2.105 detours diagnostics 2016
TRANSCRIPT
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DETOURS and DIAGNOSTICS
REFERENCE GUIDE JAN 2016 EDITION
Business Problem Iden7fica7on And solu2ons for each
Copyright mwolf 2015. All rights reserved.
2016 EDITION
The Science of Small Business Management
Copyright mwolf 2015. All rights reserved.
2016 EDITION
WHAT’S NEW?
Debt-to-income form
Constant Audit navigation
Financial freedom Investment formula
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Safety First. Profit Second Maintain A Flat Organiza2on Achieve Financial Balance Lead From The Center Authen2cally
12 Guiding Principles of Kanketa
Make One Profitably Make One Error Free Make Many Efficiently Lead People. Manage Things.
Market For Poten2al Invite Rela2onships. Nego2ate Orders. Sa2sfy Every Transac2on Keep Customers For Life
Principles of Ownership
Principles of Production
Principles of Marketing
Copyright mwolf 2010. All rights reserved.
From the DETOUR pages, iden2fy the general business problem in red at the top. The Detour page contains the most common symptoms -‐ ways that the problem shows up. Each symptom is numbered.
The corresponding number on the CAPTURE PLAN pages suggests the Kanketa program that corrects the Detour
USING THIS GUIDE
Copyright mwolf 2015. All rights reserved.
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DETOUR: Business Issue Iden7fica7on
DIAGNOSIS: How the problem shows up
Corresponding CAPTURE PLAN For Course Correc7on
Copyright mwolf 2015. All rights reserved.
MATCH THE NUMBERS
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8 PRIMARY ISSUES
FACING A SMALL BUSINESS
Product Management
Production
Self-Leadership Velocity
Marketing
Sales
Customer Service
Customer Care
Supplier costs too high
Too much error
Untimely delivery
High fixed wages
Not enough new opportunities
Not closing quotes. Low margins.
Not meeting customer expectations
Disloyal customers
Copyright mwolf 2012. All rights reserved.
4 CHALLENGES OF THE BUSINESS OWNER
Structure
Finance
Business Leadership
Business Ownership
Confusion about responsibilities Lack of cohesion.
Too much spending in wrong places
Hierarchy. “Us. Vs. Them”
Low profitability. Low return.
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Goal Tending For Departmental Performance
In order to double revenues, triple net Income and quadruple the net value of a business
within 48 months, every department must contribute.
Kanketa observes the following performance expectations
for each department (Corridor) in the House of Value
Copyright mwolf 2012. All rights reserved.
Goal Tending For Departmental Performance
THESE 8 PROVEN ACTION FORMULAS
LEAD TO A HIGH PERFORMING COMPANY
Take Action!
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Cost Containment: Reduce COGS % Inflation Rate X 2
Remain constant
No rise in cost percentage
Product Management
Production
Cost of Error Reduction: Reduce and/or permanently eliminate 3% cost of error against gross sales
Goal Tending For Departmental Performance
Take Action!
Copyright mwolf 2012. All rights reserved.
Gross Revenue: Define, Identify and locate 85% of
Normal monthly revenue in new, 1st X prospect opportunities
($$ lead value)
Marketing
Sales
Margin:
Qualify, propose and contract 20% of all $$ lead value every month
For Departmental Performance Goal Tending
Take Action!
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Velocity
Cost Containment:
7% increased productivity per month (from waste reduction) with same resources until 90% total waste reduction is achieved
Cost Reduction: Reduce fixed wages by 8% per month to equally balance with performance pay
Leadership
For Departmental Performance Goal Tending
Take Action!
Copyright mwolf 2012. All rights reserved.
Customer Service Gross Revenue:
Propose 15% of total orders entered to close an additional upsell of 3% In gross revenue
Customer Care
Margin: Increase last year’s Normal Margin by 5%
From 80% of last year’s customers with Value-Added services
For Departmental Performance Goal Tending
Take Action!
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ì
BUSINESS PROBLEMS and their
CORRESPONDING SOLUTIONS (Detours and Capture Plans)
Copyright mwolf 2012. All rights reserved.
Notice of copyright.
Each of the following 72 Capture Plans contains a specific step-by-step prescription for solving its respective business problem as stated. Every Capture Plan has a first use date in 2012 and separately contains its own individual notice of copyright. All Capture Plans, with their copyrights, terms and conditions are also protected under the notice of copyright for this document. Kanketa is a registered trademark of the author.
