For Your Business, 7 Ways to Make It an Awesome Holiday Season


 

The most inspirational entrepreneurs and executives truly “have it all,” throughout their years and especially so during the holiday season.

They enjoy the blessings of the season that those that work hard in building and leading businesses so richly deserve….

while developing a steely resolve and a solid plan to profit from the awesome opportunities and possibilities that the New Year is sure to bring.

Here are seven ideas on how to really have our cake and eat it too these next few weeks.

#7. Complete 2015. Before the New Year can truly be started, the old one needs to be closed out.

For sure, this often involves administrative, accounting, and other practical matters.

But it also means appreciating the accomplishments and the victories of the past 12 months, and fully mourning the things not done and the defeats.

Celebrations, in the form of holiday parties and travel and technology “sabbaticals” (Getting off the grid!) are great ways to do both. Quite simply, the benefits of taking the time to "sharpen the saw" through closure should not be underestimated.

#6. Stop the Beeps! Every year it gets more difficult to find the "Signals in the Noise" and distinguish frenetic activity from actual accomplishment.

The sometime melancholic end-of-year energy is tailor-made for taking stock, reconnecting with the mission and vision of one’s enterprise, and reflecting on where we wish to go in the New Year.

So like they say now at the movie theater before the start of every film, this holiday season when those never ending texts and e-mails hit, respond with a deep breath and say "It Can Wait."

5. Get Data. Reflection and a mission-focused mindset are great, but when combined with accurate business metrics and data-driven decision making, magic happens.

Proof of this will come to many of us in the next few weeks in the form of a little (or hopefully big!) brown box. From Amazon.com. 

A company that has built an ecommerce empire nonpareil by combining an overriding mission on the needs and wants of the customer with an otherworldly command of its business data and analytics.

Be like them.

#4. Get Help. This is a golden age of advisory firms that help organizations of all types and sizes find and follow their best and most profitable paths.

The best advisors now combine the complementary aspects of the “CEO Whisperer” approach with the technology - enhanced strategic planning disciplines of traditional management consulting (McKinsey, Bain, BCG, et al).

Just like the best coaches help the best athletes run faster, so do great advisors help organizations succeed more and better than the competition.

#3. No False Choices! False choices are “logical fallacies that involve situations in which only two alternatives are considered, when in fact there are additional options.”

And for many entrepreneurs and executives around the holiday season, false choices abound.

Like business or family - very many of the most successful entrepreneurs and executives have more than enough time and energy for both.

Like ethics or winning - in this completely transparent Yelp, Reseller Ratings, BBB online world world of ours in the short term some folks may “get away with it” but in the long run only the ethical survive and win.

#2. Think Big!

"Make no little plans; they have no magic to stir men's blood and probably themselves will not be realized. Make big plans; aim high in hope and work."

-       Daniel Hudson Burnham

 A fresh, open and inviting year is about to be left in all of our care.

 Why not do something big and grand and great with it?

In so many ways, all great breakthroughs have, as their original seed, a childhood imagining.

Let's use this time of year to re-connect with the sense of awe and wonder of our youth.

And to dream about doing and being something far bigger than we have ever before.

#1. Focus on Opportunities NOT Problems. My favorite of Peter Drucker's Eight Practices of highly effective executives is one of the greatest gifts we can give ourselves.

Focusing less on what we don't have and what we can't do, and more on what we can and will.

We live in the most magical, global business opportunities – filled time in human history.

Let's go out and grab them!

To an Awesome Holiday Season for You and Yours!

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Selling Services Overseas: A Happening Gold Mine for U.S. Small Businesses


 

Shrouded in the drumbeat of negativity that passes as international business reporting these days has been the bursting growth in U.S. Service Exports – increasingly from U.S. startups and small businesses.

Contrary to the image of imports and exports being only “stuff” flowing in and out of places like the Port of Long Beach, last month the Census Bureau noted that services accounted for 32%, or $60.3 billion of total U.S. exports in August.  And unlike our huge “hard goods” trade deficit, in the value of U.S. service exports is 47% greater than that of imports, and growing.

Business, professional, and technical services are now the fourth largest U.S. export category, and represent close to 15% of global commercial service exports, making America hands-down the world’s dominant service exporter.

Of many, let me flag three main drivers:

1.    Purchasing Power Parity. Purchasing Power Parity (PPP) posits that with free-flowing markets wages and prices worldwide approach parity.

