Management Consultant working to create loyal customers, happy employees, and attractive business goals.
You don’t just want employees: you want happy employees. You want productive employees. You want a team that loves working with you.
This will happen when you stop telling people what to do and start telling them why to do it.
You don’t just want clients: you want loyal customers, customers for life. Clients who love you, talk about you, and buy from you time and time again.
This will happen when you stop focusing on your product or service, and start focusing on your value.
Business Goals give a business consistency and growth.
You are makaAre you spending too much time working in your business and not enough on your business?
Businesses are complex and fast-moving organisms, and trying to keep everything running is easily overwhelming.
Let’s work together to create the plan, organize activities, and direct action, making your decisions easy and giving you the right balance between working in your business and on your businessing dozens of business decisions each day, and knowing what you are working towards makes the difference between good decisions and bad surprises.
How do you manage so many decisions and still keep business management simple? There is a lot that you can not control in business, so it pays to focus your efforts on the things that you can control. The Progress program gives you and outsourced CSO for professional advice and performance tracking.
$600 kick off session,
Then: $500 monthly / $900 quarterly
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.
What is true across all those different experiences?
A personal brand means what is it about YOU, rather than you business, that will stand out.
Focus on the constants for you, regardless of industry or country or job. Consider these questions:
- What motivates you?
- What do you take pride in?
- How do you want people to think about you?
- How do you describe "quality"?
Use these sorts of questions to build a description of how you act, interact, communicate, and prove your value. And that will be your personal brand: constant truths.
Know that investors will be looking primarily at three things:
- Your market opportunity: have you identified a need and an audience for the thing you sell? What is the potential market share? What is the buying power?
- Your team: are you somebody who can work hard and adapt quickly? Is that true of the rest of your team as well?
- Your finances: will you make good decisions with another person's money?
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".