - Rent People Cost of traffic Ratio of visitors to searches Average cost of 1 visit + x Development
  127. 127. 127 Imagine that you have to estimate typical family spending's. You can take into account countless number of factors…..
  128. 128. 128 …or you can limit yourself to the most important ones i.e. number of kids, size of house, main repetitive spending like food.
  129. 129. 129 To measure the selected factors you have to use some sort of KPIs Spending per 1 person per month per category # of people in average family Average size of the house in sq. m Average rent per sq. m
  130. 130. 130 In the next lectures I will show you how to define and use KPIs and business drivers How to improve the results of the Cinema
  131. 131. 131 KPIs and main drivers example – Cinema business
  132. 132. 132 Imagine that you were responsible for managing the cinema. What KPIs metrics you would look at to see whether you are doing a good job?
  133. 133. 133 Let’s see what KPIs you should look at # sold tickets Average revenue per Ticket Total revenue Total Costs x Total margin - Average price per ticket Average additional purchase per ticket Total capacity in tickets % Utilization Rent People # of People Average wages + + x x
  134. 134. 134 KPIs and main drivers example – Retailer
  135. 135. 135 The retail business model is driven by some basic KPIs # Transactions Average Value Transaction Total store revenue Total store costs x Store EBITDA Average Value Transaction of basic purchase Average Value Transaction of additional purchase # of Visitors % Conversion Rent People # of People Average wages + x x Others + # of sq. m Fee per sq. m x % Gross Margin Gross Margin generated by the store x -
  136. 136. 136 Business model in Excel – Introduction
  137. 137. 137 Another great tool to understand the business you are managing is to have your team build a business model in Excel # transactions Average revenue per transaction Total revenuex % Fee of the marketplace Average transaction value Total searches % conversion x x Total Costs Total margin - Rent People Cost of traffic Ratio of visitors to searches Average cost of 1 visit + x Development
  138. 138. 138 Example of business model in Excel – E-commerce
  139. 139. 139 Before we go to Excel let’s talk about the logic we used to build the e-commerce Excel model  Conversion rate Visits # of transactions Revenues Gross Margin Net Margin Operating Profit  ATV  Cost of traffic  Cost of logistics  Transaction fees  Fixed Costs  % Gross Margin
  140. 140. 140 Example of business model in Excel – Restaurant – Basic model
  141. 141. 141 Let’s have a look at the simple model  Number of meals per day  Number of days Restaurant # of transactions Revenues Gross Margin Net Margin Operating Profit  ATV - average  Cost of marketing  Franchising Fee  Other Variable costs  Fixed Costs  % Gross Margin  % Food ratio
  142. 142. 142 In the part about the using store checks for location analysis we were Passing by Engaged / stopping Leaving Taking away In store
  143. 143. 143 Before we go to Excel let’s talk about the logic we used to build the Excel model  Conversion rate to consumption at the restaurant  Conversion rate into takeaways Visits # of transactions Revenues Gross Margin Net Margin Operating Profit  ATV for both subgroups  Cost of marketing  Franchising Fee  Other Variable costs  Fixed Costs  % Gross Margin  % Food ratio
  144. 144. 144 Organizational Chart – Introduction
  145. 145. 145 Partner Executive Director Director Project Manager BA Senior BA Assistant BA Project Manager BA BA BA Director Project Manager BA BA Project Manager BA BA BA Organizational structure shows you how the firm is organized. Below example for a consulting firm
  146. 146. 146 It is crucial to look at the organizational structure to understand the business for number of reasons You can spot conflicts You can spot inefficiencies Easy to identify bottlenecks Organizational structure defines how you run business You can see what to change to achieve positive domino effect You can see the big picture You can map how the information flows One of the tools to set priorities