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ì
PROBLEM STATEMENT
CAUSE DIAGNOSIS
CAPTURE PLAN REMEDY
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#1 “It isn’t my job.” Questions about job ︎ responsibilities︎#2 “I have no control over the company’s profit” ︎#3 End customers directly serviced by Back Office︎#4 “Who should I listen to? Who’s my boss?”︎#5 Unclear second in command in leader’s︎ absence #6 Reactive company to market whims.
6 Detours Of Business Structure
Lack of Clarity
Diagnosis
PROBLEM STATEMENT
Copyright mwolf 2012. All rights reserved
1. Build a House of Value 2. Everyone contributes profit 3. Balance pre-‐sale and post-‐sale 4. Balance back office with front office 5. Protect the Key Man 6. Business Leader front and center
6 Practices of Business Structure
Maintain A Flat Organization
CAPTURE PLAN
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ì Problem Identification -‐ Structure WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN -‐ Structure IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Misconception of "Cost of Goods Sold”#2. Overspending in the wrong areas#3. “I can't see the hidden money.”︎
#4. “I don't know how much we need.”︎
#5. Not getting enough profit from each department of the company
#6. Misunderstood company value︎
6 Detours of Finance
Not Enough Money ‘Don’t have it. ‘Can’t Borrow.
Diagnosis
PROBLEM STATEMENT
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1. Balance the Margin 2. Equalize the Budget 3. Achieve Financial Balance 4. Manage with Normaliza2on 5. Monitor with a Scorecard 6. Always know Debt-‐to-‐Income
6 Practices of Finance
Achieve Financial Balance
CAPTURE PLAN
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ì Problem Identification -‐ Finance WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN -‐ Finance IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Not all product touch points are considered ︎#2 Too much inventory. High carrying costs. ︎#3 Supplier performance is not accurately rated ︎#4 Incorrect costs create incorrect prices︎#5 Computer disparities: information vs. actual #6 Time to quote is too long.
6 Detours Of Product Management
Cost of Goods Too High
Diagnosis
PROBLEM STATEMENT
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1. Create a Value Stream 2. Just-‐In-‐Time Inventory 3. Manage the Supply chain 4. Assure Inventory Record Accuracy 5. Use POGO pricing 6. Time to quote, Time-‐to-‐market
6 Practices of Product Management
Make One Profitably
CAPTURE PLAN
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ì Problem Identification – Product Mgt. WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN – Product Mgt. IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 There actually are enough opportunities︎
#2 Wrong information solves the wrong problem ︎
#3 You are blending in with your customers ︎
#4 The market is getting the wrong message ︎
#5 Looking for prospects in the wrong places #6 Do not understand the buyer’s process
6 Detours of Marketing
Not enough new leads - 1st time Opportunities
Diagnosis
PROBLEM STATEMENT
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1. Strategize by SILO 2. Iden2fy the problems we solve 3. Merge markets for differen2a2on 4. Create the message 5. Find three best pathways 6. Execute the media plan
6 Practices of Marketing
Market For Potential
CAPTURE PLAN
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ì Problem Identification -‐ Marketing WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN -‐ Marketing IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
Copyright mwolf 2012. All rights reserved.
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#1 No formal process for managing error ︎
#2 Error is not accurately identified ︎
#3 The right things are not being measured ︎
#4 Error in analysis of measurement ︎
#5 Increasing size of like-errors #6 Same errors keep recurring
6 Detours of Production
Too Much Error Customer Error. Supplier Error. Production Error. Administrative Error.
Diagnosis
PROBLEM STATEMENT
Copyright mwolf 2012. All rights reserved.
1. Manage Error with DAMAIC 2. DA -‐ Define and Assess the root cause 3. M -‐ Measure conformance 4. A -‐ Analyze varia2on with CEDAC 5. I -‐ PDCA for con2nuous improvement 6. C -‐ Fail proof The opportunity for error
6 Practices of Production
Make One Error-Free
CAPTURE PLAN
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ì Problem Identification -‐ Production WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN -‐ Production IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Buyer’s personal buying habits are ignored ︎
#2 Critical proposal information is missing ︎
#3 Misinterpreted desired results/outcomes ︎
#4 A “decision maker” is excluded ︎
#5 No buy-in prior to proposal︎
#6 Interests and positions are not separated
6 Detours of Sales A lot of quoting. Not enough closing.
Diagnosis
PROBLEM STATEMENT
Copyright mwolf 2012. All rights reserved.
