Do we really have attained successful business model? Are we getting repeat business? Does our margins are in line with industry (rather should be better)? What is our Market Share & how to increase it? Do we really have a performing team? Does our organisation possess required leadership skills? Do we have open mind set for innovation & growth? Does financial crunch crossing our Way? Does our control systems working properly

2. Improvement Drivers
ANALYSIS
OF PAST
REALIZING
THE
PRESENT
HOMEWORK FOR
FUTURE
Page 2

3. Agenda
Do we all want growth in company…
Are we ready for the change…
What my company going to achieve…
How my individual responsibility contributes to
corporate agenda…
Page 3

4. Questions to Answer
1.
Do we really have attained successful business model?
2.
Are we getting repeat business?
3.
Does our margins are in line with industry (rather should be better)?
4.
What is our Market Share & how to increase it?
5.
Do we really have a performing team?
6.
Does our organisation possess required leadership skills?
7.
Do we have open mind set for innovation & growth?
8.
Does financial crunch crossing our Way?
9.
Does our control systems working properly
Page 4

5. Successful Business Model
Page 5

6. Successful Business Model
 Pricing Model
Formula for Pricing should be fixed and tested over time for provision of value
at that level of price.
 Revenue Model
Persons who has to pay how to pay and on what event to pay a detailed
description with all possible exceptions has to be finalized.
 Operational Process Model
Raw Material Sources, Bill of Materials, Manufacturing Process, Packing
Material & Delivery including Time chart & Cost analysis has to be crystallized.
 Sales & Distribution Model
Model of distribution has to be finalized like, Distributors Contract, logistic
contracts etc.
Page 6

7. Successful Business Model
 Value Propositions
Comparative analysis from competitor product has also to be analysed for
value analysis by customer and decide its own unique proposition. For
example:
 Lesser value at lesser cost
 Much greater Value at higher cost
 Higher value at same cost
 Strategic Relations
How associates, dealers, commission agent & consumers are to be
managed and how this value network to be handled, needs to be
crystallized.
Page 7

8. Business Model should…
 Offer Unique Value
By creating a different offer on basic concept, idea, combination, features etc.
 Hard to copy
A winning business model must be giving some added advantage to the
company that cannot be easily imitated.
 Accurate Assumptions
Expected outcomes must be near to ground realities about everything like,
cost structures, revenue streams or customer behaviour etc.
 Detailed & Written
An effective business model should be rich and detailed and the components
must reinforce each other.
Page 8

9. “If we don’t know well that why
your customers prefer us, we
don’t understand our business.
Any small change in any single
component makes a different
model.”
Page 9

10. Discussion
Action Points
What Changes required
Page 10

11. Repeat Business
Page 11

12. Repeat Business
 Mark first impression
 Spend for after-sales support
 Keep customers’ details safe & use as appropriate
 Build Relationship
 Special offers
 Special Moments
 Increase Business Profile (Website, Newsletter, SEO, SMO)
 Re-evaluate our strategies
Page 12

13. “Not getting the repeat
business is just like
trying to fill water into
pot with hole on base. If
we do not feel the
importance of repeat
customers
in
our
businesses; and we are
not doing something to
gain trust of customers;
we should not even
dream of growth in
business.”
Page 13

14. Discussion
Action Points
What Changes required
Page 14

15. Margins in line with Industry
Page 15

16. Margins in line with Industry…
 Control Production Cost
 Investment in Technology
 Differentiate our business
 Avail maximum cash discounts
 Avoid theft
 Gross margin monitoring
Page 16

17. Margins in line with Industry…
 Categorical margin Analysis
 Price Revision
 Stratify the prices
 Scrutinize bills
 Inventory Accounting
Page 17

18. “If situation of low
margin and high risk,
continues for some
times in the business
and
emergency
situation like cash
crunch,
price
fluctuation etc. arises
and
business
becomes unable to
respond strongly, you
may run out of
Business.”
Page 18

