This document contains information about Evan Rubenstein and the services he provides to business owners. It discusses the common issues agencies face with growth, such as a lack of scalability, poor financial management, and inefficient operations. It promotes Evan's coaching programs which aim to help agencies implement systems and processes to address these issues in order to scale successfully. The programs involve workshops, training, and ongoing support to develop strategies, improve team effectiveness, and maximize business performance and growth.
This document outlines best practices for building and scaling a sales organization across three phases: 1) Proving product value with founders selling the vision, 2) Understanding the sales pitch with multiple reps closing deals, and 3) Scaling to predictable revenue growth. Key recommendations include empowering autonomous reps, developing sales skills like engineering skills, using agile processes, and separating performance metrics from compensation to reward people rather than manage them. The overall message is that good sales management parallels good software development approaches.
Learn what are the primary things entrepreneurs should keep in mind before starting a business/startup? Idea, Product, Team and Execution are the four crucial things for startups. Know how to deal with these 4 important factors for your startup.
How to build a value proposition that generates leadsSalesScripter
This document discusses how to build an effective value proposition by focusing on the problems your products or services solve for prospects rather than focusing inwardly on your company or products. It recommends identifying the technical, business, and personal value your offerings provide customers in order to get their attention and build interest. The document provides guidance on creating a concise value statement and using it appropriately in introductions and when responding to objections.
This document describes how outsourced bookkeeping from SimpleBackOffice works. It consists of 3 parts: 1) creating a paperless office, 2) establishing a delegation and workflow tracking model, and 3) providing employee instructions to standardize processes. The document includes testimonials from two business owners who used SimpleBackOffice and were satisfied with the paperless system, on-time reporting, and recommendations that saved them time. It advertises a bookkeeping planning meeting for $50 for the first 5 people that identifies bottlenecks and custom approaches for new business owners.
The document discusses the key functions and concepts related to business management. It defines efficiency as doing the right things to achieve objectives with less resources. It distinguishes between managerial functions, which include planning, organizing, and leading, and business functions, which include R&D, production, marketing, and finance. New managers must learn to perform their new managerial responsibilities while decreasing their involvement in operational functions. The document outlines the five phases of management as situation analysis, planning, organizing and implementing, leading, and taking action. It emphasizes that management is needed at all levels of an organization.
This document provides tips for motivating a remote SDR team. It discusses the importance of intrinsic motivation over extrinsic motivation alone. Types of intrinsic motivation include autonomy, mastery, and purpose. Some tips include over-communicating, building trust and accountability, enabling team development, investing in the right tech stack and processes, and building personal relationships to understand individual motivators. Regular coaching, praise, and rewards tied to goals can also help motivate remote team members.
This document discusses the difference between being a "Sales Manager" versus a "Salespeople Manager". A Sales Manager spends most of their time (90%+) chasing business themselves rather than growing their team. This stretches them thin and prevents them from maximizing their team's potential. A Salespeople Manager, on the other hand, spends equal time (50-50) growing their team through selecting, assessing, focusing on strengths, noticing achievements, and investing in their people. By transitioning from a divider of work to a multiplier of their team's talents, the manager can watch their business take off as their people are activated and revenue is built on the skills of the team rather than one person.
This document outlines best practices for building and scaling a sales organization across three phases: 1) Proving product value with founders selling the vision, 2) Understanding the sales pitch with multiple reps closing deals, and 3) Scaling to predictable revenue growth. Key recommendations include empowering autonomous reps, developing sales skills like engineering skills, using agile processes, and separating performance metrics from compensation to reward people rather than manage them. The overall message is that good sales management parallels good software development approaches.
Learn what are the primary things entrepreneurs should keep in mind before starting a business/startup? Idea, Product, Team and Execution are the four crucial things for startups. Know how to deal with these 4 important factors for your startup.
How to build a value proposition that generates leadsSalesScripter
This document discusses how to build an effective value proposition by focusing on the problems your products or services solve for prospects rather than focusing inwardly on your company or products. It recommends identifying the technical, business, and personal value your offerings provide customers in order to get their attention and build interest. The document provides guidance on creating a concise value statement and using it appropriately in introductions and when responding to objections.
This document describes how outsourced bookkeeping from SimpleBackOffice works. It consists of 3 parts: 1) creating a paperless office, 2) establishing a delegation and workflow tracking model, and 3) providing employee instructions to standardize processes. The document includes testimonials from two business owners who used SimpleBackOffice and were satisfied with the paperless system, on-time reporting, and recommendations that saved them time. It advertises a bookkeeping planning meeting for $50 for the first 5 people that identifies bottlenecks and custom approaches for new business owners.
