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7 Steps To A Healthy Grow

ing Business | 7/5/2010

Step 1

Be Clear: What Purpose Your Business Serves

Step 2

Yes You Need A Business Plan – Your Blueprint & Action Program

Step 3

Repeat After Me: “The Business Is Not Me.”

Step 4

Engage Good People

Step 5

Know The Numbers In Your Business

Step 6

Be Clear –And Across All Your Responsibilities

Step 7

Set Yourself Clear Boundaries. There Is Life Beyond The Walls Of A Business

7 STEPS TO A HEALTHY GROWING BUSINESS

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7 Steps To A Healthy Growing Business And The Life You Want!

It’s easy to get swamped with ‘the things we have to do’ in our business on any given day. Sometimes that prevents us from taking care of the bigger issues relating to the business from a strategic point of view. I’ve written this guide as a prompt for business owners and their advisors to use to bring some of these issues to mind. I hope you find it helpful in refocusing on the important things in your business.

~ Lindy Asimus

Step 1


Understand clearly what it is that you want from the business. Is it to give you a job? Is it to give your children a job? Is it to keep you occupied and busy? Is it to develop into an asset that you can sell at a time in the future?

There is no right or wrong answer here – but there are different approaches that could be right or wrong, depending on what answer you have to this question. If you are buying yourself or a child a job, then you may be happy being the one who does everything in the business, and be tied to the business in order for the business to run. If you are starting the business to run as an effective business, that can be run whether you are present or not, then you’ll be needing to ensure that systems are in place, standards and efficiencies to ensure consistent production and delivery no matter who is filling each role.

This option is always available should you decide to switch from being ‘the one who just works in the business’, to being the CEO of your sellable business.

But remember, knowing your purpose and being able to clearly send that message and live your business congruently, is one side of the equation.

Making sales is the engine for the economic wellbeing of any business. No planning is going to help you if you have not developed a way for the business to bring in good sales, with healthy margins leading to good profit and ideally, ongoing sales over time with the same customers, referrals and new customers too.

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Step 2

Yes You Need A Business Plan – Your Blueprint & Action Program

Do you have a written down business plan showing what you are going to do and how you are going to do it? Or is the closest thing you have to a direction for the business all ‘in your head’?

No it isn’t good enough to have ‘a rough idea in your head’. And no again… a working plan for your business is not the work of fiction that you might have thrown together to show the bank, because you want them to lend you money!

So ‘everybody knows’ what a business plan is. Or claim to. Really, few people actually do know what a working business plan looks like, and fewer still have one. Those who actively work to their plan and revise and update, are so rare as to be virtually mythical. Easier to find a unicorn than a business owner like that! Make that your commitment. Write up your plan, and work it. No fluff. Nothing in it that you don’t have the will to make happen, and every step written down, that you will take on the way to getting the results you lay out. Use it as a compass to keep you on track and be willing to amend it if circumstances affecting where you want to end up, should change. Does it have to be set in concrete? No it isn’t fixed. It is like a map and you may vary your route and still arrive at the destination you want. If circumstances change, you may need to amend as you go along. Writing it down should not be confused with it being inflexible. And you change it when you have a Good Reason only.

Your plan will show your vision for the business, the current position, the position you want to be in at a set time, and what steps you commit to make happen in that time frame to get there. Leave nothing out and have every resource you will need to use, documented and accounted for. It’s your business. If it looks like nothing you’d prefer your business to look like – that’s your responsibility to make it right.


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Step 3


There is stuff that any business will need. Sometimes it might be stuff that you, as the owner, don’t want. Sometimes it will be stuff that you don’t want to pay for. Get used to it. The business needs to function at some level in a consistent fashion. That means there will be equipment that needs to be available. Marketing material will need to be available, whether you have the skills or know how, or you don’t. The business needs marketing. If it isn’t your core skill, the business might need someone to manage the marketing and someone to make sure the invoices go out – and get paid. These activities are not ‘optional’ they are necessary. There are a lot of these kinds of activities that have to happen. Your responsibility as owner is to make sure that they do.

So the business needs a budget to accommodate the basic things that it needs to function. The marketing has to happen… day in, day out, week in, week out. Not just when the orders have dried up and it is panic time.

In the same way, you need to ensure that your exposure to risk is understood, and any insurance you need is in place so the business is protected, your personal assets are protected and you get to sleep easily at night, and not have to be burdened by worry or financially devastated when something goes wrong. And something always goes wrong. Some of it will be totally of your control. Be ready for it.

