Send the link below via email or IMCopy
Present to your audienceStart remote presentation
- Invited audience members will follow you as you navigate and present
- People invited to a presentation do not need a Prezi account
- This link expires 10 minutes after you close the presentation
- A maximum of 30 users can follow your presentation
- Learn more about this feature in our knowledge base article
Do you really want to delete this prezi?
Neither you, nor the coeditors you shared it with will be able to recover it again.
Make your likes visible on Facebook?
You can change this under Settings & Account at any time.
Business Growth: Ascend to Higher Peaks
Transcript of Business Growth: Ascend to Higher Peaks
Myths of Growth
About this Presentation
Myths of growth
Where this information came from
Growth questions to ask
The gas pedal approach
Growth is more than a strategy
Four ways to grow
How we can help
Manage it to create value Unmanaged destroys value
Is Bigger better? +Bureaucracy, rules, admin, managers, systems
Destroy entrepreneurial soul
Continuous, linear? Irregular with plateaus
54 high growth companies
Avg 9.6 years in existence
Avg rev $60M ($5M -$350M)
Products, services, hybrid companies
Consulting firm specializing in business performance for small and medium service businesses in the Washington Metro Area
Certified Public Accountant (CPA)
Chartered Global Management Accountant (CGMA)
10 years managing a finance department
St Anthony Publishing
15 years in information systems industry = BUSINESS PERFORMANCE
Does your company win the prize for performance?
Growth stresses people, processes and controls
Requires owner, management to change into leaders
Growth changes what you do, how you do it
Growth drives change in everything, including you
How much can we afford
Staffing? Enough? Skills
Hiring, training regimen
Good business modeling is a must!
The Gas Pedal Approach
Plan for growth with people, processes, controls
During growth, sometimes ease off the gas
Allow a catch up pause
Allow for acclimation
The growth guage cannot be on "redline" for the whole trip!
Growth is More than Strategy
Is managing growth about having a good strategy?
Strategy consist of 3W's
What do we sell?
Who is the buyer?
Why do they buy from me?
Yes, but there's more...
Growth is More Than Strategy
Hiring people adaptable to change
Emotional employee rewards
Monitor straining seams
Know limits of processes, systems
No room for complacency or arrogance
Beware "I have everything right!"
People, processes, controls don't last
May work in early stages, but don't with growth
$5M revenues vs $25M in revenues
Outgrow information systems
Promote into management
Change reporting and metrics
You can plan for this!
Hitting a Growth Plateau
Be premindful and prepared
Prepare people, processes, controls to reach a planned level
Management reacts to turbulence
Management needs to think strategically to reignite growth
Remeasure: Limits vs today
Four Ways to Grow
Improving Existing Business
Not limited to unique
Recombine or reconfigure existing products/services in a new way
Copy from another industry or competitor
Purchase markets, competitors, customers, brands
Operate New markets, segments, products, services, etc
Scale through existing customer base
Purpose: Increase your scale up possibilities
Allow for growth
Using "improvements" method
Apply to more geography, more customers...
multiplies your results!
The Natural Organic Growth Experience
2)New complementary products/services
3)New customer segments with existing products
4)Complementary services for existing customers
7)Acquire new products, services, customer segments
8)Shift from selling products/services to solutions
9)Start over at the top, and improve all at once!
Most companies grow in the same ways and in the same order
There are no guarantees of success
If you want to grow
Increase your changes of success
Provide consulting services to guide you
Advise management on the process
Advise, Train staff on task performance
Perform a project leader role
Make an assessment and recommendation
Provide materials for you to guide yourself
Are You Prepared to Grow?
3W's are not enough for success
+ Constant Improvement
People can be overwhelmed
Processes have limits
Controls require conditions
New international designation
Recognizes management accountants
Discipline and skill
Guide critical business decisions
Drive strong business performance
Unmanaged Growth Story
Grew to many stores to quickly
New food products introduced
Lost focus, quality, employees
"Growth and success can cover a lot of mistakes" - Howard Schultz
Most closed stores were open for only 18 months
Food products diluted their image of coffee
Service and product quality suffered
Employees needed retraining
What's your capacity?
Can management lead?
Can you change?
Prize Performance Client/Service Company Common Theme
Revenue growth depends upon employees learning new skills
New skills = higher utilization = higher revenue generation
Growth Constraint: How fast can they learn?
The team's improvement depends upon everyone learning
Every student a teacher
Every teacher a student
Pick any two!
Faster, Better, Cheaper Roofer Example
Better-Faster : Does the best work in town, and can get it done on short notice. Charges a premium.
Faster-Cheaper: Fast and cheap sacrifices quality.
1) material quality or 2) skill of the person doing the work
Better-Cheaper : Rare it is. Few do this, better = premium price. customers wait. e.g. moonlighter
LA Dept of Transportation and Xerox
LA Express Park
Demand based parking pricing
Mobile apps display:
Underutilized parking down 5%
Parking congestion down 10%
Parking revenue up 2%
Prize Performance Client
8 customers/day 1 hour/customer $200/customer = $1,600/Day
4 customers/day 2 hours/customer $491/customer = $1,964/Day
One truck increase $364/Day
5 truck increase $1,820/Day
Generate demand for more customers
Map a strategy and timeline to add trucks
Generate even more demand - customers or zip codes
Prize Performance Client
Residential Home Cleaning Company
70 client homes
Staff of 6
200 client homes
Staff of 12
Max staff utilization
100% client retention
Same service area
Client list only
Cash flow financed
60 days paid
Seller support for transition
SHA solutions is a certified woman owned small business providing government and government contractors with systems engineering, logistics, information technology and professional solutions.
Owner and CEO of SHA solutions, Karen has 29 years of experience serving government and government contractors. She began as a senior programmer, analyst and IT manager, then later excelled as VP of Business Development at Subsystem Technology, Inc and Preferred Systems Solutions, Inc. serving USCG, FAA, DHS, USCG, NASA and more.
Karen brings considerable experience in
About Karen Bricker
How We Can Help
"Transforming Callenges Into Solutions"
People, Processes, Controls
Rodger Stephens, CPA, GGMA