  147. 147. 147 Check my online course to see 2 cases studies that will help you understand and use this tool in practice Cosmetics producer (FMCG) Consulting Firm (B2B Services) Click here to check my course
  148. 148. 148 Organizational Chart – FMCG Example
  149. 149. 149 Below you can see the organizational structure of cosmetics producer Sales Director 1 CEO Regional Directors Brand A 5 Regional Directors Brand B 5 Sales Force Brand A 30 Sales Force Brand B 30 Marketing Director 1 Brand Manager A 1 Brand Manager B 1 Marketing Specialists A 10 Marketing Specialists B 15 R&D Director 1 R&D Specialists 8 Operations 1 Finance & IT 15 HR 10 Investor Relations 3 Admin 5 Sales Planning 3 Customer Service 20
  150. 150. 150 Below you can see the organizational structure of cosmetics producer Sales 1 CEO Marketing 1 R&D 1 COO 1 Production Director 1 Logistics Director 1 Purchasing Director 1 Production Employees 150 Maintenance Employees 50 Production Planning 7 Warehouse Employees 60 Coordination Center 8 Buyers 15 Purchasing Planning 7
  151. 151. 151 Organizational Chart – example of a consulting firm
  152. 152. 152 Partner Director Project Manager BA A Project Manager A BA BA Director Project Manager BA BA Project Manager A BA BA Consulting companies operate using pretty flat structure….. Market Research Department Visual Department Knowledge Base Department
  153. 153. 153 Partner Director Project Manager Project Manager Director Project Manager Project Manager Some of them even the Business Analyst and Associate keep in a pool without fixed assignment to specific director or PM Market Research Department Visual Department Knowledge Base Department Business Analyst and Associate Pool
  154. 154. 154 Partner Executive Director Director Project Manager BA Senior BA Assistant BA Project Manager BA BA BA Director Project Manager BA BA Project Manager BA BA BA Obviously bigger company tend to overcomplicate the structure
  155. 155. 155 What is the role of business analyst? Business Analyst Associate Senior Associate (PM) Director Partner Consulting companies McKinsey Business Analyst Senior Business Analyst Associate Senior Associate (PM) Engagement Manager Associate Principal PrincipalDirector
  156. 156. 156 Customer Point of View
  157. 157. 157 I recommend in comparing yourself to competition to use 7 ways to achieve it Typical day of the customer and where the product exists NPS Radar graph Snake graph
  158. 158. 158 Let’s have a look at the typical day of the customer Typical day of the customer and where the product exists NPS Radar graph Snake graph
  159. 159. 159  6-7 AM Home: wake up, washing up, dressing up, breakfast  7-8 AM Transport : going to the university (by bus, train, tram or subway)  8 AM-2 PM University: classes at the university  2-5 PM Cafe: meeting with friends from the university; determine what needs to be done in projects and dividing responsibilities  5-6 PM Transport: homecoming  6-8 PM Home: free time, relaxing at home  8-11 PM Home: doing homework, projects Typical day
  160. 160. 160 TT W S S T F S S T TM W F TW F S S T W FT S S M T M W T F S S M What When How long Why Babysitter Dance Driving licence Travel Student group Party M SS T F TM W  2, 3 times a month  once a week  10-12 times a month  once a quarter  once a week  once every two weeks  money  health and fun  Personal development  relax  learn, experience, fun  fun Additional activities
  161. 161. 161 fitness cafe billboard newspapers subway bulletin board at the university club Perfect place for students advertising
  162. 162. 162 Let’s move to NPS Typical day of the customer and where the product exists NPS Radar graph Snake graph
  163. 163. 163 One of the ways to see how the customer values your product or brand is to look at the NPS. Below an examples of NPS of 3 companies 19% 3% 18% 6% 19% 34% 34% 44% 34% 38% 47% 63% 38% 60% 44% Total You Competitor 1 Competitor 2 Competitor 3 Detractors Passives Promoters 25% xx% 54% 20% 60% 28% NPS
  164. 164. 164 It is good to look at the NPS for subgroups / segments By products By customer group (spending, age, behavior, etc.) By markets By sales / distribution channel