Protectionist types interpret this to mean that “our wages will get pushed down to “their” levels – or more viscerally, “if this keeps up we’ll all soon be making $2 dollars per hour.”

Well, let’s leave for now the huge economic fallacy of this thinking and concentrate on the fact that the narrowing of the relative wealth differential between the U.S. and the rest of the world has allowed for phenomena like a Ukranian manufacturing company hiring U.S. advisors to help them define strategic growth opportunities in Poland and Eastern Europe

Why? Because on a dollar-for-dollar (or better yet, hrvnia-to-zloty) basis, it was a better value for them to import services like these from the U.S. then to purchase them locally.

2.    U.S. Services are Increasingly Exportable. The drumbeat always goes on how “we here in the U.S. don’t “make anything.” Well, beyond the fact, that as I note in my “Made In China” post that very few Americans dream that their children will grow-up and work in a factory, we here in America “make” the most important stuff that has ever existed and we do it better than any society has ever done so.

That stuff? Ideas and Innovations. Strategies. Or more prosaically, Brands. Websites. Entertainments in all their wondrous forms – Movies, Video Games, Social Networks.

Even our favorite whipping boy industry – financial services – continues to bring us world-bettering innovations like Venture Philanthropy (i.e. applying market principles to solve the world’s humanitarian challenges), Super Angel Funds (overcoming the “outlier” or “Black Swan” conundrum of startup investing) and Crowdfunding (democratizing fund-raising and investing in ways never before even dreamed possible.)

3.    We are all Transparent. Perhaps my favorite, namely that business best practices worldwide are visible and replicable to and for all.  And the corollary, the really screwed-up and ineffective ways of doing things are totally transparent too.

From lists like the “Most Business Friendly” countries to California now having a portal where parents can see teacher’s ratings to the U.S. Senate studying Chinese Technocrats to the simple reality that the Internet makes it crystal-clear to all who is winning and losing in the world (see North Korea, Iran, etc.), transparency breeds competition which breeds innovation which breeds the cream rising.

And who, when it comes down to doing business right, is the richest cream, the sweetest soup?

It is, of course, U.S. startups and smaller and emerging companies.

And as they, like the U.S. economy as a whole, continue to become increasingly services-focused, the best of them will continue to profit handsomely from the world of selling opportunities growing all around them.

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Breaking Free of No Man’s Land


 

I met this week with partners from the Newport Board - an organization of former CEOs and senior executives that "guides companies through No Man's LandTM" - that unfortunate place where the vast majority of businesses eventually settle…

…doing well enough to press on but not even close to being either a) a source of significant cash flow for its owners or b) an attractive acquisition candidate for a strategic or financial buyer.

Companies stuck here face a daunting array of vexing business challenges, described well by Newport Board partner Ferey Feridian as the “Four M’s” - Money, Management, Model, and Marketplace.

Breaking free of No Man’s Land requires getting all four of these right.

Money. Most small and mid-sized businesses fight an ongoing, Sisyphean battle with money - pushing the cash flow boulder up the hill month after month, only to see payrolls, rents, insurance, materials and marketing & sales expenses drag bank balances down again and again.

Losing at the money game, however, is almost always a symptom of deeper problems than a cause in itself.

So when money problems arise, usually the best thing is to not focus on them but rather to confront their root cause, which almost always can be found in one of the remaining 3 “M’s” below.

Management. As described in my The Living Company post, in the end, a business is simply a “Collection of Humans” temporarily united toward a common cause.

As such, the “productive vitality” of the relationships between these humans is the most important indicator of its ultimate success, and can be well measured by answers to the questions below:

1.    Would / do the people in the company recommend it as a great place to work?
2.    Would / do true leaders view it as a place where they can build their careers / make their mark?
3.    Does a productive camaraderie exist in the organization such that that those within it do more and better work than without?

If the answer to any of these questions is no, then a hard and sober look at the company's management and leadership is required (And, in all likelihood, the problem starts and ends right at the top).

Model (Business). I had the great fortune recently to lead a change management assignment for a large, urban hospital here in Los Angeles where Mr. Charlie Munger - Warren Buffet's famed partner at Berkshire Hathaway – is Executive Chairman.

