Grow Your Business. Driven by Force Executed By Directions.

Transcription

1 Grow Your Business Driven by Force Executed By Directions

2 Business Growth is a Process... You need to create a robust, reproducible and measurable added-value process Page 2

3 F o r c e & D i r e c t i o n The decisive Factors to realize your dreams What Businesses Need Starting from mounting a nail in the wall to the rocket science, whatever you observe, there are only two factors that drive the results. In every walk of life, If you put the right amount of force in the right direction at the right time; nothing can stop you from achieving the results. Page 3

4 F o r c e & D i r e c t i o n Drive the Results WE WISH THAT YOU MAKE MONEY At Neusource; we have Firm belief that if businesses are guided by the right direction; they have every ability to realize their dreams by putting the right amount of force. Here at neusource we take a close interest in your business aims and objectives. We take due time to become acquainted with you and your business, so we can help you to achieve your targets and goals.. Page 4

5 Business Growth Matrix Target Business Growth Factors Force (Structural Growth) Direction (Strategic Growth) Sectors Man Money Sales Operations Page 5

6 Business Growth Matrix. Extended Target Business Growth Factors Force (Structural Growth) Direction (Strategic Growth) Sectors Man Money Sales Operations Focus Areas Leader Team Finance Control Market Customer Product Innovation Page 6

7 Growth Route ANALYSIS OF PAST REALIZING THE PRESENT HOMEWORK FOR FUTURE Page 7

8 Think to Determine. Do you want growth in your company? Are you ready for the requisite change? What target your company going to achieve? How your corporate agenda can be translated into individual responsibilities of each employee? Are your employees see this agenda as mission? All employees One Mission MY COMPANY MY RESPONSIBILITY I WILL GROW Page 8

9 Steps for Growth Process Set the Optimistic still Realistic Targets Plan the Changes Required Substantiate Your Plan into Month by Month Agenda Rigorously Execute the Plan every month Page 9

10 Let s define your Vision Sl. No. Improvement Responsibility Page 10

11 Questions to Answer 1. Do you really have attained successful business model? 2. Are you getting repeat business? 3. Does your margins are in line with industry (rather should be better)? 4. What is your Market Share & how to increase it? 5. Do you really have a performing team? Page 11

12 Questions to Answer 6. Does your organisation possess required leadership skills? 7. Do you have open mind-set for innovation & growth? 8. Does financial crunch crossing your Way? 9. Does your control systems working properly Page 12

13 Successful Business Model How to Decide & Create

14 Successful Business Model Pricing Model Formula for Pricing should be fixed and tested over time for provision of value at that level of price. Revenue Model Persons who has to pay how to pay and on what event to pay a detailed description with all possible exceptions has to be finalized. Page 14

15 Successful Business Model Operational Process Model Raw Material Sources, Bill of Materials, Manufacturing Process, Packing Material & Delivery including Time chart & Cost analysis has to be crystallized. Sales & Distribution Model Model of distribution has to be finalized like, Distributors Contract, logistic contracts etc. Page 15

16 Successful Business Model Value Propositions Comparative analysis from competitor product has also to be analysed for value analysis by customer and decide its own unique proposition. For example: Lesser value at lesser cost Much greater Value at higher cost Higher value at same cost Page 16

17 Successful Business Model Strategic Relations How associates, dealers, commission agent & consumers are to be managed and how this value network to be handled, needs to be crystallized. Page 17

18 Business Model should Accurate Assumptions Expected outcomes must be near to ground realities about everything like, cost structures, revenue streams or customer behaviour etc. Detailed & Written An effective business model should be rich and detailed and the components must reinforce each other. Page 18

19 Business Model should Hard to copy A winning business model must be giving some added advantage to the company that cannot be easily imitated. Offer Unique Value By creating a different offer on basic concept, idea, combination, features etc. Page 19

20 If we don t know well that why our customers prefer us, we don t understand our business. Any small change in any single component makes a different model. Page 20