On the flip side, since the business isn’t you – and the money in the business account isn’t yours… you will want to ensure that you have set yourself up so that you can collect your pay every week or month as the case may be. This could be hard for some at times, but you need to be paid just like everyone else and your planning (and your business plan) should have that covered with the strategy that makes that just happen. It’s an old saying and still valid. “Pay yourself first”. Well at least not last! You’ve loaned the business money? Well make sure that you have a strategy and a plan for getting that back out in some time. The things the business needs, the business pays for. That’s not your money, so you can feel detached from paying it. That doesn’t mean that you waste money, it means that you spend what the business needs, and spend it wisely. That’s part of your role and your responsibility to manage this aspect of your business. Embrace it, as it is the key to your future strength in the business.

There is only one thing worse than having a bad boss. That’s having a bad boss… and it’s you! So take care of your interests, just as you let the business interests be taken care of too.

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Step 4

Engage Good People

Get good people around you. Good employees, good advisors and good mentors. Where do you get them? You make it your business to hire well, and track down people who will add value to your business. Empower them, and let them help you bring your business to full potential.

Employees

You never know how good someone will be until they work for you. How good they are will depend on several things. One of them… is how good YOU are! If you want good employees, then you have to be willing to be a good employer. That means making sure they know what you want, and that you’ve provided the resources they need, the authority and training if necessary to allow them to do what you’ve hired them to do!

And remember. You can train skills. You can’t train attitude. So select people with the right attitude for the business, and the right temperament for the job you want them to do. For example, you want someone in a role where they are working alone and doing repetitive detail work? Don’t put someone in that role who is a high extrovert who likes to see the ‘big picture’ for things to make sense. They will wither and become despondent when they are not around people, or involved doing interesting work. Find someone who likes to know what they have to do and just wants to do that happily, day in day out.

Also, beware the trap into which many small businesses fall – of letting staff set up procedures and conditions about how the business will operate, to suit them and not you. Never put others in a position where they can run the business in ways that suit them, to the detriment of the business. You never want your business in the position where it can be held hostage by your hired help (or your hired relatives!). Have clearly stated (but flexible) position descriptions, and reporting hierarchy. Have a clear chain‐of‐command and make sure it is documented so that everyone knows what they are expected to do, to the standard you want the role carried out, and to whom they report. This makes managing the performance throughout the year easy and lets you train as needed and identify any missing resources that your employees need to carry out their role effectively.

Your role is to run your business. That means taking responsibility for what happens and understanding clearly what your roles and responsibilities are – and are not. And making sure everyone else does too. If managing is not your strength, then hiring a manager could be the solution. Even then, they should be accountable – and report in a transparent way – to you.

You can train skills. You can’t train attitude. So select people with the right attitude


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If you don’t have the skills to do part of what needs doing, then find out how to acquire those skills. If you need to improve your skills – learn the skills only you can use in your role. For tasks that others can readily do – find the right person to help bring these skills into the business, and delegate or find another way around to achieve what needs to happen. Train and empower your employees to perform effectively and to be clear, and make sure they are clear, on their purpose and what’s expected of them too. Ensure that they have the tools they need to provide to level of service that meets the standards intentionally set in the business.

While you want to engage good people – you yourself must be a great owner, and role model, for the sake of the business.

Advisors

Accountant, Lawyer, Bookkeeper, Financial Planner, Business Coach – these are some of the advisors that you will need to work with in running your business and when hiring an advisor it is important to do some homework first. The same goes if you have hired these advisors already. Review their performance and check it against a measure of what you can determine objectively, you need from them. You may want to work through this with an outside party to clarify your issues.

When choosing an advisor, make a list of things that you expect from them. Determine which ones are ‘nice to have’ and which are ‘must have’ and interview the advisor with this list in mind.

What are their service commitments? How will they bill you? What can you rely on them to proactively tell you about things that you might need, but not know to ask for?

What are your commitments to them?

If your accountant needs something from you then you need to commit to make it available.

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Are you going to consult with them before you go and make decisions around large financial commitments?

Are you going to pay them on time?

Don’t expect good advisors to stick with you if you are a poor client. If you are a poor client and they do put up with you … then you probably have an advisor that isn’t doing the job that you – or the business – needs.

Your advisors need to be held to some account, (as you do!) and you need to maintain some accountability to them so that what needs to be done, gets done and in timely fashion.

