This document provides guidance to businesses on how to reposition themselves in response to the COVID-19 pandemic. It outlines a 10-step process called "Regeneration" to help businesses navigate the "new normal" which includes: reviewing impacts, refreshing purpose and vision, revising strategy based on customer needs, rethinking differentiation, and regenerating by creating an action plan led by engaged leadership to mobilize the new strategic vision. The goal is for businesses to define their future rather than just observe it as the environment changes in the wake of the pandemic.
Bob London Master Class, Part II - Aligning Voice of Customer & Voice of Your...Chief Listening Officers
In Part I of this Master Class, we talked about uncovering your customers elevator rant which is basically the topics that are most important to them that they share on the proverbial elevator when there are no vendors around. And how important it is to understand those rants and the language they use - because that’s the language we’re going to use back to them when we message them.
And that’s what this presentation is about: Synthesizing the voice of your customers into a compelling, customer-first messaging strategy.
Launch pad - build an accounting practice you can be proud of Practice Ignition
Revisit the presentation from Guy Pearson - the founder of interactive accounting + Practice Ignition on how to build a scalable, successful + high growth accounting practice.
If you still believe old “Partners & Co” approach to your accounting practice is the way to go, you need to wake up. Cloud accounting is here, new banking infrastructure, such as bitcoin is emerging, and new devices adoption rate is accelerating. All these new trends are making your old accounting business obsolete.
What are you going to do about it?
Every business owner, including an accountant, wants to make the world a better place and build something that makes a difference and pleases her customers.
Guy Pearson will help you define your unique selling proposition and business model, assist you to take the focus back to your clients and will share his experience on building a practice that scales.
In this presentation, we will take a deep dive into proven ways to build a practice that matters and one you’ll be proud to tell your friends, colleagues and family about.
Objectives:
What is your USP (Unique selling proposition) – do you have one and how to craft one?
Business models – are you a surgeon, a local coffee shop or a McDonald’s? Maybe a hybrid is the way to go?
Always. Focus. On the client. They help you get paid.
Think with scalability in mind.
Make yourself obsolete.
Do something that matters.
The document provides tips for business development (BD) professionals. It emphasizes building relationships through generosity and making time for BD activities. Tips include joining industry groups, attending conferences, inviting clients to social events, maintaining client relationships through good communication and service, and planning BD activities like making client calls. The goal is to strengthen connections, identify new opportunities, and gain referrals through a balanced focus on BD, marketing, and public relations.
Should I Stay or Should I go? Remember that song? Well, in today\'s market many brokers are looking at all the options. You will learn from this session on Mergers & Acquisitions:
How to grow your company with Mergers & Acquisitions
Learn how avoid mistakes in the process
See if it’s time to make a graceful exit
Value is determined by your customer, not you.Customer Return
A webinar by Customer Return to Sales Coach Central. Discusses the concept of value to customers and how to increase the referrability of your business.
SalesKICKSTART - Create a sales pipeline to increase your profit by Pathway2GrowThe Pathway Group
slides for our Business Networking event held on the 28th January 2015 in Solihull with @BarryAllaway at a Pathway2Grow event - Network, Learn and Grow. For more information and to book on to the next event visit http://www.meetup.com/Pathway2Grow/
If, after a year or two of having made the decision to set up in business, you’re still struggling to make ends meet, it’s not surprising that you end up questioning whether you can do it.
Bob London Master Class, Part II - Aligning Voice of Customer & Voice of Your...Chief Listening Officers
In Part I of this Master Class, we talked about uncovering your customers elevator rant which is basically the topics that are most important to them that they share on the proverbial elevator when there are no vendors around. And how important it is to understand those rants and the language they use - because that’s the language we’re going to use back to them when we message them.
And that’s what this presentation is about: Synthesizing the voice of your customers into a compelling, customer-first messaging strategy.
Launch pad - build an accounting practice you can be proud of Practice Ignition
Revisit the presentation from Guy Pearson - the founder of interactive accounting + Practice Ignition on how to build a scalable, successful + high growth accounting practice.
If you still believe old “Partners & Co” approach to your accounting practice is the way to go, you need to wake up. Cloud accounting is here, new banking infrastructure, such as bitcoin is emerging, and new devices adoption rate is accelerating. All these new trends are making your old accounting business obsolete.
What are you going to do about it?
Every business owner, including an accountant, wants to make the world a better place and build something that makes a difference and pleases her customers.
Guy Pearson will help you define your unique selling proposition and business model, assist you to take the focus back to your clients and will share his experience on building a practice that scales.
In this presentation, we will take a deep dive into proven ways to build a practice that matters and one you’ll be proud to tell your friends, colleagues and family about.
Objectives:
What is your USP (Unique selling proposition) – do you have one and how to craft one?
Business models – are you a surgeon, a local coffee shop or a McDonald’s? Maybe a hybrid is the way to go?
Always. Focus. On the client. They help you get paid.
Think with scalability in mind.
Make yourself obsolete.
Do something that matters.
The document provides tips for business development (BD) professionals. It emphasizes building relationships through generosity and making time for BD activities. Tips include joining industry groups, attending conferences, inviting clients to social events, maintaining client relationships through good communication and service, and planning BD activities like making client calls. The goal is to strengthen connections, identify new opportunities, and gain referrals through a balanced focus on BD, marketing, and public relations.
Should I Stay or Should I go? Remember that song? Well, in today\'s market many brokers are looking at all the options. You will learn from this session on Mergers & Acquisitions:
How to grow your company with Mergers & Acquisitions
Learn how avoid mistakes in the process
See if it’s time to make a graceful exit
Value is determined by your customer, not you.Customer Return
A webinar by Customer Return to Sales Coach Central. Discusses the concept of value to customers and how to increase the referrability of your business.
SalesKICKSTART - Create a sales pipeline to increase your profit by Pathway2GrowThe Pathway Group
slides for our Business Networking event held on the 28th January 2015 in Solihull with @BarryAllaway at a Pathway2Grow event - Network, Learn and Grow. For more information and to book on to the next event visit http://www.meetup.com/Pathway2Grow/
If, after a year or two of having made the decision to set up in business, you’re still struggling to make ends meet, it’s not surprising that you end up questioning whether you can do it.
Why you should Celebrate the Wins in a Startup by Geoffrey ByruchGeoffrey Byruch
At any startup, there will always be various ups-and-downs on your road to success. While you can always get lost within the day-to-day operations of the work week, it is absolutely vital for your company and yourself to celebrate the wins every step of the way.