21 Now Decide your Action Points What Changes required? To establish our business model successfully Page 21

22 Let s decide Target for the Year To establish our business model successfully Sl. No. Area Target (Future) Status (Current) Responsibility Page 22

23 Repeat Business How to Decide & Create

24 Repeat Business Mark first impression Spend for after-sales support Keep customers details safe & use as appropriate Build Relationship Page 24

25 Repeat Business Give Special offers Remember Special Moments Increase Business Profile (Website, Newsletter, SEO, SMO) Re-evaluate our strategies Page 25

26 Not getting the repeat business is just like trying to fill water into pot with hole on base. If we do not feel the importance of repeat customers in our businesses; and we are not doing something to gain trust of customers; we should not even dream of growth in business. Page 26

27 Now Decide your Action Points What Changes required? To gain more & more Repeat Business Page 27

28 Let s decide Target for the Year To gain more & more Repeat Business Sl. No. Area Target (Future) Status (Current) Responsibility Page 28

29 Margins in line with Industry How to Decide & Create

30 Margins in line with Industry Control Production Cost Investment in Technology Differentiate our business Avail maximum cash discounts Page 30

31 Margins in line with Industry Avoid theft Gross margin monitoring Categorical margin Analysis Price Revision Page 31

32 Margins in line with Industry Stratify the prices Scrutinize bills Inventory Accounting Page 32

33 If situation of low margin and high risk, continues for some times in the business and emergency situation like cash crunch, price fluctuation etc. arises and business becomes unable to respond strongly, you may run out of Business. Page 33

34 Now Decide your Action Points What Changes required? To keep your Margins in line with Industry Page 34

35 Let s decide Target for the Year To keep your Margins in line with Industry Sl. No. Area Target (Future) Status (Current) Responsibility Page 35

36 Increase Market Share How to Decide & Create

37 Increase Market Share Anticipate the future Sell more to existing customers Get old customers back Market effectively Page 37

38 Increase Market Share Selling overseas Consider diversification Tap the competitors customers Page 38

39 Without knowing its own market segment and having its own market share, it s not worth taking efforts for start of growth journey. It is simply because finding the target where to hit is pre-requisite before you pull the bow. Page 39

40 Now Decide your Action Points What Changes required? To Increase your Market Share Page 40

41 Let s decide Target for the Year To Increase your Market Share Sl. No. Area Target (Future) Status (Current) Responsibility Page 41

42 A Performing Team How to Decide & Create

43 A Performing Team To start the growth voyage a business must be having a good & selective team that works reasonably well, for on-going projects. If company is in the process of trial and error of different team combinations, then how the company can focus on its growth agenda. It s worthless to work upon the growth strategy before you form a worthy executive team which is ready to perform. Page 43

44 A Performing Team Any successful entrepreneur; invariably opine that a large part of their success is due to their efficient & performing team. The business team must be fixed up with right people on board up to the middle level managers. Success of any strategic plan is largely depends on how the middle level managers execute the plan, policies & procedures Page 44

45 A Performing Team Most of the time employees leave the job not because of things like ownership or benefits or pay. Rather, they leave such jobs due to the lack of effectiveness of the company s middle managers. When a quick decision needs to be made and implemented. Only they are the resources who are in direct touch of all man power of the organisation Page 45

46 Making of a Performing Team Communicate Expectations Explain them Context Attain Commitment Make Competent Team Page 46

47 Making of a Performing Team Collaboration Process Flawless Communication Team Planning Leadership within the team Page 47

48 Making of a Performing Team Innovation Accountability Coordination between teams Cultural Development Page 48

49 Your company must be out of the drama level phase. If your managers spend more than 15 minutes per day putting out employee-related fires, something needs to change. Page 49

50 Now Decide your Action Points What Changes required? To come out with a performing Team Page 50

51 Let s decide Target for the Year To come out with a performing Team Sl. No. Area Target (Future) Status (Current) Responsibility Page 51

52 Leadership Skills How to Decide & Create

53 Leadership Skills Make the leadership team proficient in Strategic Planning Make your Organisational Structure optimum Improve your Organisational Culture Document your Basic Systems & Procedures Page 53