1. Push Me. Pull Me. (“Like”) 2. 7Qs (“Respect”) 3) Wave the magic wand (“Trust”) 4) Ignore the decision maker 5) Ensure the outcome 6) Nego2ate the order
6 Practices of Sales
Invite Relationships Negotiate Orders
CAPTURE PLAN
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ì Problem Identification -‐ Sales WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN -‐ Sales IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Not all wastes are identified ︎
#2 Disorganization interrupts flow ︎
#3 Process flow is unclear ︎
#4 Customer Order irregularity exists ︎
#5 Downtime prevention procedures missing #6 No focus on reducing variation /step rates
6 Detours of Velocity Not delivering on time
Diagnosis
PROBLEM STATEMENT
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1. Components of Velocity 2. Organize with 6S 3. Level the load for JIT 4. Design for con2nuous flow 5. Prevent down2me 6. Shorten the string with 10 wastes
6 Practices of Velocity
Make Many Efficiently
CAPTURE PLAN
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ì Problem Identification -‐ Velocity WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN -‐ Velocity IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Customer’s critical “musts” are missing ︎
#2 Customer demands over problem solving ︎
#3 Ineffective use of tradeoffs︎
#4 No upsell accountability or tracking ︎
#5 No fail proofing process for order details︎
#6 Too much time leeway allowed /unspecific ︎
6 Detours of Customer Service Unresolved Complaints
Not meeting Customer Expectations Diagnosis
PROBLEM STATEMENT
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1. Ensure the Critical Musts 2. Negotiate The Tradeoffs 3. Get It Right the First Time 4. Deliver in Takt Time 5. Be A Problem Solver 6. When the Customer Says…
6 Practices of Customer Service
Satisfy Every Transaction
CAPTURE PLAN
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ì Problem Identification – Customer Service WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN – Customer Service IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1“Us vs. them” management approach ︎
#2 Inadequate employee attitudinal assessment ︎
#3 Mismanaged employee temperaments︎
#4 Pay is out of balance with performance︎
#5 Team dysfunction #6 Delayed necessary endings
6 Detours Of Leadership Low Productivity
Diagnosis
PROBLEM STATEMENT
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1. Displace HR 2. Take people lnventory 3. Promote Intrepreneuership 4. Pay for performance 5. Improve teamwork with PDCA 5. Fired or fired up
6 Practices Of Self-Leadership
Lead People. Manage Things.
CAPTURE PLAN
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ì Problem Identification -‐ Leadership WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN -‐ Leadership IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Unmet necessary customer expectations ︎
#2 Service activities are out of sequence︎
#3 No customer performance ratings︎
#4 Incomplete STEEPLED S.W.O.T research ︎
#5 No barriers to exit #6 Poor survey questions. No follow up.
6 Detours of Customer Care Disloyal Customers
Diagnosis
PROBLEM STATEMENT
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6 Practices of Customer Care
Keep Customers For Life
1. Meet 6 necessary expecta2ons 2. Add 5 WOW factors 3. Rate customer performance 4. Use a STEEPLED S.W.O.T 5. Close all barriers to exit 6. Survey for sustainability
CAPTURE PLAN
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ì Problem Identification – Customer Care WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN – Customer Care IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Low Productivity. Distraction. Wasted Time. ︎#2 Low/no accountability. Minimum results︎#3 No teamwork. Mediocrity. ︎#4 Overall confusion. No cohesion of effort. ︎#5 Stagnant growth. Company Is losing ground. ︎#6 Employees leaving for better opportunities︎ Fear-based organization. Employees hiding out. ︎
6 Detours of Business Leadership Reactive vs. Responsive
PROBLEM STATEMENT
Diagnosis
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1. Take Time to Lead 2. Lead with Mission (alignment)
3. Lead with a System (goal tending) 4. Lead with Innova2on 5. Lead with Communica2on 6. Leading by Leing (Genera0onal Leadership
6 Practices of Business Leadership
Lead From The Center
CAPTURE PLAN
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ì Problem Identification – Company Leadership WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN – Company Leadership IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
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#1 Company Is Undervalued #2. Not Enough Interested Company Buyers#3. Still too involved. Not Enough Personal Freedom. #4. Insufficient Earnings ︎
#5. Low Return On Assets#6. Too Much Cash Outlay. ︎
6 Detours of Business Ownership Low net profit. Low return.
Diagnosis
PROBLEM STATEMENT
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1. Know The End-‐Game 2. Always Be For Sale 3. Manage Remote 4 Hrs. a Week 4. Live Off Of Profit 5. Become a Bank 6. Blow Up The Company For Profit
6 Practices of Business Ownership
Safety First. Profit Second.
