Having a well thought out strategy and business plan can be the difference between success and failure for any start-up. Make sure you don't fly blind into the dark abyss of failure. Do your homework and start your business right. Even if you're beyond the start-up stage, you need a plan.
The document outlines an agenda for developing an effective product business case. It discusses the importance of justifying new product investments through a business case that articulates market research findings, quantifies risks, and provides a financial model. An ideal business case addresses upside and downside potential, is well-researched and conservative, and answers questions about needs, customers, alternatives, success measurement, and resources. It includes elements such as objectives, market analysis, customer profiles, development plans, and financial projections. An effective business case is used to gain commitment, resources, and guidance throughout the product development process.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
Transforming the Boardrooms "Boardroom Effectiveness"SAROJ BEHERA
Problems with Governance:
‘box ticking’ v. thinking
Structure v. behaviour
Avoiding risks v. creating opportunities
Developing policies, etc. v. implementation
Evidence about link between ‘Governance’ and performance:
Problem of ‘association’ v. ‘cause & effect’
Is association because ‘effective’ boards and management teams endeavour to follow ‘governance’, HRD, etc ‘best practice’?
Importance of the chairman of the board
Overview of presentation:
Differing approaches of the best run and OK companies
Creating a winning board and building a competitive company
Developing winning people – enabling them to live the values
Improving board effectiveness – Being World Class
The document discusses the concept of "point of view selling" which involves starting customer relationships by developing compelling ideas and thought leadership to address their business challenges rather than just pitching solutions. It involves four stages: 1) developing a point of view based on insights into customer opportunities/problems, 2) provoking interest in that point of view, 3) identifying other opportunities, and 4) delivering solutions and realizing value. Companies that have successfully used this approach include IBM and GE Healthcare.
The document proposes holding a 1-day strategic creativity workshop for portfolio companies using the KAI method. The workshop would help companies generate at least 20 strategic business ideas each to overcome hurdles to growth. Management teams would learn patterns of strategic success and receive a playbook to guide future strategy decisions and rapid responses to competition. The KAI method consultants would facilitate the workshop and help prioritize strategic options for companies to pursue.
World Leader in Performance Excellence
BMGI’s Business Excellence Roadmap provides a recommended engagement roadmap for organizations seeking to implement a business excellence program. It discusses business excellence and its benefits, including improved business performance, profitability, and competitive advantage. The roadmap includes assessments, quick win actions, an implementation plan, and establishing governance structures to ensure successful transformation.
The document outlines an agenda for developing an effective product business case. It discusses the importance of justifying new product investments through a business case that articulates market research findings, quantifies risks, and provides a financial model. An ideal business case addresses upside and downside potential, is well-researched and conservative, and answers questions about needs, customers, alternatives, success measurement, and resources. It includes elements such as objectives, market analysis, customer profiles, development plans, and financial projections. An effective business case is used to gain commitment, resources, and guidance throughout the product development process.
The document discusses entrepreneurship and intrapreneurship. It describes why people become entrepreneurs, including for challenges, profit potential, and independence. It identifies important skills for entrepreneurs like innovation, management skills, and networks. It also discusses assessing opportunities, common causes of success and failure, management challenges, and improving odds of success through business planning. It describes how large companies can foster intrapreneurship through initiatives like skunkworks projects.
This white paper discusses why small businesses are experiencing a decline in lead volume and quality, and acts as a step-by-step guide for lead generation in "the new normal".
Transforming the Boardrooms "Boardroom Effectiveness"SAROJ BEHERA
Problems with Governance:
‘box ticking’ v. thinking
Structure v. behaviour
Avoiding risks v. creating opportunities
Developing policies, etc. v. implementation
Evidence about link between ‘Governance’ and performance:
Problem of ‘association’ v. ‘cause & effect’
Is association because ‘effective’ boards and management teams endeavour to follow ‘governance’, HRD, etc ‘best practice’?
