There is no strategy without procedures
A small business must manage all the moving parts of a large one, with fewer resources. My work keeps these moving parts effective.
I have taken a business from being a product with no exposure to performing at almost 50% of the company's global wealth. This works through alignment of people, product and planning.
A written business model is your plan for prosperity
How do you provide value? What is your plan to achieve your business goals? Have you made it easy for people to buy from you?
Ensure you are running your business and it is not running you with a defined business model.
How are you making decisions?
Your business will always be vulnerable to events it can’t control.
Strategic decisions means focusing on what you can control to continue growing your business.
What do you do, why do you do it and how do you do it? Running a business is performance art in multi-tasking and fast decision making. Call on an external point of view to help review your assumptions and plot your decisions within your business strategy.
Research has shown that Good Leadership requires
With a strong and clear workflow you will be more productive, using fewer resources. Over the course of these sessions we will create strong goals, define the responsibilities and roles in your business, and write an outcome-focused business process that will allow you to grow, hire, and increase the value of your business.
Reframe your entire business from the point of view of your clients.
Instead of what you sell consider what they buy: what problem does it solve for them? How will their lives improve? How do they use your product/service?
How do they buy from you? What experience do they get? What language do they use when discussing their own situation and problem? What outcome do they want?
Create a message and position within their context and language, and then move on to the launch strategy and tactics.
Ivan is spot-on with practical steps you can take.
I want to further explain this way of positioning. Find out right now - before the competition starts - what your competitive advantage will be. The personal experience, high quality customer services approach is the right one for a small business with large competitors.
Ask yourself what your customers need out of the experience and what they want; what are you, uniquely, positioned to give them, and focus on that in every interaction with your market.
Meet with people at networking events or asking for introductions through friends and family.
You want to find prospective clients and then meet with them not to sell, but to ask them about their needs within the scope of what you are selling. Use them as learning platforms, ask if your solution would work for them or what more you should do, and how much they would pay.
Get this right and they will be your first clients.
This is why you need goals for your website. Otherwise you don't know if it is working or not.
The goals should be about the website itself, not traffic to it. In other words, it can't be volume of visits etc., as that determines the success of your traffic generation efforts, not the website.
What are the actions people can take on your website? What do you want people to do? Most importantly: what is in it for them? What does a person get back for spending time on your website?
Track activities (the more visitor-centric the better) such as clicks on buttons, paper/info downloads, newsletter subscriptions, etc. The more you have to offer the client, the better tracking you will get.
If you google a request you will find numerous example sand approaches which will be helpful. My advice is, rather than a specific template, to start with the business rather than the template.
Determine the goal of the business as a whole, where it's market is on social media, and the resources available to manage social media channels. Have this in writing and it will be your frame work for implementing the template itself (which is, in effect, a series of tasks rather than a strategy).
Specific is Terrific!
But how do you choose?
Work to your strengths!
What problem do you solve and how do you solve it?
Now look to your market: who has that problem, and who wants/needs it solved in your particular way?
Start there to build your niche market, then work outwards to demographic criteria.
Responsiveness: know what clients want, what clients needs and what your internal strengths and resources are. Use the latter to react to the former.
Pitching a BI solution to companies with no BI means you will usually have to "educate" them as to the needs and benefits of using BI. It seems obvious to you, but they have gotten along without it for this long.
Think of your prospects on three levels:
1 - The Client is the organizational client. As others have already stated do a bit more work to define the size, industry, revenue size and location of these corporates.
2 - The Buyer: this is the person in the company who will make the decision. With Enterprise you are selling to a group of people, identify the key driver and build a relationship with that person. Ask a lot of questions about the company's strategic goals and his/her own responsibilities internally.
3 - The End User: the buyer is usually utilizing your BI solution (or maintaining the relationship with your agency) for the benefit of their own internal client, the front office. Know who your buyer is serving.
Client - Law Firms
Buyer - Chief Knowledge Officer or Practice Administrator
End Client - Attorneys
It is a question of using your "gut" with guidance.
Data needs to be understood and applied within context anyway, that is where the human factor enters. So when your gut is giving you ideas, think of it as a new direction worth exploring.
One point of guidance should always be how a decision positively impacts your clients. Even where it is an internal business decision, look at your clients' needs and priorities and ensure your decision makes a positive difference. This is one way to complement data with "guided gut".
Think about what you are scheduling and how you manage interruptions.
People often schedule their work commitments and not personal ones. Whatever your idea of "break time" (a hobby, time with family or friends, workout, rest, etc): schedule that into your calendar as if it were a business meeting. Making it a regular time will help, for example every Tuesday and Thursday at the same time, etc.
Interruptions tend to be where most time ends up being lost, as they throw everything else off schedule.
It is ok to not pick up the telephone at that exact moment, or to not have an open door policy. Tell people to schedule their ten minutes to speak with you and when ten minutes are up, end the meeting. If they need more time they will learn to schedule more time.
Keep an external focus.
1) Instruct your team to network amongst their clients at least as much as (I would say even more than) they network amongst their peers.
2) Regularly ask your employees for new ways to describe what they do. Make them use new words and jargon every time, this will keep ideas fresh.