CAPTURE PLAN
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ì Problem Identification – Business Ownership WRITE THE DIAGNOSES THAT CLOSELY DESCRIBE YOUR CURRENT ISSUES
MORE THAN ONE?
PRIMARY ISSUE:
Copyright mwolf 2012. All rights reserved.
ì CAPTURE PLAN – Business Ownership IDENTIFY THE CORRESPONDING CAPTURE PLAN TO THE DIAGNOSIS YOU HAVE DESCRIBED
MORE THAN ONE?
WHICH ONE?
Copyright mwolf 2012. All rights reserved.
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Safety First. Profit Second Maintain A Flat Organiza2on Achieve Financial Balance Lead From The Center
12 Principles Of Kanketa
Make One Profitably Make One Error Free Make Many Efficiently Lead People. Manage Things.
Market For Poten2al Invite Rela2onships. Nego2ate Orders. Sa2sfy Every Transac2on Keep Customers For Life
Principles Of Ownership
Principles Of Production
Principles Of Marketing
Copyright mwolf 2012. All rights reserved Copyright mwolf 2012. All rights reserved.
VELOCITY
KANKETA POWER PAIRS
MARKETING
CUSTOMER SERVICE
PROD. MGT.
PRODUCTION
SELF-LEADERSHIP
SALES
CUSTOMER
CARE
INCREASE REVENUE
WIDEN MARGIN
REDUCE COST
REDUCE COST WIDEN
MARGIN
INCREASE REVENUE
CONTAIN COSTS
CONTAIN COSTS
Departmental Impact
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ì Kanketa Problem-‐Solving Protocol
DEFINE the Problem Specific, Measureable IDENTIFY the Problem Using Detours and Diagnos2cs LOCATE the Problem On the Process Map ASSESS our Posi2on Cri2cal? Necessary? Helpful?
PROPOSE Solu2ons Align with Company’s mission? RESOLVE the Issue:
QUALIFY the Problem Achievable (resources) , Reasonable (priority), Timely
Predictable, Non-‐repeatable Outcome
FORMULATE a step-‐by-‐step list of ac2on items to create a permanent solu2on
Copyright mwolf 2012. All rights reserved.
Debt-to-Income
Debt-to-Income determines your bankability and overall corporate health.
DTI shows how much you earn to repay what you owe.
This is what your bank and your lenders are most interested in.
HOW BANKABLE IS YOUR BUSINESS
RIGHT NOW?
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CHECKING ACCOUNTS $ DEPOSITS IN TRANSIT $ SAVINGS ACCOUNTS $ ACNTS RECEIVABLE 1-‐30 $ ACNTS RECEIVABLE 31-‐60 $ ACNTS RECEIVABLE 61-‐89 $ FACTORED, NOT REDEEMED $ NON-‐CANCEALLBLE CUSTOMER PURCHASE ORDERS
$
LOANS RECEIVABLE – 1 YEAR OR LESS $
LOAN INTEREST – 1 YEAR OR LESS $
DEBT-TO-INCOME
INCOME
TOTAL INCOME: $ Copyright mwolf 2012. All rights reserved.
