Uploaded byRick Rasmussen
6.1 company building
The document outlines a four-phase approach to company building, focusing on transitioning from customer discovery to establishing functional departments and a mission-driven culture. It emphasizes strategies for reaching mainstream customers, managing sales growth, and the characteristics of effective leadership throughout different company stages. Additionally, it highlights the importance of creating fast-response and leadership cultures within the organization for long-term sustainability.
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6.1 company building
- 1. Company Building Final ofthe Four Steps This presentation is made possible by the support of the American People through the United States Agency for International Development (USAID). The contents of this presentation are the sole responsibility of Rick Rasmussen and do not necessarily reflect the views of USAID or the United States Government.
- 2. Company Building Customer Discovery Customer Validation Customer Creation • It’s nowtime to build a mainstream customer base • Build the company’s organization and management • Transforming customer development team into functional organizations • Creating fast-response departments Company Building
- 3. The Company BuildingCycle Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture Phase 4 Build Fast-Response Departments Phase 1 Reach Mainstream Customers
- 4. Phase 1: ReachMainstream Customers Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture Phase 4 Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Turn earlyvangelists into mainstream customers • Manage Sales Growth by Market Type
- 5. Earlyvangelists MainstreamCustomers • Go-to-market strategy – – – – Do you need to educate the market? Adoption plan and costs How will competition respond? Positioning and branding? • What are your capital requirements? – What’s your cash flow / burn rate? – What’s your product lifecycle? – How quickly to hire?
- 6. Phase 2: ReviewManagement / Create Mission Culture Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture Phase 4 Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Board reviews the CEO and executive staff • Developing a Mission-centric organization and culture
- 7. CEO Characteristics byCompany Stage Entrepreneurial-Driven and Discovery Mission-Oriented Management Process-Managed Execution and Growth Personal Contribution Superstar Leader Manager of plans, goals, process and personnel Time Commitment 24/7 As needed Long-term 9 to 5 Planning Opportunistic and agile Mission and goal-driven Process- and goaldriven Process Hates and eliminates As needed, driven by mission Implements and uses Management Style Autocratic, start system Distributed to departments May be bureaucratic Span of Control Hands-on Mission-driven, synchronized Distributed down to the organizations Focus High and passionate vision Brings order out of chaos Mission Focuses on fast response Execution Focuses on repeatability
- 8. Mission Statement elements •Why your employees come to work • What they need to do all day • How they will know they have succeeded • Contribution to corporate profit goals • KPI – Key Performance Indicators
- 9. Phase 3: Transitionalto Functional Departments Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture • Tactical culmination of all Phase 4 the strategy Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Engineering, Marketing, Operations, Sales • All directly responsible and measurable
- 10. Crafting roles bydepartment Existing Sales • • Relentless execution Market Share Resegment • • Marketing • • Business Development • Create end-user demand and drive it into the sales channel Ensure channel has the tools • Build and deliver the “whole” product • • New Generate revenue from an existing market Identify and sell to “beachead” customers in the new market segment • Help sales generate revenue in existing market Create new segment from an existing market • Adopt a niche market or tipping point strategy Build and deliver “whole” product to differentiate company and product in new segment • Build “whole” product • Identify and sell to “beachhead” customers Sell to narrow market
- 11. Phase 4: BuildFast-Response Departments Phase 3 Transition to Functional Departments Phase 2 Review Management / Create Mission Culture • Implement Mission-centric Phase 4 Management Build Fast-Response Departments Phase 1 Reach Mainstream Customers • Create an “Information Culture” • Build a “Leadership Culture”
- 12. Mission Centric Management •Mission Intention • Employee Initiative • Mutual Trust and Communication • “Good Enough” Decision Making – Don’t worry about every last detail before pulling the trigger • Mission Synchronization
- 13. End Goals • Growthbeyond a startup into a sustainable company • Alignment between management style and company phase • Understand your product life cycle – Continue to set up new pods of innovation – Keep using startup methodologies to refresh the company • Congratulations on getting this far. • Keep it going! • Build a great company…!