The document discusses the key functions and concepts related to business management. It defines efficiency as doing the right things to achieve objectives with less resources. It distinguishes between managerial functions, which include planning, organizing, and leading, and business functions, which include R&D, production, marketing, and finance. New managers must learn to perform their new managerial responsibilities while decreasing their involvement in operational functions. The document outlines the five phases of management as situation analysis, planning, organizing and implementing, leading, and taking action. It emphasizes that management is needed at all levels of an organization.
This document provides tips for motivating a remote SDR team. It discusses the importance of intrinsic motivation over extrinsic motivation alone. Types of intrinsic motivation include autonomy, mastery, and purpose. Some tips include over-communicating, building trust and accountability, enabling team development, investing in the right tech stack and processes, and building personal relationships to understand individual motivators. Regular coaching, praise, and rewards tied to goals can also help motivate remote team members.
This document discusses the difference between being a "Sales Manager" versus a "Salespeople Manager". A Sales Manager spends most of their time (90%+) chasing business themselves rather than growing their team. This stretches them thin and prevents them from maximizing their team's potential. A Salespeople Manager, on the other hand, spends equal time (50-50) growing their team through selecting, assessing, focusing on strengths, noticing achievements, and investing in their people. By transitioning from a divider of work to a multiplier of their team's talents, the manager can watch their business take off as their people are activated and revenue is built on the skills of the team rather than one person.
Tony Morrison outlines 21 lessons for business success based on his experience as a CEO. Some of the key lessons include:
1) Personal preparation is important to develop the necessary entrepreneurial and management skills.
2) Creating a comprehensive business plan is crucial to force thinking about challenges and document tasks.
3) Getting the right people onboard who are passionate and buy into the vision is essential.
4) Financial management and understanding is a major reason for business failure if incompetent.
5) Don't grow the business too big or fast before establishing proper support systems.
This document summarizes the objectives and content covered in a graduate boot camp session on action planning and project management. The session covered: understanding project management; identifying individual actions to achieve goals; ordering actions effectively; estimating time; understanding critical paths; and ways for businesses to grow. Attendees learned tools for goal setting, mapping dependencies between tasks, creating Gantt charts, roadmapping, and monitoring progress. They practiced applying these concepts by decomposing goals into tasks, ordering tasks to make a cup of tea, and creating development timelines for their own businesses in the short and long term.
The document provides advice on how to reshape an advisory business for dramatic growth, including adjusting approaches for clients under financial pressure, standing out from competitors, and using business models and tools to help clients and drive growth. It recommends becoming a facilitator rather than consultant, specializing in a niche, creating a virtual team of specialists, focusing on implementation over prescriptive approaches, listening to clients, and delivering immediate value to help clients in difficult economic times. The top 10 key things identified are facilitating over consulting, specializing, creating a virtual team, value pricing, focusing on implementation, listening to clients, helping clients differentiate, delivering immediate value, and minimizing risk.
Do you know what the main steps are that you need to take a sales prospect through? Do you know what your goals and objectives are for each stage? Having the key steps outlined can dramatically improve your results.
This is important because the ultimate goal is to sell the product, but the immediate goal is to get the prospect to move to the next stage in the sales process. Without some thought and structure, you could end up always focusing on the ultimate goal of trying to fully sell the product and that will not lead to best results, especially when in early discussions with a prospect.
This document discusses how companies can use assessment data to help their staff and improve corporate results during an economic downturn. It notes that recessions cause increased workloads, less pay, and job changes for staff. This leads to higher stress, poorer performance, and increased turnover for companies. The document recommends that companies assess staff fit for current roles, identify sources of stress, and make adjustments like moving people to better fitting roles or improving managerial support. Doing so can help maximize productivity and prepare the company for recovery when economic conditions improve.
This document provides guidance on action planning to achieve business goals. It instructs the reader to identify a single, measurable wildly important goal with a deadline. It then has the reader list all current business activities and identify which are helping or hindering goal progress. The reader is guided to organize activities into an Eisenhower matrix based on urgency and importance to determine the order. Finally, it discusses identifying dependencies between activities to create a critical path and schedule tasks using a Gantt chart. The reader is also advised to hold themselves accountable with weekly reviews of progress and challenges.
The document outlines a 5 step proven profit formula for doubling profits in small businesses. The 5 steps are: 1) generating leads, 2) converting leads to clients, 3) increasing average sales value, 4) increasing the number of transactions per client, and 5) improving profit margins. It recommends business owners first analyze their current performance metrics in these areas, and then develop a specific strategy and plan of action to double profits by improving performance across the 5 steps. Following the online business academy's tools, resources, training and templates can help business owners double or triple profits through exponential growth.