Your business coach is another who will be in a position to understand your business through your eyes, and from an outside view. Over time through helping you with your goals and project implementations and direction meetings, they have a depth of knowledge of your business that is grown over time and an external perspective to give you the inside scoop on what your business really looks like from inside, and from outside looking in. This is a powerful asset for you and why finding the right coach with a fit for your values and frank in their discussions with you is so important. No ‘yes’ people and you want to maintain that relationship with them over time as the need arises. The cost for both of you to learn so much about your business should be considered and that relationship kept in good shape to leverage that investment already made in time, money and acquired learning, by you both.

To keep the best people around you… be the quality of person who deserves the best.


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Step 5


Sad to say in many cases, while owners understand certain sets of numbers in their business, they are often ‘in the dark’ about other numbers which they really need to know intimately, in order to get the best from their business. Unfortunately, they are not made aware of these numbers and while I might think that it behooves their accountant to make them aware, that very often doesn’t happen… and many accountants themselves are not attending well to these numbers in their own business.

Margins and Markups

Getting the numbers wrong in this area of the business can see you going backwards faster, the more that you sell!

When you start discounting your price, the ramifications can be severe, so you need to understand the full impact of that – even when you have your starting numbers for your markups correct. If you start with the wrong numbers… it can be a disaster.

Marketing

Marketing is often confused with advertising, but is much more and the two need to be clearly understood as separate activities. Advertising will fall into the marketing plan and form a part of the overall marketing strategy. Like any other activity, there needs to be a clear understanding of what needs to be done and how to do it as well as a method to determine if the money we are spending is worthwhile. It is this return on investment (ROI) of any activities that are undertaken, that we should be able to clearly track and compare, against previous and future activities.

Take the case of an advertisement in Yellow Pages. How many sales were made from this in the previous year? What’s the dollar value of those sales? How does the cost of that advertising compare with the return made from investing in that advertising? How does this year compare to last year? How does that compare with the cost of new business acquisition from other sources? What other methods could you be using that were less costly (reduced size of ad, and more information available on the link to your website) And importantly, how much return do you expect to achieve above the cost of the campaign, in order to be satisfied with the results?

“How much do you need to achieve every week, every month to break even… before you make your profit?”

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These are things that you need to consider long before you commit to spending money on something that may or may not deliver the results you need to get value from your spend. Without measuring your results and doing a cost benefit analysis on your marketing and advertising, you are gambling. Not making sound business decisions. And Remember! Ignoring your current customers and not nurturing them is also a costing your business money. This is so, whether you know it or not.

Sales

Do you pay commission on sales made by your salespeople? Do you let them offer discounts? How does discounting affect the commissions you pay? Do you offer no incentive in a financial sense to employees? Is this costing you sales revenue through attracting poor sales people? Do you train your employees in product knowledge? Are employees trained in sales skills? Do they follow the set protocols when selling to customers, as regards greeting the customer and following a process to ensure the customer needs are fully explored and met? Do you have a written protocol for the sales team to follow?

Discounting is a good way to lose any profit from an item sold. The amount of money that you reduce the price to provide that discount comes out of the profit to the business. If discounting is not attracting sales of additional non‐discounted stock, then you might wonder: “How is this adding value to my business?”

Many retailers set up shop and wait for the customers to come in. Yet they neglect to count the traffic that comes in and so they have no way – no way at all – to measure the conversion rates of shoppers to sales. Without that data, there is no way to tell when the conversion for sales per shopper go down, or improves. That means they have no qualitative way to know for sure, what is working, to generate more sales, or if something in the process is costing the business in the form of sales not made.

Add to this, many neglect to gather contact detail that allows the business to market to customers effectively. If your customer information is not captured on a customer client management system, you

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do something about is now. Don’t let delinquent accounts cost you money in loss of discounts you can negotiate for goods you purchase, and don’t let bad payers have you exposed to risk of non‐payment. Don’t tolerate deadbeats who don’t pay you – and don’t be one yourself! Pay your bills in good time, no sooner than necessary, but no later.

Operations

Analyze the operations in your business, as you do every department.

Beware the trap of allowing someone in the business to hold your business hostage. How do you tell if someone is doing that? You’ll know by how easy it is to tell what they do in their work.

Tell‐tales signs could be that you have someone in a critical role who is the only one that knows exactly what they do. They hold access to some part of the business that isn’t available to others. They are the only ones with the access password, or the skill to get in to certain parts of the business, or reports that you need to manage effectively. “They are the only one who knows how to do X” is a good indicator that you are in danger of losing control over your own affairs.