Mr. Munger's philosophy and credos were well steeped in the organization, of them my favorite was that for Mr. Munger all businesses – no matter the size, industry, or focus – could be evaluated as to their answer to one question, namely:

"Does the business consistently deliver high quality at low cost no matter the field of endeavor?"

Honestly measuring how one’s company ranks on this cost / quality spectrum relative to competition is a great predictor as to its long term success.

Marketplace. Following on Mr. Munger's wisdoms, try on one of Warren Buffet's most famous quotes:

“When an industry with a reputation for difficult economics meets a manager with a reputation for excellence, it is usually the industry that keeps its reputation intact."

Now, when it comes to industry and market analysis, most small and medium-sized companies undertake it anecdotally, if at all.

An investment of time and resources which almost universally yields a high ROI is to have an outside research firm undertake for the business a formal industry, competitive, market, and customer analysis.

It is almost impossible to pay too much for such work, as helping managers gain stronger focus as to what their right market positioning is (and what it is not!) is worth its weight in something far more precious than gold, opportunity cost.

Money. Management. Model. Marketplace.

Successful businesses get the last three right and the first naturally follows.

Advisory groups like the Newport Board work with CEOs to get them right faster.

And, as they do, companies break free of No Man’s Land and recapture the promise and excitement of the business' earliest days, but now with the cash flows and equity value that makes all of the hard work worthwhile.

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Making 2016 Your Best Business Year Ever


 

2016 is just 30 days away.

And if you want to make 2016  your best year ever, you need to start planning now. So come January 1st, you’ll be off to the races.

To help you succeed, I’m hosting a complimentary Webinar this Thursday, December 3rd at two times:

12pm Eastern / 9am Pacific - Register Here

8pm Eastern /  5pm Pacific - Register Here

The webinar is called "How to Make 2016 Your Best Year Ever!" and I’m hosting it with Growthink's co-Founder and President, Dave Lavinsky.  


On the webinar you will learn:

•    How to dramatically increase your sales and profits in 2016
•    The precise way to figure out the best opportunities to pursue in 2016
•    How to set your 2016 goals so they are attainable and lead to your long-term success
•    My #1 tactic for ensuring your breakthrough success in 2016
•    And much, much more!

You can expect to hear a positive, motivating message loaded with golden nuggets to make 2016 an incredible year.

Click below to save your spot:

12pm Eastern / 9am Pacific - Register Here

8pm Eastern /  5pm Pacific - Register Here

P.S. Whenever I host a Webinar, I get a lot of emails asking if there will be a replay. Right now I don’t have any plans to do a replay -- so my advice is to be on the Webinar LIVE!

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Bridging the Global Achievement Gap


 

The fundamental challenge of modern business is finding that right balance between tactics and strategy, between execution and innovation, between management and entrepreneurship.

Typically, as companies grow and age, they naturally become more tactical, more execution - focused.

In contrast, the “tabula rasa” of startups has traditionally been the best milieu for out-of-the-box strategy and innovation to thrive.

Now in the old days, businesses could do ok by being very good at just one of these.

Big businesses could sustain profitable franchises for years by leveraging their resource advantages to keep smaller competitors out and margins high.

As for startups, it was easy to stay in the “idea bubble.”

Investors were more patient and it often just wasn’t that obvious if your team and technology had the right stuff.  You had time on your side.

But no longer - businesses must now be either good at both or they perish.

This is extremely stressful for most entrepreneurs and business owners, and especially for investors working to determine which of them to back. 

Luckily, there is an easy shorthand to separate the superstar company wheat from the chaff.

It is the simple idea that super business PEOPLE must be all of these things too.

And superstar companies are really just ones where lots and lots of superstar people work.

So, find the superstar people, and the money will follow.

In his excellent book “The Global Achievement Gap,” author Tony Wagner flags seven crucial “superstar” skills to look for:

1.    Critical thinking and problem solving
2.    Collaboration across networks and leading by influence
3.    Agility and adaptability
4.    Initiative and entrepreneurship
5.    Effective oral and written communication
6.    Accessing and analyzing information
7.    Curiosity and imagination

To this, let me add one more: Ambition.

Now I am not talking about the garden variety get good grades, go to a nice college, start a small business, complain about taxes and regulation and how hard it all is type ambition.

In this multi-billion person, highly educated, hard-working world of ours, that just doesn’t cut it.

