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Archive for Business Strategy

Free Business Planning Webinar

By Linnea Blair
Tuesday, October 18th, 2011

The Road to Success

Your Business Plan – Road Map to Success

Here are three reasons why you need a real live business plan, instead of a quick template that you filled out years ago that you can’t even find.

  1. A strategic business plan is your roadmap – a guide for you to refer to as you make decisions about how to run your business.
  2. As you bring new employees into your company, or train and educate your existing team, your business plan provides clear direction and reinforces your culture.
  3. Banks, governments and business partners are increasingly requiring business plans to support their decisions relating to lending and providing financial assistance, and a good business plan can make the difference.

Discover the benefits of developing a business plan in gaining increased control over business operations and improved opportunities to step back and work ON rather than IN the business. Learn the key steps required to create a plan document for your business and how to use it. You’ll learn:

  • What’s in a business plan
  • How a business plan helps you manage your business
  • How to prepare a business plan
  • How to use your business plan
Date: Thursday, November 3, 2011
Even though this class has passed you can access it in our Free Resources area by becoming a Free Member of Advisors On Target.
Time: 5:00 PM Eastern (4:00 PM Central, 3:00 PM Mountain, 2:00 PM Pacific)
Cost: Free

Register for Free Business Planning Class

This class is valuable on its own, but if you are interested in a directed process to put your plan together in just FOUR weeks, you can click here to find out more.
Categories : Events
Tags : Business Plan, Business Planning, Business Strategy

Do I really need a business plan?

By Linnea Blair
Tuesday, October 18th, 2011

Business Strategy Vision Business plans are one of those things that as a business owner you know you should have, but how many of you actually have one? I’m talking about a real one that is a representative and usable document that defines your company, your target market, and your goals and outlines a path to achieve success, whatever that looks like to you.

So why don’t more business owners have a well documented business plan?

For many business owners I know, it is just being too busy working IN the business instead of ON it. Strategic planning is something that you know is important but you just can’t quite get around to it.

I was talking with a client recently who was bemoaning the opportunity costs to his business in the past that he suddenly realized once he started working on his business in a more strategic way.

It is never too late to start working ON your business, whether you have been in business 3 years or 30 years. Making positive changes to grow your business and make it more valuable to yourself or a future potential buyer is always in season.

How do you start? First you need an analysis of where you are now. What are your company’s Strengths, Weaknesses, Opportunities and Threats? Now, where do you want to be? Do you want to grow your business to a specific size in terms of people or income? As a business owner, do you want to transition to be working less hours, be able to take vacations and know that your business is still humming along without you? Your answers to those questions will lead you to your vision for your company.

Once you know what you want to achieve in the next one to three years, you can look at the gaps between where you are and where you want to be and begin to craft your strategies to get you there.

There are many building blocks to putting together a formal business plan, such as analyzing your target markets and putting together marketing strategies and action plan to reach them effectively. There’s also the financial plan showing historical results and projections for your planned growth. Some parts of your plan will be easier to write than others, as they will require some deep analysis and strategic thinking, and maybe some outside help. In the end, though, mapping out a good business plan will help you reach your goals, now that you’ve defined them!

Categories : Business Planning
Tags : Business Plan, Business Planning, Business Strategy

Chart Your Course to Business Success – 10 Week Intensive

By Linnea Blair
Thursday, September 22nd, 2011

Take 10 weeks to leap forward in your business education. This intensive 10 week program is designed to help you learn the important fundamentals of running a best practices business and get you ready to kick off 2012 and make it your best year ever!

This course is a condensed version of our On Target Business Success Program geared for the entrepreneur who wants to get great results with an affordable and accessible group coaching experience.

Chart Your Course to Business Success meets each Tuesday at 10:00 AM Pacific Time for 90 minutes starting October 11, 2011 via online meeting (phone and computer). All sessions are recorded so you can make up if you need to miss a session.

This Intensive is limited to 10 participants only. I want you to have plenty of personal attention. I am excited about this new version of our proven programs. Won’t you join us in October?

Find out more here!

Categories : Events
Tags : Business Planning, Business Strategy, Financial Management, Marketing

On Target Client of the Month – February 2011

By Linnea Blair
Sunday, February 27th, 2011

One of the initiatives I am helping clients with this year is creating a customer communications plan. As part of my own Client Communication Plan for 2011, I have decided to showcase a client of the month that I especially appreciate working with or who is simply put, “On Target”.

On Target Executive Peer GroupHow many business owners are willing to take two days at a beautiful resort and put their energy into working ON instead of IN the business?  In January, several of my clients who belong to our Executive Peer Group program did just that.

Winter is the slow season for many businesses and I often see the tendency for business owners to scale back business activity and planning just when they can get the most value from doing some advance planning to help get their year off to a great start.

