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Presented by: Lisa Nirell Energize Growth ® LLC www.energizegrowth.com. “11 strategies to energize your services business and prepare for the recovery”. Today’s Outcomes Understand today’s biggest growth barriers Build a common planning framework

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presented by lisa nirell energize growth llc www energizegrowth com
Presented by:

Lisa Nirell

EnergizeGrowth® LLC

www.energizegrowth.com

“11 strategies to energize your services businessand prepare for the recovery”

slide2

Today’s Outcomes

Understand today’s biggest growth barriers

Build a common planning framework

Confront the common resistance to growth planning

Simplify and streamline the strategy conversation in

the C-suite.

Commit to your company's growth planning activities.

Implement 3 strategies to EnergizeGrowth® NOW

slide3

What’s Possible for You?

Reduce collections by 25%-50%

Shorten selling cycles

Increase the quality of your client relationships

Generate more revenue from fewer clients

Increase your company’s valuation

Create more balance and joy in your work life

slide4

Here’s An Example…

“We recently re-branded our company and expanded

abroad. Our executives were spending nearly half of our

time sorting out customer misunderstandings and internal

communications problems, and very little time on planning.

After working with Lisa and her team, we have linked our

strategy and employee development plans. As a result,

collection time has gone from 75 days down to 45 days,

and our CFO was featured in Inc. Magazine for our

innovative cash management strategies.”

-Bob Zeigenfuse, President, Avanceon Inc.

slide5

Strategic market imperatives

Consequences and Impact

The Unique Value and Ultimate Result (UR-UV Factor)

The gaps that stop you from delivering on this value

Your Ideal Client

Elevator Statement

Your Vivid Vision

Your Company Values

Top 3-5 SMART Objectives over the Next 12 Months

“Stop Doing” List

Measures of Success

11 Strategies that Define a Wealthy Business

strategy 2 consequences impact the world is ch changing what about your business
Strategy #2: Consequences & Impact

“The World Is Ch-Changing …

What About Your Business?”

FINANCIAL

  • Shrinking margins
  • Tighter access to credit
  • Increased cost of labor, materials
  • Regulatory uncertainty

CULTURE

  • Fear of risk
  • No succession strategy
  • Frequent communications breakdowns
  • Allergic to planning
  • Shiny Penny Syndrome

CLIENTS

  • Declining loyalty
  • Want lower pricing
  • Will not pay extra for ‘value added offerings”
  • Slow decision-making
growth stages offer clues to impact
Growth Stages Offer Clues to Impact

…What Growth Stage Are You Facing?

…What Growth Stage Are Your Clients Facing?

scaling the walls of growth
Scaling the Walls of Growth

Used with permission from Shirlaws Coaching, 2008.

slide10

Exercise: Strategic Market Imperatives

What are the key drivers your clients are facing?

Internal:

External:

What is the impact on their organization?

How do you uniquely help them address those drivers?

slide11

Strategy #3: Ultimate Result/Unique Value

How are your clients better off as a result of working with you?

How do you uniquely help them address those drivers?

slide12

Unique Value: Sony Electronics

“It’s my job to be sure we are delivering on our promise…we are well known for our quality, innovation, style and design. To back that up, there has to be a network.”

-- Tim Brison, SVP, Sony Services Platform

strategy 2 mind the gap tame the beast
Strategy #2:Mind the Gap, Tame The Beast
  • “The Beast loves to take dreams and turn them into nightmares.” -- Daryl Conner, Author and Founder, Conner Partners
  • “We tried that once and it didn’t work…so why bother?”
  • “Planning is difficult and time consuming and expensive… so why do it?”
  • “We’re too busy fighting fires to focus on planning right now.”
  • “We don’t have enough time/money/education to launch these goals.”
  • “If I don’t do this myself, it won’t get done right.”
strategy 2 manage limiting beliefs
Strategy #2: Manage Limiting Beliefs

What is a specific result you want that you don’t have now and where you are stuck?

How are you behaving when you are being that way?

If it were impossible to be that way, who would you prefer to be instead?

What kind of actions and results could those ways of being produce for you?

Who do you choose to be? “Who I choose to be is…”

What is the first action you will take that expresses that way of being and that will move you towards your desired result?