Remember that feeling you experienced when you were awarded a gold star in school for a job well done? Even though we’re older now and the stakes are higher than learning the ABCs, that “gold star” feeling still can be a powerful motivator. Employees who believe that their employers recognize and value their contributions generally are more satisfied at work,
which is why most organizations today have employee recognition programs in place. On the following slides, we present some creative yet simple ideas for business owners and managers to give employees that “gold star” feeling in recognition of their efforts.
DATING Your Customer - Customer Service for OFSAJames Feldman
Jim Feldman of Shift Happens gave this presentation to the Ontario Funeral Services Association OFSA in September 2011. DATING Your Customer or DATING Your Family was a talk targeted at the funeral industry to highlight customer service and innovation.
George Brockman, an owner and CEO of a business consulting firm, will discuss building a culture of continuous growth through accountability. He will define accountability and discuss how organizations can use accountability measures like productivity, sales, and attendance to make better decisions. Case studies on bank scandals will demonstrate how clarity of organizational purpose and values through accountability can prevent issues and engage employees.
This document discusses the importance of working with professionals when running a business. It recommends having professionals handle legal, financial, insurance, and human resource needs as laws, technology, and expectations have changed. The document advises never quitting and instead getting help from others, as there are more opportunities today than ever before to succeed with a business.
The document provides information about how to become a strategic business owner through a coaching program. It discusses defining goals and visions, focusing on strategic priorities rather than daily tasks, developing systems and processes, and learning to delegate responsibilities to achieve greater success, earnings, and work-life balance. The coaching program involves quarterly group sessions and optional individual coaching over two years to help clients improve their business and leadership skills.
How to build a startup without angel or VC investmentsThe Hatch
Topic : How to build a startup without angel or VC investments?
Webinar hosted by : Virtual Learning Center of The Hatch Institute
Conducted by :
Shiven Malhotra, Angel investor & mentor for startups
Shiven’s career has spanned three continents having worked with KPMG auditing technology in the US, in Goldman Sachs’s stock trading desk in the UK and in India as part of the start-up team for Kotak Commodities trading desk.
Shiven was born and raised in New Delhi. He finished his schooling from the The Doon School and then studied Economics at the University of California at Santa Cruz.
Shiven is also a semi-professional photographer and an avid trekker. His big plan for the future is to trek to the Everest base camp.
The document provides guidance on starting a business by helping the reader decide if it is right for them and what they want from their business. It discusses setting goals and a mantra, considering opportunities and challenges, skills needed for success, financial requirements, and typical business tasks. The key questions are around the reader's goals, meaning, and mantra for their business along with determining if they have the necessary skills, financial position, and action plan to successfully start a business.
NYC Digital Start-up Half-Ass Marketing PresentationMDuda
The document discusses key aspects of building a strong brand, including defining the brand truth with a tight storyline around why the company exists and who it serves. It emphasizes that the brand is reflected in everything from hiring and customer service to advertising and product experience. A strong brand allows a company to bond with customers who will defend it, and having brand equity can help a company survive mistakes. When starting a brand strategy, companies should listen to pitches, define a consistent message and vision, and amplify the brand through influencers rather than relying solely on advertising or going viral.
The Alliance: How to Hire talent in the Networked Age Gusto
The document discusses a presentation titled "The Alliance: How to Hire Talent in the Networked Age". The presentation will discuss how the traditional employer-employee relationship is broken and propose treating employees as "allies on a tour of duty" rather than as family or free agents. It will also cover how to recruit, manage and retain entrepreneurial talent in today's digital world. The presentation will be given by Chris Yeh, author of "The Alliance", and Chip Joyce, CEO of Allied Talent, and will explore how to align employees' values with the company and use alumni networks to hire talent.
Starting Small: Making Your People Strategy Work For YouBambooHR
This document summarizes a panel discussion about how small and medium-sized businesses can optimize their human resources strategies with limited budgets. The panelists discussed starting with a focus on company culture, getting buy-in for technology that supports culture and growth, automating parts of HR to focus on what matters most, implementing non-monetary reward and recognition programs, and overcoming common holdups faced by HR in small businesses.
Why you should treat your employees like your customersGusto
Your customers are what keeps the lights on. But who delights your customers? Your employees. Find out why you should treat your employees like your customers with this SlideShare from ZenPayroll and Kin HR. Learn what it means to bring employee success to your organization.
This document outlines a 7 step process for small business marketing success presented by Matthew Scott. The steps are: [1] Identify the ideal customer, [2] Communicate your difference through benefits, [3] Create marketing materials that educate, [4] Generate leads through advertising, referrals, and public relations, [5] Automate processes, and [6] Dominate through a marketing calendar. The presentation provides examples and exercises for each step to help small businesses overcome challenges and effectively market themselves.
PPAI Atlantic City: 7 Steps Marketing to Small Business Marketing Successguest92a167
This document outlines a 7 step process for small business marketing success presented by Matthew Scott. The steps are: [1] Identify the ideal customer, [2] Communicate your difference through benefits, [3] Create marketing materials that educate, [4] Generate leads through advertising, referrals, and public relations, [5] Automate processes, and [6] Dominate through a marketing calendar. The presentation provides examples and exercises for small business owners to focus their marketing efforts.
Ted Leonhardt is a consultant to design firms and one of the topics he often discusses with them is building stronger client relationships -- the exact same topic as his SVC workshop.
This document provides information and tasks for a new member of the SMARTvt organization. It discusses Jack Welch's views on lifetime employability and outlines assumptions of SMARTvt, which focuses on members taking responsibility for their own training and skills. The new member is given tasks to set up online profiles on LinkedIn, Twitter, and Smartsheet to facilitate networking and collaboration. They are also asked to complete a personality assessment and review provided reading materials. The goal is for the new member to integrate into the SMARTvt network and fully participate in the group.
The document provides 11 survival tips for businesses in their first year that focus on key areas such as executive leadership, product, sales, marketing, customer service, finance, human resources, IT, operations, purchasing, and research and development. The tips emphasize having clear goals, quality products, effective sales and marketing, strong customer loyalty programs, adequate funding, a good company culture, practical technology systems, efficient operations, reliable vendors, and planning future products. Following these tips can help new businesses avoid common first year mistakes and take advantage of growth opportunities.
