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1. Business
Operations
Strategy Model
Your Company Name

2. Table of Contents
Business Operations Summary XX
Operational Highlights XX
Milestones Achieved XX
Company Objectives XX
Operational Challenges XX
Partnering & Alliance Challenges XX
Checklist for Effective Business Partnerships XX
Risk Associated With Strategic Alliances XX
Organizational / Operational Setup Challenges XX
Operational Setup-Risk & Mitigation XX
Customer Service Related Challenges XX
Business Risk Associated With Customer Service XX
Risk Mitigation Strategies For Customer Service XX
Current Sources of Revenue XX
Risk Associated With Sales & Marketing XX
Company Strategy XX
Product Roadmap XX
Changes in Competitive Roadmap XX
Key Performance Indicators XX
Financial Summary: Base vs Stretch Plan XX
New Customer Acquisition Cost XX
Customer Lifetime Value XX
Calculating Customer Lifetime Value (CLV) XX
Operating Plan XX
Hiring Plan XX
Risk Mitigation Strategies XX
Sales & Marketing Challenges XX
Potential Sources of Revenue XX
2
Title Slide No. Title Slide No.

3. 01
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Agenda 02
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Agenda
04
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Agenda
03
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Agenda
05
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Agenda
Our Agenda
3

4. 73%
Labor Utilization Rate-Ratio of billable
hours to actual working hours
60
Total Customer Complaint
10%
Rework Rate on the Job
12
Average Number Of Orders Per Customer
88%
Customer Retention Rate
7/10
Customer Satisfaction Score
29%
Net Operating Margin
78%
Productivity
Business Operations Summary Some general business
operations parameters to
determine performance
have been added in this
slide which can be
altered based on your
requirement
4

5. Operational Highlights- FY 18
Highlight 1
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Q2 FY18
Q3 FY18
Q1 FY18
Q4 FY18
5

6. Milestones Achieved (Option 1of 2)
2014
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2016
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2013
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2015
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2017
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7. Milestones Achieved (Option 2of 2)
7
Aug
FY17
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FY16
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May
FY14
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FY15
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8. Retain the current
customer base
Increase market
share by x%
Increasing
revenue/customer by x%
Closing X number
of sales by (date)
Decrease
operational expenses
Company Objectives These are some of the
common objectives
which are discussed
during the review
meetings and can be
altered as per user
requirements
8

9. Operational Challenges
Entering the market:
sales / marketing / PR
Customer care /
CRM
Organizational /
operations setup
Optimize
revenue sources
Partners
& alliances
Challenges
Customer Facing
Back Office
Challenges have been
divided in to two parts: 1.
Customer facing 2. back
office challenges which
are further classified in to
5 sub-categories
9

10. Partnering & Alliances – Execution Stages
Partner Strategy Execution
Key things to be kept in mind
while making this slide –
• Main outcomes desired
from the negotiation?
• What is our company’s
position? Partner
company’s position?
• Key points for each issue?
• Cost benefit analysis of this
partnership
Identify gaps Investigate Negotiate Contract Manage Exit
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10

11. Checklist Effective Business Partnerships
Voluntary Nature
The partners have clear and common
goals based on mutual benefits
Synergy
The value added by this partnership
should be greater than sum of
individual contributions
Common Interest
Directing resources & capabilities to
projects you consider as most important
Mutual Dependency
It arises by sharing risk, responsibilities,
resources, competencies & benefits
Complementary Support
Focus on your firm’s resources on what you do
best and tap to the resources of others for rest
Shared Core Competency
Develop a mechanism to leverage different types
of competencies, resources, & capabilities
Effective Communication
Communication at all levels should be regular,
open and transparent for effective decision
making & solving business problems
Respect & Trust
It is one of the most effective mechanism for
governing innovative business partnerships
11

12. Contribution Valuation
When your firms non-monetary contribution to the partnership will be undervalued by the
partner
Financial Viability
When Strategic partner experiences financial distress that limits its ability to meet your
firms requirement
Cost Renegotiation
When Strategic partner will take advantage of its position at a later date and seek
unexpected increase in the cost of raw materials
Quality Performance
When Strategic partner is unwilling to supply raw material according to firm’s quality
standards
Surge Capacity
When Strategic partner is unwilling to supply raw material in a timely manner to meet
unusually high, unexpected demand
Coordination
When there is fundamental misunderstanding of each other requirements due to
complexity associated with the task
Input Supply
When Strategic partner is unwilling to supply raw material in a timely manner to
meet the firm’s regular demand
Financial Commitment
When entering in to the partnership may expose the firm to credit risk
Business
Risk
Associated
With
customer
service
12