No, the ambition I am talking about is one that burns so deep and hot that it is deeply dysfunctional.
An ambition that usually translates for sure into an insane, other-worldly work ethic, but one that goes beyond that.

It is an ambition that is channeled daily into ongoing personal and professional improvement and learning.

An ambition that leads to goals beyond the realistically possible.

Like Steve Jobs leading Apple into the music business, or Richard Branson Virgin into airlines, or Tony Hsieh with Zappos putting his life and considerable fortune on the line, for of all things, to sell shoes online.

This kind of ambition is the unifying force. It demands that everything be done right – strategy, tactics, innovation, execution, entrepreneurship, management.

Find this kind of ambition – channeled to ethical, capitalistic ends – and back it.

And you and the world will be better for it.

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What a Data-Driven Strategic Plan Looks Like and How to Get One


 

Last week, in Austin I had the opportunity to participate in a 2 - day “Mastermind-type” meeting with a gathering of technology and Internet entrepreneurs and executives from around the globe.

It was an impressive group - leaders of companies with average sales of $8 million and competing and prospering in industries that run the gamut - from consumer products, to healthcare IT, to energy and entertainment, to mobile apps and wearable technologies, to real estate, and more.

To those who have never participated in a business mastermind, you don’t know what you’re missing! Originally conceived by legendary personal development guru Napoleon Hill, a Mastermind is a gathering of like-minded professionals that meet regularly and over time develop a productive, high-trust dynamic through which to attain breakthroughs of insight and accountability around and about strategic, tactical, and management challenges.

Mastermind groups, both generic ones as I attended in Austin, branded versions like Vistage and YPO, and informal versions as organized by trained facilitators, are where the hard, methodical work of entrepreneurial business - building and growth gets done.

The “table topic” for our meeting was best practices as to data-driven decision making and strategic planning.

It is obviously a very timely one - as Big Data and Business Intelligence (BI) tools and software are at the center of vast swaths of venture capital financings and strategic and managerial best practices for companies of all types and sizes.

We talked about how the companies getting the highest “BI ROI” connect the dots between their "old" and "new" school strategic planning and thinking.

They are old school (in the absolute best, non-pejorative sense of the term) in that they recognize that strategy

…arrived at through Mastermind get-togethers, through board and advisory board meetings, through strategic planning processes led either internally or by an outside consultant - remains fundamental in attaining and maintaining long-term business success.

And they are new school in their leveraging the very many best-of-breed business application software as services to arrive at this strategy.

Tools like CapitalIQ, Sage, KISSmetrics, AWeber, SurveyMonkey, RingCentral, Campaign Monitor, Zoho, Marketo, CAKE, FuseDesk, Maropost, and Hubspot that automate and optimize traditionally laborious and repetitive business functions.
 
And, as they do, collect massive reams on the marketing, sales, operations, finance and managerial performance of a business.

And, as importantly, the technology has finally matured to where all of this collected data can be organized, analyzed, and benchmarked against comparable - but better performing - companies from around the globe.

This “New School” data wizardry, when combined with old school Masterminding, risk-taking, and a ton of hard work…

…is what allows companies to both run more day to day efficiently and profitably, and more in strategic alignment with their missions and long-term goals than ever before.

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Three Steps to Great Business Strategy…that Sticks


 

It is not hyperbole to define a successful organization as one that finds the balance between a) making the right changes at the right time and b) having the discipline to “keep on keeping on” and just doing more of what is working.

Note well that b) is particularly hard to maintain when the tasks and activities that ARE working become repetitive and lack in excitement and drama.

So how does an organization find this balance - between thinking laterally and creatively and just keeping their heads down and plowing forward?

Well, luckily in the past few years a large and impressive business literature has sprung up that codifies best practices of how to balance this need to incorporate change in an organization with that to maintain doing “more of the good same.”

This thinking can best be summarized by the phrase “Immersion plus Spaced Repetition” and goes like this:

1. Everything, of course, begins with ideas, and the best, business ones normally arise from a series of individually and organizationally introspective strategic planning and goal-setting sessions that clarify objectives and the obstacles standing in the way of their accomplishment.

This immersive process - done at least annually but at organizations with ambition quarterly - both defines what needs to be done and inspires all of the participants to take on the hard and often painful work of getting it done.

The latter point here cannot be underestimated – Thomas Edison famously said that “genius was 99% perspiration and 1% inspiration” but that 1% “spark” is uber-critical in propelling an organization through the first threshold of change.