The document discusses how software companies can improve their growth strategies by focusing more on retention and monetization of existing customers rather than over-focusing on acquisition. It notes that improving retention and monetization levers each by 1% can have 2-4x more impact on growth than improving acquisition. However, many companies do not truly understand their buyers or test assumptions, instead focusing primarily on acquisition. The document advocates developing quantified buyer personas, having more customer development conversations, and testing assumptions to better understand what customers value and are willing to pay for. This will allow companies to improve retention, monetization, and overall balanced growth.
Real Lessons for Small Business: Running a Business by the Numbers
Join serial entrepreneur and small business owner and advisor, Scott Juetten to hear a perspective on how he manages by the numbers and what a few minutes a month can do for a business.
This document outlines Travis O'Keefe's experience working with over 100 Māori business leaders and trustees. It identifies key differences between organizations that were successful versus those that were still works in progress. Organizations that gave away their t-shirt did not engage beneficiaries, measure progress, or prioritize training. Those proud to wear the t-shirt communicated with beneficiaries, invested in trustee skills, and had brave conversations. The document provides strategies and case studies for focusing on root problems, testing rather than guessing, having an empowered team, and developing financial strategies to enable social visions. It offers insights and a process to achieve collaboration at scale.
Motivating the employees is one of the responsibilities of managers and performance of any organization depends on motivation level of employees.This ppt is all about motivating your employees
Presentation used at Meades & Company September 2011 Business Builder Forum.
Increasing your productivity and effciency with OnePage business plans.
experts@meadesandco.co.uk
The document discusses key aspects of running a successful business by focusing on customer satisfaction. It identifies that the purpose of business is to satisfy customer needs through selecting the right products for them, meeting their expectations, and ensuring excellent customer service. Some ways to achieve this include having friendly, understanding and fair interactions with customers; providing good quality products at a good price along with helpful information and good service; and avoiding bad behaviors that could upset customers. The overall success of a business depends on meeting and exceeding customer expectations.
Carefully Selected Workplace Incentives That Cost Little and Pay Off Big | So...Sogolytics
The document discusses low-cost workplace incentives that can improve employee motivation and performance. It recommends treating employees fairly to avoid resentment, which hinders incentives. Specific low-cost incentives mentioned include profit-sharing, public recognition of employees, and competency training. The document argues these types of incentives can boost both customer experience and profits by engaging employees without significant additional costs.
This document discusses several tips and best practices for sales managers to help their agents maintain high levels of activity and production. It recommends that managers require agents to report their projected appointments and production on Mondays and actual mid-week production and remaining appointments on Wednesdays. Managers should also help agents develop their own prospects through store visits, referrals, and relationship building. Regularly reviewing agents' activity requirements, goals, and results can help ensure high productivity.
Tony Morrison outlines 21 lessons for business success based on his experience as a CEO. Some of the key lessons include:
1) Personal preparation is important to develop the necessary entrepreneurial and management skills.
2) Creating a comprehensive business plan is crucial to force thinking about challenges and document tasks.
3) Getting the right people onboard who are passionate and buy into the vision is essential.
4) Financial management and understanding is a major reason for business failure if incompetent.
5) Don't grow the business too big or fast before establishing proper support systems.
This document summarizes the objectives and content covered in a graduate boot camp session on action planning and project management. The session covered: understanding project management; identifying individual actions to achieve goals; ordering actions effectively; estimating time; understanding critical paths; and ways for businesses to grow. Attendees learned tools for goal setting, mapping dependencies between tasks, creating Gantt charts, roadmapping, and monitoring progress. They practiced applying these concepts by decomposing goals into tasks, ordering tasks to make a cup of tea, and creating development timelines for their own businesses in the short and long term.
The document provides advice on how to reshape an advisory business for dramatic growth, including adjusting approaches for clients under financial pressure, standing out from competitors, and using business models and tools to help clients and drive growth. It recommends becoming a facilitator rather than consultant, specializing in a niche, creating a virtual team of specialists, focusing on implementation over prescriptive approaches, listening to clients, and delivering immediate value to help clients in difficult economic times. The top 10 key things identified are facilitating over consulting, specializing, creating a virtual team, value pricing, focusing on implementation, listening to clients, helping clients differentiate, delivering immediate value, and minimizing risk.
Do you know what the main steps are that you need to take a sales prospect through? Do you know what your goals and objectives are for each stage? Having the key steps outlined can dramatically improve your results.
This is important because the ultimate goal is to sell the product, but the immediate goal is to get the prospect to move to the next stage in the sales process. Without some thought and structure, you could end up always focusing on the ultimate goal of trying to fully sell the product and that will not lead to best results, especially when in early discussions with a prospect.
This document discusses how companies can use assessment data to help their staff and improve corporate results during an economic downturn. It notes that recessions cause increased workloads, less pay, and job changes for staff. This leads to higher stress, poorer performance, and increased turnover for companies. The document recommends that companies assess staff fit for current roles, identify sources of stress, and make adjustments like moving people to better fitting roles or improving managerial support. Doing so can help maximize productivity and prepare the company for recovery when economic conditions improve.