ACCRUED PAYROLL UNPAID WAGES $
ACCRUED PAYROLL UNPAID BENEFITS $
TRADE PAYABLES (Suppliers) $
NON-‐CANCELLABLE POs to Suppliers $
PRE-‐PAYMENTS FROM CUSTOMERS $
GENERAL& ADMINISTRATIVE PAYABLES $
UNRECORDED SHADOW PAYABLES $
CONTRA-‐ACCOUNTS (See defini7on) $
NOTES PAYABLE TO OWNER $
ACCRUED TAXES $
DEBT-TO-INCOME DEBT
TOTAL DEBT: $
ACCRUED MAINTENANCE COSTS $
CURRENT LOANS -‐ 1 YEAR OR LESS $
TERM LOANS – 1 YEAR OR MORE $
OTHER $
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ACCRUED PAYROLL UNPAID WAGES Employee Gross paychecks not cashed ACCRUED PAYROLL UNPAID BENEFITS Employee Vaca2ons earned
-‐ not taken CURRENT TRADE PAYABLES Owed to Suppliers -‐ 1 year or less NON-‐CANCELABLE P.Os to Suppliers Orders that must s2ll be paid PRE-‐PAYMENTS FROM CUSTOMERS Work not yet done GENERAL& ADMINISTRATIVE PAYABLES Monthly opera2ons, Office, Plant, UNRECORDED SHADOW PAYABLES Loans to friends and family CONTRA-‐ACCOUNTS (Informal commissions due to Vendors)
Self-‐directed payments to preferred Vendors
NOTES PAYABLE TO OWNER Recorded or unrecorded ACCRUED TAXES FED, STATE, all
DEBT-TO-INCOME DEFINITIONS
ACCRUED MAINTENANCE COSTS Coming due for delayed repairs
CURRENT LOANS -‐ 1 YEAR OR LESS Bank
TERM LOANS – 1 YEAR OR MORE Bank
Copyright mwolf 2012. All rights reserved.
D-T-I
$ DEBT $ INCOME
MONITOR DEBT-TO-INCOME MONTHLY
For every $1.00 of debt you have (right number), you also have $_______ (left number) to pay for it
: 1 WHAT IT MEANS:
DIVIDE TOTAL INCOME BY TOTAL DEBT
DEBT-TO-INCOME
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PREVIOUS DTI:
KANKETA QUARTERLY IMPROVEMENT GOAL
THIS DTI:
INCREASE DTI BY .10
EXAMPLE
DTI IMPROVEMENT: .10
1.26: 1
1.36: 1
DEBT-TO-INCOME
Copyright mwolf 2012. All rights reserved.
“SEEDLING”
YOUR DTI POSITION
STARTUP
CRITICAL RECOVERY
NECESSARY RECOVERY
ORGANIC GROWTH
GROWTH BY ACQUISITION
TRANSITION
EXIT
A Concept! No significant income. A Hobby
Cash poor. Could slip into bankruptcy
Fix before attempting to grow
Grow from within with existing resources
Consider buying a company
Ready to Exit. Successor not identified.
Implementing Exit. Succession in progress.
Small income.
Monthly margin between $3k and $10k
DEBT-TO-INCOME
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“SEEDLING”
SUGGESTED POSITION FOR YOUR DTI SCORE
STARTUP
CRITICAL RECOVERY
NECESSARY RECOVERY
ORGANIC GROWTH
GROWTH BY ACQUISITION
TRANSITION
DTI Less than 1.00:1
DTI 1.10:1 to 1.24:1
DTI 1.25:1 to 1.49:1
DTI 1.50:1 to 1.99:1
DTI 2.00:1 to 2.49:1
DTI 2.50:1 to 3.99:1
DTI 1.00:1 to 1:09:1
BANKABILITY
DTI 4.00:1 +
EXIT
Copyright mwolf 2012. All rights reserved.
HOW BANKABLE ARE YOU?
Unsecured Business Bank Loan:
Typically 40% of your Net Income
1.56:1 DTI EXAMPLE
Bank Loan: 40% X .56 cents of income = a loan of .22 cents for every $1.56 of income
DEBT-TO-INCOME
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TOTAL INCOME: $120,000 MINUS TOTAL DEBT: $ 50,000 DEBT-‐TO-‐INCOME RATIO 2:4:1
INCOME ($70,000)
X 40%
= $28,000 UNSECURED BUSINESS LOAN
HOW BANKABLE IS YOUR BUSINESS RIGHT NOW?