Importance of the chairman of the board
Overview of presentation:
Differing approaches of the best run and OK companies
Creating a winning board and building a competitive company
Developing winning people – enabling them to live the values
Improving board effectiveness – Being World Class
The document discusses the concept of "point of view selling" which involves starting customer relationships by developing compelling ideas and thought leadership to address their business challenges rather than just pitching solutions. It involves four stages: 1) developing a point of view based on insights into customer opportunities/problems, 2) provoking interest in that point of view, 3) identifying other opportunities, and 4) delivering solutions and realizing value. Companies that have successfully used this approach include IBM and GE Healthcare.
The document proposes holding a 1-day strategic creativity workshop for portfolio companies using the KAI method. The workshop would help companies generate at least 20 strategic business ideas each to overcome hurdles to growth. Management teams would learn patterns of strategic success and receive a playbook to guide future strategy decisions and rapid responses to competition. The KAI method consultants would facilitate the workshop and help prioritize strategic options for companies to pursue.
World Leader in Performance Excellence
BMGI’s Business Excellence Roadmap provides a recommended engagement roadmap for organizations seeking to implement a business excellence program. It discusses business excellence and its benefits, including improved business performance, profitability, and competitive advantage. The roadmap includes assessments, quick win actions, an implementation plan, and establishing governance structures to ensure successful transformation.
The document discusses business model innovation and creating growth through innovative business models. It argues that while short-term competitive advantage comes from exploiting existing business models, long-term success requires exploring new sources of growth and fresh approaches. The article explores how innovative business models are linked to creating value for customers, defines opportunities for growth, and presents key success factors for leveraging the potential of business model innovation. It emphasizes that delighting customers should be at the heart of every business.
If people aren’t telling you that your idea is crazy, then it is likely not a very big idea.” Francis Ford Coppolla
This DCA six-step process helps businesses differentiate in crowded markets and positions them for successful implementation of innovation.
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
This document provides an overview for writing a business plan for an innovation business competing in an intellectual property-based business plan competition. It discusses key topics to cover such as the business idea, product description, market analysis, marketing plan, financial plan, and risks. Business plan structures and outlines are presented, along with tips for the executive summary, presentation, and appendices. The goal is to help entrepreneurs develop a comprehensive yet concise plan that clearly communicates their innovative business concept.
The document summarizes key findings from the book "In Search of Excellence" by Tom Peters and Robert H Waterman Jr. It discusses eight attributes of excellent companies identified in the research: a bias for action, being close to customers, autonomy and entrepreneurship, productivity through people, being hands-on and value-driven, sticking to the core business, keeping an organization simple with lean staff, and maintaining simultaneous loose-tight properties. It provides examples and mechanisms used by top companies to demonstrate these attributes.
1) The document discusses the strategy of ideas-based selling, which involves initiating discussions with customers about business ideas to solve problems rather than traditionally proposing solutions.
2) Ideas-based selling focuses on understanding how customers make decisions and guiding their thinking by discussing relevant business opportunities and visions for the future.
3) Research found that decision-makers prioritize resources that understand their industry and business over low-cost solutions when choosing who can help address issues.
Our distinctive method called Krisalis' Business Model will empower you to visualize your business systemically … understanding your business components and the inter-connection between the components.
You can aim for distinctiveness in making use of the components and exploit opportunities. That will give you a competitive edge!
That’s growing strategically!
Gauging the growth stage enterprise software business litwiller - july 2012Dave Litwiller
Functional dashboard of select measures which empirically provides strong indication of future growth and performance
Profiles whether an enterprise software producer is likely in, and to remain in, the top quintile of its peer group as it moves through the band from $10 million in annual sales to over $30 million (typically, from 40 to 100 employees and beyond)
For successful innovation its important to first identify opportunities to innovate. If that's not done properly, whatever efforts one might put will not yield any results. The presentation gives insight into how to find innovation opportunities at customer interface and across the value chain.
Connect : prashantj@bmgindia.com in case you want this presentation
The document summarizes research findings on how business leaders use design and the benefits they gain. Key findings include:
1) Design is most effective when customer-centered and focused on solving customer problems.