This can be a factor in IT areas particularly, and is a dangerous situation to allow it to continue. In this case, it can be worthwhile to have your external IT supplier oversee what is happening to ensure that your business systems etc are running optimally. Make sure you are not being controlled by someone with limited expertise setting themselves up as in‐house ‘guru’ with only limited knowledge of the topic.

This is important as it can affect decisions and be costing you untold thousands of dollars of value in loss of facility to manage your business because of this stranglehold. You will eliminate the possibility of this by ensuring that all tasks are identified, documented and available in the procedure manual and position description for each role identified fully. If someone is away, someone else can grab the manual and know exactly how to do what is required. And you have the knowledge you need to assess their performance throughout the year.

You can’t afford your business to be captive to someone else. Ensure that your knowledge‐base remains within the business, and the wisdom in your business is not walking out the door when someone leaves, or holding you afraid of getting rid of non‐performers, or keeping employees who are not carrying their weight because they are the only ones with the knowledge of that role.

While overseeing employees is vital, let the systems you set up help you manage this. This should be something you can do easily and without taking enormous amounts of time or requiring you to micromanage every staff member. That’s not your job!

“You can’t afford your business to be captive to someone else”


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If setting up systems is not your strong suit, then get help from outside to put this into place. Remember: Not having systems in your business is costing you money that won’t show up any place on your balance sheet. It is like ‘leaving money on the table’, and it is through working out your systems that you can find this extra opportunity and money that you would otherwise let slip through your fingers without notice.

Breakeven

The ‘break‐even point’ of any business is the dollar value of sales the business must achieve to cover its fixed costs or overheads and so achieve a profit of $0. Knowing the breakeven point is helpful in deciding prices, setting sales budgets and preparing a business plan.

The break‐even point has important strategic implications as well. The more certain a business is of reaching the breakeven point (due to, say, regular customers, guaranteed or contracted income), the lower the level of business risk. In other words, it is the minimum level of sales the business needs to avoid losing money.

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To explore this further...

Calculating the break‐even point Break‐even (unit sales)* = Total fixed costs $ Selling price (per unit) – Variable cost (per unit) * The number of units of goods you need to sell to break even

Break‐even ($ sales revenue)** =

Break‐even (unit sales) X Selling price (per unit)

** The total value of sales needed to break even

Example of Break‐even point

XY Company has: Selling price (per unit) $10 Variable cost (per unit) $4

Total fixed costs $1,500

Break‐even (unit sales) =

$1,500 / $10 ‐ $4 = 250 units

That is to say, 250 units you need to sell to break‐even. 250 units before you start to make a profit.

How much do you need to achieve every week, every month to break even… before you are making your profit? How much profit on top of that, do you need to be bothered going to all that trouble of running your business?

Understand what these numbers are so you can set and meet your targets knowingly and with full intention.

Keep track of these break‐even numbers and you can know when you are starting to go off track and take steps to get back on track right away. Problems come when you find out only months later that you’d lost your way.

“Are you prepared to be the CEO of your business?”


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Financial

The financial side of your business needs good oversight and in choosing an accountant to help you in your business, be clear from the start, what you want from them and communicate this to them. If they are unable or unwilling to provide you with the service you need, at a price that offers value for the money you will spend, then keep looking until you find one who is. Trying to penny‐pinch on an accountant who can offer you good business advice and guidance as well as complete your compliance requirements is a false economy. Find out up‐front what it is going to cost, if you can spread your payments to ease your budgeting and ensure you know just what you are getting for your money. Make notes and make sure you get what you are promised.

Remember too, that your financial strategy needs to not only cover what you have – it needs to protect it from being lost too. Sickness, and accidents can rip away your plans and dreams if you don’t have your income and financial assets protected. Proper risk management lets you protect your current assets and your future assets. Many business owners are exposed to great financial risk, and never know it. Shining some light on this so you can do something to protect yourself should happen while you can still get this covered. It is worth remembering that insurance is not a ‘right’ and can be hard or even impossible to get, when you realise you need it now. Similarly, growing your assets is admirable, and safeguarding them from loss is just as important. Loss can happen though many ways. Sometimes it can be personal injury or illness, but it can also be because of claims against a business. Many business owners have lost their assets because of poor structuring of their business, and no thought or action into setting up the business to quarantine personal assets.

