Profitable Growth Is Everyone's Business
"10 Tools You Can Use Monday Morning"By Ram Charan
The days of ruthless downsizing and drastic cost cutting are long gone. Nowadays, companies have realized that the best way to earn profit is only through growth – profitable growth. In this book, author Ram Charan provides 10 tools anyone can use to hurdle obstacles and achieve profitable growth.These tools are:
1. Revenue growth is everyone’s business, so make it part of everyone’s daily work routine.
2. Hit many singles and doubles, not just home runs.
3. Seek good growth and avoid bad growth.
4. Dispel the myths that inhibit both people and organizations from growing.
5. Turn the idea of productivity on its head by increasing revenue productivity.
6. Develop and implement a growth budget.
7. Beef up upstream marketing.
8. Understand how to do effective cross-selling (or value/solutions selling).
9. Create a social engine to accelerate revenue growth.
10. Operationalize innovation by converting ideas into revenue growth.
One of the most critical points discussed is the need for re-orientation of thinking. Most businessmen and executives think about growth as “home-runs” and more often than not disregard the “singles and doubles”. Managers often look forward to the big breakthrough or the grand new product without realizing that home runs don’t happen everywhere – sometimes, they don’t even happen in a decade.Instead of aiming for that one grand home run, aim for singles and doubles. This is a surer and more consistent path. Of course, it is important to note that while aiming for singles and doubles, one should not exclude home runs. These singles and doubles come from an in-depth analysis of ALL the fundamentals of a business.Another factor to be considered is the difference between good growth and bad growth. Managers should dispel the myth that growth in whatever form is a victory. Although growth (both good and bad) builds revenue, only good growth increases not only revenues but also improves profits and is sustainable over time.Bad growth, on the other hand, lowers shareholder value. Unwise mergers and acquisitions are examples of bad growth. Price cutting to gain market share without cutting costs can also be detrimental to your company’s health.Here are some questions that can help you diagnose whether or not you are part of a growth business:
1. What percentage of time and emotional energy does the management team routinely devote to revenue growth?
2. Are there just exhortations and talk about growth or is there actually follow through?
3. Do managers talk about growth only in terms of home runs? Do they understand the importance of singles and doubles for long-term, sustained organic growth?
4. How much of each management team member’s time is devoted to making effective visits with customers? Do they do more than listen and probe for information and then try to “connect the dots”?
5. Does the management team come into contact with the final user of your product?
6. Are people in the business clear about what the specific future sources of revenue growth will be? Do they know who is accountable?7. Would you characterize your company or business unit’s culture as cost cutting or growth oriented? If the answer is one or another you need to start doing both. Do people in leadership positions have the skill, orientation, and determination to grow revenues?
8. Does the company practice revenue productivity? Does it think through whether there are ways to more effectively use current resources to generate higher revenues?
9. How well does your sales force extract intelligence from customers and other players in the marketplace? How well is this information communicated and acted on by other parts of your organization, such as product development?
10. How good are the upstream marketing skills- that is, the ability to segment markets and identify consumer attributes- in your business?
Showing posts with label profitable. Show all posts
Showing posts with label profitable. Show all posts
Thursday, June 28, 2007
Wednesday, June 13, 2007
Mind Your Own Business : Book Summary.
A maverick is an independent person who will not go along with the other members of a group (Oxford ESL Dictionary). This book provides priceless stories and insights from a maverick of the business world; an exemplary business leader who prefers not to follow orthodox beliefs in business, nor be eaten by the hyped up ideas of the present. Instead, he chooses the course of action that is appropriate for the changing times.
The Maverick’s Way: New Old Thing
What is effective? This is the question answered by the maverick. He reconciles the good things from both the Old and New times, and focuses on what is really effective in confronting the challenges of 21st century business dealings.