This document provides guidance on action planning to achieve business goals. It instructs the reader to identify a single, measurable wildly important goal with a deadline. It then has the reader list all current business activities and identify which are helping or hindering goal progress. The reader is guided to organize activities into an Eisenhower matrix based on urgency and importance to determine the order. Finally, it discusses identifying dependencies between activities to create a critical path and schedule tasks using a Gantt chart. The reader is also advised to hold themselves accountable with weekly reviews of progress and challenges.
The document outlines a 5 step proven profit formula for doubling profits in small businesses. The 5 steps are: 1) generating leads, 2) converting leads to clients, 3) increasing average sales value, 4) increasing the number of transactions per client, and 5) improving profit margins. It recommends business owners first analyze their current performance metrics in these areas, and then develop a specific strategy and plan of action to double profits by improving performance across the 5 steps. Following the online business academy's tools, resources, training and templates can help business owners double or triple profits through exponential growth.
The document discusses how software companies can improve their growth strategies by focusing more on retention and monetization of existing customers rather than over-focusing on acquisition. It notes that improving retention and monetization levers each by 1% can have 2-4x more impact on growth than improving acquisition. However, many companies do not truly understand their buyers or test assumptions, instead focusing primarily on acquisition. The document advocates developing quantified buyer personas, having more customer development conversations, and testing assumptions to better understand what customers value and are willing to pay for. This will allow companies to improve retention, monetization, and overall balanced growth.
Real Lessons for Small Business: Running a Business by the Numbers
Join serial entrepreneur and small business owner and advisor, Scott Juetten to hear a perspective on how he manages by the numbers and what a few minutes a month can do for a business.
This document outlines Travis O'Keefe's experience working with over 100 Māori business leaders and trustees. It identifies key differences between organizations that were successful versus those that were still works in progress. Organizations that gave away their t-shirt did not engage beneficiaries, measure progress, or prioritize training. Those proud to wear the t-shirt communicated with beneficiaries, invested in trustee skills, and had brave conversations. The document provides strategies and case studies for focusing on root problems, testing rather than guessing, having an empowered team, and developing financial strategies to enable social visions. It offers insights and a process to achieve collaboration at scale.
Motivating the employees is one of the responsibilities of managers and performance of any organization depends on motivation level of employees.This ppt is all about motivating your employees
Presentation used at Meades & Company September 2011 Business Builder Forum.
Increasing your productivity and effciency with OnePage business plans.
experts@meadesandco.co.uk
The document discusses key aspects of running a successful business by focusing on customer satisfaction. It identifies that the purpose of business is to satisfy customer needs through selecting the right products for them, meeting their expectations, and ensuring excellent customer service. Some ways to achieve this include having friendly, understanding and fair interactions with customers; providing good quality products at a good price along with helpful information and good service; and avoiding bad behaviors that could upset customers. The overall success of a business depends on meeting and exceeding customer expectations.
Carefully Selected Workplace Incentives That Cost Little and Pay Off Big | So...Sogolytics
The document discusses low-cost workplace incentives that can improve employee motivation and performance. It recommends treating employees fairly to avoid resentment, which hinders incentives. Specific low-cost incentives mentioned include profit-sharing, public recognition of employees, and competency training. The document argues these types of incentives can boost both customer experience and profits by engaging employees without significant additional costs.
This document discusses several tips and best practices for sales managers to help their agents maintain high levels of activity and production. It recommends that managers require agents to report their projected appointments and production on Mondays and actual mid-week production and remaining appointments on Wednesdays. Managers should also help agents develop their own prospects through store visits, referrals, and relationship building. Regularly reviewing agents' activity requirements, goals, and results can help ensure high productivity.
Unnati is a leading Coaching/Consulting/Training organization. Our years of experience in getting measurable Results in development of Leadership, improvement in Productivity & Quality of Life, Achievement of quantum Growth of business Performance with thousands of Entrepreneurs, Owner Managers, Corporates, Teenagers and Ambituous Home makers helps us deliver unique customized solutions.
This document provides information about Unnati Institute of Potential Exploration Pvt. Ltd., a leading coaching, consulting, and training organization. It outlines Unnati's mission to help people explore and use their full potential to achieve their dreams. The document describes Unnati's services such as consulting, coaching, training, and solutions to improve business communication, leadership, productivity, sales performance, and business execution. It invites the reader to join Unnati and make a difference in their life.
Unnati is a leading Coaching/Consulting/Training organization. Our years of experience in getting measurable Results in development of Leadership, improvement in Productivity & Quality of Life, Achievement of quantum Growth of business Performance with thousands of Entrepreneurs, Owner Managers, Corporates, Teenagers and Ambituous Home makers helps us deliver unique customized solutions.
