Today I’d like to talk about the three keys to business development and how you can put the right bricks in place to build a solid foundation.
There are three main areas of business development:
If done well these three areas will help you build a solid foundation for your business. Let’s talk about each one of these for just a minute.
Innovation should not be confused with creativity, which is the expression of ideas. Innovation is taking these ideas and putting them into action. This is where a large amount of your focus should be in the beginning and even throughout your business’ entire lifespan.
This, of course, refers to the numbers. We are talking about the value of your innovation. The best way to gauge this is by your customer response. Look to positive responses for what you are doing right and keep doing it. Look to your negative responses to find out what you’re doing wrong and fix it. This will enable you to keep growing and progressing with the needs of your customers and business climate.
Once you’ve had a chance to find what areas are working, you can narrow down those areas and concentrate on making them stand-out ideas. You shift your focus here to get the most out of your business and to meet the needs of your customers.
We can help you work through these three areas to put together your franchise prototype during your GUIDED TOUR.
In the next few lessons we are going to transition to the 7 specific areas you need to consider in your franchise prototype process:
- Primary Aim
- Strategic Objectives
- Organizational Strategy
- Management Strategy
- People Strategy
- Marketing Strategy
- Systems Strategy
These 7 areas will fine turn your plan for the ultimate level of success.
The biggest area of turn-key businesses is franchises. There is a franchise for every industry in the world and they are fairly easy to acquire and come with practically a pop out of the box pre-assembled system. McDonald’s is a prime example. In fact, a $40 billion, 28,707 strong example.
There are a few things we are going to talk about:
- Business Format Franchise
- The Franchise Prototype
- Franchise Prototype Standards
Business Format Franchise
The business format franchise came from an earlier model call the “trade name” franchise. The big change was in the rights. During the “trade name” days the franchise owner only had marketing right’s, now franchise owners have ownership rights to the entire business including systems. This has allowed for a shift in focus to go from the quality and name recognition of the products carrying the business to sales techniques that carry the business.
The Franchise Prototype
It was really the franchise prototypes that allowed for the changes to be made that help today’s franchises really shine with the techniques developed by the owners instead of the corporation. This can make a significant difference in the success of the franchise as the owner can custom tailor their marketing and promotions to the direct needs of their local target customers.
Franchise Prototype Standards
Now, the above being said, no one in their right mind would purchase a franchise if the parent company didn’t have a solid plan of action set up to ensure the prospective success of the business. So, there are a few standards that are put into place that help jump-start the process of opening a successful franchise.
Build a model of prospective customers/clients, suppliers, creditors and employees who will consistently offer high-quality work.
- Build a user-friendly model that can be used by individuals of any skill set.
- Build a defect-free model.
- Build a model with Operations Manuals.
- Build a model that will provide guaranteed, consistent results.
- Build a model that encompasses the same branding in color, dress and facilities codes.
These are all ways the parent corporation makes sure their brand stays the same and in the front of the minds of customers. When you are purchasing a widely-known brand you will attract customers just for being you.
If you are considering purchasing a franchise, talk with one of our experienced business coaches during our GUIDED TOUR.
Today I’m going to talk about the life cycle of a business and how to get the most out of each cycle while also extended the lifespan of your business.
The four different stages of a business life cycle are:
- Growing Pains
We’ll talk a little about what each of these cycles means and how they can each help expand your business’s lifespan.
This is generally considered the technician’s phase, which is the owner. At this point, the relationship between the business and the owner is that of a parent and new baby. There is an impenetrable bond that is necessary to determine the path your business will follow.
The key is to know your business must grow in order to flourish. You cannot stay in this stage forever.
In this stage, you need to start bringing your support staff together to delegate to and allow growth to happen. The first line of defense is your technical person as they need to bring a certain level of technical experience. This cycle really belongs to the manager though. The planning stage needs to start and a relationship should be built with the entrepreneur to plan for the future.
There’s a point in every business when business explodes and becomes chaotic. This is referred to as growing pains. It’s a good problem to have, but a problem nonetheless. You are often faced with a number of choices:
- Avoid growth and stay small
- Go broke
- Push forward into the next cycle
The last cycle is maturity, though this doesn’t mean the end of your business. Your passion for growth must continue in order for your business to succeed. You need to keep an entrepreneurial perspective in order to push your business forward.
You see how all three of these cycles are connected and depend on a strong foundation for each one of them for your business to be and continue to be successful. All three of your key roles must also work together to work through these cycles.
If you’re having trouble putting together your business life cycles and figuring out which of the key roles you fit into, try our GUIDED TOUR and work with one of our amazing coaches.
Chapter Two from my book, “45 Minute Business Breakthroughs,” to download a copy of the entire book you can do that HERE
Do you currently have any established joint venture partnerships?