54 Leadership Skills Tighten your Checks & Controls Make your Vision in sync with the market Keep a close watch on the indicators (KPI) Think Big but remain on Ground Page 54

55 Leadership Skills Recruit Talent Constantly assess risk Plan for Future & Start Preparation from Today Implementing the plans Page 55

56 Your company searches a leader in you, You have to provide the Plan, Guidance & vision to the organisation. Select good team around you & learn leveraged styles. working Page 56

57 Now Decide your Action Points What Changes required? To improve your Leadership skills Page 57

58 Let s decide Target for the Year To improve your Leadership skills Sl. No. Area Target (Future) Status (Current) Responsibility Page 58

59 Innovation for Growth How to Decide & Create

60 Innovation for Growth Highlight Brain Potentials of Team Confront Attitudinal Limitations Embrace Change as a Lifestyle Understand it is a Process Page 60

61 Innovation for Growth Be Realistic Leave Negativity at the Door Be Committed Yet Forgiving Keep Things Simple Page 61

62 Innovation with Existing Products Create well-defined roles and responsibilities. Having clarity around who is doing what will free-up teams to work on innovation. For a large project, the decision making power is defined by a set of boundary conditions. If the team stays inside the boundary conditions of schedule, cost, and performance, then there is no need for regular executive reviews which just waste time and choke creativity. Page 62

63 We cannot attain our growth targets with a closed mind set team. In short our top executive team should be innovative & must work with open mind-set. Page 63

64 Now Decide your Action Points What Changes required? To develop a mind-set & culture of Innovation Page 64

65 Let s decide Target for the Year To develop a mind-set & culture of Innovation Sl. No. Area Target (Future) Status (Current) Responsibility Page 65

66 Financial Crunch How to Decide & Create

67 Financial Crunch Ask for advance Payment Monitor receivables diligently Monitor budgeted cash flow regularly Offer a discount for overdue receivables & early payments Page 67

68 Financial Crunch Accelerate your invoicing Cut expenses Make the improvement a mission Page 68

69 Actually growth expenses always climb before the growth revenue. But where do we find the money? Unless & until you are offloaded from short term crunches and bagging a good positive cash flow for investments it s not possible to start your growth journey. Page 69

70 Now Decide your Action Points What Changes required? To Generate good Cash flow each month Page 70

71 Let s decide Target for the Year To Generate good Cash flow each month Sl. No. Area Target (Future) Status (Current) Responsibility Page 71

72 Control Systems How to Decide & Create

73 Control System Organization s Objectives are primary motto Determine Roles and Responsibilities at all levels Foster Enthusiastic Attitude Link with Individual Performance Page 73

74 Control System Ensure Competency Risk Control by better internal control Communicate Regularly Monitoring and Assessments Transparency and Accountability Page 74

75 Right kind of internal controls enables an organization to capitalize on opportunities and offsetting the threats. Actually these controls save time and money, and promote the creation and preservation of value. Without proper controls and monitoring system, no growth strategy can work effectively for the organisational success. Page 75

76 Now Decide your Action Points What Changes required? To improve flawless Internal Controls Page 76

77 Let s decide Target for the Year To improve flawless Internal Controls Sl. No. Area Target (Future) Status (Current) Responsibility Page 77

78 Next Review Substantiate all these annual targets into Monthly targets & Start a System of Monthly Review

79 F o r c e & D i r e c t i o n Plan Well Execute Rigorously Neusource Supports... Drafting Growth Strategy for your Business Keeping an eye on your Growth Progress Providing Solutions to Manage your Team & Instructions Providing Solution to Follow-up & Control your Growth plan Designing MIS, Work flow & Information Flow Drafting Operational SOPs & Management SOPs Training, Consulting & Motivating your workforce Page 79

80 F o r c e & D i r e c t i o n Your Key to Growth Page 80

81 i n f n e u s o u r c e i n d i a. c o m w w w. n e u s o u r c e i n d i a. c o m Page 81