  165. 165. 165 Let’s move to radar graph Typical day of the customer and where the product exists NPS Radar graph Snake graph
  166. 166. 166 One of the ways to compare yourself to competitors is to use the radar (pentagram) graph. Below example 0 0,5 1 1,5 2 2,5 3 3,5 4 4,5 5 Price Quality ServiceDesign Convenience Ideal Competitor 1 Competitor 2 You Evaluation of players by customers
  167. 167. 167 Let’s move to snake graph Typical day of the customer and where the product exists NPS Radar graph Snake graph
  168. 168. 168 The snake graphs helps you understand how and where different you are in the eyes of the customer High Low 0 1 2 3 4 5 6 Used to the shop Wide range cross categories Affordable cheap products Clear display of products Offers advertised brands Convenient location Loyalty program Value for money Accessible dressing rooms Competitor 1 Competitor 2 You Importance of the criteria according to customers Performance of players according to customers by criteria
  169. 169. 169 How to compare yourself with the competition – Introduction
  170. 170. 170 I recommend in comparing yourself to competition to use 7 ways to achieve it Value Chain Value creation map KPIs and main drivers Comparison metrics Business model in Excel Organizational Chart Customer Point of view
  171. 171. 171 Comparison metrics
  172. 172. 172 I recommend in comparing yourself to competition to use 5 dimensions Size Profitability Pace of growth Cash generation Debt level  Revenues, market share, quantity sold  % EBITDA, % EBIT, ROA  Growth of revenues, growth of quantity sold, opened new stores  Cash to EBITDA ratio, Cash position, Net Debt  Debt to EBITDA ratio
  173. 173. 173 Other useful tips to understand the business
  174. 174. 174 Just to finish off this section a few tips that will help you understand your business Talk and observe the customers Use your product Use competition’s product See what happened on more advanced markets See what happened in more advanced industries Look at wide pool of potential substitutes Spend once a week 1-4 hours on customer service Look at complimentary products Travel to other countries Read esp. science & science fiction
  175. 175. 175 How to become a badass manager & CEO $190 $10 For more check my online course were you will find additional tips, materials that will help you make the transition to manager and later on CEO Click here to check my course
  176. 176. 176 How to improve the business as a badass CEO
  177. 177. 177 How to improve the business as a badass CEO – Introduction
  178. 178. 178 As a CEO you want to grow and improve your business. In this section I will talk about ways how to create the drive for constant improvement in the organization
  179. 179. 179 In this section I will show you how you can find areas for improvements and we will have a glimpse at how to instill improvements in the organization How to map areas for improvements How to set priorities for improvements? How to deliver blitz improvements Useful techniques for small improvements Keep it simple How to 10x results? Why proper culture matters for improvements? How to create proper culture
  180. 180. 180 Mapping the areas for improvements – Introduction
  181. 181. 181 Tom find potential area for improvements you can use 7 sources Value Chain Value creation map KPIs and main drivers Comparison metrics Business model in Excel Organizational Chart Customer Value Map
  182. 182. 182 Mapping is just the beginning that enables you to generate potential ideals for improvements. This later on should be turned into action plans Value Chain Value creation map KPIs and main drivers Comparison metrics Business model in Excel Organizationa l Chart Customer Value Map
  183. 183. 183 Mapping the areas for improvements – Value Chain
  184. 184. 184 The first source of potential improvements is looking at the value chain. Below the value chain of consumer goods producer Transport and Warehousing Producer Retail Chain Supplier 1 Supplier 2 Supplier 3 Supplier 4 Producers of raw materials and components
