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Translating Visions into Remarkable Businesses

Translating Visions into Remarkable Businesses. Scaling Your Business Not Just Growing It. Ian Smith.

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Translating Visions into Remarkable Businesses

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  1. Translating Visions into Remarkable Businesses

  2. Scaling Your Business Not Just Growing It

  3. Ian Smith • Ian founded The Portfolio Partnership (TPP) in 2010. TPP is an operational consultancy focused on scaling private businesses safely. He believes his resume of building 4 previous businesses from publishing, investment banking to software in Europe and the States gives him a unique set of skills and a sense of humor. He remains a competitive masters track & field athlete and in 2012 was ranked #2 indoors in the world for his age at 400m.

  4. What is ? Scaling

  5. Why Now? Create Rarity Value

  6. 27.3 Million U.S. Businesses

  7. 610,000 Employ More than 19 people

  8. Only 6000 Exited for more than $10m in 2012

  9. 0.9%

  10. Are you sure you’re increasing business VALUE ?

  11. RARITY

  12. How Do We Scale?

  13. Scaling

  14. How Do You Scale - 5 Playbooks • Positioning & Story Telling • Sales Process • Marketing & Sales • Dashboards/Metrics • Recruitment/Talent

  15. INTERACTIVE SESSIONSaleability TEST

  16. INTERACTIVE SESSIONSaleability TEST

  17. 1

  18. Playbook #1 Positioning

  19. Pyramids More time to create a more focused business

  20. Positioning Boilerplates

  21. Positioning Boilerplates ADMET is a leading global manufacturer of innovative material testing systems. We enable customers to conduct comprehensive, repeatable tests to ASTM or ISO standards, while keeping costs under control and seamlessly integrating their testing procedures into their organization. Customers include Lawrence Livermore National Lab, GE, DuPont, Boeing, US Steel, John Deere, Bechtel, Medtronic, and Harvard Medical School. The ADMET team has been solving materials testing problems for over 22 years from basic applications to recent innovative breakthroughs in the medical sector.

  22. Positioning – Process Map

  23. 2

  24. Playbook #2 Alignment

  25. Sales vs Marketing • Order of events is crucial • Outcomes Mindset - Business Results Sheets • Write for the masses then you are talking to no one. • Identify the Persona • Sector thinking brings a focus to your story telling. • Show Usage

  26. Sales Vs Marketing • Audit your SEO results • Marketing - lead generation machines Need targets • Regular review meetings between sales and marketing

  27. Alignment – Telling Stories

  28. Story Telling • Case Studies – Challenge, Solution, Results • The Law of the Few, why the messenger is unreasonably important. • Stickiness, the need for a compelling story. • Context, how human beings are ultra sensitive to their environment.

  29. 3

  30. INTERACTIVE SESSIONWhat’s Your Sales Process?

  31. Playbook #3 Sales Process

  32. Sales Process • Who Wants a 75% Close Rate? • Who Thinks Their Sales Team Are Quote Machines?

  33. Conventional v Diagnostic

  34. Sales Playbook PHASE 2 PHASE 1 PHASE 2 PHASE 3 PHASE 4 Hyperqualification DISCOVER DIAGNOSE DESIGN DELIVER Research & Preparation Alternatives Explored and Recommendation and Proposal PO, and Delivery 1 5 11 17 Summarize How We Move Forward – Timing is Good Prioritize Account Management PO Issued Mapping People Explore Alternatives 2 6 12 18 Ensure Realistic Expectations Specific Client Preparation Delivery and Installation Problem Finding Including Value Agreement 3 7 13 19 Engagement Strategy Ensure Realistic Timeline Post Sales Measure Cause of Problems 8 Consequences of Doing Nothing 14 20 Sign Off Success Criteria Referral 9 Recap Document 15 Money & Priorities 4 10 16 Proposal Issued Can You Improve Performance? Connect – Can You Help? Key Steps

  35. 4

  36. Playbook #4 Metrics

  37. INTERACTIVE SESSIONMetrics

  38. Problem #1 • A bat costs $1 more than a ball • They cost $1.10 in total • How much does the ball cost?

  39. Problem #2 • If it takes 5 machines 5 minutes to make 5 widgets, how long would it take 100 machines to make 100 widgets?

  40. Metrics & Stories

  41. Metrics - Asking Big Questions • Could we price our products more efficiently? • Profitability by product • The Marginal Cost of our products • Which ratios point the same way • T12s

  42. Dashboards • Less is more. Too many and you get confused. • Aligned to your Big Audacious Goals • What happens when there’s a bad week • Does the CEO care? • Big stuff then detail in the back ups

  43. 5

  44. Playbook #5 - Talent

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