These On Target Executive Group members spent two days acting as a board of directors for each other’s companies as well as discussing Market Trends and what to look for to make sure they are on the leading edge as the economy comes back.  We also learned from guest speakers with workshops on topics as diverse as leadership and emotional intelligence, and learning ways to increase the value of your business in order to sell or otherwise transition out of it in the future.

So, kudos the business owners like these who see the value in taking time to work ON the business.  I expect that they will achieve increased growth and profitability in 2011 as a result. In recognition, I am naming the On Target Executive Group as On Target Client of the Month!

Categories : On Target Program
Tags : Advisors On Target, Business Planning, Business Strategy, On Target Program

Give Your Business a Health Checkup

By Linnea Blair
Friday, February 4th, 2011

Have you taken time to review your key metrics for your business lately? Do you know how your business metrics stack up against best business practices? Do you know how the typical performance of other companies in your industry and region compares to your own margins?

Early in the year is a perfect time to get a Business Health Checkup. Usually by February you have finished all your year-end bookkeeping, reconciled all your accounts and made sure your data was accurate so you could send out your 1099s and W-2s. You also have likely created a budget or what I like to call Profit Plan for the new year and you are starting to implement it.

Doing a business health checkup now gives you good information about where your business stands presently and a view of recent performance. What you find in your health checkup report and consultation will give you knowledge, tools and recommendations to make changes that will ensure greater success in working your plan for the coming year.

Find out more about the business health checkup process.

Categories : Business Strategy
Tags : Business Health Checkup, Business Planning, Business Strategy, Finance

The Next Great Wave Of Innovation – Succeeding Through Turmoil

By Linnea Blair
Wednesday, September 15th, 2010

How do you see change – as an opportunity or a threat?
Linnea Blair
Our industries, our society and even our world are in a state of flux as we struggle to come to terms with turbulent economies, dwindling resources and a changing climate. In The Sixth Wave, a book on business and innovation, authors Moody and Nogrady predict that we are on the cusp of the next great wave of change for the future. They also demonstrate that periods of change in history have always been the time when the greatest opportunities exist for the introduction of new technologies, new products and services, and for inspired ideas about whole new ways of doing things.

If you see change as a threat, you’re taking a “glass-half empty” perspective. You probably say, “I can’t keep up with this constant technological innovation. There’s something new to learn every week. It’s like I never left school!” You’ll be annoyed whenever there’s a new trend in management. You’ll wince whenever you hear of competitors introducing new business processes. You’ll see change as the slings and arrows of business misfortune.

On the other hand, if you see change as an opportunity, you’re taking a “glass-half full” perspective. You are likely to think, “Every time there’s a change, new niches open up for me.” You know that some of your competitors will be slow to adapt and you’ll be the first to step in and relieve them of a few customers. You’ll say to yourself, “I’m a small business. I have a small, flexible and effective team. Adaptability is our mantra. We’re the can-do people!”

While your larger competitors need to look ahead a year or more, you’ll change focus much more quickly. If you’re a manufacturer, you have smaller production runs, so you can customize to suit the needs of particular customers. Customers can reach you much more easily than they can a CEO of a large corporation – you’re responsive.
Read More→

Categories : Business Strategy
Tags : Business Strategy, Leadership, SWOT Analysis

Get On Top Of Business Forecasting

By Linnea Blair
Wednesday, October 28th, 2009

Want to stay in business and be profitable in this economic climate?  The answer is to plan, but it is difficult to think in terms of three to five year plans these days.  So focus instead on the next 12 to 18 months and use “what if” scenario planning and stress testing along the way.

Build scenarios
Create a forecast for the next 12 months to 2 years. Take your business plan and then impose a series of scenarios. A business-as-usual scenario, for example, might have flat growth. Another scenario might project a 10% drop in revenue and a 20% increase in input costs.  These scenarios show you the effect on the business of outside forces, and allow you to develop contingency plans to mitigate their effect if you start to detect their impact through your monthly reports.
You might decide that if revenues decline for two or three consecutive months, then you will implement a stronger marketing and sales program. If that fails, then you might move to significant cost reduction activities. Look at what happens if the company loses customers and suppliers.
You might need to draw up plans to create other ways of drawing revenue, like discounting, or going to other markets or changing production. Identifying a critical threshold means you can start thinking about how to mitigate it.

Develop your business plan
Critical to forecasting is your  business plan;  it should cover market analysis, organization and management, strategic analysis, marketing and sales, products and services, the amount of funding needed to start or expand the business, and financials. The best business plans are updated every six months, though you should be reviewing it quarterly.