  185. 185. 185 If we look at % EBITDA and the # of players by value chain stages it looks that there is a room to negotiate better conditons with supplier 2. It may also suggest that there is something unique they do that can be implemeneted at your stage 10% 15% 5% 20% 12% 5% 5% 8% Raw Material 1 Raw Material 2 Supplier 1 Supplier 2 Producer Transport Warehousing Retail Chain % EBITDA In percentage 4 20 10 15 5 40 50 10 Raw Material 1 Raw Material 2 Supplier 1 Supplier 2 Producer Transport Warehousing Retail Chain Number of main players In # of firms
  186. 186. 186 Mapping the areas for improvements – Value Creation
  187. 187. 187 Let’s have a look one more time at the value creation at the Fashion Retailer firm Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train
  188. 188. 188 We can use it to map resources that we have allocated. We can i.e. show number of people Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train 30 1500 10 30 10002004020 10
  189. 189. 189 …to map their share in total costs Selling the products in the stores / website Shipping the products to the stores Develop & design products Sourcing / Purchasing Products Putting the products on the shelves Get & open new stores Create new store formats Maintain / Renovate stores Recruit & Train 5% 36% 2% 1% 5%4%44%1% 1%
  190. 190. 190 Mapping the areas for improvements – Organizational Chart
  191. 191. 191 Let’s go back to the organizational chart for cosmetics producer Sales 94 CEO Marketing 27 R&D 9 Operations 301 Finance & IT 15 HR 10 Investor Relations 3 Admin 5
  192. 192. 192 If you want to use it to map potential area for improvements try to determine level of competence and required changes Sales 94 CEO Marketing 27 R&D 9 Operations 301 Finance & IT 15 HR 10 Investor Relations 3 Admin 5 World class Improvements needed Drastic changes required
  193. 193. 193 Development level Number of people Big small If you want to use it to map potential area for improvements try to determine level of competence and required changes Sales Marketing R&D Operations Finance & IT HRInvestor Relations Admin
  194. 194. 194 Development level Number of people Big Small  Those departments are underdeveloped  Due to their size require fast and drastic actions 1  Drastic changes needed  Low impact on the whole organization due to the low number of people 3  Potential small improvements in those area can have a big impact 2 OK It is a good idea to map this on a matrix that will define your priorities  Potential pool of talents
  195. 195. 195 Mapping the areas for improvements – KPIs & main drivers
  196. 196. 196 Below examples of KPIs that you can use to spot the potential for improvements in Retail Average Transaction Value Items per transaction Traffic growth % Conversion Average Selling Price Sales per sq. m Margin per sq. m Inventory in Days of Sales Sell-through in 1st price KPIs Dimension against which you can analyze Change in time By cohorts By markets / countries By different managers
  197. 197. 197 You can analyze a retail chain by following cohorts / segments Vintage (which year it was open) Format type Format evolution phases Location Type of city Type of traffic Others
  198. 198. 198 Mapping the areas for improvements – Comparison Metrics
  199. 199. 199 Just as a reminder you have 5 main areas around which you can compare yourself with competitors Size Profitability Pace of growth Cash generation Debt level  Revenues, market share, quantity sold  % EBITDA, % EBIT, ROA  Growth of revenues, growth of quantity sold, opened new stores  Cash to EBITDA ratio, Cash position, Net Debt  Debt to EBITDA ratio
  200. 200. 200 Let’s assume that you are a Retailer and you have 2 competitors. Let’s see what the comparison will tell us Size Profitability Pace of growth Cash generation Debt level  Revenues  % EBITDA  # of new stores  Cash to EBITDA ratio,  Inventory in DOS  Debt to EBITDA ratio You Competitor 1 Competitor 2  USD 2 000 M  8%  30  50%  140  5.5  USD 1 000 M  15%  10  55%  90  1  USD 3 000 M  12%  100  40%  120  2
  201. 201. 201 How to set priorities for improvements?