2) Design has the greatest impact when culturally embedded in an organization, with support from senior management.
3) Design can add value to any organization, regardless of size or industry, by driving innovation, differentiation, and strengthening brands.
Align Enterprise Buying to Selling ProcessSwayne Hill
This presentation is a simple step-by-step guide for defining and documenting an enterprise selling process that aligns well to the customer's buying process - visit http://DataDrivenSalesManagement.com for more discussion on this content.
The Government Technology & Services Coalition (GTSC) and its Emerging Small Business Group on December 16 hosted a session for small companies to learn about business development in the Federal sector. Our presenter, Tony Sacco was Vice President of SAIC and has over 40 years of experience in business development, IT systems development, integration and operations. Topics included:
>>Introduction to the BD lifecycle from a small business perspective
>>Challenges and opportunities in each phase
>>Strategies and techniques to be successful at BD
About the GTSC Emerging Small Business Group
The Emerging Small Business Group is open to GTSC members with revenue <$2.5 million. It will focus on understanding the numerous challenges of starting/growing a small business in the Federal space and marshaling GTSC’s vast resources of peers, owners, mentors, subject matter experts and online virtual tools to provide our emerging small business members the knowledge and techniques they need to meet the challenges of growing a business.
Chair: Elaine Kapetanakis, CEO, Kapstone Technologies
This document provides details on a proposal for a design thinking engagement. It outlines two engagement options, with Option 1 being a 3-day design thinking workshop for INR 10 lakhs, and Option 2 being a more comprehensive engagement involving 3 workshops over 12 weeks for INR 40 lakhs. The document discusses BMGI's design thinking methodology, roles and responsibilities, investment details, and terms and conditions.
Isnt it funny how you take your core business for granted. Having pioneered the approach since 2006, the icebreaker executive approach to the governance, resourcing, ROI measurement and delivery of interim management is still streets ahead of the competition :)
On this basis whilst we don't search awards out or put ourselves forwards - maybe its no wonder our highly trained team win awards every year?
If you have an intransigent business challenge you are looking to permanently resolve and along the way transform your teams capability - do call. we'd would love to hear from you.
A summary of the approach is below
best Tom
tom.pickering@icebreakerexecutive.com
Identifying how and where information technology can assist with improving an organisation's performance. Including statistics from IBM's latest Global CIO survey
Business planning basics for hm educators pwpaadamsholistic
Cindy Dvergsten led a discussion on business planning for holistic management certified educators. She reviewed the key components and purpose of an effective business plan, including feasibility studies, financial statements, and considerations for financing and profitability. The presentation provided an overview of why planning is important, the basic business planning cycle and outline, and factors to consider in feasibility analyses. Financial statements like income statements, balance sheets, and cash flow projections were also examined. The discussion concluded with sharing experiences with business planning and how holistic management contributes to the process.
This document provides an overview of how to build an M&A strategy, outlining a 6-step process: 1) determine business plan drivers, 2) acquisition financing constraints, 3) develop an acquisition candidate list, 4) build preliminary valuation models, 5) rate and rank acquisition candidates, and 6) review and approve the strategy with key stakeholders. The goal is to translate a company's strategic business plan into a prioritized list of target acquisitions by evaluating how deals fit financing constraints and impact business objectives. Preliminary models estimate acquisition costs and returns to facilitate strategy development and approval.
Robin Ray-Howett is the CTO of ReThink. The document discusses how businesses can balance focusing on reducing costs, improving productivity, and increasing flexibility while also nurturing identity, creating the future, and managing the business. It emphasizes embracing creative leadership, driving serial mastery, and extending peripheral vision to create the space for change.
Swott analysis and smart goals for NAWBO mentoringNancy Sanders
The document discusses using a SWOTT analysis and SMART goals for business planning, where SWOTT stands for strengths, weaknesses, opportunities, threats, and trends. It provides examples of factors to consider for each element of a SWOTT analysis and explains how to create SMART goals that are specific, measurable, attainable, relevant, and timely. The document emphasizes setting goals, strategies, and action steps and being accountable to achieve business objectives.