Unnati is a leading Coaching/Consulting/Training organization. Our years of experience in getting measurable Results in development of Leadership, improvement in Productivity & Quality of Life, Achievement of quantum Growth of business Performance with thousands of Entrepreneurs, Owner Managers, Corporates, Teenagers and Ambituous Home makers helps us deliver unique customized solutions.
Unnati is a leading Coaching/Consulting/Training organization. Our years of experience in getting measurable Results in development of Leadership, improvement in Productivity & Quality of Life, Achievement of quantum Growth of business Performance with thousands of Entrepreneurs, Owner Managers, Corporates, Teenagers and Ambituous Home makers helps us deliver unique customized solutions.
How to Maximise the Value of Your Businessdavidguest11
Running a business has so much potential. Potential to give you the lifestyle you always dreamed of, a great income, and the freedom to choose what you do and when you do it.
Join Industry Renowned Experts, David Guest, Rob Jagger, Misko Vujnovic & John Riley for Breakfast, as they reveal the Secrets to Maximising the Value of Your Business.
So why do so many business owners get stuck in a rut?
Because they are usually just too busy. Busy doing busy-ness rather than building a business and preparing to exit.
You wouldn't build a house without a plan, but most business owners are just running hard on the treadmill, flying by the seat of their pants, with no real plan to make sure they are on track and in control for the future.
In this workshop, learn from Internationally Acclaimed Business Coach, David Guest; Director of Exit To Success Consulting, Rob Jagger, Principle barrister and solicitor at Kelly & Chapman Lawyers, Misko Vujnovic & John Riley, a Certified Practicing Accountant with almost 20 years experience in matters relating to business valuations and how to structure the sale of a business.
The Keynotes Being Discussed Include:
~Putting Your Business on Autopilot~
There are 6 steps to creating a business that works without you. In this keynote, David will be showing you the 6 steps and how to implement them.
~Maximising Value Through Business Exit Planning~
Currently in Australia 80% of businesses fail to sell, leaving the owners with little choice but to close the doors. In this keynote, we will discuss the eight key drivers of business value from a buyer's perspective, when the best time to sell is, and what a good Business Exit Planning process looks like.
~How To Avoid Common Legal Traps in Building Your Business~
Often businesses fail to prepare themselves in terms of the necessary legal documents they should have when it comes to enhancing the overall business value. Documents like business agreements, partnership deeds, lease documents or shareholders agreements are commonly either outdated or not in place at all. In this keynote we will show you the reasons why you should have these arrangements in place from the beginning and certainly well before you sell your business.
~Selling Your Business with Zero Tax~
Many small business owners are relying on the sale of their business to provide for their retirement. Learn how your business can be sold without losing thousands of dollars in tax. In fact, with proper planning and advice you can pay no tax at all!
During this event, you will learn how to:
-Ensure you protect your business and personal succession position if unexpected events impacted the business owner or it's key people
-Prepare your business for selling
-Maximise your selling price
-Make sure you take advantage of the current tax laws to optimise your business sale
-Develop a financial plan that will secure your retirement and give you the flexibility and freedom to live your
5 Ways to Prepare Your Home Improvement Business for GrowthPME 360
Learn the Top 5 Ways to Prepare for Growth in Your Home Improvement Business. The home improvement market is set to explode. Ryan Paul Adams takes you through some key tips in our recent webinar to help you learn how you can prepare for real growth in your home improvement business and set yourself up for long term success and increased revenue.
This document provides a summary of the book "Run Your Own Business Successfully" which offers advice on how to successfully run a business. It discusses assessing the pros and cons of business ownership, maximizing motivation, and effective practices. Specific topics covered include research before starting, business skills, management, leadership, marketing, financing, strategic planning, technology, taxes, change management, and characteristics of successful entrepreneurs. The guide aims to provide simple, straightforward guidance for running a business.
My life and career journey and workshop inspiring organisations to do things differently and better, as they strive to survive, build, grow and succeed
This document provides guidance on building sales teams in three phases. Phase 1 focuses on proving product value with the founders selling. Phase 2 scales to multiple sales reps, emphasizing an evolving product and aggressive compensation. Phase 3 scales predictably through skills development akin to software development, empowering autonomous reps and teams through processes like sprints and real-time information sharing. The key is separating performance from results and developing skills over time.
Chapter 2 - Successful and Unsuccessful Entrepreneurs1.pptxrhrassanconnect
The document discusses key differences between successful and unsuccessful entrepreneurs. Successful entrepreneurs are creative, innovative, position themselves in new markets, and create new products/processes/delivery. Unsuccessful entrepreneurs are poor managers, have low work ethics, are inefficient, and fail to plan.