A maverick thinks outside of the bed, knows that it pays to be daring, does not allow technology to tyrannize, finds strength in diversity, maintains balance and harmony among people, sets leadership by example, has a strong ethical base, and values employees and customers. A maverick knows his customers and believes strongly in his products.
To a maverick, a company is a not just a big candy store. It is a living instrument with living human beings. It should have a HEART.
Keys to Leadership
The leader leads. He exercises critical judgment, which will have a great impact on his people.
The leader defines the company. The leader’s responsibility is to explicitly present and advocate the company’s purposes and goals.
The leader inspires. He gives sense and meaning to the job. He makes his people realize, that beyond profit there is an underlying meaning, value, and deeper reason for the work they do.
The leader should be the evangelist. He should be able to exercise his influence, to sell the values of ethical conduct.
The leader must see the company as a coherent whole. He should be aware of the diversity in the company and bring this together to promote the whole.
The leader must know that there is no better way to create a family in the workplace than to encourage the family at home. Harman International introduced the anti-domestic violence program in the company, which reinforces the idea that the company cares.
The leader should never underestimate the value of disciplined hard work.
The leader empowers subordinates to do their jobs. He should institute programs for the guidance and training of his people. He should always keep the lines of communication open.
The leader promotes closure. He should know the right time to get things done.
The leader knows what he doesn’t know. The leader is not afraid to ask clarifications, if he does not understand a particular subject.
The leader knows the meaning of two minutes. He should respect the time of others and that of his own.
The leader teaches.
Above all, the leader develops others. As Lao Tzu advanced: “the leader having accomplished great things, the people all feel they did it themselves…”
The very best leaders go beyond the mere setting of example. He should be able to cause a leap of imagination and faith in his people.
The leader recognizes that people are often at their very best the moment they have been let go. There are times when an employee doesn’t like the work anymore, or he is unable to appreciate how the whole enterprise works- this is the time to set him free.
A Company Must Be Profitable
1. A solid financial base is fundamental.
2. Debt should not exceed equity. A debt to equity ratio of 1 to 1 or better should be the goal, so that a company’s leader and key executives do not spend all their time on mere survival -paying bills, meeting the payroll, and keeping the banks happy- but moving forward and meeting bigger challenges and doing more visionary work.
3. There should be a regular process for annual strategic planning and budget-planning.
The Fundamentals of Profit and Loss
1. Manage expectations, not the profits. Keep the shareholders informed, to eliminate doubts of manipulating numbers.
2. The Chairman and CEO should be financially literate. They should know what the numbers really mean.
3. Good growth and profitability requires the exercise of critical judgment. The leader should make certain that the budget is one the company can live with.
4. In repurchasing the company’s own stocks, make sure that it will add to the company’s earnings.
5. Look into the availability of funds so that the balance sheet will not be compromised.
Make an Edge in the Business World
1. Writing. It is a unique and powerful skill you can use for clarity and persuasion.
2. Public Speaking and Story-telling. Speak directly, and without notes, to your audience. Individuals respond to a well-told story.
3. Thinking. People do not respect sloppy thinking in a leader. Thoughts should be carefully considered then expressed directly, crisply, and clearly.
The Maverick’s Way: New Old Thing
What is effective? This is the question answered by the maverick. He reconciles the good things from both the Old and New times, and focuses on what is really effective in confronting the challenges of 21st century business dealings.
A maverick thinks outside of the bed, knows that it pays to be daring, does not allow technology to tyrannize, finds strength in diversity, maintains balance and harmony among people, sets leadership by example, has a strong ethical base, and values employees and customers. A maverick knows his customers and believes strongly in his products.
To a maverick, a company is a not just a big candy store. It is a living instrument with living human beings. It should have a HEART.
Keys to Leadership
The leader leads. He exercises critical judgment, which will have a great impact on his people.
The leader defines the company. The leader’s responsibility is to explicitly present and advocate the company’s purposes and goals.
The leader inspires. He gives sense and meaning to the job. He makes his people realize, that beyond profit there is an underlying meaning, value, and deeper reason for the work they do.
