state of the business owner fundamentals webinar
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State of the Business Owner 2012
Fundamentals
Fundamentals WebinarJune 21, 2012
333 SW Fifth Avenue, Suite 350 | Portland, OR 97204 | 800-620-0307 | www.synotac.com© Synotac Design, LLC 2012
Presented by:Cameron Madill, President and Founder, Synotac
Tricia Huebner, Director of Training and Education, EMyth
Presenters
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Cameron Madill Tricia Huebner
President Synotac
Director of Training and Education
EMyth
Webinar Questions & Comments
Twitter Hashtag: #sobo2012
GoToWebinar Chat Window
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Origins and Motivation
What are the success factors helping small and midsize businesses
succeed in 2012?
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The Planner and The Pessimist
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The Planner
o Believes they control their destiny
o Has a coherent vision of the future
o Regularly tracks business metrics
o Has concrete plans to move towards their business vision
o Are innovative with technology
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The Pessimist
o Believes the future is dictated by external events beyond their control
o Does not have a vision for their company in the future
o Has few or no formal plans for making progress towards this vision
o Does not regularly consult metrics to track business progress
Why should I care?Businesses owned by Planners:
Grew faster in 2011
Had higher annual revenues
Were more optimistic about 2012
The owners took home more compensation
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Planner Disciplines
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Fundamentals Accelerators People
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KEY #1FUNDAMENTALS
Fundamentals
Businesses that thrived in 2011 followed a simple formula:
Vision + Plans + Data = Success
KEY #1 - FUNDAMENTALS
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Vision + Plans + Data• Businesses with a written description of what they want their
business to look like in the future grew 50% faster than those who did not.
• The greater the extent of revenue planning, the more successful businesses were in 2011 and the more optimistic they were about 2012
• Businesses that tracked business metrics monthly were 80% larger and earned 60% more than those who did not
• Businesses that use financial statements to make decisions were 45% larger and earned 60% more than those who did not
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KEY #1 - FUNDAMENTALS
Vision
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KEY #1 - FUNDAMENTALS
The Most Important Leadership Question:
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KEY #1 - FUNDAMENTALS
Do you know what you want your business to look like three years from
today?
Poll
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KEY #1 - FUNDAMENTALS
Do you have a written vision document that clearly describes where your company will be 3 - 5 years from today?
Default or Design?
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KEY #1 - FUNDAMENTALS
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KEY #1 - FUNDAMENTALS
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KEY #1 - FUNDAMENTALS
EMyth Process
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KEY #1 - FUNDAMENTALS
• Visions and Plans (what's the difference?)
• Pre-work: Primary Aim & Personal Objectives
• Creating Your Strategic Objective
• Dreaming Exercise and Brainstorming Tool
• Commitment Check
• Implementation Plan (key drivers)
Leadership System: Company Meetings
Management System: Key Strategic Indicators
Management System: Employee Development Meetings
Vision and Plans
Vision is…
The What
Plan is…
The How
The Why?
Is answered through:
Primary Aim (personal passion and purpose)
Personal Objectives (business versus job)
Mission Statement
Company Values
EMyth Vision = Strategic Objective
Your Strategic Objective is a clearly written “statement” of what your business will be when it is complete.
It is a detailed picture of what the business will look like, act like, and feel like, and how it will perform when it is “done”.
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KEY #1 - FUNDAMENTALS
Why do you need one?
A Strategic Objective provides a sense of direction and goals for the future, motivation for you and your employees — a dream to strive for, and a basis for decision making, planning, and business development activities.
Priority Flow Model
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KEY #1 - FUNDAMENTALS
Vision Orientation
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KEY #1 - FUNDAMENTALS
Technicianthe doer
Managerthe designer
Entrepreneurthe dreamer
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KEY #1 - FUNDAMENTALS
What’s the one impossible thing that if
you could do it you would own your market?
Line of BusinessProducts/Services Offered
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KEY #1 - FUNDAMENTALS
Who are you? Will the business be a manufacturer, retailer, distributor, service company, or something else?
What kinds of products and services will be offered?
Company Size/Growth Objectives
Projections for:
Annual sales, profitability, return on equity, number of employees, number of outlets, growth rates, etc.
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KEY #1 - FUNDAMENTALS
Geographic Scope
Market areas served Business locations
established Headquarters Operational reach
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KEY #1 - FUNDAMENTALS
Target Markets, Market Positioning
Types of customers Demographics Psychographics
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KEY #1 - FUNDAMENTALS
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KEY #1 - FUNDAMENTALS
Competitive advantage
Product features
Distinctive elements of your product or service.
Product/Service enhancements
Basis of Competition
Basis of Competition
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KEY #1 - FUNDAMENTALS
Distinctive…
Marketing methods
Behavior/dress/employees
Presence
Operations
Tangible impressions
Intangible impressions
Timing
When will the Strategic Objective be achieved?
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KEY #1 - FUNDAMENTALS
Plans
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KEY #1 - FUNDAMENTALS
Plans
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KEY #1 - FUNDAMENTALS
The greater the extent of revenue planning, the more successful businesses were in 2011 and the more optimistic they were about 2012
Poll
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KEY #1 - FUNDAMENTALS
Do you lead your management team through an annual planning process?
Poll
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KEY #1 - FUNDAMENTALS
What prompts your planning process?
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KEY #1 - FUNDAMENTALS
Business Development Dynamics
Data
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KEY #1 - FUNDAMENTALS
Bowling Blind
What would happen if you had to run your business without any feedback on the results you were achieving?
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KEY #1 - FUNDAMENTALS
What gets measured, matters.
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KEY #1 - FUNDAMENTALS
Key Strategic Indicators
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KEY #1 - FUNDAMENTALS
CEO dashboard or report the measures overall progress toward your Strategic Objective.
A set of tangible and intangible elements that are described in your Objective.
The quantification of your company’s “condition” compared with the key elements of your Strategic Objective.
Selecting Your Key Indicators• Focus on the few (10 – 12 total) key elements of your
Strategic Objective.
• Report the ones that are tangible (things you can count) such as revenues, profit margin, growth rates, number of locations opened, company valuation, etc.
• Create a scoring system to quantify those intangible elements that you are unable to measure numerically (count easily), customer experience, employee buy-in, industry reputation, etc.
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KEY #1 - FUNDAMENTALS
Key Elements: Tangible
Key Elements: Intangible
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KEY #1 - FUNDAMENTALS
Intangibles…You need to define it!
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KEY #1 - FUNDAMENTALS
Premiere?
Leading Edge?
Professional?
Team Atmosphere?
Customer Satisfaction?
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KEY #1 - FUNDAMENTALS
Vision + Plans + Data• Businesses with a written description of what they want their
business to look like in the future grew 50% faster than those who did not.
• The greater the extent of revenue planning, the more successful businesses were in 2011 and the more optimistic they were about 2012
• Businesses that tracked business metrics monthly were 80% larger and earned 60% more than those who did not
• Businesses that use financial statements to make decisions were 45% larger and earned 60% more than those who did not
For Guides & Additional Resourceswww.stateoftheowner.com
KEY #1 - FUNDAMENTALS
Questions?
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KEY #1 - FUNDAMENTALS
State of the Business Owner 2012For additional research, guides and community:
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Facebook.com/StateOfTheOwner
@StateOfTheOwner
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