EXAMPLE
DEBT-TO-INCOME
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Month 1 DTI: ___ . ___ : 1
Month 2 DTI: ___ . ___ : 1
Month 3 DTI: ___ . ___ : 1
Month 4 DTI: ___ . ___ : 1
Month 5 DTI: ___ . ___ : 1
Month 6 DTI: ___ . ___ : 1
Month 7 DTI: ___ . ___ : 1
Month 8 DTI: ___ . ___ : 1
Month 9 DTI: ___ . ___ : 1
Month 10 DTI: ___ . ___ : 1
Month 11 DTI: ___ . ___ : 1
Month 12 DTI: ___ . ___ : 1
DTI YEAR 1 DTI YEAR 2 Month 1 DTI: ___ . ___ : 1
Month 2 DTI: ___ . ___ : 1
Month 3 DTI: ___ . ___ : 1
Month 4 DTI: ___ . ___ : 1
Month 5 DTI: ___ . ___ : 1
Month 6 DTI: ___ . ___ : 1
Month 7 DTI: ___ . ___ : 1
Month 8 DTI: ___ . ___ : 1
Month 9 DTI: ___ . ___ : 1
Month 10 DTI: ___ . ___ : 1
Month 11 DTI: ___ . ___ : 1
Month 12 DTI: ___ . ___ : 1
Copyright mwolf 2012. All rights reserved.
Month 1 DTI: ___ . ___ : 1
Month 2 DTI: ___ . ___ : 1
Month 3 DTI: ___ . ___ : 1
Month 4 DTI: ___ . ___ : 1
Month 5 DTI: ___ . ___ : 1
Month 6 DTI: ___ . ___ : 1
Month 7 DTI: ___ . ___ : 1
Month 8 DTI: ___ . ___ : 1
Month 9 DTI: ___ . ___ : 1
Month 10 DTI: ___ . ___ : 1
Month 11 DTI: ___ . ___ : 1
Month 12 DTI: ___ . ___ : 1
DTI YEAR 3 DTI YEAR 4 Month 1 DTI: ___ . ___ : 1
Month 2 DTI: ___ . ___ : 1
Month 3 DTI: ___ . ___ : 1
Month 4 DTI: ___ . ___ : 1
Month 5 DTI: ___ . ___ : 1
Month 6 DTI: ___ . ___ : 1
Month 7 DTI: ___ . ___ : 1
Month 8 DTI: ___ . ___ : 1
Month 9 DTI: ___ . ___ : 1
Month 10 DTI: ___ . ___ : 1
Month 11 DTI: ___ . ___ : 1
Month 12 DTI: ___ . ___ : 1
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Central repository for all money activity
Operating Budget: Income and expenses
Balance sheet (what you own, what you owe)
Cash flow: when to spend, what to spend
Investment monitoring
You are your own CFO financial manager
CONSTANT AUDIT
GOAL: 2X 3X 4X 10X
2 X -‐ Double revenue 3 X -‐ Net Income 4 X -‐ Net Value of the Business in 48 months
10 X -‐ Double return on profit investments
in ten years
with a monthly income for life
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The 2x 3x 4x ROADMAP
The 2x 3x 4x ROADMAP
Major sections
Revenue
Money in The door
2X
Net Income
Money
you keep
3X
Profit
What you can invest
for a lifetime income
4X 10X
Time
Spent in your
business
Value
What your
company Is worth
Debt
Money you owe
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Valuation
Create a baseline Starting point for each section
Same or different start dates for each section
Results will be proportionate
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2X 3X 4X goal ends in the 4th quarter of year 4
Your investments continue
Financial freedom - year 10
2X
Revenue
Money in The door
Weekly bank
deposits
pay bills 2X month
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3X
Net Income
Money
you keep
What the bank
measures you by
debt
Debt
Money you owe
Debt is good.
It just must be
managed.
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Work week
Time
spent in your
business
Goal: 4 hours a week …
except by choice.
Business Value
What your company is worth at any moment
4X
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10X
Profit
What you can invest for a lifetime of
income
Self funded
Today’s Performance
Owner’s “Scorecard” For decision making
Daily, weekly, monthly business performance
Money control. Become your own bank
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One 8 ½ X 11 sheet Contains all finance Up-to-the-minute error-free decision-making No computers necessary Adjust once a year
Never lose a dime - except by choice
Owner’s “Scorecard”
Net profit:
available money for reinvestment
available savings
owner’s monthly available spending cash
controlling tax exposure - weekly
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Investment tracking Profit
What you can invest
for a lifetime income
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The Science of Small Business Management
Copyright mwolf 2015. All rights reserved.
