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GrowthSME
The document discusses the importance of strategic growth management for businesses, emphasizing the need for a clear vision, mission, and core values to navigate growth effectively. It contrasts the performance of two companies as examples of successful versus mismanaged growth, encouraging delegation and professional assistance in the growth process. Furthermore, it introduces a practical workshop designed to help small and medium enterprises develop and document their growth strategies while offering ongoing support post-training.
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GrowthSME
- 1. Your Business isyour BABY • And just like the baby – the Business will grow anyway
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- 3. Growth V/S Expansion Expandyour “Vision” not your “Weight”
- 4. See This Comparison WhatMatters Company 1 Company 2 • Sales 350 43886 • Net profit 0.11 3958 • People page on Web Missing Main Focus • Share value today 72 1388 • Established before Independence -4 -9 • Number of owner family members in management board today All Zero • Number of patents 2 200 • No of employees 400 Over 29,000 • No of businesses abroad 1 failed Over a 100 • No of Managers reporting directly to CMD All None • No of employees turned into entrepreneurs 5 failed Over 1000 • No of Millionaire employees Lol Can‟t count • These are two Real Companies which started at the same time
- 5. 20 years later •He will be what you Visualize today • And how you PLAN and Manage his GROWTH today
- 6. Growth Plan andManage ClearGrowthPlan When Why How Where ScientificGrowth Management What Who Financing Core Values Goals Strategy Mission Vision
- 7. Vision & Mission "Wewill be a leader in the vehicle rental industry by focusing on customers, our people, growth, innovation and efficiency. All of these elements will drive bottom line success and show that Avis and Budget are stronger together than they could be alone” Two car rental companies coming together. First thing to do was to make and document a vision statement
- 8. Is Vision Mission really…. blah blah blah Vision statement = Future focused Mission = present purpose why your business exists. Core values = Guiding principles for employees to achieve the mission and vision. Service Quality = Force driving profitability and business success.
- 9. What‟s the Gamehere? • Your share holders are watching your game • Your team players must push only to the Goal • If the goal post is changed the match is lost in a minute • If Goals are not Written – everyone will push where its easy to push not where its needed to push
- 10. What is YOURGame Mercedes-Benz: Engineered like no other car in the world BMW: The ultimate driving machine Southwest Airlines: The short-haul, no-frills, and low-priced airline Avis: We are only Number 2, but we try harder Miller Lite: The only beer with superior taste and low caloric content The Heidel House Resort: The place to reconnect with loved ones Northern Nevada Business Weekly: The only source for local business news Design your Strategy and convey it to your advantage Vision Statements are Worthless Without a Game Plan
- 11. When to Grow? Planning for business growth involves “a constant reassessment of all operational aspects of the business. ” You can only grow your business when indicators, such as market demographics, financial stability and product or service success, show that you are ready Remember indicators won't be the same for all industries, what is good time for one business could be bad for another
- 12. Financing Growth Anyonewould think financing growth can come from raising equity capital from investors But the primary source of capital for small businesses still comes from lenders, such as banks, credit unions and savings and loans. Banks have questions?: You better have answers, or they will move to the NEXT
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- 14. Like a Baby Businesswill Grow anyway • Lot of great businesses crumble under their own weight • Growth should not just happen – it should be Planned and managed • If you're fortunate enough to have found success with your business, you'll have to Manage Growth; whether you're ready to or not.
- 15. Delegate as youGrow Then why deprive business of the expertise? Many entrepreneurs think they can handle growth by themselves, but that's a mistake. “Force yourself to delegate, invest in quality people you can trust and put stringent reporting in place so you‟ve always got a finger on the pulse,” Sháá Wasmund In 2007, Shaa was named by Management Today as one of their most successful Women Under 35. Her book, Stop Talking, Start Doing: Amazing Ways to Find the Spark You Need to Make it Happen, has been WH Smith‟s best seller consistently for a whole year – this has never happened before! Would you give your child education at home under your own supervision?
- 16. Even After School Wouldyou constantly define and guide your child with good Values? Do you teach him Not to Cheat, lie or steal? Then why not your business? Have you defined the Core Values of your business ? Is it written ? On your web? How else will your team know and respect it?