It then covers characteristics of entrepreneurs like having a strong work ethic, technical skills, and managerial competencies. Entrepreneurs tend to have self-employed parents and a high need for achievement and independence. Planning, assessing motivations, and addressing growth pressures are also discussed.
This document provides guidance for professionals on working in the field by opening and running a successful business. It emphasizes the importance of having a clear vision, consistent practices, and attentive staff to deliver exceptional customer service. Maintaining high quality service levels and solving problems efficiently are keys to keeping customers satisfied and ensuring the long-term success and profitability of the business.
Grow your Small Medium Business like your BabyRavinder Bhan
This document provides guidance on planning for business growth. It discusses that growth should be planned and managed, not just happen randomly. It emphasizes having a clear vision, mission, goals and core values. It also stresses the importance of identifying who will drive growth and managing growth through delegation. Financing growth is discussed as well as indicators of when a business is ready to grow. The document advocates for developing a growth plan that defines why, how, when and where a business will grow. It notes that professional help can guide growth better than allowing unmanaged growth. Overall, the document provides a framework for strategically planning and managing business growth.
Business By Design is a management consultancy that helps business owners design their ideal business, team, customers, and life. They provide business coaching, leadership development, marketing and sales training, and business process redesign. Their goal is to help clients increase profitability, business value, and satisfaction while achieving a better work-life balance. They have over 20 years of experience advising diverse businesses and ensuring their success.
Practical entrepreneurship training part 3 Building team and product/servicekieranm01
This is part 3 of a 4-part workshop series that focuses on providing practical guidance to first-time entrepreneurs. In this third part the emphasis is on the people side of a start-up, founder composition, dynamics of a start-up team, success failure factors, role of leader, role of mentor etc. There is also a smaller section looking at how you approach building your product or service.
On demand Consulting services for SME and Start Up organisations M Baba Sam
Acies Cusp Services provides consulting and coaching services to help growth-oriented small and medium enterprises (SMEs) and startups. They offer a variety of services aligned to strategy development and execution including DOABLE, a framework for developing medium to long-term strategies, and SELFIE, a sales enablement framework. Their services are delivered through workshops and follow-up sessions to help clients implement strategies and processes focused on revenue growth. They take a customized approach tailored to each client's specific needs and goals.
This document discusses factors related to career development in the 21st century. It notes that career paths are increasingly non-linear and that career development can be facilitated through lateral or downward moves. It emphasizes taking responsibility for one's own career and investing in continual learning. Several aspects of career development are covered, including optimizing one's situation by understanding career anchors, engaging in career planning and using tactics to advance one's career, balancing work and non-work responsibilities, and engaging in personal development.
The Payoff
At the end of this process, whether you choose to sell your company or keep it, there is a huge reward. I call it the EOS Life:
The chance to do only the work you love to do
Doing it only with people you love to be with
Making a significant difference in the lives of others you touch
Being well paid for your efforts and risk
Having the time for other passions in your life
What a life! If you owned a business that allowed you to live that way, you might not want to sell it! But if you did, you can be sure it would fetch a premium price.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
How to Add Chatter in the odoo 17 ERP ModuleCeline George
In Odoo, the chatter is like a chat tool that helps you work together on records. You can leave notes and track things, making it easier to talk with your team and partners. Inside chatter, all communication history, activity, and changes will be displayed.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Main Java[All of the Base Concepts}.docxadhitya5119
This is part 1 of my Java Learning Journey. This Contains Custom methods, classes, constructors, packages, multithreading , try- catch block, finally block and more.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
2. Evan Rubenstein
• Part 1: The 7 Deadly Agency Sins
What they are and what they do to your business
• Part 2: Key Agency Best Practises
Basic elements that you put into practise immediately
• Part 3: Scaling
The ingredients of a business that keeps on growing
3. Evan Rubenstein
• What makes an Agency Business scalable
• Why so few have been able to successfully do
this
• What the critical elements of scalability are
• How it gets easier and easier as you get bigger
4. Evan Rubenstein
• 32 Years in business
• 2 Corporate CEO roles over 13 years (before going
into business on my own)
• Founded 3 businesses, bought/sold 3 others
• Business coach and growth strategist for 16 years
• 130+ clients – over 500 jobs created
• 11 multi-millionaires
5. Evan Rubenstein
• I work with business owners to get them to understand
and actualise the full potential of their businesses
through better knowledge, understanding, decisions and
actions
• I provide businesses expertise on strategy, planning and
the management of client acquisition, operations and
plan execution
• I assist business owners with exit maximisation strategies
6. Evan Rubenstein
An entity in command of specialist
skills performing work for or on behalf
of another
10. Evan Rubenstein
• Been running my own business for a few years but
– I put in more effort than any of my employees
– For all the effort, I’m not making real money
– I’m working 60, sometimes 80 hours a week!!