The document discusses business model innovation and creating growth through innovative business models. It argues that while short-term competitive advantage comes from exploiting existing business models, long-term success requires exploring new sources of growth and fresh approaches. The article explores how innovative business models are linked to creating value for customers, defines opportunities for growth, and presents key success factors for leveraging the potential of business model innovation. It emphasizes that delighting customers should be at the heart of every business.
If people aren’t telling you that your idea is crazy, then it is likely not a very big idea.” Francis Ford Coppolla
This DCA six-step process helps businesses differentiate in crowded markets and positions them for successful implementation of innovation.
Cegos Benchmark For Effective Kam In The 21st Century D Fleiter 2011 07 23DieterFleiter
This document discusses effective key account management strategies for the 21st century. It outlines 12 key elements: 1) clear account selection criteria and de-selection rules, 2) account strategies driven by corporate strategy, 3) clear competitive strategies, 4) senior management attention, 5) multidisciplinary teams, 6) high calibre account managers, 7) adding measurable value, 8) cost reduction focus, 9) simple performance measures, 10) defined roles and incentives, 11) enhanced knowledge, and 12) short action plans and reviews. Companies that implement these elements achieve better returns than those who do not follow a strategic approach to key account management.
This document provides an overview for writing a business plan for an innovation business competing in an intellectual property-based business plan competition. It discusses key topics to cover such as the business idea, product description, market analysis, marketing plan, financial plan, and risks. Business plan structures and outlines are presented, along with tips for the executive summary, presentation, and appendices. The goal is to help entrepreneurs develop a comprehensive yet concise plan that clearly communicates their innovative business concept.
The document summarizes key findings from the book "In Search of Excellence" by Tom Peters and Robert H Waterman Jr. It discusses eight attributes of excellent companies identified in the research: a bias for action, being close to customers, autonomy and entrepreneurship, productivity through people, being hands-on and value-driven, sticking to the core business, keeping an organization simple with lean staff, and maintaining simultaneous loose-tight properties. It provides examples and mechanisms used by top companies to demonstrate these attributes.
1) The document discusses the strategy of ideas-based selling, which involves initiating discussions with customers about business ideas to solve problems rather than traditionally proposing solutions.
2) Ideas-based selling focuses on understanding how customers make decisions and guiding their thinking by discussing relevant business opportunities and visions for the future.
3) Research found that decision-makers prioritize resources that understand their industry and business over low-cost solutions when choosing who can help address issues.
Our distinctive method called Krisalis' Business Model will empower you to visualize your business systemically … understanding your business components and the inter-connection between the components.
You can aim for distinctiveness in making use of the components and exploit opportunities. That will give you a competitive edge!
That’s growing strategically!
Gauging the growth stage enterprise software business litwiller - july 2012Dave Litwiller
Functional dashboard of select measures which empirically provides strong indication of future growth and performance
Profiles whether an enterprise software producer is likely in, and to remain in, the top quintile of its peer group as it moves through the band from $10 million in annual sales to over $30 million (typically, from 40 to 100 employees and beyond)
For successful innovation its important to first identify opportunities to innovate. If that's not done properly, whatever efforts one might put will not yield any results. The presentation gives insight into how to find innovation opportunities at customer interface and across the value chain.
Connect : prashantj@bmgindia.com in case you want this presentation
The document summarizes research findings on how business leaders use design and the benefits they gain. Key findings include:
1) Design is most effective when customer-centered and focused on solving customer problems.
2) Design has the greatest impact when culturally embedded in an organization, with support from senior management.
3) Design can add value to any organization, regardless of size or industry, by driving innovation, differentiation, and strengthening brands.
Align Enterprise Buying to Selling ProcessSwayne Hill
This presentation is a simple step-by-step guide for defining and documenting an enterprise selling process that aligns well to the customer's buying process - visit http://DataDrivenSalesManagement.com for more discussion on this content.