Financial freedom Investment formula
Section 1: DESIGN Why this? Why now? 4X set up. Goal setting
Section 2: DEVELOPMENT Asset planning Strategize by SILO
Section 3: IMPLEMENTATION Asset accumulation
Section 4: MANAGEMENT Instructional guide
Kanketa Capture Plan for Financial Independence
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ü A plan ü Your Constant Audit scorecard
ü Your in-state operating company
ü A tax-free (Wyoming) management company (LLC)
ü A management company checking and savings account
ü Routine (monthly) asset accumulation
ü A weekly data collection method
ü An accurate money management system
ü A formal legal asset transfer process
Components necessary for financial freedom
How much income per month do you need? (may be adjusted later)
Monthly U.S averages (single person)
• Rent or mortgage • Utilities • Transportation • Food, household • Clothing • Entertainment • Insurance • Other
$
$ $ $ $ $ $ $
X 12 months
($ 200) ($ 500) ($ 300)
($ 500) ($ 700) ($ 300) ($1,100)
$ ($ 3,800)
After taxes
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DOUBLING YOUR INVESTMENT
72 divided by % interest you charge =
number of years to DOUBLE your money
72 divided by 7% = 10 years to double your investment (7% divided by 12 months = .058% per month)
72 divided by 10% = 7 years to double your investment (10% divided by 12 months = .083% per month)
72 divided by 18% = 4 years to double your investment (18% divided by 12 months = 1.5% per month)
COMPOUND INTEREST
1/3 from investment category 1 = pre-tax 15% for 10% avg. net
1/3 from investment category 2 = pre-tax 9% for 6% avg. net
1/3 from investment category 3 = pre-tax 9% for 6% avg. net
33% divided by 3
11% pre-tax average all categories
7% + after tax average net income
Average taxes = 30% at redemption
+ +
= =
$6,000++ /month after tax… for life FREEDOM !
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Year 1 Balanced asset portfolio Valuation determined your asset baseline and balance for your asset portfolio
Year 2 Investments Assets are in place. Investments are in all categories. Begin to accumulate.
Year 3 Accumulation Assets begin to show good growth
Years 4-9 Management Quadrupled business value, with continuous asset growth
Year 10 Asset Depletion Buy a camper. See your travel agent.
A Plan
Accumulation
T A X H A R V E S T S E C U R E
100 %
S E C U R E
R I
S K
15%
R E I N V E ST
9%
9%
SHORT
LONG
SHORT
LONG
SHORT
LONG
SHORT
LONG Harvest without
Depletion
Goal: 7% overall average after-tax interest earning level
FINANCIAL FREEDOM
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6 suggested Investment vehicles 6 strategies for cash sources
Tax-deferred hybrid fixed annuity state tax-free management company
current cash loans up to nmm x 2 x .67
60-day unsecured funding
up to $5,600
(add to tax deferred Roth IRA)
term asset leaseback Private placement life insurance
federal tax reduction
tax -State
tax -Fed
reinvest - short
reinvest - long
retained - short
retained - long
Stock market – aggressive risk
Tax deferred Roth IRA Hedge fund breakage
Stock market – med risk
current cash
current cash
Breakage (after error)
FINANCIAL FREEDOM INVESTMENT STRATEGY
NEEDED FOR PORTFOLIO MANAGEMENT
1. Access to all company documents, operating agreement, etc.
2. Maintained asset records 3. Transaction documents (transfer and loan agreements) 4. Stock broker (selective) 5. Eventual investment vehicles:
Hybrid fixed annuity Private placement life insurance Roth IRA
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Make a pie. Begin with the crust Secure the outer edges first.
Then fill in with the tasty stuff.
Build your portfolio inward from the perimeter
1. Invest for long term / Mgt. Co. = (hybrid fixed annuity)
3. 2.
7. 8.
6. 5. lease Loans PPLI 12.5% r e I n v e s t d
r e I n v e s t
L O N G
S H O R T
Retained Long
Breakage Fees
RISK S E C U R E
4. Retained long term Private Placement Life Insurance
Retained Short
H E D G E
S E C U R E
S E C U R E
Low
High
S E C U R E
back
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TOTAL 4-PART BUSINESS STRUCTURE
A FINANCIAL FREEDOM PLAN PRODUCTS /SERVICES (supply)
A MANAGEMENT SYSTEM
A MARKET (demand)
ì JOIN US – For Quarterly Problem Solving
NO PROBLEM IS TOO BIG. NO PROBLEM GOES UNRESOLVED.
GUARANTEED!
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JANUARY, APRIL, JULY, OCTOBER
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KANKETA Business Acceleration Forum
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Copyright mwolf 2012. All rights reserved.