  202. 202. 202 First let’s look at the process of deciding which improvements to make Generate Ideas Rank & Select a few ideas Set-up teams to implement the ideas Supervise the teams Once the improvement is achieved pick next one  Have meetings with different groups and show them the areas for potential improvements  Generate ideas to improve those area with the groups  For every idea for improvements allocate sufficient resource (people and money)  In each and one of them there should be a person from your personal team  Every idea should have a supervisor it does not have to be you  Meet every 2 weeks with the team and the supervisor to see where you are with implementations  Separately, do a meeting with your man in the project every week  Use your personal team to evaluate the ideas and prepare ranking of those idea (potential, required resources, time required to implement them)  Meet with your Board and pick limited number of ideas for implementation  Always look at the bottlenecks. They will define how many and which project you can handle  Do only a limited number of ideas at the same time  Once the improvements is finished pick next one from the list
  203. 203. 203 As you can see you also have to set-up the pace at which you want to produce improvements Generate Ideas Rank & Select a few ideas Set-up teams to implement the ideas Supervise the teams Once the improvement is achieved pick next one 200 150 4 4 4
  204. 204. 204 Resources needed Impact SmallBig High Low  Things with big impact that require little work 1  Easy but with low impact 3  Things with big impact yet expensive, time consuming 2 No Once you know how many improvements you can do at the same time you have to decide which ones. For this I recommend the low hanging fruit frameworks
  205. 205. 205 How to deliver blitz improvements
  206. 206. 206 In order to deliver fast improvements it is good to follow some rules Focus Decision making on the team level 2 pizza team rule Keep more people than you need Decentralize supervision 80/20 rule Put sufficient resources Good enough now is better than perfect tomorrow Build-in flexibility in your firm Build the firm for speed and create sense of urgency
  207. 207. 207 Going back to our example it would mean that we would work on 4 things at any given moment Generate Ideas Rank & Select a few ideas Set-up teams to implement the ideas Supervise the teams Once the improvement is achieved pick next one 200 150 4 4 4  For every idea put no more than 6 people.  A person cannot be on more than 2 projects at the same time  You give them a sum of money they spend at their own discretion  Every team member spends at least 30% on the project  1-2 person should be devoted 100% of their time to the project  Every team is supervised by only 1 Board Member  Once the goal is achieved the team gets a new project or is disbanded and becomes part of other teams
  208. 208. 208 How to become a badass manager & CEO $190 $10 For more check my online course were you will find additional tips, materials that will help you make the transition to manager and later on CEO Click here to check my course
  209. 209. 209 Useful techniques for small improvements
  210. 210. 210 There are plenty of tools & techniques that will help you achieve constant improvements. Below some of the most useful ones Lean Manufacturing Theory of constraints Process analyses & improvements Lean Startup & Lean Analytics A/B Testing Automation Software Productivity Hacks
  211. 211. 211 Essential Lean Manufacturing for Management Consultants Practical guide how to cut costs presentation For more check my presentation
  212. 212. 212 Management Consulting Tools, Techniques and Frameworks A practical guide presentation For more check my presentation
  213. 213. 213 How to become world class analyst A practical guide presentation For more check my presentation
  214. 214. 214 How to 10x results?
  215. 215. 215 You should also make your team and the whole firm be open to ways to 10x your results. This requires totally different approach than just looking form small improvements Make the improvements 10x faster or 10x more Expand 10x faster Transform into much bigger market Disrupt Yourself Blue Ocean Strategy
  216. 216. 216 Why proper culture matters for improvements?