The Government Technology & Services Coalition (GTSC) and its Emerging Small Business Group on December 16 hosted a session for small companies to learn about business development in the Federal sector. Our presenter, Tony Sacco was Vice President of SAIC and has over 40 years of experience in business development, IT systems development, integration and operations. Topics included:
>>Introduction to the BD lifecycle from a small business perspective
>>Challenges and opportunities in each phase
>>Strategies and techniques to be successful at BD
About the GTSC Emerging Small Business Group
The Emerging Small Business Group is open to GTSC members with revenue <$2.5 million. It will focus on understanding the numerous challenges of starting/growing a small business in the Federal space and marshaling GTSC’s vast resources of peers, owners, mentors, subject matter experts and online virtual tools to provide our emerging small business members the knowledge and techniques they need to meet the challenges of growing a business.
Chair: Elaine Kapetanakis, CEO, Kapstone Technologies
This document provides details on a proposal for a design thinking engagement. It outlines two engagement options, with Option 1 being a 3-day design thinking workshop for INR 10 lakhs, and Option 2 being a more comprehensive engagement involving 3 workshops over 12 weeks for INR 40 lakhs. The document discusses BMGI's design thinking methodology, roles and responsibilities, investment details, and terms and conditions.
Isnt it funny how you take your core business for granted. Having pioneered the approach since 2006, the icebreaker executive approach to the governance, resourcing, ROI measurement and delivery of interim management is still streets ahead of the competition :)
On this basis whilst we don't search awards out or put ourselves forwards - maybe its no wonder our highly trained team win awards every year?
If you have an intransigent business challenge you are looking to permanently resolve and along the way transform your teams capability - do call. we'd would love to hear from you.
A summary of the approach is below
best Tom
tom.pickering@icebreakerexecutive.com
Identifying how and where information technology can assist with improving an organisation's performance. Including statistics from IBM's latest Global CIO survey
Business planning basics for hm educators pwpaadamsholistic
Cindy Dvergsten led a discussion on business planning for holistic management certified educators. She reviewed the key components and purpose of an effective business plan, including feasibility studies, financial statements, and considerations for financing and profitability. The presentation provided an overview of why planning is important, the basic business planning cycle and outline, and factors to consider in feasibility analyses. Financial statements like income statements, balance sheets, and cash flow projections were also examined. The discussion concluded with sharing experiences with business planning and how holistic management contributes to the process.
This document provides an overview of how to build an M&A strategy, outlining a 6-step process: 1) determine business plan drivers, 2) acquisition financing constraints, 3) develop an acquisition candidate list, 4) build preliminary valuation models, 5) rate and rank acquisition candidates, and 6) review and approve the strategy with key stakeholders. The goal is to translate a company's strategic business plan into a prioritized list of target acquisitions by evaluating how deals fit financing constraints and impact business objectives. Preliminary models estimate acquisition costs and returns to facilitate strategy development and approval.
Robin Ray-Howett is the CTO of ReThink. The document discusses how businesses can balance focusing on reducing costs, improving productivity, and increasing flexibility while also nurturing identity, creating the future, and managing the business. It emphasizes embracing creative leadership, driving serial mastery, and extending peripheral vision to create the space for change.
Swott analysis and smart goals for NAWBO mentoringNancy Sanders
The document discusses using a SWOTT analysis and SMART goals for business planning, where SWOTT stands for strengths, weaknesses, opportunities, threats, and trends. It provides examples of factors to consider for each element of a SWOTT analysis and explains how to create SMART goals that are specific, measurable, attainable, relevant, and timely. The document emphasizes setting goals, strategies, and action steps and being accountable to achieve business objectives.
In an era of Big Data organizations are looking to use analytic insight to improve
their business. Rapidly changing competitive landscapes and the need to evaluate and
adopt new business models is pushing organizations to become more adaptive. How
can these imperatives be reflected in the way we build systems? In response to these imperatives, organizations are increasingly buying or building a new class of systems - Decision Management Systems. Decision Management Systems leverage the growing power of predictive analytics to create agile, analytic and adaptive processes and systems.
