Effective, Measurable, Meaningful Change…

We specialize in marketing, sales, profitability, growth, hiring, training, planning, policies and procedures for your business. Through consulting, we help you manage your challenges and identify your opportunities – and take full advantage of them. We work closely with you to improve your business skills and through our experience help you create significant positive change in your company.

And when business coaching is done right, it should never cost you a dime. So don’t worry about the cost, but consider instead what it’s costing you not to have the help of a business expert who consistently delivers effective, measurable results.

Our Strategy, Your Results.

Our singular mission is to help our clients find paths to success in their own way, and have them enjoy the process so that the skills and strategies become woven into the fabric of the business.

Too often, business owners start out in the direction of their goals – but soon find themselves drifting off course, falling short and just not doing what they know they should be.

To avoid that, we have a developed, refined and documented process that ensures effective outcomes with measurable results for every client, every time.

Complimentary Initial Consultation

Because we’re so sure we can help you, we offer a free initial consultation with a high level business coach where you’ll go deep into the issues your business is facing. And with absolutely no strings attached, you’ll leave that first session with clear ideas about how you can solve them.

“Business coaches” come a dime-a-dozen these days, though most have never grown a company other than their coaching business. So unlike many of our so-called competitors, our business coaching is based on decades of success in dozens of businesses of our own, plus the significant and continuing experience that comes from helping our clients achieve their own successful outcomes.


Eight Things to Consider when Creating Change in your Business

Here are 8 keys to keep in mind when planning, communicating, implementing and creating change… 1. There is always more than one way. Change is often uncomfortable, and adapting to change is usually difficult and sometimes messy. Why, you ask? Simple. Changes are easy to list in a plan and display to your staff, but old habits die hard. So how do you overcome the resistance to your planned changes? Gather perspectives from colleagues, mentors and your employees and adapt the sensible approaches into your change plan. 2. Lay out what specifically needs to change, and why. Too many plans are heavy on the “lingo” and light on substance. What does all that mean in the day-to-day language of your business? You must make that connection for your staff. For example, what does it mean when you say “the company needs to be more pro-active?” What specific behaviors characterize a “reactive” organization? The high-level overviews are certainly needed, but to give your change plan a better chance to succeed you need to get right down to the root of what you’re trying to achieve – and describe that in your plan. 3. Know what results you want from both the change plan AND the tactics you’ll use to achieve it. What are the strategic objectives of each key part of your change plan? What’s the “call to action” for each step? What systemic or operational changes will provide the framework for the new behaviors and desired results? 4. Empower and utilize a communication strategist right from the start. Too often, qualified communicators are not involved in steering change until after the initial backlash is in full force. Just because someone can create a PowerPoint presentation doesn’t mean they are qualified to understand how the people in your company will respond to the change that’s being laid out, or what information they’ll need to really understand it and “buy in”. To launch your change plan effectively, ensure that you have an effective communicator on your strategy team from day one. 5. Put employees in the loop as early as possible. There’s a real dilemma in both public and private companies where external communication is a priority and employees first hear about forthcoming changes through the “rumor mill”. Incomplete information and lack of understanding cause fear and insecurity to heighten. As a result, you waste a lot of time getting back to

Cash Flow Problems – Who Is Really Causing Yours?

When it comes to dealing with the issue of having enough cash to run your business, a knee-jerk reaction to tightening cash flow is to hit the brakes on the invoices piling up for you to pay. The phones start ringing with people chasing their money, your employees spend precious time managing conflict, and ill-will within your trusted relationships grows by the day. Sleep, productivity, profitability and personal satisfaction become long lost memories.How much of your time and energy is spent managing the downward spiral of this loss of focus on doing what you do best? Most small to medium size businesses go through this at one point, and in many cases cycle through it over and over again. While there is no quick answer to help dig out of a cash crunch, a couple of quick case studies should shed some light. Case 1 – Medium sized HVAC Business. Cash was running in short supply despite solid appointments across all departments. Pricing was competitive in the market. Standard of work was high with a good likelihood of repeat business. Operating costs were within expectations. Case 2 – Small Plumbing Contractor. Similarly, operating costs were within industry standard and they had a good flow of high margin jobs. Repeat business was a major strength and wages were competitive but within expectations. Neither business would appear have any issues with cash flow upon reviewing their P&L. There it was in black and white: Revenue; tick. Gross Profit; tick. Net Profit; tick. On paper that is. But the reality was that for both companies, cash to meet the costs of operating the business was tight. Really tight. The main issue that both businesses faced was getting stuck in the “delivery” cycle, where the focus is on doing all of the things to attract more business and service clients – but with little effort put towards collecting payment for those services. It’s a common trap, because this is where the business owner’s passion generally lies. It’s the cause that brought inspiration to start the business in the first place. Marketing the service; selling it to customers; delivering it with a high level of satisfaction. But what about the (boring) responsibility of getting paid for the work? In both cases above, no examination of their “payment” cycle had occurred for at least a year and a half. Neither owner looked at A/R aging reports.

Is Your Value Proposition Valuable Enough?

The number one reason businesses fail is a weak value proposition.   Here are some strategic tips to pitch attention-grabbing ROI to your target buyers.   When you sit down to work on your business, the first question you should ask yourself is “what is my value proposition?” When we first ask that question, what we usually start to get is a list of products or services that the business provides. Other times, we get pitched the “features” of what the company offers. And sometimes, all we get is a blank stare. So let’s re-phrase the question: “What differentiates you from everyone else who does what you do?”   Now we’re talking. Sometimes we get standard buzz-words like “Customer Service, Quality, Value”, and those are not necessarily weak answers. They are however likely to be the exact same words their competitors use when asked that same question. In fact, almost all companies use those words to describe their business, but hardly any of them do a very much in their day-to-day operations to live up to those words. So if they’re not backing up the use of those descriptors, then what is the likelihood that any of their customers are using those words when they talk about their relationship with that company? If this sounds a lot like your business, then you probably don’t have a very strong value proposition, and it’s costing you money. So let’s talk about what a value proposition is, how to develop one and then use it for significant strategic advantage over your competitors. In all of the education, training, business and marketing development seminars etc. that we’ve been exposed to over the past 30 years, there is surprisingly little emphasis placed on the importance of a strong UVP. As a result, there is not a lot of information available to help you really understand what a UVP is, and how you can develop a strong UVP for your business. Our goal is to change that. Here are a few examples of unique value propositions: ∙  Domino’s Pizza – fast delivery ∙  7up – the UNcola ∙  Walmart – low prices ∙  McDonald’s – consistency More often though, strong value propositions come from having a tangible difference in your product or service or in a characteristic of how you create or deliver that product or service to market: ∙  Better processes – Supply chain: Walmart

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