  217. 217. 217 This funny thing called culture is actually very important if you want to constantly improve the firm You cannot have procedures for everything You are not almighty and omnipresent A strong culture is durable Culture unleashes the potential of the whole organization It will help you use 100% of the potential in your people People will rotate less Common culture unifies the firm It is a magnet that will help you attract the best
  218. 218. 218 How to create proper culture
  219. 219. 219 Creating and maintaining the proper culture requires from you actions on 3 levels Define Values Create profiles of the ideal employees Create structure for cooperation Allocate time to teaching Teach Rotate people in the firm Provide opportunities for cross department work Assimilate the new people Control the flow of the new people
  220. 220. 220 How to become a badass manager & CEO $190 $10 For more check my online course were you will find additional tips, materials that will help you make the transition to manager and later on CEO Click here to check my course
  221. 221. 221 How to make your business strategically sustainable
  222. 222. 222 How to make your business strategically sustainable –Introduction
  223. 223. 223 As said in the previous section as a CEO you want to find ways to create the drive for constant improvement in the organization
  224. 224. 224 However, in the long-run this may be not sufficient. You have to make your business sustainable also in the long run. This is what we will explore in this section
  225. 225. 225 Balanced Scorecard SWOT Blue Ocean Competitive Advantage McKinsey 7S Matrix BCG Matrix Porter’s 5 forces Porter’s 5 forces Value Chain M&A Lean Manufacturing Canva Model Lean Startup Working Capital Optimization Low Cost Model Revenue streams Value Driver Tree Business Model Financial Model 3Cs The GE-McKinsey Nine-Box Matrix The three horizons of growth The strategic control map Jobs to be done Customer journey KPIs Lean Analytics Industry cost curveStrategic groups Lean Canva Lean Analytics Performance Improvement
  226. 226. 226 Do what you do but better Expand TransformGo niche Disrupt yourself
  227. 227. 227 Do what you do but better Expand TransformGo niche Penetrate existing markets / products Target new customers with existing products Enter new markets for existing products New products within old categories New products expanding brand Go up / down the value chain Capitalize on business assets M&A Improve processes Pricing Cross-selling Up-selling Sell non- core assets Operational Excellence Optimize Working Capital Renegotiate the deals Review what and why you buy Upstream niche Low cost player Blue Ocean Change the business model Build add-on business Build entirely new businesses Disrupt yourself Change the business model Intrapre- neurship M&A potential competitors Copy competitors that may disrupt you Sell some business units
  228. 228. 228 Do what you but better – Overview
  229. 229. 229 In business you have to make a lot of important decisions Quite often you are satisfied with the size of the business but you still want to somehow improve your business. You want to do the same things you are already doing but better
  230. 230. 230 Do what you do but better Expand TransformGo niche Disrupt yourself
  231. 231. 231 Do what you do but better Expand TransformGo niche Improve processes Pricing Cross-selling Up-selling Sell non- core assets Operational Excellence Optimize Working Capital Renegotiate the deals Review what and why you buy Disrupt yourself
  232. 232. 232 Check my online course to see 2 cases studies that will show you how to use this tool in practice Operational Excellence - Low cost carriers Sell non-core assets - cosmetics producer Click here to check my course
  233. 233. 233 Expand – Overview
  234. 234. 234 In business you have to make a lot of important decisions At some point what you have may not be enough. You will be tempted to develop, scale, expand your business
  235. 235. 235 Do what you do but better Expand TransformGo niche Disrupt yourself
  236. 236. 236 Do what you do but better Expand TransformGo niche Penetrate existing markets / products Target new customers with existing products Enter new markets for existing products New products within old categories New products expanding brand Go up / down the value chain Capitalize on business assets M&A Disrupt yourself
  237. 237. 237 Check my online course to see 2 cases studies that will show you how to use this tool in practice Expansion of fashion retailer into new countries Going up and down the value chain – Fitness & Zara Click here to check my course
  238. 238. 238 Go niche – Overview
  239. 239. 239 Do what you do but better Expand TransformGo niche Disrupt yourself
  240. 240. 240 Do what you do but better Expand TransformGo niche Upstream niche Low cost player Blue Ocean Disrupt yourself
  241. 241. 241 Going niche is a strategy that you can follow for 2 main reasons Move to a more defendable position where you have a better competitive advantage Create an insurance just in case your current business model will collapse