The document discusses an upcoming social business bootcamp session. It will cover topics like what social business is, building the foundation for social business, defining success, building a strategy, and realizing value. The bootcamp will take place over 3-4 weeks to help participants develop a long-term social business roadmap. The session will also address functionality prioritization, stakeholder engagement, and sustaining a social strategy over time.
Strategic Management: Ch 1 IntroductionTriune Global
This document provides an overview of strategic management concepts and examples from McDonald's and American General (now Trane). It discusses McDonald's expansion in China and plans to reduce trans fats. It outlines American General splitting into three businesses and renaming itself Trane. It then defines strategic management, discusses its three stages of formulation, implementation and evaluation, and provides key terms like competitive advantage, strategists, and vision and mission statements.
This document discusses how to create an effective marketing measurement strategy. It recommends understanding why marketers are often data rich but insight poor, selecting objectives that are doable, understandable, manageable and beneficial, using appropriate key performance indicators, understanding the organization's analytics sophistication, effectively presenting findings to stakeholders, and implementing a measurement framework with business objectives, goals, KPIs, targets and segments. The overall goal is to provide a framework that drives insights to improve the online customer experience and business outcomes.
ITSMA Recognizes Best in Class Marketing Programs with its 2012 Marketing Excellence Awards
BT, Capgemini, Cisco, Dell, Deloitte, DocuSign, IBM, Infosys, Microsoft, Optum, and Tata Consultancy Services are recognized as B2B Marketing Leaders across six categories.
An international jury of marketing executives and experts selected the winners based on excellence in situation analysis, innovation, program execution, and business results. The awards honor excellence at two levels: diamond and gold.
The document provides tips for getting the most results from a trade show experience. It recommends qualifying leads by developing criteria for determining interested prospects versus casual visitors. Pre-show planning includes determining goals, marketing initiatives, and qualifying questions. At the show, the tips are to qualify leads, take photos/videos, and use lead retrieval tools. Post-show follow up is critical, with a follow up plan for each lead category and a sample monthly follow up schedule. New tools like CRM systems, surveys, iPad apps, and business card scanners can help as well. The key is to think of qualification and quality over quantity of leads.
The document provides information and templates for managing organizational change. It discusses change enablement as the process of changing individual behaviors to increase readiness for process, technology, or organizational changes. It outlines a change strategy with components to plan for change, discover impact and barriers, and build communication, training, and action plans. Templates include defining success metrics, managing expectations at 30, 90, 180, and 365 days, and addressing the four fundamental needs of knowledge, motivation, structure, and skills to drive successful change.
Writing a business plan (update 20170328)
Executive Summary
Business Profile
Products and Services
Market Research
Market Strategies
Organization
Operation
Finances
Core Promise: A Simple Driver of Healthy, Resilient, High-Performancemarsha shenk
With increasing competition for relevance to key audiences, and increasing pressure from relentless change as well as diminishing resources, the ability to design superior value with minimal investment – quickly – has become mission-critical for reliable performance.
These pages invite you to a new approach to organizational achievement: applying the power of new design thinking to Strategic Planning and Organizational Design.
Learn how to industrialize your analytic efforts with decision management to get the most out of predictive analytic insights, resources and investments.
The document provides information on change enablement and management. It discusses defining success metrics and managing expectations for a change project. The document outlines a change strategy framework including planning, discovery, and building phases. It also covers topics like measuring success, setting expectations at 30, 90, 180 and 365 days, and addressing the four fundamental needs for change (knowledge, motivation, structure and skills). Overall the document offers guidance on implementing an effective change management process.
The document summarizes a consulting company called Rudra Alliance that helps engineering MSME companies increase their business turnover. Rudra Alliance bridges the business development needs of these companies by promoting their engineering products to large companies in various industries like oil and gas, chemicals, power, and more. The company's vision is to provide sustainable business solutions and growth to its clients through business strategies, excellence practices, and international representation.