The leader should be the evangelist. He should be able to exercise his influence, to sell the values of ethical conduct.
The leader must see the company as a coherent whole. He should be aware of the diversity in the company and bring this together to promote the whole.
The leader must know that there is no better way to create a family in the workplace than to encourage the family at home. Harman International introduced the anti-domestic violence program in the company, which reinforces the idea that the company cares.
The leader should never underestimate the value of disciplined hard work.
The leader empowers subordinates to do their jobs. He should institute programs for the guidance and training of his people. He should always keep the lines of communication open.
The leader promotes closure. He should know the right time to get things done.
The leader knows what he doesn’t know. The leader is not afraid to ask clarifications, if he does not understand a particular subject.
The leader knows the meaning of two minutes. He should respect the time of others and that of his own.
The leader teaches.
Above all, the leader develops others. As Lao Tzu advanced: “the leader having accomplished great things, the people all feel they did it themselves…”
The very best leaders go beyond the mere setting of example. He should be able to cause a leap of imagination and faith in his people.
The leader recognizes that people are often at their very best the moment they have been let go. There are times when an employee doesn’t like the work anymore, or he is unable to appreciate how the whole enterprise works- this is the time to set him free.
A Company Must Be Profitable
1. A solid financial base is fundamental.
2. Debt should not exceed equity. A debt to equity ratio of 1 to 1 or better should be the goal, so that a company’s leader and key executives do not spend all their time on mere survival -paying bills, meeting the payroll, and keeping the banks happy- but moving forward and meeting bigger challenges and doing more visionary work.
3. There should be a regular process for annual strategic planning and budget-planning.
The Fundamentals of Profit and Loss
1. Manage expectations, not the profits. Keep the shareholders informed, to eliminate doubts of manipulating numbers.
2. The Chairman and CEO should be financially literate. They should know what the numbers really mean.
3. Good growth and profitability requires the exercise of critical judgment. The leader should make certain that the budget is one the company can live with.
4. In repurchasing the company’s own stocks, make sure that it will add to the company’s earnings.
5. Look into the availability of funds so that the balance sheet will not be compromised.
Make an Edge in the Business World
1. Writing. It is a unique and powerful skill you can use for clarity and persuasion.
2. Public Speaking and Story-telling. Speak directly, and without notes, to your audience. Individuals respond to a well-told story.
3. Thinking. People do not respect sloppy thinking in a leader. Thoughts should be carefully considered then expressed directly, crisply, and clearly.
Tuesday, June 12, 2007
Add Value to Your Business
The purpose of creating a business is to sell it. When it comes time to sell, you want the success of your business to be dependent on systems and not on you. Therefore, you must work on your business as well as in it. You always want to keep the big picture in mind and not get immersed in the details. How do you approach this? Develop systems to enhance it.
There are just four ways to grow your business:
1. Increase the number of customers of the type you want.
2. Increase the frequency with which they deal with you.
3. Increase the average value of the sales transaction.
4. Improve the effectiveness of the processes in your business.
Remember that one of the four reasons for being in business is to have fun.
Your business is there for your benefit; you are not there for its benefit.
What you can measure, you can manage. If you are not measuring a process, it is almost certain that you are not managing it. Think about your business and what makes it profitable. Are you measuring these processes?
• How many customers do you have?
• How many new customers did you get during the last month and the last year?
• What was the source of these customers?
If you and your team are doing activities that you cannot measure, then the chances are that those activities are adding no value. If they are adding no value, why waste your time doing them?
Build your Unique Core Differentiators (UCD’S). This information bulletin is part of our UCD’S. What have you got?
Look for a second dimension in selling your product. Extended warranties, companion selling, etc.
Learn to really listen. Don’t prescribe a solution unless you really understand the problem. Cutting the price is the easy option - but there is often a better way. It will be harder, but you will earn more money and add more value to your business.