  242. 242. 242 If you consider going niche you have 3 options on the table Go up with the price Low-cost player Blue ocean
  243. 243. 243 This strategy can help you fight incumbent mainstream players. There are too big to go up with the price and too invested in current set-up to lower the price Growth rate Price level Mainstream player High Low 0 Luxury player Low cost players
  244. 244. 244 In the next lectures I will show you 3 examples of using the Blue Ocean Strategy Starbucks Citizen M Zappos
  245. 245. 245 Transform – Overview
  246. 246. 246 We have seen many businesses transforming drastically their business model. It resembles the transformation of a caterpillar into a butterfly
  247. 247. 247 Do what you do but better Expand TransformGo niche Disrupt yourself
  248. 248. 248 Do what you do but better Expand TransformGo niche Change the business model Build add-on business Build entirely new businesses Disrupt yourself Sell some business units
  249. 249. 249 My dear, here we must run as fast as we can, just to stay in place. And if you wish to go anywhere you must run twice as fast as that. Alice in the Wonderland
  250. 250. 250 A very good examples is Amazon that has drastically transformed its business Online book store Online store for many categories Content provider in all forms Online marketplace for many categories Integrated content producer and provider Online & offline marketplace Vertically integrated FMCG producer and a full marketplace
  251. 251. 251 In the next few lectures I will show you the transformation of the Netflix business model Key Partners Key activities Key resources Relationshi ps Channels Value proposition Customer segments Cost Structure Revenue structure Netflix business model transformation
  252. 252. 252 If you build an add-on business it means that you do not replace elements of the business model but rather add. Below the usual suspects – where most likely you would play with go add a new business Customer segment Revenue structure Channels Value Proposition – Product Key Partners esp. suppliers Totally different business model
  253. 253. 253 Disrupt yourself – Overview
  254. 254. 254 Do what you do but better Expand TransformGo niche Disrupt yourself
  255. 255. 255 If you have a nice cash generating business you are unfortunately running the risk of being disrupted by some new comer operating in different business model Taxi / Cabs Combustion car producers  Mailing the DVD  No late fees  Streaming  Better value proposition  Lower Price  No friction in usage  Totally new design from a scratch  Value proposition pretty close to the existing solutions  Emotional value appealing to certain segments  Self-driving feature  Software that helps you constantly improve the product  Infrastructure that supports electric cars How the businesses were disrupted?
  256. 256. 256 You can immune yourself against disruption by….disrupting yourself. This however may have dire consequences 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
  257. 257. 257 In short term you may be loosing a lot of money 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
  258. 258. 258 Once you find the new business model you not only gain what you have lost….. 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
  259. 259. 259 … but you also start taking more and more market share from competitors that did not adjust to new business model 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025
  260. 260. 260 Do what you do but better Expand TransformGo niche Disrupt yourself Change the business model Intrapre- neurship M&A potential competitors Copy competitors that may disrupt you
  261. 261. 261 In the next lectures I will show you 3 examples firms that were intentionally disrupting themselves M&A - Altassian M&A - Adobe Copying competitors – Lufthansa
  262. 262. 262 Which strategic direction you should chose?
  263. 263. 263 Do what you do but better Expand TransformGo niche Disrupt yourself
  264. 264. 264 Do what you do but better Expand TransformGo niche Penetrate existing markets / products Target new customers with existing products Enter new markets for existing products New products within old categories New products expanding brand Go up / down the value chain Capitalize on business assets M&A Improve processes Pricing Cross-selling Up-selling Sell non- core assets Operational Excellence Optimize Working Capital Renegotiate the deals Review what and why you buy Upstream niche Low cost player Blue Ocean Change the business model Build add-on business Build entirely new businesses Disrupt yourself Change the business model Intrapre- neurship M&A potential competitors Copy competitors that may disrupt you Sell some business units
  265. 265. 265 How to become a badass manager & CEO $190 $10 For more check my online course were you will find additional tips, materials that will help you make the transition to manager and later on CEO Click here to check my course
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