– I struggle to find or retain good quality staff that I can rely on
• I’m frustrated with
– Too low a strike rate when it comes to sales?
– Bad cash flow. Every payday is an ordeal
– Constant high stress is really taking its toll
– Not landing ‘dream clients’ that will help
build the firm?
11. Evan Rubenstein
• Business is steady but I’m unable to grow my
profits enough
• I still have to work hard personally and have a lot
of stress at times
• I am concerned that in the long run, I won’t make
the money I want
• I see some of my competitors managing to do a lot
better that I am – what am I not doing?
13. Evan Rubenstein
• To educate you about agency growth drivers
• Open your eyes as to what you could achieve
• Understand where you stand in relation to
your agency’s growth journey
21. Evan Rubenstein
• Clear goals
• Documented, executable steps to achieve
goals
• Financial projections that validate the plan
• Documented resources required
• A timetable for execution, with contingencies
22. Evan Rubenstein
• Forces you to work through:
– Value proposition
– Marketing assumptions
– Operational plan
– Staffing plan
– Financial viability
• Baseline for monitoring your progress
• Easier to solve problems on paper than in the real world
• It’s how you drive your future
23. Evan Rubenstein
• Growth not predictable
• Staff highly challenged to operate strategically
• Too much dependency on owner
• Not compatible with
– Consistent growth
– Value building
26. Evan Rubenstein
• Come across as a generalist
• More competitors
• Customers looking for ‘specialised knowledge’
• Marketing is much more difficult
27. Evan Rubenstein
• A particular market that you focus on
• A strategic position that you occupy
– Reduced competition
– Specialised expertise
– Increase visibility and build your brand
– Easier and less expensive to market to
28. Evan Rubenstein
“ I don’t want to lose out on all the other
business out there!”
29. Evan Rubenstein
The silent question
• Makes the fit clearer
• Reduces buyer uncertainty
• Brings prospects closer
30. Evan Rubenstein
• Lead generation is much easier
• Sales conversion is higher
• Project profitability is better
• Client Retention is better
32. Evan Rubenstein
• Erratic revenues and profits
• Puts business at risk
• Poor hiring options
• Cannot drive a consistent top line
➾Growth unable to be adequately funded
33. Evan Rubenstein
• A carefully designed and planned, core
business initiative
• A commitment to mastering the intricacies
and disciplines of an industrial strength
process
36. Evan Rubenstein
• An organisation by design vs default
• Arrangements generally only good for
immediate future
• Management structure undocumented
• Practical situation often at odds
37. Evan Rubenstein
• Inadequate organisational design
Poor role definitions
Inadequate levels of accountability
Below par individual and team
performance
• Regular and confusing changes to roles and
responsibilities
43. Evan Rubenstein
• Completely inappropriate COA
• Measuring, KPI’s, Targets, Triggers
• Low levels of implementation of readily available
financial tech
• Poor financial understanding and appreciation
• Insufficient focus on cash flow management
• Too much reliance on accountants for non compliance
related issues
44. Evan Rubenstein
• Poor use of positional goals, KPI’s and KRA’s
• Erratic or no regular performance reviews
• Challenges implementing a culture of
accountability
47. 0-3 4-10 11-18 19-25
Start-up Growth Maturity Transition
Large
Small
Years
Business
Size
• Prove business model
• Focus on cash flow
• Few staff – org structure
simple
• Minimal process &
procedure
• Focus on scaling, organic
expansion
• Empowering employees &
delegate decision making
• Build systems, processes &
disciplines
• Perfect core business
• Maximise ROI
• Restructure to improve
performance
• Inorganic growth initiatives
• Expand into new markets
• Re-invest & re-inventKey
Dynamics
Life cycle
Phases
Operational
EffectivenessProfit/Operational costs
Profit per head
50. Evan Rubenstein
• Very carefully designed an documented sales
process that everyone follows
• Division of labour; Different people focussed
on different aspects of the process
• Continual measuring and tweaking
51. Evan Rubenstein
• Cost based pricing:
– Selling wages
– 90% of businesses use this
– Reliant on your ‘knowledge base’
– Good for 20-25% operating margin
– Must be very accurate + include risk contingency
– Review every project and update knowledge base
52. Evan Rubenstein
• Value Based Pricing
– Selling ROI
– The ‘Holy Grail’ 10% of business can do this
– Reliant on your ability to create value: needs a high
level of business skill
– Higher risk than cost based
– Good for 30+ % operating margin as revenue share
54. Evan Rubenstein
• Killers
– Scope creep
– Project slip
– Paid overtime
– Write-off’s
– Other sources of non-billable time
55. Evan Rubenstein
• Drivers
– Good scheduling
– Risk aware quoting
– In-house resources, only fixed price contractors
– Crisp project completion
– Effective management of variations
– Incentivised write-on’s
– By the numbers
56. Evan Rubenstein
You pay designers $80,000 per year. You bill
them out at $150 per hour.