Lower the barriers to doing business with you. Some businesses still do not accept credit cards. (Have I hit a sensitive nerve here?) Should you be taking debit cards?
The more specific things you can tell, the more you can sell. What are the reasons your customers deal with you? Tell these reasons to others and see if you gain new customers.
Avoid changing horses in midstream. If you have tested or measured a system or a process and it works, stick with it until you develop an improved system or process.
Know the power of one. Direct your efforts to one customer or to one prospective customer who requires your service or product; don’t direct your efforts to those who don’t require them.
Learn the value of discovering key frustrations.
Systematize: have a specific way of doing every thing.
Set performance standards: have a best way of doing things.
Invert your pyramid and empower your team. The team you have in place can solve most day to day problems. They can do it faster and more effectively than you can. You just need a way of identifying the solution and applying it. Give them the skill and the authority.
Don’t just reverse the risk, remove it. If you give guarantees, you must have systems in place so that the only result will be the one where you will meet your guarantee.
Give your team a clear and detailed action plan. Be pro-active in following up on orders.
Create offers to add value and to encourage faster responses. If offers increase responses considerably, why run an advertisement without an offer?
Add a 3rd dimension to marketing your product. Consider a Host Beneficiary program. Who else is serving your customers? They want access to your customers. You want access to theirs. Find a way to work together to benefit both.
These ideas will only work if you implement them. As the Nike people say, "JUST DO IT!"
There are just four ways to grow your business:
1. Increase the number of customers of the type you want.
2. Increase the frequency with which they deal with you.
3. Increase the average value of the sales transaction.
4. Improve the effectiveness of the processes in your business.
Remember that one of the four reasons for being in business is to have fun.
Your business is there for your benefit; you are not there for its benefit.
What you can measure, you can manage. If you are not measuring a process, it is almost certain that you are not managing it. Think about your business and what makes it profitable. Are you measuring these processes?
• How many customers do you have?
• How many new customers did you get during the last month and the last year?
• What was the source of these customers?
If you and your team are doing activities that you cannot measure, then the chances are that those activities are adding no value. If they are adding no value, why waste your time doing them?
Build your Unique Core Differentiators (UCD’S). This information bulletin is part of our UCD’S. What have you got?
Look for a second dimension in selling your product. Extended warranties, companion selling, etc.
Learn to really listen. Don’t prescribe a solution unless you really understand the problem. Cutting the price is the easy option - but there is often a better way. It will be harder, but you will earn more money and add more value to your business.
Lower the barriers to doing business with you. Some businesses still do not accept credit cards. (Have I hit a sensitive nerve here?) Should you be taking debit cards?
The more specific things you can tell, the more you can sell. What are the reasons your customers deal with you? Tell these reasons to others and see if you gain new customers.
Avoid changing horses in midstream. If you have tested or measured a system or a process and it works, stick with it until you develop an improved system or process.
Know the power of one. Direct your efforts to one customer or to one prospective customer who requires your service or product; don’t direct your efforts to those who don’t require them.
Learn the value of discovering key frustrations.
Systematize: have a specific way of doing every thing.
Set performance standards: have a best way of doing things.
Invert your pyramid and empower your team. The team you have in place can solve most day to day problems. They can do it faster and more effectively than you can. You just need a way of identifying the solution and applying it. Give them the skill and the authority.
Don’t just reverse the risk, remove it. If you give guarantees, you must have systems in place so that the only result will be the one where you will meet your guarantee.
Give your team a clear and detailed action plan. Be pro-active in following up on orders.
Create offers to add value and to encourage faster responses. If offers increase responses considerably, why run an advertisement without an offer?
Add a 3rd dimension to marketing your product. Consider a Host Beneficiary program. Who else is serving your customers? They want access to your customers. You want access to theirs. Find a way to work together to benefit both.
These ideas will only work if you implement them. As the Nike people say, "JUST DO IT!"
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