The document provides advice on qualities of leaders, entrepreneurs, and "entreleaders". It emphasizes that running a business successfully requires attention to details like contracts, vendors, collections while considering unintended consequences. An entreleader loves their product and customer, sees business as relational, and ensures communication creates a shared vision and culture of unity. While contracts don't guarantee performance, following business basics with discipline leads to stability and satisfaction.
How to Boost Your Website Conversions - Triple PlayAntoine Dupont
Slides from my presentation at TriplePlay 2021 in Atlantic City, NJ on December 8, 2021. This was the 3:30 pm session. Enjoy!
You don’t need to spend more money to make your website a conversion machine. It’s all about the story you tell. If your website’s messaging is unclear, it’s costing you potential customers. In this presentation, marketing conversion expert Antoine Dupont shows you a proven communication formula utilized on thousands of websites. You’ll walk out understanding how to create a good marketing story and why it’s the most powerful tool to compel the human brain (and pocketbook).
Kishan Panchal interviewed S.B. Patel about his career success and experiences. S.B. Patel has 7 years of experience and believes in setting goals and working hard with full concentration to achieve them. Some qualities of a successful employee according to Patel are hard work, honesty, concentration, confidence, and faith. He also believes challenges should be faced positively by staying calm and focusing on overcoming difficulties. Patel thinks job satisfaction comes from both internal fulfillment and external factors, and believes in focusing on opportunities rather than rewards or visions. He advises guiding juniors properly and understanding when senior support may be limited due to workload.
Bob London Master Class - Aligning voice of your customer with voice of your ...Chief Listening Officers
HOW TO GROW BY TEARING DOWN THE VENDOR-CUSTOMER WALL
A master class on aligning the voice of your customer with the voice of your company
In this two-part master class, "B2B marketing Jedi" (per Forbes.com) and customer discovery expert Bob London will deliver actionable tips for how to
Uncover your customers' Elevator Rant - what they're really saying when vendors aren't around; and
Craft an authentic, customer-first messaging strategy that will increase your marketing and sales traction.
Bob has conducted over 2,300 conversations with his clients' customers and used the resulting insights to develop their go-to-market messaging - as well as build a compelling Strategic Narrative that creates excitement and buy-in from employees, customers and investors alike.
Session I: Uncovering Your Customer's Elevator Rant
Bob's disruptive customer discovery questions that yield candid responses
How to frame conversations, ask questions and follow up
Tips on "listening between the lines" to maximize insights
Session II: (to follow) Crafting a Customer-First Messaging Strategy
Positioning your company in the marketplace
Developing a crisp, winning value proposition
Creating sales messages that start with the customer
These sessions are designed to give Founders, business owners and senior B2B executives - CEOs, CMOs, Chief Revenue Officers and Chief Customer Officers - immediate and actionable takeaways.
The document provides leadership discussion questions to help companies focus on critical human capital matters through leadership actions and discussions. The questions are organized into four broad areas - leadership, finance, strategy, and workplace. They are intended to help jumpstart discussions during leadership retreats, workshops, and planning sessions on topics like developing emerging leaders, aligning strategy with expectations, retaining profitable customers and productive employees, and evolving company culture. The goal is to drive corporate growth through strong leadership.
Why you should Celebrate the Wins in a Startup by Geoffrey ByruchGeoffrey Byruch
At any startup, there will always be various ups-and-downs on your road to success. While you can always get lost within the day-to-day operations of the work week, it is absolutely vital for your company and yourself to celebrate the wins every step of the way.
Remember that feeling you experienced when you were awarded a gold star in school for a job well done? Even though we’re older now and the stakes are higher than learning the ABCs, that “gold star” feeling still can be a powerful motivator. Employees who believe that their employers recognize and value their contributions generally are more satisfied at work,
which is why most organizations today have employee recognition programs in place. On the following slides, we present some creative yet simple ideas for business owners and managers to give employees that “gold star” feeling in recognition of their efforts.
DATING Your Customer - Customer Service for OFSAJames Feldman
Jim Feldman of Shift Happens gave this presentation to the Ontario Funeral Services Association OFSA in September 2011. DATING Your Customer or DATING Your Family was a talk targeted at the funeral industry to highlight customer service and innovation.
George Brockman, an owner and CEO of a business consulting firm, will discuss building a culture of continuous growth through accountability. He will define accountability and discuss how organizations can use accountability measures like productivity, sales, and attendance to make better decisions. Case studies on bank scandals will demonstrate how clarity of organizational purpose and values through accountability can prevent issues and engage employees.
This document discusses the importance of working with professionals when running a business. It recommends having professionals handle legal, financial, insurance, and human resource needs as laws, technology, and expectations have changed. The document advises never quitting and instead getting help from others, as there are more opportunities today than ever before to succeed with a business.
The document provides information about how to become a strategic business owner through a coaching program. It discusses defining goals and visions, focusing on strategic priorities rather than daily tasks, developing systems and processes, and learning to delegate responsibilities to achieve greater success, earnings, and work-life balance. The coaching program involves quarterly group sessions and optional individual coaching over two years to help clients improve their business and leadership skills.
How to build a startup without angel or VC investmentsThe Hatch
Topic : How to build a startup without angel or VC investments?
Webinar hosted by : Virtual Learning Center of The Hatch Institute
Conducted by :
Shiven Malhotra, Angel investor & mentor for startups
Shiven’s career has spanned three continents having worked with KPMG auditing technology in the US, in Goldman Sachs’s stock trading desk in the UK and in India as part of the start-up team for Kotak Commodities trading desk.
Shiven was born and raised in New Delhi. He finished his schooling from the The Doon School and then studied Economics at the University of California at Santa Cruz.
Shiven is also a semi-professional photographer and an avid trekker. His big plan for the future is to trek to the Everest base camp.
The document provides guidance on starting a business by helping the reader decide if it is right for them and what they want from their business. It discusses setting goals and a mantra, considering opportunities and challenges, skills needed for success, financial requirements, and typical business tasks. The key questions are around the reader's goals, meaning, and mantra for their business along with determining if they have the necessary skills, financial position, and action plan to successfully start a business.
NYC Digital Start-up Half-Ass Marketing PresentationMDuda
The document discusses key aspects of building a strong brand, including defining the brand truth with a tight storyline around why the company exists and who it serves. It emphasizes that the brand is reflected in everything from hiring and customer service to advertising and product experience. A strong brand allows a company to bond with customers who will defend it, and having brand equity can help a company survive mistakes. When starting a brand strategy, companies should listen to pitches, define a consistent message and vision, and amplify the brand through influencers rather than relying solely on advertising or going viral.