Do you find when it comes to a choice between serving a paying customer and writing a business plan, like most small businesses, you go for the money? Lack of time is a major reason many small companies don’t have plans. The answer for some businesses is to prepare the plan on the weekend. It might take an entire day, but it’s a worthwhile exercise.  Read More→

Categories : Business Planning
Tags : Business Planning, Business Strategy, Financial Management, Forecasting

Finding Your Niche

By Linnea Blair
Wednesday, July 30th, 2008

Large companies often leave smaller market segments unserviced since they don’t represent, for them, a sufficiently profitable target. A small business can capitalize on these unmet needs by developing a product or service that fills the gap. You can think of a niche market as a narrowly defined group of potential customers.

A niche market can be a built on developing a product for a particular consumer demographic, such as manufacturing kosher milk products to meet the dietary requirements of particular religious groups. Many service firms have grown their business by deciding to build up expertise in how a certain industry works and focusing on attracting clients from that industry based on the expertise they can offer. Others will concentrate on a particular service line such as a dentist who specializes in pediatric work. Still other businesses concentrate their resources on marketing to a particular region, so they could be said to operate in a geographic niche. The competitive advantage of being in a niche market derives from being alone there and of being able to offer a level of expertise others can’t match or perfectly filling a particular need.

Niche market businesses are frequently small scale since they tend to focus on identifiable sub segments of a larger market such as cleaning blinds instead of cleaning offices in general. But it’s an error to think that that is a necessary association. The First Commerce Bank, in Charlotte, N.C became hugely profitable concentrating on servicing small business clients and some accounting firms have moved into the big league through providing advice to clients in specific industries or occupations.

There are three basic ground rules for making niche
marketing work for you.

1. Develop a detailed marketing plan:a well developed marketing plan is the key to successful niche marketing. It has to be very specific about the basic business concept – what you are selling, who you are selling it to, why they would buy it (the benefit to the customer) and how you will make money out of it.

2. Appoint a niche champion:the secret to tapping into a niche market and working it to get the best return is to know just what it is the consumer will really value from the product or service you are offering. If you need to, find a niche champion with the knowledge and experience in the product/service that will enable you to develop just the right package. If your niche marketing initiative is really a subsidiary line of business within a larger organization, for instance preparing a line of gluten-free products within a general bakery business, ensure the project is properly funded and the niche champion has sufficient authority and respect to be able to keep the project on track. Don’t throw away the opportunity through bad planning and execution.

3. Market hard: niche marketing succeeds or fails on its success in connecting with exactly the right kind of customer. Both the target market and the marketing channels that will most likely reach them should be closely defined. Give careful consideration to what marketing messages will work best as ‘hot buttons’ for prospects and will prompt them to purchase the product. Marketing spend may not need to be large but it does need to be well focused so as to get your name known within the target market and educate them to the benefits of using your product/service. In the case of gluten-free bakery products, you could advertise in health food stores, food bars, natural healing centers and healthy living publications.

The famous entertainer Bill Cosby once said, “I don’t know what the secret of success is, but I know the secret of failure and that was trying to please everybody.” The same wisdom applies in business as in entertainment. For many businesses, large and small, creating a product or offering a service that satisfies the needs of a niche market has been a recipe for success.

Information for this article is sourced from RAN ONE.

Categories : Business Strategy, Marketing
Tags : Business Strategy, Marketing

Realizing the True Value of your Business

By Linnea Blair
Monday, December 31st, 2007

f you are planning to sell your business, it’s clearly an advantage to have an objective idea of what it is worth. Even though ultimately a business is worth what a buyer is willing to pay, it’s easy for a seller to undervalue and lose out in the deal or to unrealistically overvalue and miss out on attracting buyers.

Many companies are oddly reluctant to invest in getting an accurate valuation. Even among owners who had tried to sell their business at one stage, a survey reported by CFO.com found that only 12% of them had ever had a formal valuation done. This is surprising. Guessing the value to put on your biggest asset is really risking your future.

There are a number of different valuation methods and different methods may be appropriate for different types of business. For example, if you run a services business there’s little point in evaluating it based on the value of its physical assets. Other methods consider intangibles such as ‘goodwill’, which are difficult to put a figure on but can represent a significant element of the value of some businesses. And value may also be in the eye of the beholder – it will actually be worth different amounts to different people depending on their reason for wanting a business.

A variety of factors are taken into account in ensuring that a valuation is accurate and useful. Primarily, the valuation needs to be in line with hard data, particularly your current and past financial position. Some valuation methods focus on financial data such as profit levels, asset value, cash flow and debt carried by the business. Other factors are not so cut-and-dried. The valuation might incorporate financial projections for the next three to five years. It might consider intangible assets, such as intellectual property like patents and trademarks, brand names and goodwill. You also need to consider the context. Your own company may be doing very well but its value will be diminished if it is part of an industry that is in serious difficulty or in decline overall.