2. But, as anyone that attended an exciting or invigorating conference or strategic planning session can attest (and as I am sure Mr. Edison reflected on often during long nights at the lab), inspiration fades over time.

Even worse, when the inspiration is not followed through on, cynicism can set in and actually leave an organization worse off than if the planning sessions were never done in the first place!

So how to avoid this distressing fate?

3. Well, by keeping the ideas, goals, and objectives of the planning session alive through their regular review and adjustment.

Think of it this way - if a well-run strategic planning session is the essence of good leadership, then well run, spaced and repetitive goals and objectives reviews are the essence of good management.

Great managers check in with their teams as often as daily – if only for 5 or 10 minutes – to review the day’s objectives and to keep the shorter term work flow aligned with the longer term planning and mission objectives.

The old adage that the only way to eat an elephant is one bite at a time is never more true than when it comes to these spaced and repetitive management check-ins. When done right, they measure, acknowledge, and reward incremental progress and prevent the desire for the perfect from getting in the way of the doable and the done.

Now, at least annually and preferably quarterly, the entire organization needs to reconvene to review actual progress versus stated goals, to assess what worked and what got off track, and then to refine and define updated goals and objectives.

And after this next round of strategic planning sessions, what is to be done?

Well, the spaced and repetitive management check-ins begin anew. Wood is chopped, water is carried.

Following this simple but disciplined formula, over time great ideas become great realities, businesses are built, and legacies and fortunes are made.

And for investors, far more than technology it is these “above the line” leadership and management disciplines that separate the well-run companies to back from the haphazardly ones to avoid.

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Why Businesses Perform and Everyone Else Doesn’t


 

It is remarkable how large the accountability gap has grown between what is considered normal and expected in the world of business and private enterprise…

…and the profound lack of accountability that sadly we have become so accustomed to and from the other major Institutions of our society - Government, Education, Healthcare, Religion, Etc.

It goes like this: Businesses must deliver daily on their product and service promises or a) Customers just stop buying and b) significant reputational damage is effected in this “Online Star Rating” world of ours.

For everybody else? Not so much.

Imagine, with its 9% approval rating, what Congress’ ’“Yelp” / “Trip Advisor” star rating would be?

Or, for that matter, what it would be for our local high school, community college, or hospital?

And, at the risk of controversy, I think most religious leaders would seriously shirk from having their institutions’ reputational scores widely shared with the general public.

Now, one could say that - because the intents of most businesses are so different from these other institutions - that this is an unfair comparison.

Or that we can’t define “accountability” for these other institutions because of the legitimate “values” disagreements within them - i.e. for education is the accountability around teaching say - hard work or creativity? 

For government is it about liberty or equality?  For healthcare longevity or wellness? 

To this I say poppycock!
 
Like for $50,000 per year for average private school tuition, how much hard work and / or creativity are universities really teaching our young?

Or for the 35% of the wealth of our society that local, state, and federal governments appropriate, how much freedom and how much equality are we really getting? Or more prosaically, for what we are paying for it how high is the quality of our airports, roads, schools, and parks?

Or how much wellness are we getting for that $2,600 MRI?

Or that $30,000(!) average hospital stay cost?

The answer, of course, is that if even the most mediocre of businesses were given access to the resources that these other institutions have that the value and customer ROI delivered per dollar spent would increase dramatically.

So how can the ambitious entrepreneur and executive leverage this accountability gap to their advantage and gain?

Well, for starters, step out more and shout from the rooftops how proud you are to be In Business – both in general and specifically as to the value your business delivers.

It is good for our personal psyches, and is inspirational for all when some of the spotlight and attention is taken away by "the other guys."

And then, reflect long hard on the connection between the experiences of your customer, the accountability mindset within your organization, and your business's online reputational scores.

Improving any of them is almost always dependent on improving all of them.

Through this Kaizen - this commitment to constant improvement - will not just further widen the accountability gap between business and all of the other institutions of our society…

…but that between our tightly measured and always improving enterprises and our more “fuzzily run” competition.

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Finding the Signals in the Noise?


 

I recently shared why business intelligence dashboards are now a must have for executives seeking to better understand, leverage, and ultimately profit from the treasure troves of data surrounding their businesses.