The Alliance: How to Hire talent in the Networked Age Gusto
The document discusses a presentation titled "The Alliance: How to Hire Talent in the Networked Age". The presentation will discuss how the traditional employer-employee relationship is broken and propose treating employees as "allies on a tour of duty" rather than as family or free agents. It will also cover how to recruit, manage and retain entrepreneurial talent in today's digital world. The presentation will be given by Chris Yeh, author of "The Alliance", and Chip Joyce, CEO of Allied Talent, and will explore how to align employees' values with the company and use alumni networks to hire talent.
Starting Small: Making Your People Strategy Work For YouBambooHR
This document summarizes a panel discussion about how small and medium-sized businesses can optimize their human resources strategies with limited budgets. The panelists discussed starting with a focus on company culture, getting buy-in for technology that supports culture and growth, automating parts of HR to focus on what matters most, implementing non-monetary reward and recognition programs, and overcoming common holdups faced by HR in small businesses.
Why you should treat your employees like your customersGusto
Your customers are what keeps the lights on. But who delights your customers? Your employees. Find out why you should treat your employees like your customers with this SlideShare from ZenPayroll and Kin HR. Learn what it means to bring employee success to your organization.
This document outlines a 7 step process for small business marketing success presented by Matthew Scott. The steps are: [1] Identify the ideal customer, [2] Communicate your difference through benefits, [3] Create marketing materials that educate, [4] Generate leads through advertising, referrals, and public relations, [5] Automate processes, and [6] Dominate through a marketing calendar. The presentation provides examples and exercises for each step to help small businesses overcome challenges and effectively market themselves.
PPAI Atlantic City: 7 Steps Marketing to Small Business Marketing Successguest92a167
This document outlines a 7 step process for small business marketing success presented by Matthew Scott. The steps are: [1] Identify the ideal customer, [2] Communicate your difference through benefits, [3] Create marketing materials that educate, [4] Generate leads through advertising, referrals, and public relations, [5] Automate processes, and [6] Dominate through a marketing calendar. The presentation provides examples and exercises for small business owners to focus their marketing efforts.
Ted Leonhardt is a consultant to design firms and one of the topics he often discusses with them is building stronger client relationships -- the exact same topic as his SVC workshop.
This document provides information and tasks for a new member of the SMARTvt organization. It discusses Jack Welch's views on lifetime employability and outlines assumptions of SMARTvt, which focuses on members taking responsibility for their own training and skills. The new member is given tasks to set up online profiles on LinkedIn, Twitter, and Smartsheet to facilitate networking and collaboration. They are also asked to complete a personality assessment and review provided reading materials. The goal is for the new member to integrate into the SMARTvt network and fully participate in the group.
The document provides 11 survival tips for businesses in their first year that focus on key areas such as executive leadership, product, sales, marketing, customer service, finance, human resources, IT, operations, purchasing, and research and development. The tips emphasize having clear goals, quality products, effective sales and marketing, strong customer loyalty programs, adequate funding, a good company culture, practical technology systems, efficient operations, reliable vendors, and planning future products. Following these tips can help new businesses avoid common first year mistakes and take advantage of growth opportunities.
The document provides advice on qualities of leaders, entrepreneurs, and "entreleaders". It emphasizes that running a business successfully requires attention to details like contracts, vendors, collections while considering unintended consequences. An entreleader loves their product and customer, sees business as relational, and ensures communication creates a shared vision and culture of unity. While contracts don't guarantee performance, following business basics with discipline leads to stability and satisfaction.
How to Boost Your Website Conversions - Triple PlayAntoine Dupont
Slides from my presentation at TriplePlay 2021 in Atlantic City, NJ on December 8, 2021. This was the 3:30 pm session. Enjoy!
You don’t need to spend more money to make your website a conversion machine. It’s all about the story you tell. If your website’s messaging is unclear, it’s costing you potential customers. In this presentation, marketing conversion expert Antoine Dupont shows you a proven communication formula utilized on thousands of websites. You’ll walk out understanding how to create a good marketing story and why it’s the most powerful tool to compel the human brain (and pocketbook).
Kishan Panchal interviewed S.B. Patel about his career success and experiences. S.B. Patel has 7 years of experience and believes in setting goals and working hard with full concentration to achieve them. Some qualities of a successful employee according to Patel are hard work, honesty, concentration, confidence, and faith. He also believes challenges should be faced positively by staying calm and focusing on overcoming difficulties. Patel thinks job satisfaction comes from both internal fulfillment and external factors, and believes in focusing on opportunities rather than rewards or visions. He advises guiding juniors properly and understanding when senior support may be limited due to workload.
Bob London Master Class - Aligning voice of your customer with voice of your ...Chief Listening Officers
HOW TO GROW BY TEARING DOWN THE VENDOR-CUSTOMER WALL
A master class on aligning the voice of your customer with the voice of your company
In this two-part master class, "B2B marketing Jedi" (per Forbes.com) and customer discovery expert Bob London will deliver actionable tips for how to
Uncover your customers' Elevator Rant - what they're really saying when vendors aren't around; and
Craft an authentic, customer-first messaging strategy that will increase your marketing and sales traction.
Bob has conducted over 2,300 conversations with his clients' customers and used the resulting insights to develop their go-to-market messaging - as well as build a compelling Strategic Narrative that creates excitement and buy-in from employees, customers and investors alike.
Session I: Uncovering Your Customer's Elevator Rant
Bob's disruptive customer discovery questions that yield candid responses
How to frame conversations, ask questions and follow up
Tips on "listening between the lines" to maximize insights
Session II: (to follow) Crafting a Customer-First Messaging Strategy
Positioning your company in the marketplace
Developing a crisp, winning value proposition
Creating sales messages that start with the customer
These sessions are designed to give Founders, business owners and senior B2B executives - CEOs, CMOs, Chief Revenue Officers and Chief Customer Officers - immediate and actionable takeaways.
The document provides leadership discussion questions to help companies focus on critical human capital matters through leadership actions and discussions. The questions are organized into four broad areas - leadership, finance, strategy, and workplace. They are intended to help jumpstart discussions during leadership retreats, workshops, and planning sessions on topics like developing emerging leaders, aligning strategy with expectations, retaining profitable customers and productive employees, and evolving company culture. The goal is to drive corporate growth through strong leadership.