JV’s involve two or more businesses who decide to form a partnership to share markets or endorse a specific product or service to their customer base… usually under a revenue share arrangement. The key to creating successful joint ventures is to find partners who service the exact same type of clients that need or want what you sell.
Let me give you an example and I’ll use one we’re both familiar with… a florist. One of the most financially lucrative product lines for a florist is providing flowers for weddings. The average floral bill for a wedding often exceeds $3,000. But what we discovered about florists is they fall into what we refer to as an “event chain.” An event chain simply refers to a series of businesses that customers purchase from in a specific sequence.
For example, a wedding will never take place until an engagement ring is purchased from a jeweler. So jewelers are at the forefront of every wedding chain. Once the young lady accepts that engagement ring, this event chain kicks into high gear. First, this young lady knows EXACTLY where she wants to get married, so number one on her agenda is to book the church, chapel or synagogue where she wants the ceremony held.
Second on her list is to line up her wedding planner. Weddings today are a really big deal, and often women like to use the services of a professional wedding planner. Next up, she wants to secure the venue for her reception.
She knows most venues book out months in advance, so locking in that venue is high on her priority list. After that comes the wedding dress, so she begins the search for the perfect dress at an affordable price.
Next is our florist. The bride-to-be will want to begin selecting her floral arrangements for both the wedding and the reception. Then after the florist comes the wedding cake… the printer for the invitations and thank you cards… and depending on the financial ability of the bride to be, she may also be interested in hiring a limo… a DJ for the reception… a travel planner for the honeymoon… the hotel… catering and so on.
This event chain is typical of this industry. And for the florist, it specifically identifies a multitude of potential and very lucrative JV partners. But here’s why this becomes so important.
Every business ABOVE the florist has the potential to ENDORSE and SEND prospects to the florist. Unfortunately, the florist has NO control over that flow of prospects. Every business above the florist controls the JV relationship, so it’s critical the florist create such a compelling offer and relationship with these businesses that they feel obligated to send prospects their way.
But here’s what’s even better. The florist controls the prospect flow to ALL the businesses BELOW them in the chain, and by establishing specific processes and procedures to make sure their customers use those businesses, the florist can negotiate compelling offers with those business owners as well. So consider these numbers.
Let’s say this florist cultivates a JV relationship with at least one of each business throughout this entire chain. Staying ultra-conservative with our estimates, would you agree this florist… since they have NO control over the flow of prospects from these businesses… is it likely they could obtain at least ONE referral each month from just one of the businesses above them?
OK, would you also agree conservatively that since the florist controls the flow of prospects to the businesses BELOW them… that they could easily send at least ONE referral to EACH one of them every month? Keep in mind these are VERY conservative estimates we’re using here.
Since the average floral bill for a wedding is $3,000… then just ONE referral per month from those businesses ABOVE the florist increases their annual revenue by $36,000. Now let’s consider the businesses BELOW the florist where the florist controls the referrals. Let’s start with the wedding cake maker.
The average sales price for a wedding cake is also $3,000, and the florist could easily negotiate a 10% referral fee. So, just a singlereferral per month produces an additional annual increase of $3,600 for the florist.
Now consider the printer. The average sales price for printing is $1,000, and the florist again could receive a 10% referral fee, so that single referral per month produces an additional annual increase of $1,200.
If we stop there, this florist has just increased their annual revenue by more than $40,000… and that’s using ridiculously conservative numbers. Imagine if you continued to add up the revenue produced by all the additional referral fees the florist would earn from all the other vendors in this chain.
This same process holds true for businesses that aren’t in a chain. But just like the florist, they simply identify partners who service the exact same type of clients that need or want what they sell. Now I realize this looks easy, but it’s not… and here’s why.
You not only have to properly identify who would make an excellent joint venture partner for your business… but you also must determine the order to approach each one… how to approach them… and when to approach them. It’s critical you do this properly or you wind up burning through all of your potential JV partners and come out with nothing in return.
Let me ask you a quick question. Just off the top of your head, how many potential JV partners would you estimate might be a fit for what you sell? Would you believe that I could identify more than a dozen for your profession? So conservatively, how many referrals would you estimate might be possible if a dozen other businesses were compelled to refer their customers to you for additional purchases?
Conservatively, let’s say you only get 3 referrals every month that buy from you. That’s less than one per week. How much additional revenue would that add monthly? Now multiply that by 12 to see your annual revenue increase.
One more thing before we move on. Remember earlier we discussed the critical importance of creating a highly compelling informational offer that would promise so much value to prospects that they would knock your door down to get it?