There are over a dozen different valuation methods. The crudest methods operate by rule-of-thumb or ‘multiples’. For example, landscape businesses are estimated to be worth 1 to 1.5 times their discretionary earnings plus the value of their capital assets. However, multiples only give a rough, industry wide ballpark figure for business value. They do not necessarily give the real value of a particular business. More accurate methods include the ‘balance sheet’ approach, which basically subtracts business liabilities from assets. The ‘adjusted book value’ method is similar but uses current market value rather than purchase price or depreciated value.

Retail and manufacturing businesses are generally assessed according to the value of their assets, given that they tend to store large amounts of value in their inventory or capital assets while service company valuation is based on the ‘capitalization of income valuation’ method, which places a heavy emphasis on intangible assets. It’s also possible to calculate the value of a private company by comparing it with an equivalent public company and making appropriate adjustments. Business value can also be estimated by anticipating cash flow over a three to five year period and adjusting that into current dollar terms.

A current valuation can be important at times other than sale. There are numerous business and legal situations that require a detailed valuation, among them: when considering a merger or acquisition; when seeking investment capital; when buying out a partner or implementing an employee stock ownership plan. A properly determined valuation inevitably enters into less pleasant activities such as shareholder disputes and divorce settlements. Tax minimization planning can involve business value, for example in developing estate and gift transfers.

A valuation can also indicate how your business compares to its direct competitors. It can identify the strengths and weaknesses of your business. When a valuation identifies weaknesses, it can help you focus on building long term value into your business. This will improve your outlook in terms of succession and estate planning.

With this many potential situations requiring a business valuation it’s important to have an up-to-date professional estimate of the real value of your business. To get a valid and commercially useful valuation you will need to work closely with a professional who has experience in the area. Your accountant already has a good understanding of your business and will be able to advise you on which valuation method will be best suited to your business circumstances.

Information for this article is sourced from RAN ONE.

Categories : Business Strategy
Tags : Business Planning, Business Strategy, Business Valuation

Keeping Your Business On The Right Track

By Linnea Blair
Wednesday, July 5th, 2006

A business plan is a roadmap that sets out your route for the development of your business. It doesn’t tell you just about the current state of the business, its strengths and its weaknesses, it will also show up the opportunities and what needs to be done to stay ahead of the competition.

You might think you know all this now and don’t have to write it down. But what if something happened to you and someone else had to take over the operation? What would they need to know so it was still there and profitable when you returned? This is the kind of information contained in your business plan and its good insurance against the unknown.

It clarifies your objectives What are your goals? These will be in your business plan, the original goals you had plus any additional objectives that arise in the course of business. Your business plan spells out the goals and shows the milestones along the way that tell you how close you are to achieving them. Goals are flexible and can be as varied as achieving a certain level of turnover or simply acquiring new customers. It’s important, however, that each is presented in the same way as a target with milestones or indicators that will let you measure how near you are to achieving it.

It contains your business vision A vision is your description of how the business will look at a specific date usually three or five years from the time the statement is written. This is another part of a business plan that is regularly updated and describes how the business will look from the outside (to customers) and from the inside (to management and staff) when it has achieved the goals that are presently set.

It outlines your company’s mission statement The mission statement is another expression of the businesses’ long term goals. The mission of all businesses is to conduct profitable business of course, but it should also have other intangible goals covering such issues as morality and ethics. How do you want your business to treat its customers? How does your business want to treat its team members? The mission statement is both long term and ongoing – a statement of principles of business conduct and behavior that rests above the metrics of commerce.

Cover all the management essentials Businesses are organic in nature, changing constantly but always with growth in mind. Your business plan is also organic – an ongoing record of the changes in your business as well as a structure for the changes that will take place in the future and their intended consequences. Here are just a few of the many possible elements that can be incorporated into your business plan:

  • Your products – The present and planned range of products you sell, together with any product development your firm undertakes to create its own products
  • Your management structure – A statement of positions, responsibilities and authorities
  • Your finances – How the business is funded and how it will repay its loans, your company’s credit policy and how it will be enforced
  • Your marketing plan – How your business will be marketed, the promotional budget, the target market, future plans for expansion, and
  • Your succession plan – When you intend to leave the business and how you will realize its maximum value

Every business should have an up-to-date and functional business plan. It will tell you where the business is going and how it’s going to get there. It will focus the efforts of you, your management and the rest of your team on the drivers that will bring you what you want from the business. It is, in other words, a map to the future of your enterprise.

Information in this article is sourced from RAN ONE, Inc

Categories : Business Strategy
Tags : Business Plan, Business Strategy
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