Tony Hsieh founded Zappos in 1999 and has since grown it into a major online shoe and clothing retailer known for its excellent customer service. Some key points:
- Zappos has over 1,000 brands and 900,000 unique products in its warehouse. It prioritizes fast, free shipping and returns with a 365-day return policy.
- The company has over 1,400 employees and focuses heavily on building a strong company culture through its 10 core values like delivering wow through service.
- Zappos prides itself on excellent customer service and has high repeat customer rates, with over 75% of purchases coming from returning customers who spend more on average than new customers.
1) The document provides background information on Tony Hsieh and Zappos, including that Tony was an early investor in Zappos and is now its CEO.
2) It summarizes Zappos' business model of fast and free shipping, free returns, and excellent customer service. Zappos prioritizes customer satisfaction and employee culture.
3) Tony discusses the importance of company culture and values, and how focusing on culture, customers, and clothing has led to Zappos' success in delivering happiness to both customers and employees.
Organizations and leaders hire us to help them create greater employee engagement,connect with purpose,and improve all their relationships through trust and authenticity.
Tony Hsieh, CEO of Zappos, provides an overview of his background and Zappos. He discusses how Zappos started in 1999 and has grown to 1400 employees. Zappos focuses on delivering outstanding customer service through fast shipping, easy returns, and friendly customer support. This emphasis on service has helped Zappos achieve strong growth, with 75% of purchases coming from repeat customers who spend more than first-time customers. Hsieh also discusses Zappos' culture and core values, which are focused on delivering happiness to both customers and employees.
1) The document provides background information on Tony Hsieh and Zappos. It discusses Tony's early career founding Venture Frogs and investing in Zappos in 1999.
2) It summarizes key aspects of Zappos' business including being focused on outstanding customer service with policies like free shipping and returns. Zappos prioritizes building a strong company culture.
3) The document emphasizes that Zappos' goal is to deliver happiness to both customers and employees through great customer service, strong company culture and values, and having a higher purpose beyond just making money.
Tony Hsieh, CEO of Zappos, discusses the company's background and culture. Some key points:
- Zappos started in 1999 and has grown to 1300 employees, with half based in Las Vegas headquarters.
- The company focuses on delivering excellent customer service through fast shipping, easy returns, and friendly customer support.
- Zappos has a strong company culture defined by 10 core values like delivering "WOW" service and having fun. This culture contributes to high customer loyalty and repeat business.
The document provides an overview of Tony Hsieh and Zappos. It discusses Tony's background and how he became involved with and eventually became the CEO of Zappos. It then summarizes key details about Zappos, including its growth, recognition, focus on customer service and culture. The presentation emphasizes Zappos' core values and culture, and how focusing on these areas has contributed to its success in delivering customer happiness and building a strong brand.
The document provides an overview of Tony Hsieh and Zappos. It discusses Tony's background and how he became involved with and eventually became the CEO of Zappos. It then summarizes key details about Zappos, including its growth, focus on customer service, core values and culture. The document advocates focusing on developing a strong culture and purpose beyond just profits in order to build a sustainable brand that creates happiness for both customers and employees.
The document provides an overview of Tony Hsieh and Zappos, including:
1) Tony's background and involvement in founding Zappos. Zappos is focused on delivering exceptional customer service and building a strong company culture.
2) Key details about Zappos' business like rapid growth, focus on customer satisfaction, and high rankings as a top company to work for.
3) Tony discusses the importance of culture, values, transparency, and thinking long-term to building a strong brand that customers love.
The document provides an overview of Tony Hsieh and Zappos, including:
1) Tony's background and involvement in founding Zappos. Zappos is focused on delivering exceptional customer service and building a strong company culture.
2) Key details about Zappos' business like reaching over $1 billion in sales and being recognized for excellent customer service. A large percentage of purchases are from repeat customers.
3) Zappos' core values that guide their culture, which aims to "Deliver Happiness" for both customers and employees. The company believes culture and relationships are crucial to long term success.
1) Tony Hsieh founded Zappos in 1999 and has since grown it to over 1400 employees with headquarters in Las Vegas and Kentucky.
2) Zappos focuses on delivering exceptional customer service through fast shipping, easy returns, and friendly customer support. This emphasis on service has helped turn many first-time customers into repeat buyers.
3) Hsieh attributes much of Zappos' success to its strong company culture and core values like delivering "WOW" customer service and creating fun. He encourages other companies to focus on their culture, values, and long-term vision over short-term profits.
Zappos - Tony Robbins UBMS Conference - 04-01-09zappos
Tony Hsieh, CEO of Zappos, discusses the company's background and culture. Some key points:
- Zappos started in 1999 and has grown to 1400 employees, with half based in Las Vegas headquarters. It focuses on customer service, offering fast shipping and returns.
- The company prioritizes culture, with core values like delivering wow through service. It aims to create fun and a little weirdness.
- Zappos sees customer service as its main product. It works to create a positive experience for customers and build brand loyalty through word of mouth.
- Alfred Lin provides a brief background on his career prior to joining Zappos, including founding Venture Frogs and investing in Tellme Networks and Zappos.com.
- Zappos was founded in 1999 and has grown to 1400 employees across its Las Vegas and Kentucky locations. It focuses on providing the best online shopping experience through fast shipping, free returns, and excellent customer service.
- Zappos prides itself on delivering happiness to both customers and employees. It emphasizes building a positive culture through its 10 core values like delivering wow through service, embracing change, and being passionate.
How Zappos Built a Billion Dollar Company Through a Customer Focused CultureParature, from Microsoft
Zappos built a billion dollar company through a customer-focused culture that prioritized customer service and relationships. They hire based on cultural fit rather than just skills and base performance reviews partly on living the company values. This creates a fun, transparent culture where employees are passionate about the customer's experience.
This presentation is an overview to help people turn a business idea into a real business. It walks you through the questions you need to ask yourself if you're ready for entrepreneurship, if your business idea is a feasible one, what you need to do to market and brand it, and the sales effort you need to make it successful. The full Webinar series is an 8 week intensive workshop that dives into each area in depth so that the individual is ready to launch their business at the end of the workshop.
The document provides an overview of Tony Hsieh and Zappos. It discusses Tony's background and how he became involved with and eventually led Zappos. It then summarizes key aspects of Zappos' corporate background, culture of customer service, and strategies for building a brand focused on long-term sustainability and happiness. The presentation emphasizes Zappos' core values and culture as the foundation for its success.