Suppose the florist offered this informational offer in their marketing, “5 Things Every Bride Should Know to Avoid Disaster on Their Wedding Day”. This offer would place TONS of prospects into their drip campaign and result in a tremendous increase in sales. Those new sales can then be referred to their new JV partners and they collect multiple referral fees every month.
This would absolutely dwarf the revenue we just uncovered for the florist in this example. What I find really exciting about JV’s is this is a strategy I help my clients implement immediately… and it begins generating instant cash flow for them right out of the gate.
In a recent case study I conducted, I found $75,000 in additional annual revenue just using the JV strategy.
And again, that’s revenue that business will generate year after year after year.
$75,000 in additional annual revenue increases the valuation of that business somewhere in the range of $225,000 – $300,000.
This article was taken from my book, “45 Minute Business Breakthroughs,” to download a FREE copy of the entire book you can do that HERE.
If you would like to explore other options of how I can help you take your business and your life to the next level, find out more about my one-on-one coaching programs by clicking HERE
Another option to consider is our online business coaching program. The E-Learning Marketing System is the most powerful and dynamic do-it-yourself client attraction program ever created. It was designed to give every small business owner unrestricted access to the tools, resources and support they need to build whatever size business they want. Check out our FREE Guided Tour to find out more about the E-Learning Marketing System by clicking HERE
I recently learned the story of a man, who by all accounts would be considered to be successful. He’s done some amazing things in his life that are nothing short of incredible. As I learned more about his background and his life I became more and more amazed. As I looked at his life, I wondered how he was able to overcome things in his life that would have crushed others. From a very young age, all the way through to his adult years he was faced with unbelievable adversity. Things that no human should have to go through.
This has really had me thinking. Why is it that a boy can go through abuse and punishment every day of his life and still develop into a strong and confident man. While at the same time, someone who has every opportunity in the world handed to them never becomes successful?
As I’ve spent time thinking about this and analyzing different situations, I’ve found a few key characteristics that I believe can help anyone be more successful.
The mind is such a powerful tool for good or bad. Once we can understand and control our mind, our world expands. As we search for ways to be successful in life, we have to start in our mind.
Our first challenge is to recognize that not all physical and mental limitations are real. Too many people believe their own lies or the lies of others. They throw in the towel way too soon.
Develop a Can-Do Attitude
A person with a can-do attitude faces adversity with confidence. They look at it for what it is, a challenge that they have to overcome to get to where they want to be. They are focused on achieving a goal and something that gets in their way isn’t going to stop them.
Mindset matters. Having a can-do attitude is a state of mind. When we expect progress and feel optimistic, challenges can be seen as opportunities and stress can be motivating. When you do get down and discouraged, it’s easier to get back up and find the positive.
Your life is created in your mind before it’s manifested in reality. Whether you have a can-do or can’t-do attitude, you’ll be right.
Start With The First Step
Consistency builds momentum, but it all starts with the first step.
Take the first step in the direction of your goal. When you get knocked down and discouraged and you don’t want to go any further, take the next step. Great success often starts with small beginnings, but you have to start somewhere.
For you, it might mean getting up an hour early to exercise. Maybe it’s making your bed in the morning or reading for 30 minutes a day. Whatever it is, take that first step and do it. But don’t quit. Do it again the next day, and the next, and the next…
Do it until you get to the point that if you don’t do it, your day will be ruined because you missed it. That’s when you’re ready to take the next step.
Become Comfortable Being Uncomfortable
I recently listened to an interview with John Calipari, University of Kentucky basketball coach. He said in order for his players to be the best that they can be, his job as a coach is to make them comfortable being uncomfortable. His job is not to coach them at the level they are at now. His job is to coach them where they need to be and where they are capable of being. This means they will be where they have not been before and they are going to be uncomfortable at times. The situations where they struggle and feel pain, where they are taken to their limits is where they truly learn about themselves and become the best that they can be.
Make them comfortable being uncomfortable.
To reach our goals and be successful, we need to do the same thing. We need to become comfortable being uncomfortable. Step out of your comfort zone on a regular basis. The more often you do it, the stronger you’ll become for when you are faced with adversity.
Hold Yourself Accountable Every Single Day
What is it that you need to do today? What is it that will take you closer to your bigger future? How will you make sure that you do it, no matter what?
Get out of the habit of making excuses for yourself. Holding yourself accountable means you’ll do it, end of story. Don’t allow yourself to have excuses. What we allow becomes acceptable. So as soon as you justify why you didn’t do something, you’ve set a standard and it will be that much easier to justify it again the next time.
Hold yourself accountable and don’t accept excuses!
There are a number of different characteristics and habits that will help you to be successful. But if you can master these four, you’ll be well on your way to an amazing life!
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