The document discusses how leading financial market firms are re-engineering their operations to respond to volatile market conditions and increased regulatory requirements. It finds that these "Leader" firms design their operating models to be more client-focused, agile, scalable, and collaborative. They excel at both innovation and compliance and outperform other firms by bringing together their front, middle, and back offices to better serve customers.
The business paradox mc gill university 17 05 2011jacquesdenommee
The document summarizes key points from a presentation about value creation in business. It discusses how most business fail to create value because leaders do not establish trust, which is needed to openly discuss risks. It also outlines several causes of failure in value creation and provides guidance on properly identifying opportunities, understanding the market dynamics, developing the right strategy and team, and ensuring all basics are checked before moving forward with a new business opportunity.
The document provides an outline for creating a strategic marketing plan, including sections on measurable goals, situation analysis, competitive review, research analysis, target audience, branding/messaging, strategies/tactics, media strategy, budget, and timelines. The outline is intended to guide organizations in developing a strategic marketing plan that provides an organized course of action to achieve marketing objectives and serve as a roadmap for success.
Working in a startup environment can be an adrenaline packed rewarding experience, or a nightmare of struggles with no valuable outcome. Navigating a startup or small company through the obstacle course of cash burn, risk mitigation, hiring the right employees, staying focused and timely solution execution are the responsibility of EVERY member of the team. § \\
All too often in this environment there are misaligned expectations, poor accountability, no sense of urgency and inconsistent goals that needlessly add additional layers of risk. Large companies, small companies as well as startups suffer from these impairments.
A toolkit based on first hand learning experiences in this environment is valuable insight into your current or next engagement. To that end I have compiled a set of take-a-ways based on what I have learned working for technology startups and big companies. I use these critical success points as a filtering mechanism and a check and balance in my daily activities. I hope you find them as useful as I do.
No CEO Left Behind - helping your C suite understand the critical role of mar...Market Insights
The document discusses how marketers can gain credibility with CEOs and C-suites. It provides five ways that marketers lose credibility, such as failing to explain the value of marketing and having limited customer knowledge. It suggests aligning marketing with business goals, performance measures, and the bottom line. The document also stresses the importance of using data-driven decision making, applying a repeatable process, and communicating marketing intelligence to stakeholders.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Probably going to be a lot of lectureTry to make it interactive as wellPlease ask questions
Corporate distinction between strategic planning and operating/business planLoss of AlignmentWhen I use the term Business Plan I’m referring to your business in its entirety
If I worked with you on a plan, we would identify areas that were most important and focus on thoseYour approach will be determined its your : Education Breadth of experience Lever of that experience The nature of your business
Dave Adams Story Planning oriented business. A boss that thought planning was useless. Point is that large and small businesses alike are run without a explicit plan . Implicit plan is that the company will respond reactively to the world around it. The Tail Wagging The DogBeing here today puts you well on your way to being in the one-third that survive and hopefully flourish.
Most people starting a business have: Never run a business before . Do not have any breadth of experience. No idea what they’re getting themselves into.Very powerful learning experience.
Painting a room example
Al Rankin, Michael Porter and the Monitor Group Change in chair anti intelligent Philistines won – lost the processAl Rankin became president Very bright and very wealthy – he didn’t relate well to many of the other senior execsBrought on Michael Porter and The Monitor Group Change in chairman Infidels were powered Anti-intellectual campaign rivaling Mao’s cultural revolution=Not important that he lost Porter, we lost a process New chairman proclaimed we didn’t need a book to tell us how to run our businessPhilistines had triumphed and were taking no prisoners I left for Salt Lake CityNot for profit with 414 page fill in the blank manualPeople that have participated in my planning groups have encouraged me to design planning software.
In Biznik, there are people that tell you this is a waste of time, just follow your passions. They are empowering you to be idiots.I encourage you to carefully check the profiles of people on Biznik before you take them seriously.