13. Organizational/Operational Setup Challenges
+ =
30%
Increase the machinery
production capacity
40%
Increase the labor
workforce
XX%
Which will eventually result in
increase in production
This example has been
taken for a
manufacturing industry
where the production
needs to be increased
13

14. Operational Setup-Risk & Mitigation
Risk
✓ Without proper planning &
organizing restructuring,
hiring more workforce will
increase the fixed cost of the
company
✓ Company might invest in
Fixed Assets & increase the
production capacity but later
they might face deficit in the
in-hand orders & the
investment might turn out to
be bad one
Risk
Mitigation
✓ Company first needs to have
proper allocation &
optimization of resources in
place, after which
consideration should be given
to hire more employees
✓ A proper due-diligence
needs to be conducted
since investment in fixed
assets is a part of long
term strategy.
Risk and Risk Mitigation
Strategies for a
manufacturing company
has been taken as an
example in this slide
14

15. Customer Service Related Challenges
15
Cash Flow
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Comments
Computer/
Telephone User
Interface (CTI)
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Work Flow
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Comments
Call
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Scripts
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Sales &
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Strategies
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Less
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Resources
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16. Business Risk Associated With Customer Service
✓ Lack of true integration of SCM and CRM systems
✓ New methods to improve customer service & reduce
related costs are not utilized
✓ Lack of visibility of the order status along the whole supply
chain
✓ Inability to respond to market demands caused by lack of
integration among order-entry systems or due to
infrastructure
✓ Inadequate staffing provides for an overloaded workforce
where responses to inquiries may be unacceptably delayed
or never answered at all
✓ Inefficient routing protocols send voice calls and emails to
useless contact details where they are never retrieved or
responded to
✓ Web pages are static (not constantly updated), thus they do
not respond to customer needs and demands
16

17. Risk Mitigation Strategies For Customer Service
17
Take Action
You can follow up with every
customer or, at the very least, a
random sampling of customers
& ask them if all is well
Recognize an
Unhappy Customer
Empower employees to take
steps necessary to make
problems right. Have a clear
line of communication they
can follow when they need
help from a manager
Make sure customers understand
the steps you’re taking to fix a
situation. Update customers
often, even if the status remains
unchanged
Keep Customers in
the Loop
Seek out customer feedback
through surveys and via online
searches. Respond to complaints
made online so others can see
that you care about the problems
Use Customer Feedback
to Your Advantage
Throwing in a little extra every now
& then is a strong builder of good
will. You might waive a late fee or
throw in a free month of service.
There need not necessarily be a
complaint first
Empower Employees to
Make Nice Gestures
The loudest complainers are
probably complaining loudly to
others, as well. These customers
need a little extra care to show
them that you hear them & care
about their problems
Grease the Squeaky
Wheels
Some general
challenges have been
considered which are
faced in day-to-day
operations during
customer related
service

18. Current Sources of Revenue
0 10 20 30 40 50 60 70
FY 12
FY 13
FY 14
FY 15
FY 16
FY 17Other grants
Local sales
Others
Revenue support grant
Retained income
Council tax
18

19. 19
Coffee
BreakLet’s Start again in 30 Minutes

20. Potential Sources of Revenue
Social Security
Government
(Fees & Grants)
Others
Private Sources
(Contributions & Grants)
Private Sources
(Fees & Services)
10%
10%
10%
25%
45%
20

21. Salespeople
Reporting False
or Misleading
Information to
Sales
Management
Sales Reps
Short on Sales
Skills
Risk of
Duplication
Theft , Pilferage
and Damage may
take place during
transportation
and storage
No Reliable
Automatic Way
to Track Sales
Salespeople Not
Reporting
Crucial
Information
Sales & Marketing Challenges
Some common
challenges faced
during sales and
marketing
21

22. Risk Associated With Sales & Marketing
Tactical Risk
Choosing the wrong
business strategy
Ethical Risk
Executing the right strategy
in the wrong way
Strategic Risk
With the explosion of data, quality
cannot keep pace, and uncontrolled
data will lead to a major backfire
Information Risk
The most corrosive business
calamity to shareholder value
Sales &
Marketing
22

23. Company
Strategy
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23

24. Product Roadmap: Product Launch Deliverables-1
2013 2014 2015 2016 2017
Product launch
deliverables
01
Product launch
deliverables
02 Product launch
deliverables
03
Product launch
deliverables
04
Product launch
deliverables
05
25%
45%
60%
75%
90%
24