Zappos - Vegas Young Professionals - 5-12-09zappos
Tony Hsieh, CEO of Zappos, discusses the company's background and culture. Zappos started as an online shoe retailer in 1999 and has since expanded to offer clothing, handbags, and other products. The company emphasizes outstanding customer service through fast shipping, easy returns, and friendly customer support. Zappos has experienced strong growth in sales and customer base due to its focus on customer satisfaction and building a positive workplace culture defined by its ten core values. Hsieh believes focusing on culture and customer happiness will lead to long term business success.
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On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
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3. Spent too much
time
with the family?
Discovered the
joys of the garden?
Taken up cycling? Cut your own hair?
Excelled at
Zoom drinking?
Spent hours
Googling
possessive
pronouns, improper
fractions, and the
periodic table
5. Concerned about the future?
Worried about keeping safe in the workplace?
Concerned their jobs may at risk?
Lacking the motivation to get back to work?
Nervous about re-engaging with colleagues?
Are they?
7. HAVE YOU?
INNOVATED MORE
THAN EVER
RE-DESIGNED
YOUR CORE
PROPOSITION
SORTED THE
WHEAT FROM THE
CHAFF
SEEN THE BENEFIT OF
NEW TECHNOLOGY AND
COMMUNICATIONS
BECOME LEANER,
FITTER, MORE
EFFICIENT
FOCUSED MORE ON
LEADERSHIP
RE-FINANCED
YOUR BUSINESS
GAINED MORE
INSIGHT FROM
BETTER DATA
REFLECTED ON
WHAT’S REALLY
IMPORTANT TO YOU
11. When is the right time?
YOUR Q’sPEOPLE Q’s
Is my job safe?
Is it safe to go back?
Will I need to make job cuts?
How do we make the workplace safe?
How am I going to get my team fired up
again?
How long is it going to take to get sales back
to where they were?
How can I safely get to work?
How am I going to manage childcare?
Can I still work remotely sometimes?
What’s going to happen to the business?
Does the business look fundamentally
different coming out than going into
lockdown – what has changed?
Plan the
workplace
Re-assess
structure, roles &
responsibilities
Review key
processes /
operations
Comply with
government
guidelines
14. .
PURPOSE
Has this changed your
direction of travel?
VISION
Do you still want the
same things as before?
PERSONAL ASPIRATIONS
VALUES / CULTURE
Do you and your customers
still believe in the same
things as before?
DNA
Having a game plan…
…gives you the tools to lead
Do your customers still
want the same things as
before?
20. TOP 10 CUSTOMERS
SUPPLY CHAIN COMPETITION
BUSINESS MIX
MARGINS / PROFITS
PRODUCT & SERVICE MIX
KEY RELATIONSHIPS
Customer
Needs / Market
Opportunity
So what’s changed?
Where are the opportunities?
23. G
I
V
E
GREAT – what you do best – Has this changed?
IMPROVEMENTS- What has changed and what more can we do?
VULNERABILITIES – What new challenges have we seen and how
have we responded?
EDGE – Do we see a new competitive edge or significant differentiator?
Now take a fresh look in the mirror and what do you see?
This situation has tested us…
24. The ‘So What’ Test – time to think like a customer
KEY Question …”how do I support my customers in a meaningful, human and relevant way?”
EmpathyAnxious Remote
Risk
Averse
Short term
focus
Own job
security
Engage,
Listen,
Understand
Be more
Agile &
Flexible
Be more
Accessible
& Available
Guide &
Support
How are your customers feeling?
Have their wants and needs changed? How do we respond to those needs?
25. Review how you communicate, engage, and service
your customers
Ask yourself…
What will make you better?
What will make you different?
What do we want our customers to think?
What do we want our customers to do?
31. So now you have…
1. Clarity on your personal aspirations
2. Articulated your values and beliefs
3. A clear idea what business you're in
4. Defined your visionary goal
5. Looked at what external influences can impact your business
6. Clarified the points needed to achieve the vision
7. Explored all new opportunities in the market
8. Identified the skills and capabilities needed
9. Outlined your unique competitive advantage
10.Focused on strategy
…it’s time to mobilise the plan!
Intros
Then open up with Q..
Q: What is New Normal likely to mean?
…social distancing the norm for a while – 2m apart
…staggered working
…continued flexible / home working – challenges for employers to adapt
…queues at shops
…travel more difficult
…acceleration of digital technology adoption
The number of hot tubs sold in the last three months is equal to that of the last three years.
Digital TV orders and Video On Demand increased by 174% year-on-year
Online gaming up 237%.
Fitness product sales up 53%
Sales within the cycle industry are up around 15%
Alcohol sales increased by a massive 371% from the week commencing 16th March compared with the previous year
Off-licence sales of alcohol soared 31.4% in volume terms
Three of the biggest seed companies were unable to meet demand and had to take their website down due the surge in people wanting to grow fruit and vegetables
Huge demand for flour and home baking products, fuelled by 51% of people spending more time with loved ones cooking and baking.
38% snacking more, 19% sitting at the table together for more meals and 31% more organised by making lists and meal planning.
Tequila sales have soared 175% during lockdown
One particular online pharmacy saw a 159% increase in online orders for condoms, just one day after the announcement that pubs were closing!
According to one poll, more than half of UK workers are feeling more anxious or stressed while working from home during lockdown.
56% of those surveyed said their mental health had deteriorated since lockdown began on 23 March.
One of the top concerns among workers was the fear of being made redundant when lockdown is lifted.
But…
24% said they had more time to exercise
17% said they are eating more healthily.
44% reported that they feel more connected to their families.
…More than half (54%) said they would like their employer to give them the option of working from home more often post-lockdown.
Q: How are you able to respond to demands for more flexible working post lockdown?
Key challenge for business owners… balancing concerns/desires of the team vs personal fears of reduced visibility, concerns about productivity
What’s the biggest impact this has had on your business so far?...
Congratulations on making it through this far!
More than half a million companies reported to be in ‘significant distress’
1/4 of companies in the UK have temporarily closed
38% of companies still operating reporting “substantially lower” turnover than normal
40% of the businesses that continued trading have reduced staff levels in the short term.
29% reduced working hours.
21% of the workforce have been furloughed.
(ONS)
82% of UK SMEs are worried about the impact the Coronavirus crisis will have on their business
56% approve of how the government has handled everything
47% concerned about a drop in the number of sales
39% are worried about the impact of the wider economic situation
35% are concerned about day to day cash flow
36% of SMEs have required staff to work from home
21% have reduced shifts and hours.