I’ve worked with people that spent twice as much time making distinctions between Mission and Vision than thinking about their plan. Don’t do that. Anybody that wants to make a big deal about definitions is doing so because they don’t have a lot of practical experience, knowledge and business sense to contribute in any other way. Definitions come out of books, any fool can lecture you on definitions.Mission and vision should specify the value being delivered.Save the “soft stuff” for valuesBuzz words Green Paradigm QualityConspiracy theories
Vorad Selecting the wrong market can create problems with economics scaleDiesel Dog Switching cost associated with timing of agreement expirations Creative Start-ups Access to distribution problemsVacon – Finnish VFD Company Over came barriers by reputation
Durant Highly profitable mechanical counters replaced by low margin electronic counters90% of “Blue Ocean” is here
High bargaining power Axle vs. brakes and transmissionsLow bargaining power unique personal skills
High bargaining power DrivesPower Electronics, IGBTs Very expensive Important to the buyer Lack of substitutes Need very high volume to be of interestLow bargaining power IDL precision Machine shop Buys aluminum commodity
High rivalry Pacific Printing Very large number of competitors and customers Slow growth Incremental steps in capacity through acquisition of equipment Very focused competitors Lack of differentiation and switching cost Versus AK Defensive Avionics for the BI Bomber Government control; security / competition
Cambria Corporation Capitalized on new rule & regulations on gas stations to sell gas and water detection sensors.Democracy Live Election districts mandated to supply voter information pamphlets. Increase accessibility of voting information to people with disabilities. Reduced the cost, increased accessibility and made the process more environmentally sensitive by replacing the pamphlet with an online data base.
Ancora Financial Got out of the cabinet making business at the height of the real estate boom Didn’t sell, just liquidated Got into the financial services business as it was about to crash
Environmentally conscious – Democracy LiveSources of energy – VeijoKarpinnenDomestic jobs – Large corporations not advertising the number of jobs they’ve moved to low cost countries anymore.
Blockbuster Substitute products Quality expectations Distribution
You need a competitive intelligence system A file to put notes when you learn about the marketAssumptions Steve Hardis – killer assumptions
Choose who you want to fight, where you want to fight and for what.As an entrepreneur you do not want to step on the wrong toes and be subject to retaliation.By the way, contrary to what you hear in Biznik, bring in business does involve competition.
To answer this, you need to know who your customer is Distribution Channel end userKenway Not software, hardware installed baseEntreoreneurs Personalized service Just one of you Is it sustainable?
Sensors Product breadth
Two startups that I have invested in have leveraged the current downturn into new market opportunities. Fair Tax Assessment has identified the weakness in the real estate market as problem for homeowners in making sure that the valuation of their homes is fair for tax assessment purposes. The lack of home sales has created difficulties in establishing the fair market value of homes. This company provides alternative valuation methods to compare to the assessed value of a home in order for a homeowner to contest the assessment if there is a disparity. Another sees the budget crisis in state and local government as an opportunity to replace costly printed paper voter guides with an online resource. This not only saves local governments money in not having to print the guides, it also saves trees, provides enhanced information in the form of text and videos and is more accessible for people with disabilities.A client of mine is an attorney that had previously focused his practice on the support of mortgage brokers. You may have read something recently that the industry had had a bit of a hard time at it lately. He needed to find a new way to support himself and his exes. He now runs a mortgage loan renegotiation business that is going gang busters. Opportunities abound if you are constantly looking for ways to apply your skills to current market needs.
AIL End of the Cold War Stealth TechnologyPacific Printing Online media & advertisingKenway Union rules
Minneapolis MeetingWeb site developer Calling to create web sites for Christian churches Faced with choice of expanding market or not starting the business Chose not to start the business
Have to remain true to your strategy, tendency to chase time opportunity du jour
Anti Cancer DrugGaming Software
Painting example
Closed Loop Process Don’t keep repeating the same mistakes When you do something, there are expected results If you do it Something doesn’t happen Do you do the same thing again or figure out what went wrong
Remember the 440 page form
Richard Mooney’s locked drawerEconomy can get you down, are you doing the right things