How much GP can each earn you per month
assuming that they bill 85% of their time
57. Evan Rubenstein
• 80k + Super = 87600 cost
• They work 45.5 weeks per year (0.875 of the
time)
• ∴ must bill 1925.27 per week to cover their
wages or 12 hours 50 mins (of a 38 hour week)
• For 4 weeks can bill 150*38*0.85*4= 19,380
∴ GP = $11,678
70. Evan Rubenstein
Let’s say you are a house painter working on your own.
• House painting is charged out at $45 per hour
• House painters in a job, want to earn $30 per hour
• If you wanted to do no more painting, how many
painters do you need to employ to keep your
income?
71. Evan Rubenstein
NPAT 500,000
Tax 27.50% 137,500
NPBT 637,500
Profit per chargeable head per month 5,000
Number of chargeable heads 13
Average profit per deal 8,000
Number of deals per month 8
NPAT 500,000
Tax 27.50% 189,661
NPBT 689,655
Profit per chargeable head per month 5,000
∴ Number of chargeable heads 12
Average profit per deal 10,000
∴ Number of deals per month 6
72. Evan Rubenstein
To paraphrase Warren buffet:
“If you don’t know the numbers, you don’t know the
score, and if you don’t know the score you don’t
know if you are winning or loosing’’
75. Evan Rubenstein
Profit
Cost of Goods
Expenses
=
Existing Customers
Avg $ Sale No of Trans RevenueTotal Customers
WIP Debtors Days Cash Flow
Equipment & Facilities
People & Structure
Policies & Systems
Capacity
Aquired Customers
Traffic Opt-in Leads
ConversionLeads
76. Evan Rubenstein
Traffic Opt-inX Leads Conversion= X = Customers X Avg $ Sale X No of Trans = Revenue MarginX Profit=
4,000 2.5% 100 25% 25 20,000 1 25%500,000 125,000
10% 10% 10% 10% 10% 10%59.7%
76%31 16 101 59 69 67
X = X = X X = X =
4,400 2.75% 121 27.5% 33 22,000 1.1 27.5%798,600 219,615X = X = X X = X =
78. Start Feb 2016
• Revenue: 784,000
• NP: 33,000
• Average Deal Size: 12,600
• Team: 7
• Profit per head: 4,714
Feb 2018
• Revenue: 1,310,000
• NP: 383,000
• Average Deal Size: 42,700
• Team: 16
• Profit per head: 29,936
MD works 4 days a week
• Productivity
• Quoting
• Sales
• Lead generation
• Organisational design
• Recruitment
• Remuneration
• Systemisation
(67%)
(1060%)
(239%)
(129%)
(524%)
79. Evan Rubenstein
You Must
Change your ways, repent and stop sinning
Improve your personal effectiveness
Develop you leadership skills
Develop you business acumen
Learn how to build an effective team
Become financially astute
80. Evan Rubenstein
Alignment
• The initial debrief and brain dump
• Audit of policies, systems, processes & procedures
• Identifies main issues
• Critical input for determining the best way to move
your business forward
81. Evan Rubenstein
Meetings
• Clarity on Vision and Goals, 5 year time frame
• Confirm the business core propositions
• Establish/develop key business strategy to deliver goals
• Reverse engineer your path to achievement of goals
• Ensures your focus on required outcomes is maintained
• Deal with real time challenges and keep your momentum
82. Evan Rubenstein
Personal Work
• 3 – 5 hours per fortnight
• Use provided system templates, video’s and reading
material
• Continual online collaboration via coaching systems
83. Evan Rubenstein
Team Transformation Workshop
• Gets existing team members ‘on board’ and bought
in to
– new operating principles
– necessary changes
– higher levels of accountability for outcomes
– higher levels of ownership in driving business outcomes
84. Evan Rubenstein
• Gives you access to high value advice and
support
• Up to 2 people at coaching meetings
• Continues on an uninterrupted basis
• No lock-in contract. Month by month after the
first 12 months
85. Evan Rubenstein
Highlights
• Implement comprehensive client acquisition system
• Organisation design and position contracts
• Implement balance scorecard system
• Implement SMS: Strategic Meeting System
• 12 Hours of Financial Mastery training
• Advanced KPI and financial reports
and much, much more
86. Evan Rubenstein
• Book a free 1 on1 consultation today
– Answer all you questions
– Assess your issues
– Identify areas that need work and what the solution
looks like
– See if there is a fit between your needs and how I help
people achieve their goals
– Qualify for $2,400 discount