Source: Robert Middleton, Action Plan Marketing, www.actionplan.com

four d s of segmentation
FOUR D’s of SEGMENTATION

Deportment

Behavior

Dynamics

Demographics

Dimensions

services success plan strong culture
Services Success = Plan + Strong Culture

VISION

PERSONAL GOALS

VALUES/CULTURE

STRATEGIC GOALS

MISSION

CRITICAL GOALS

vision
VISION
  • Whom the organization wants to become
  • Easy to understand and remember
  • Present tense
  • Emotional appeal
  • Ideal timeframe is 10-20 years

Examples:

“We inspire all those we serve with a mission of responsibility and goodness.” – Tom’s of Maine

“We are the first choice of customers seeking the highest value in real estate and service.” – JELD-WEN Development

slide18

SERVICES VISION IN ACTION:

“We are the catalysts for ensuring customer loyalty...we are getting our people more engaged in the end to end customer experience...as a delivery organization, we use to be victims of what comes out at the bottom.  Now we are much more active in many of the upstream decisions that affect customer value realization, including positioning the right services and influencing product direction.”

-- Alisa Nessler, Vice President, Enterprise Services Management

slide19

VALUES

“How you do things”

Intrinsic beliefs and behaviors

Define your culture and customer perceptions

Guide decision making

Maximum 4-6 core values

slide20

Sample Values

Category: Adventure

Risk The Unknown

Speculation Experiment

Category: To Catalyze

Spark Free Others

Influence Stimulate

Stimulate Encourage

Make a Difference

Category: To Contribute

Serve Improve

Augment

Category: Mastery

Expert Dominate field

Superiority Set Standards

Category: To Relate

Be connected Build community

To unite To nurture

Family Be linked

Category: To Create

Design Invent

Synthesize Imagination

Ingenuity Build

Category: To Discover

Lifelong learning

Category: To Lead

Guide Inspire

Influence Cause

Arouse

Category: To Win

Prevail Accomplish

Attain

Category: To Teach

Educate Instruct

Inform Prepare

Enlighten  

slide21
MISSION

A mission statement provides…

Direction to all stakeholders

Improvement or aspiration

5-10 year time horizon

slide22

Mission Statement Examples

“By 2009, we will create and manage a system of accountability which holds every person in our employment or Governance responsible for performance consistent with our beliefs, goals, and individual work plans.” – Tom’s of Maine

“By developing and managing great places to live, work and play, we will reach our profit target of $X by 2011.”

– Real Estate Development company

“We will provide our customers reliable electric service, energy information, and energy options that best satisfy their needs.” – Public Service Company of New Mexico

slide23

Implementing the Plan

Critical Goals :

Tie directly to your mission and vision

Categories can include:

Cash flow

IT support

Inspired, skilled workers

Packaging

Reducing delivery costs

Distribution in a specific area

Capabilities in a specific market segment

People retention

slide24

Critical Goal Examples

Critical Goal Category A:

We will develop a passionate, creative, and agile global workforce.

-- Technology Consulting firm

Critical Goal Category B:

We will raise our “customer delight score” by completing the Baldrige Application process.

-- Real Estate Developer

strategic goals smart goals
Strategic Goals =SMART Goals :

Each SMART Goal supports at least 1 Critical Goal

Timeframe 1-3 months

Support personal goals

Working business planfor the organization

EXAMPLE:

Assure that each new employee is fully aware of our vision, values, culture, differentiators, customers and markets and company procedures within 30 days of their hire.

slide28

Growth Planning the Zappos Way

“A lot of companies start planning by focusing on what financial results they want to reach. We take it from the approach of ‘how do we add value to the customer experience?’ All of our departments are trying to understand FIRST what innovations in service we can provide. Financial metrics are an outcome of great execution of innovation and service.  So we focus on profitability SECOND.”  -- Alfred Lin, COO/CFO, Zappos

slide29

THREE KEYS TO

  • ENERGIZEGROWTH® NOW
    • LAP method
    • Financial Foresight
    • Client Focused Mastery (CFM)
slide30

THREE KEYS TO

  • ENERGIZEGROWTH® NOW
  • TACTIC 1:
  • THE LAP METHOD
  • L = The leaders’ role
  • A = Alignment
  • P = Proactive
slide31

TACTIC 2: FINANCIAL FORESIGHT

  • Assign an owner to maintaining your
  • EnergizeGrowth® Plan
  • Root cause analysis
  • Green Light/Red Light
slide32

BERYL’S FINANCIAL FORESIGHT: A BALANCED SCORECARD APPROACH

Used with permission, The Beryl Companies, 2008.

slide33

Declare Victory Now!

  • Personally commit to “stop doing” list
  • Pick one strategy to improve
  • Name the Beast (s)
  • Create an accountability process
  • Request a Business Energy Boost
slide34

Summary

  • “Leading companies adapt to change before they have to. Unless we have patents protecting us, our competitors have similar offerings. You dominate your market by balancing three things: your plan, your mindset, and your ability to execute.
  • That is how you can EnergizeGrowth® in any economy!”
  • Email: lisa@energizegrowth.com
  • Twitter: lisa_nirell
  • www.energizegrowth.com