Top 3 areas of support / advice needed:
Managing cash flow problems (31%)
Accessing grants and government loans (31%)
Supporting our staff from a wellbeing perspective (24%)
Cashflow more of a challenge for micro businesses, staff retention and wellbeing more of a challenge for medium sized
Expanded slide points
PAID MORE ATTENTION TO LEADERSHIP and management and the value of doing this well
BECOME LEANER, FITTER, MORE EFFICIENT by removing excess costs and resources
SEEN THE BENEFIT OF BETTER TECHNOLOGY AND COMMUNICATIONS despite adopting through necessity, not choice
SORTED THE WHEAT FROM THE CHAFF (staff, suppliers, clients, strategic partners, competitors)
RE-FOCUSED YOUR CORE PROPOSITION and offloaded unprofitable products and services
UNDERGONE ENFORCED INNOVATION and agility to diversify to meet changing customer needs
GAINED BETTER INSIGHT WITH IMPROVED MI(more clarity on cash flow)
RE-FINANCED YOUR BUSINESS with low cost low risk Govt backed loans
REFLECTED ON WHAT’S REALLY IMPORTANT TO YOU and understand the importance of defining, articulating and engaging culture and values
This is what we’re hearing from our customers – do these apply to you?...
Has provided a good opportunity to look at cost base – expect to return leaner and more efficient
e.g. Lighting company is now questioning the need for distributed field sales force – Covid has challenged the team to deliver sales presentations online and design team to present plans and designs to architects via screen share. This may become their new normal.
Still have concerns over ability to return with whole team – redundancies still very real consideration
Has accelerated plans to develop new products/services or ‘pivot’ into digital / e-commerce delivery
e.g. A food retail client whose stores across the country have been closed, moved quickly to accelerate plans for e-commerce, building a new website and webshop in days, configuring the factory to manage social distancing, starting up production and running pre order campaigns on social media. Now see this as a major part of their business moving forwards. They have made as much profit in 1 month, as some of their physical stores make in a year!
e.g. A craft brewer, with all their traditional pub and restaurant outlets closed, moved quickly to home delivery of cans. Now seeking asset finance to invest in a bigger canning machine to keep up with demand
Challenged some to look closely at their supply chain
e.g. Commercial fit out business, who source products from across Europe – disrupted supply chains and exposed fragility of one supplier. Now have plans to onshore some production & establish a new high value manufacturing capability to shorten lead times, give greater control over product and potentially open up new markets
In the same way that the Chancellor & Government are having to carefully balance the impacts of Covid on the nation’s health and wellbeing with the impact on the UK economy…
…so to are you as a business owner, having to balance the impacts on your team of isolation, lockdown and fears of returning to work, with the impacts on the financial performance of the business and a desire to get going again.
As lockdown measures start to be eased and workplaces start to reopen, it is clear that leadership, trust and careful planning will be key in order to balance…
The needs of your people in terms of…
Returning to work safely & meeting legal obligations around health & safety as an employer
Maintaining flexibility for those with childcare pressures & challenges around travelling to work
Adapting the workplace
With the needs of the business in terms of…
Ongoing cash management and driving cost efficiencies
Building up the pipeline again and focussing sales effort
Possibly restructuring roles & changes to working terms and conditions
Having a plan
Being able to communicate a plan
And explaining the rationale for the plan
…will be key to leading, engaging & earning trust in restart & recovery.
Despite concerns over safety, according to one poll, half the UK workforce are ready to return to work.
Younger people especially are keen to get back. 68% of those aged 18-24 and 58% of 25-34 year-olds say they are ready to return immediately. Just 8% of the 18-24 age group believe now is too soon for them to return.
However, clearly it depends on the individual. One business owner we spoke to just after the PM’s announcement about easing lockdown measures, said…
…some of his team were immediately on the phone, asking when they could get back
…some went even further into hiding, with fear & anxiety around how safe it would be to do so.
Places a lot of responsibility on you as a leader and employer, in terms of striking the right balance.
Many of you will want to get going again. In many cases it is an existential need, but you have to weigh this up with responsibilities you have to your employees and customers.
Opening too early without the necessary measures in place could be counterproductive resulting in confusion, fear and worst of all more infection.
The need to support employees in a return to work, engage with them clearly on new ways of working, safety and wellbeing is key.
Some key steps to take, set out in the Government guidance.
1. Work from home, if you can – help people to continue to work from home if they can
2. Carry out a COVID-19 risk assessment, in consultation with the team – manage your own liabilities by following the right H&S checks & share what you have done with your team to reassure
3. Maintain 2 metres social distancing, wherever possible – look to re-design workspaces to maintain 2 metre distances between people… change seating layouts.
4. Where people cannot be 2 metres apart, manage transmission risk – create team ‘bubbles’, put barriers in shared spaces, have people face away from each other
5. Reinforcing cleaning processes - clean more frequently, paying close attention to high-contact objects like door handles and keyboards. Provide handwashing facilities or hand sanitisers at entry and exit points.
Communicate, communicate, communicate….
Having a plan
Being able to communicate a plan
And explaining the rationale for the plan
…will be key to leading, engaging & earning trust in restart & recovery.
The situation has been a massive test for the strength of our business foundations...however it has also provided time and space for introspection & to remind ourselves what matters most.
As Prof Steve Peters would remind us… it’s time to be less Chimp!
Objectively take a step back to renew…
Our Personal aspirations – our frame of reference may have shifted over the last couple of months
Our core purpose – remind ourselves of our reason for being & why people buy from us.
Our core values – what binds us together as a team and connects us with our customers
Our vision for the business over the next 6 months, year…
Now more than ever, we need to rediscover our Purpose and bring our team around it.
Good to remind ourselves of our basic Human Needs – Maslow’s hierarchy
During ‘lockdown’ the basic needs of health, safety, security have come to the fore.
As we return to work we need to ensure we still meet these needs in our team
However, lockdown has challenged our needs for social interaction, sense of belonging, connection…
…for many it will also have challenged sense of worth/self-esteem.
Time to rekindle our Sense of Purpose and give the team something to aim for and be part of.
Having a plan
Being able to communicate a plan
And explaining the rationale for the plan
…will be key to leading, engaging & earning trust in restart & recovery.