19. Discussion
Action Points
What Changes required
Page 19

20. Increase Market Share…
Page 20

21. Increase Market Share…
 Anticipate the future
 Sell more to existing customers
 Get old customers back
 Market effectively
 Selling more overseas
 Tap the competitors’ customers
Page 21

22. “Without knowing its
own market segment
and having its own
market share, it’s not
worth taking efforts
for start of growth
journey. It is simply
because finding the
target where to hit is
pre-requisite before
you pull the bow.”
Page 22

23. Discussion
Action Points
What Changes required
Page 23

24. A Performing Team
Page 24

25. A Performing Team
“To start the growth voyage a business must be having a
good & selective team that works reasonably well, for
on-going projects. If company is in the process of trial
and error of different team combinations, then how the
company can focus on its growth agenda. It’s worthless
to work upon the growth strategy before you form a
worthy executive team which is ready to perform.”
Page 25

26. A Performing Team

“Any successful entrepreneur; invariably opine that a
large part of their success is due to their efficient &
performing team”.

“The business team must be fixed up with right
people on board up to the middle level managers.
Success of any strategic plan is largely depends on
how the middle level managers execute the plan,
policies & procedures”
Page 26

27. A Performing Team

“Most of the time employees leave the job not
because of things like ownership or benefits or pay.
Rather, they leave such jobs due to the lack of
effectiveness of the company’s middle managers”.

When a quick decision needs to be made and
implemented. Only they are the resources who are in
direct touch of all man power of the organisation
Page 27

28. Making of a Performing Team
 Communicate Expectations
 Explain them Context
 Attain Commitment
 Make Competent Team
 Team Planning
 Leadership within the team
Page 28

29. Making of a Performing Team
 Collaboration Process
 Flawless Communication
 Innovation
 Accountability
 Coordination between teams
 Cultural Development
Page 29

30. Our company must be out of the “drama level” phase. If
our managers spend more than 15 minutes per day
putting out employee-related fires, something needs to
change.
Page 30

31. Discussion
Action Points
What Changes required
Page 31

32. Leadership
Page 32

33. Leadership
 Strategic Planning
 Organisational Structure
 Organisational Culture
 Basic Systems & Procedures
 Checks &Controls
 Vision in sync with the market
Page 33

34. Leadership
 Watch the indicators
 Think Big but be on Ground
 Recruit Talent
 Constantly assess risk
 Plan for Future & Start Preparation from Today
 Implementing the plans
Page 34

35. Discussion
Action Points
What Changes required
Page 35

36. Innovation & Growth
Page 36

37. “We cannot attain
our growth targets
with a closed mind
set team. In short
our top executive
team should work
with open mindset.
Page 37

38. Discussion
Action Points
What Changes required
Page 38

39. Financial Crunch
Page 39

40. Financial Crunch…
 Ask for advance Payment
 Monitor receivables diligently
 Monitor budgeted cash flow regularly
 Offer a discount for overdue receivables & early payments
 Accelerate your invoicing
 Cut expenses
 Make the improvement a mission
Page 40

41. “Actually growth expenses always climb before the growth revenue. But where do we
find the money? Unless & until we are offloaded from short term crunches and
bagging a good positive cash flow for investments it’s not possible to start our growth
journey.”
Page 41

42. Discussion
Action Points
What Changes required
Page 42

43. Control Systems
Page 43

44. Control System…
 Organization’s Objectives are primary motto
 Determining Roles and Responsibilities
 Foster Enthusiastic Attitude
 Link with Individual Performance
 Ensure Competency
 Risk Control
 Communicate Regularly
 Monitoring and Assessments
 Transparency and Accountability
Page 44

45. “Right kind of internal controls enables
an
organization
to
capitalize
on
opportunities and offsetting the threats.
Actually these controls save time and
money, and promote the creation and
preservation of value. Without proper
controls and monitoring system, no
growth strategy can work effectively for
the organisational success.”
Page 45

46. Discussion
Action Points
What Changes required
Page 46

47. Next Review…………
Page 47

48. CA Hemant Gupta
Page 48