25. Product Roadmap: Product Launch Deliverables-2
EndStart 2014 2016 20172015
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Phase 1
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Phase 4
25

26. Product Roadmap : Product Launch Deliverables
Product
Family
2014 2015 2016 2017
Product 01
Product 02
Product 03
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
26

27. Product Roadmap
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27

28. Changes In Competitive Environment
9
8
5
7
0 2 4 6 8 10 12 14 16 18
Engagement
Brand 1
Brand 2
Brand 3
Brand 4
Weekly
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Monthly
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28

29. Changes In Competitive Environment
Competitive
Landscape
Brand 1 Brand 2 Brand 3 Brand 4
Competitive 1
Competitive 2
Competitive 3
Competitive 4
Competitive 5
Competitive 6
29

30. Key Performance Indicators Template-1 of 2
Day sales outstanding
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Cost of goods sold
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Net promoter score
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Customer retention rate
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% Sales lost to active customers
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30

31. Key Performance Indicators Template-2 of 2
31
Area of focus # 1
01 Objective
02 Measures
03 Targets
04 Invites
30%10% 70% 90%
Area of focus # 2
01 Objective
02 Measures
03 Targets
04 Invites
Area of focus # 3
01 Objective
02 Measures
03 Targets
04 Invites
Area of focus # 4
01 Objective
02 Measures
03 Targets
04 Invites

32. Financials Summary: Base Plan VS Stretch Plan
Financial Summary Base Plan Stretch Plan Comments
KPI1
KPI2
KPI3
Revenue
Cost of sales
Gross profit
Customer acquisition cost
Other operating cost expense
Operating profit
Change in cash
Ending cash
Employees(FTES)
32

33. Financials: Base Plan
Financial Summary Q1 17 Q2 17 Q3 17 Q4 17
KPI1
KPI2
KPI3
Revenue
Cost of sales
Gross profit
Customer acquisition cost
Other operating cost expense
Operating profit
Change in cash
Ending cash
Employees(FTES)
33

34. Financials: Stretch Plan
Financial Summary Q1 17 Q2 17 Q3 17 Q4 17
KPI1
KPI2
KPI3
Revenue
Cost of sales
Gross profit
Customer acquisition cost
Other operating cost expense
Operating profit
Change in cash
Ending cash
Employees(FTES)
34

35. New Customer Acquisition Cost
Visitors
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Leads
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Customers
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COST PER CUSTOMER IS
$250.00
x100
$2,000
x20
x8
$2.00
35

36. Customer Lifetime Value (CLV)
Inactive Nonprofit Able
Customer
20%
Active Profitable
Customers
60%
Very Active Very
Profitable Customers
20%
Lifetime Value = (Average Order Value) X (Number Of Repeat Sales) X (Average Retention Time)
LOW
CLV
HIGH
CLV
MEDIUM
CLV
0
2
4
6
8
10
Numberofcustomers
36

37. Calculating Customer Lifetime Value (CLV)
Complete CLV Year 0 1 2 3 4
Average acquisition cost 500 500 1,000 1,500 2,000
Average customer revenue - 300 600 900 1,200
Average customer costs - 290 ??? 255 ???
Average customer profit - 100% 60% 65% 70%
Customer retention rate - ??? 365 32% ???
Cumulative retention rate - ??? 785 ??? 1,211
Likely customer profit - 1.10 ??? ??? ???
Discount rate - ??? 457 784 546
CLV – per year 1 ??? 325 152 451
Cumulative CLV ??? 500 1,000 1,500 2,000
37

38. Operating Plan
Priority Actions
Priority
Actions #1:
Priority
Actions #2:
Priority
Actions #3:
What System Support/ Resources? Text Here Text Here -
Who Responsible? - - Text Here
When Done? - Text Here Text Here
How To Measure? Text Here - -
Annual Status Text Here - Text Here
38

39. 30 30 20 25
10
35 30
25 20
20
40 45
40 30
25
45 35
30
25
20
50 60
45
35
40
70
45
40
45
36
0
50
100
150
200
250
300
Q1 Q2 Q3 Q4 Q1
Engineering
Sales
Marketing
Product
Support
Finance
2017 2018
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40. Objectives Employees JAN /30 FEB/15 MAR/10 MAY/25
Objective 01
Objective 02
Objective 03
Objective 04
Objective 05
Jack Hill
Designation
Rose Albert
Designation
Anita Smith
Designation
Miller Bails
Designation
John Finder
Designation
Team Goals (Template 1 of 2)
40