Wimbledon example – 3 years ago, after conducting a similar exercise to look at potential impacts of external factors on their business identified pandemic as a genuine risk. They invested £2 million a year to insure for this, which has protected them against £250 million loss for one cancellation of the tournament, which could have put them out of business forever.
So we’ve previously identified our direction of travel. This is about having a route plan – setting up your satnav and identifying what could happen on the journey.
Take time to scan and assess…
…how Covid has impacted the environment in which your business operates
…what changes are likely to be permanent vs temporary
…how things are likely to continue to change over the longer term
Importantly asking yourself…what might this mean for my business…how might we need to adapt…and what opportunities might arise for us if we change what we are doing.
Political factors - the extent to which government policy may impact on your business or sector.
e.g.
Potential taxation policies
Impact on trade
Economic factors - the economy and its performance & how that might in turn impact your business and its profitability
e.g.
Recession
Higher levels of unemployment
Reduced disposable income
Changes to supply chain and cost of product
Social factors - social environment and understanding of your customers’ & staff needs and wants.
e.g.
Fear and anxiety
Attitude & lifestyle changes
Increased remote working / flexibility
Eg E.g. One brewery, faced with all its trade outlets closed, pivoted to canning product and delivery to home market. Now they are planning to invest in a bigger canning line to keep up with demand
Environmental - the influence of the surrounding environment and the impact of ecological aspects
e.g.
Ecological focus
Health in the workplace
Example E.g. A lighting company that brings products in from Eastern Europe has seen supply chains disrupted. Led them to question the long lead times, environmental footprint of manufacture, storage, distribution & shipping of product. Now plan to establish their own UK-based advanced manufacturing facility, using latest technology to minimize waste and provide quick turnaround.
Technological - the rate of technological change, innovation and developments that could affect working patterns and your market or industry in a positive or negative manner.
e.g.
Zoom!
Remote working
E-commerce
E.g. Many companies have seen how remote working / video conferencing has increased productivity and looked at their overheads of sales teams, travel etc. Now instead plan to maintain new digital ways of working
Having a plan
Being able to communicate a plan
And explaining the rationale for the plan
…will be key to leading, engaging & earning trust in restart & recovery.
Refresh your business model and approach;
Where do you make the most money?
What products / service / customers are growing?
Where are the most lucrative future market opportunities and challenges?
What needs to be actioned now, this year or longer term?
Search for new opportunities…
Efficiency - Look at where your business is currently spending money, and consider which expenses are avoidable (some are likely even entirely avoidable after a crisis). Think about excess marketing, rent, the size of your company and other expenses that may be reducible without affecting the quality of your business. Efficiency is crucial to being successful & emerging stronger. Many businesses have realised they have been running with excesses, and this is the perfect opportunity to start running more efficiently.
Adapt – Current market trends are going to be difficult to understand and predict, but this might work to your advantage – if you can stay agile enough and respond quickly. If you quickly spend the time to understand the current landscape of your market and the world, you can reoptimize how you position your business.
…Maybe your business can provide its product or services more remotely than you thought.
…Maybe you need to position your brand differently
…Can you develop more digital / online services to complement your existing Products & Services? Move from in-person service and sales to in person and/or online
Look at your competition – what are they doing and what can you learn?
Some businesses are suffering more than others right now. Study the ones that seem to be making it through this crisis and learn what they’re doing differently. Look at both your indirect and direct competition for the best understanding of what others are doing and which strategies seem to be the most effective. While some strategies may not apply cross industry use what you can and shift these strategies to fit your own needs.
If you understand how your competitors position themselves during and after this crisis then you can get ready to have an advantage as businesses begin to return to normal operations.
Think about the mid-term—is something changing in the way your customers are thinking?
While the short-term will continue to be dominated by the pandemic, it is important to think about what happens in the midterm as well. Are your customers going to change how they think or act even after the pandemic passes? Maybe some of them will end up preferring using services or buying products remotely even after quarantines lift.
You must consider whether traditional ways of doing things are going to continue making sense after things “return to normal”.
Start by connecting back in with customers – speak to them…a lot. Reassure them, ask them what they are seeing, how it has affected them, what their plans are going forwards
Look at your suppliers – how has it impacted them? How able are they to resume normal operations?
It might have raised concerns about the resilience of your current suppliers, or brought into focus the dependency you have on one particular supplier.
Use as an opportunity to reduce and dilute those dependencies to build greater, future resilience into the business.
Most importantly…
Keep an open mind & stay positive
The world is a scary place right now. Eventually, things will get better, most things will return to normal, and those things which permanently change are all things that you will be able to adapt to.
Having a plan
Being able to communicate a plan
And explaining the rationale for the plan
…will be key to leading, engaging & earning trust in restart & recovery.
Plan your skills & capabilities for the new market and opportunities. What skills do you need? What new technologies do you need to adapt or adopt?
What are you good at?
What needs to improve?
What make you vulnerable?
What gives you your edge?
So what?
Time to think like a customer…how are they feeling? What will have changed in terms of their needs and wants? How can you position yourself to serve those needs best?
Be a leader in helping customers get back on their feet.
We are now serving a customer that’s been financially impacted by COVID-19, who wants to be a touchless and digital customer, and who will be living and working differently for some time.
e.g. One B2B company that operates in construction / office space sector…
…been actively reaching out to customers, suppliers to listen & understand their perspectives – what they are seeing.
…one customer said it is all about ‘weathering the storm for the next 12 months’
…from these conversations it was clear that everyone was being financially impacted, customers are likely to be more price sensitive, more risk averse
So he has taken the opportunity to step back, look at his whole operation, through the eyes of the customer and ask himself … what can we do to make sure we show we care, will support them, advise them, work with them in new ways, digitally
He has reviewed his marketing activities, tone of voice and communication…his sales activities and how they can become more digitally supportive & consultative…how he can open up his technical teams to become more available and accessible…how his operations teams can become more proactive, listening to customer’s needs around fulfilment, managing expectations, prioritising schedules.
Having a plan
Being able to communicate a plan
And explaining the rationale for the plan
…will be key to leading, engaging & earning trust in restart & recovery.
Re-energise your business around your new strategy and actions plans. Engage your team in the new strategy. Clear action plans, milestones and KPI’s on;
Sales
Marketing
People
Finance & cash flow
Supply Chain, Operations & IT
Contingency
Having a plan
Being able to communicate a plan
And explaining the rationale for the plan
…will be key to leading, engaging & earning trust in restart & recovery.