This data includes insight from their companies’ web and social media traffic, from its e-mail send and open rates, from its lead tracking systems and sales logs, from its product fulfillment records, and from its accounting software as it records revenues, expenses, and cash flows.

Pretty basic stuff, eh?

Well, maybe when viewed one source at a time, and/or over a limited time period with just a few data points, but given that a business doing as little as $1 million in revenues now has on average more than 20 data sources – from software services like Google Analytics, Salesforce, Quickbooks, ZenDesk, to dozens of Excel files and spreadsheets of every type and purpose, figuring what to do with it all quickly gets overwhelming.

And in business, when something gets overwhelming, what happens?

Nothing.

Yes, all of these treasure troves of data, insight, and intelligence just gets ignored.

Reports aren’t run. Or when they are run, they aren't read.

And when they are read, they are not really mined for insight, for “aha” moments and breakthroughs, for competitive advantage.

This sad state of affairs is the unfortunate reality for most executives in this information-overloaded business world of ours.

But not for everybody.

There are a select few that as opposed to being overwhelmed, are energized by all of this precious and unprecedented data.

That use it to both inform and confirm their "gut."

And when the data and their guts disagree? Well, more often than not they let the data hold the trump card.

These executives worship at the altars of both big and little things.

Big things like strategy, mission, vision, values, and culture.

But little things too like form conversion stats, proposal close ratios, page bounce rates, call hold times, quick ratios, and net margin growth to name a few.

How do they do it?

Well, first per the above, they have a functional relationship with data. They don’t whine about it nor are they consumed with how much of it there is.

And secondly, they don’t try to sift through and make sense of it by themselves.

They let technology do a lot of work for them. Both predictive analytics technologies like Civis, Kxen, Foresee, Angoss, and Verisium.

And strategic and business intelligence dashboard technologies like Domo, Pentaho, Birst, GoodData, and my firm Guiding Metrics.

Technologies that find the signals in the noise, and that help them win both the big and little games of modern business.

So now, how about you?

To Your Success,


--

Jay Turo

CEO

Growthink

P.S. Like to demo our dashboard offering? Then Click Here to learn more.

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How Much Could Your Business Be Worth?


 

I recently shared the depressing statistic on how less than 1 out of 5 companies marketed for sale are able to find a buyer and to consummate a successful sale transaction.  

And how even this depressing statistic vastly under-estimates how few companies are able to attain a successful exit, as the great majority of the over 6 million U.S. business owners because of how they are structured and run can’t even contemplate commencing a “business-for-sale” process.

Now this is depressing, but what I didn’t share was how more than seven thousand businesses last year were sold – many for tens of millions of dollars, and a select few for much more than that.

What did they do / do they have that your company does not?

Well, from my more than 15 years of helping companies of all types and sizes breakthrough to new plateaus of growth and value, I have discovered three universal truths:

1.    Most entrepreneurs and executives make the same strategic and tactical errors over and over again.

2.    These are simple errors and easy to quickly correct.

3.    When they are corrected, immediately an enormous amount of latent business value is untapped and unleashed.

Webinar Invitation: The Five Steps to Maximize Your Valuation

I would like to cordially invite you to join me on Thursday, October 22nd at 1 pm ET / 10 am PT for an invitation only webinar - The 5 Steps to Maximize Your Valuation - where I'll reveal the 5 steps you can take to dramatically increase the sale price of your business, and dramatically decrease the time needed to achieve it, including:

    •    The 3 Mistakes that most Entrepreneurs and Executives make that effectively render their businesses unsellable

    •    The 5 things that all business that sell for high valuations have and do

    •    A simple formula to determine how much your business could be worth if you execute the right plan

I assembled this webinar presentation in conjunction with both the Growthink Research team, which over the past year has performed industry, market, and competitive analyses for hundreds of high growth companies…

…and with the predictive analytics team at Guiding Metrics, who have are currently working with dozens of companies in automating and optimizing their key marketing, sales, operational and financial metrics.

The combined statistical insights of all of this “on-the-ground” business fieldwork are the basis of the to-be presented webinar findings and insights.

Market and economic conditions will probably never be better than they are right now. I encourage all leaders of companies frustrated with their low growth rate and unclear pathways to exit to attend, listen intently, and then act on this awesome webinar content.

Sign up Here:

https://attendee.gotowebinar.com/register/1343739918463738626

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