To ensure that you have all possible scenarios covered, there may be a choice you need to make. Work through with both a legal practitioner specialising in commercial and business law, and your accountant to balance those wishes that you have regarding your tax planning and what you want regarding safeguarding your assets. This is a choice that every business owner should be consciously aware that they are making.

Every action has a consequence, and that bit of tax you save, may or may not be worth having compared to the downside risk. Use the expertise of your advisors to guide you through these issues, and bring it up with them, if they haven’t asked you about these matters. We often assume that our advisors will tell us anything we need to know. Very often that isn’t what happens. Be proactive about knowing what you need to know and take responsibility to be conscious of the needs of your business, and your family.

Remember this is your business, and your asset. Treat it as such, with all the diligence and the respect that it deserves.

“Remember this is your business, and your asset. Treat it as such, with all the diligence and the respect that it deserves”

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Buying & Selling A Business

Buying a business or selling one, each of us wants the best deal possible. If you are running a business now, then make it one that is reaching the potential it has so that you can command the best price when you sell AND make the most of it while you are running it.

If you want someone to buy your business, understand, they are not going to want to spend any more than they have to for it. So ensure that your business looks appealing by having it ‘sale ready’ at all times. This may take some time to accomplish, so start now, and begin working on those areas that are taking away from the value of the business to someone else – and to you!

Start by knowing what your business is worth right now and work from there.

Succession

This really relates to the previous topic on buying and selling business. In some cases, a business owner will wish to pass the business on to a member of the family, or someone else.

If you want to pass on the business, then:

• Will they have the money to buy?

• Who else would have the money and be interested in buying?

• How will you get paid for your business?

And if you sell the business to one child in the family, what about the others? There is much to consider when looking at succession within a family, and in the marketplace generally. Not everyone with the skills to run it may be in a financial position to buy it when you want to get out. If your children buy it, will they have to deprive the business of money to do so? Or will you face a miserable retirement because you don’t want to ask for the money you are due?

Succession is something to consider at the very beginning of starting your business, since the decisions you make along the way can be affected by the outcomes that you seek to generate. If you haven’t done this already, then do it now. Revisit your exit strategy every five years forward and ensure that your management plan is on track to achieve what you want in terms of final price and profit today and tomorrow. Set your targets, and prioritize and recalibrate your budget and spending as required to be consistent with your aims.

Your exit strategy should be incorporated into your plan for the business, from the day you start. Revise over time, if your intentions or circumstances change.


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Step 6


You are the owner of your business. So what role will you take on? Are you prepared to be CEO of the business? Are you a better manager? Or are you not a good manager and is hiring a good manager a better way for the business to go forward? Are you doing the things in the business that only you are capable of doing?

As the strategic driver in the business, you need to know where your strengths lie and where they don’t. If you can promote your business and drive it to heights, by setting up and brokering high level deals, and setting up joint ventures, and being the Rainmaker, then you do your business no favour by hanging around and looking over the shoulders of your employees, or sweeping the floor because “nobody else can do it like you do” instead. Ensure that everyone knows clearly what their job is (written down) and that includes you. Define your role, and be accountable for what you need to do. Make sure that whoever reports to you as the owner, does exactly that, as and when they are supposed to report to you. Make sure they report to you on all the areas of which you need to be aware.

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Step 7

Set Yourself Clear Boundaries. There Is Life Beyond The Walls Of A Business Your business is there to support you and your life. Not the other way around. Some business owners spend so much of their life in their business they lose sight of what’s outside. That’s no life.

Start with a plan for your goals in all areas of your life.

• Business

• Family & Relationships

• Financial Wellbeing

• Self Education & Personal Development

• Health

• Recreation and Free Time

• Contribution

• Spirituality

Think about the future beyond the next 12 months and five years. Plan the things you want to accomplish. Plot them on your schedule. Make time for the things that give you pleasure. Make time for family and community and the things that make life worthwhile.

A healthy business needs a healthy owner. Build your business to be as great as it can be.

Create a map for your future and set and meet the goals that you need to, to reach your best future possible. Consult your map every day and make it something that you can look back on and be proud of what you’ve achieved, and make that hard work really pay off.

Lindy Asimus works with business owners using these principles and more, to empower them get what they want from their business and their life.

For private coaching enquiries phone or email … Your first call is on me!

Part 2 – The Checklist – Available on Request!

Step 1


Step 2

Yes You A Need Business Plan – Your Blueprint & Action Program

Step 3


Step 4

Engage Good People

Step 5


Step 6


Step 7

Life Beyond The Walls Of A Business

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