- 17. Core Values are notmere slogans Volume 2,487,294 Prev close 6.54 Day's H/L 6.95 - 6.70 52wk H/L 26.90 - 5.72 Mkt Cap 1,470.23 CORE VALUES ARE NOT: • Operating practices • Business strategies • Cultural norms • Competencies • Changed in response to market/ administration changes Actual figures of a very Large business whose web site doesn’t have core values, which conveys they have no values worth mention or to be proud of…
- 18. Growth Planned is GrowthManaged Professional help costs less than mismanaged Growth
- 19. Who gives youGrowth? Identify& Empower People who will actually Drive Growth
- 20. Manage your Growth Choiceis Yours We Can help ravinder.bhan@tpsworldlearning.com ? Or
- 21. ACTION • Any amountof lectures / presentations will be no good unless these are put into actual practice. • That requires Your willingness Professional help . • This Practice Workshop is aimed to help you actually think, plan and document your growth process Part Two : Putting it in Practice
- 22. Growing Your SMEBusiness 2 days Practical Workshop to make Strategic Growth Plans for your Small Medium Business facilitated by an entrepreneur manager and accomplished trainer Conducted in English and Arabic Medium As a public course or Inhouse for you
- 23. Why While there area number of books and articles available on planning your growth, this course takes you through the actual process of planning and documenting your growth strategy, growth management and implementation plan. These can be used in all your corporate documents, guideline for the team, project proposals to the banks and a statement on your web site for your customers to know you better and want to come to you How The course is a blend of lectures, group exercises and self-works on YOUR business. Case Studies of companies like yours will be used to encourage critical thinking and real-life application of the growth management principles
- 24. What participants actually DOand document for their company : • Why your business needs to grow • Where will your growth come from • What will be your vision, mission, goals and core values • How will you manage growth • What will be the hurdles in your way and how will you overcome those • What role will each person play
- 25. What participants receive •a hard copy of the presented materials. • Growth Planning Study materials • World best Practices selected by the instructor • Your personal action plan as developed by you in the class • Certificate of Completion • Pre and post assessments to determine the awareness level and value gained from the course.
- 26. Beyond The Course Inaddition to the course attendance, participants receive 6 months of follow up advisory services from TPS Delegates can send any number of questions, actual case problems to receive expert help
- 27. For over twodecades, Ravinder Bhan has helped companies in India and Middle East to grow and deliver real business results year after year. Making transformation his mission, Ravinder is a sought- after advisor and thought-leaders on the topic of achieving sustained growth. Ravinder does not teach from books or published articles but from his own valuable experience of what he has actually got done and delivered in companies he worked for either in the senior management position or as an external advisor. He analyses and understands the real issues facing a company of any size and crafts a solution unique to the company. Ravinder has worked with small, medium and large organization for over 25 years, be it big giants like Crompton Greaves, Larsen & Toubro, Schneider or GE; medium sized manufacturers like Jyoti Ltd. Voltamp Transformers and Switchgear, or small organizations like Delta Engineering, Uptime Engineers, High Volt Electrical. He delivers powerful solutions based on his own experiences and world best practices, helping organizations to gain from his extensive experience of „what really worked” and “what actually did not”. Revinder's methodology is not that of a teacher but of an enabler and facilitator to unearth the potential already available in individuals and organizations. Right from the formative days of his career when he set up the first ever training center for India‟s largest engineering conglomerate, Ravinder has trained over 2000 engineers, managers and entrepreneurs – using his unique and inimitable style of training that helps the participants ‘grow corn rather than eat corn’. He customizes each course or assignment delivery to meet the unique needs of the group or organization and enables them to find their own „Powerful Solutions’ rather than make a blind copy of what others have done. Ravinder is an avid user of professional social media which aids in sharing knowledge and keeping abreast with the current trends and best practices. He is personally connected with over 3000 global experts of repute, moderates 5 Linkedin Groups, conducts and directs International Conferences around the world. But above all, Ravinder is a firm believer in not just delivering the solution but bringing about the actual transformation in individuals/organizations. To ensure this, he invariably provides a 6 months post training aid to the participants, making sure the training or the advisory service he delivered has actually helped in the much needed transformation.
- 28. For more details RavinderBhan Principal Consultant TPS Management Consultants, PO Box 14033 Dubai – UAE ravinder.bhan@tpsworldlearning.com Find us at
Editor's Notes
- #9 Vision, mission, and values statements are important components of strategic planning. The vision statement is future focused and paints a vivid picture of where you would like the organization to be or what you would like it to accomplish in the long term. Mission is focused on the present and describes the purpose of your organization or why it exists. Finally, values statements reflect core behaviors or guiding principles that guide the actions of employees as they execute plans to achieve the mission and vision.The defined role service quality plays in the organization's overall mission and vision is an underlying force driving profitability and business success.BenefitsA clear vision helps in aligning everyone towards the same future state or objective, providing a basis for goal congruenceA clear mission provides the basis for developing plans that can be executed to achieve the vision Values statements make clear behaviors that are expected of everyone How to UseStep 1. Generally, begin by developing your vision statement. It should be brief and it should paint a vivid picture of the future. Before you craft your vision statement, consider your customers, the market, your organization’s strengths, and your commitment to service. A useful tool is a SWOT (strengths, weaknesses, opportunities, and threats) analysis. Once everyone participating has this background information, use brainstorming to generate ideas. The vision should be brief and compelling, and it should answer questions such as Where are we going? and What will we be in the future?Step 2. Once you have a vision statement, move on to a mission statement. Think about why your organization exists and what types of accomplishments it will take to achieve the vision. The mission statement should answer questions such as What is our purpose? and Why do we exist? Step 3. Finally, values statements should provide guidance for all employees regarding the behaviors that are expected in your company. They should be timeless and reflect the ongoing beliefs of your organization, regardless of what the current year’s objectives might be.