41. Team Goals (Template 2 of 2)
Team Q1 17 Q2 17 Q3 17 Q4 17
Engineering - Text Text Text
Product Text Text - Text
Marketing Text - - -
Sales - - Text -
Support Text - - -
Finance/Admin - Text Text Text
41

42. Risk Mitigation Strategies
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Risk
Strategies
42

43. Icons For Business Operations Strategy Model
43

44. Additional
Slides

45. Our Mission & Vision
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Vision
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Mission
45

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Target Audiences
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Preferred by Many
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Values Client
01
02
03
About Us
46

47. Meet Our Team
CEO & Founder
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John Hill
Finance Manager
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Julie Parker
Accountant
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Lee Hester
Designer
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Miller Bails
47

48. Our Main Goal
Goal 01
Goal 02
Goal 03
Goal 04
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48

49. Comparison
2015 2016 2017
Female 30% 40% 60%
Male 70% 60% 40%
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60%
40%
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50. Our Target
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51. 51
Minimum
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Monthly
Medium
$25This slide is 100% editable. Adapt
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Monthly
Maximum
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Monthly
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52. Quotes
52
The value of an
IDEA LIES IN
the using of it.”
Thomas Edison
MOTIVATION is
man your
DREAMS put on
work clothes.
Benjamin Franklin George .W. Bush
I’m
CONSERVATIVE,
but I’m not a nut
about it.

53. Dashboard0
100
50
Low
Medium
High
30%
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Low
50%
0
100
50
Low
Medium
High
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Medium
90%
0
100
50
Low
Medium
High
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High
53

54. Location
Russia
Australia
Brazil
Facebook
Google
Twitter
80%
60%
40%
Male-1.54k
Female-1.56k
54

55. Timeline
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2014 2016
2013 2015 2017
55

56. NEWS PAPER
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Project 02
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Project 01
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56

57. Venn
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58. Lego
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01
02
03
04
58

59. Silhouettes
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01
02
03
04
05
59

60. 01 02
04 03
Important
Notes
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60

61. 61
High Low
HighLow
Question mark
Cash cow
Star
Dog
Matrix
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62. 62
Puzzle
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01
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04

63. Mind Map
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63

64. Hierarchy Chart
Chief Executive General Manager
Marketing Manager
Head of Designer
Finance Manager
Design & Development
Social Marketing Team
64

65. 65
Magnifying
Glass
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66. Funnel
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01
02
03
04
66

67. Our
Charts &
Graphs
67

68. 90
80
70
60
50
40
30
85
82
69
62
44
50
40
0
20
40
60
80
100
120
140
160
180
200
Jan Feb Mar Apr May Jun Jul
SalesInThousands
Sales In 2016
Product 01
Product 02
Column Chart
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68

69. Bar Graph
40
0 10 20 30 40 50
Q 1
Q 2
Q 3
Q 4
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69

70. Line Chart
5
20
10
25
21
45
0
10
5
10
8
9
0
10
20
30
40
50
60
FY 01 FY 02 FY 03 FY 04 FY 05 FY 06
Product 01
Product 02
70

71. Scatter Chart
5
20
10 9
35
10
35
30
50
0
10
20
30
40
50
60
0 5 10 15 20 25 30 35 40 45 50
InPercentage
Dollars (in Billions)
50%
71

72. 72
0
10
20
30
40
50
60
70
80
90
100
FY 12FY 11FY 10FY 09FY 08FY 07FY 06FY 05FY 04FY 03FY 02FY 01
InPercentage
100%
Area Chart
Product 01
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Product 02
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73. 73
0
5
10
15
20
25
30
35
02-05-2017
07-05-2017
12-05-2017
16-05-2017
22-05-2017
12-05-2017
Radar Chart
Product 01
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Product 02
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74. Product 01
Product 02
Product 05
Product 03
Product 04
Donut Pie Chart
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74

75. Combo Chart
0
1
2
3
4
5
6
7
8
9
10
0
10
20
30
40
50
60
70
80
90
100
FY 01 FY 02 FY 03 FY 04 FY 05 FY 06 FY 07 FY 08
GrowthRate(%)
MarketSize(RMB100Million)
In Years
Product 01
Product 02
Product 03
75

76. Thank
You
Address
# street number, city, state
Contact Numbers:
0123456789
Email Address:
emailaddress123@gmail.com