A must read for everyone - from frontline employees to senior executives to get aligned in contributing to the growth of a start-up. Based on 'Scaling Up: How a Few Companies Make It...and Why the Rest Don't (Rockefeller Habits 2.0)' by Verne Harnish, this slideshare shares practical one-line approaches on building an industry-dominating business.
15. 14
Onboarding needs to be a celebration. Throw
a party for people who join the company
instead of doing it when they leave
16. 15
Modern Careers are like rock climbing where
top does not have to be the goal. Getting
across the rock face or reaching another spot
can be more exciting & rewarding.Ā
19. 18
Identify your one-phrase strategy which represents
key lever in your business model that drives
proļ¬tability and helps you choose which customer
desires to meet and which ones to ignore.
20. 19
A company can outperform rivals only if
it can establish a difference that it can
preserve.
21. 20
If everyone can accomplish one thing in
addition to his or her daily job, thatās a
dozen improvements every quarter, or
hundreds.
22. 21
Knowing what trends are going to
shake up your industry ā and having a
plan for dealing with them ā will help
you stay ahead of the competition
23. 22
Quarterly Theme is a fun motif you can use
in your internal marketing to rally
everyone around achieving your
Critical Number.
24. 23
Senior leaders need to be in the market
80% of the week, either ļ¬guratively or
literally.
25. 24
ā¢ What should we start doing?
ā¢ What should we stop doing?
ā¢ What should we keep doing?
3 questions you should ask your recent hires.Ā
26. 25
ā¢ How are you doing?
ā¢ Whatās going onĀ in your industry/ neighborhood?
ā¢ What do you hear about our competitors?
ā¢ How are we doing?
4 questions leaders should ask clients in person (not
on a survey).Ā
27. 26
Share insights from conversations with
clients at the executive teamās weekly
huddle. Donāt bog down the process
with a bunch of written reports.Ā
29. 28
All executives and middle managers
should have a coach (or peer coach)
holding them accountable for
behavioral changes.
30. 29
Make sure that the Core Values, Purpose, and
Priorities are posted throughout the
company. These can be displayed on walls,
ļ¬oors, ceilings or even in the boardroom.Ā
31. 30
Most matters can wait for the daily huddle or the
weekly meeting. Bigger issues, which
necessitate getting everyone in a room for a few
hours, can be addressed during the monthly
management meeting.Ā
32. 31
Avoid checking up on whether someone did
something the previous day. Looking forward
is great management; and looking backward
is micromanagement.Ā
33. 32
Line up all your meetings in a day instead
of spreading them over in a week.Ā
34. 33
Have your CFO give you a cash report
everyday.Ā Observing the sources of cash
ļ¬owing in & out on a daily basis gives real
insight into your businessās ļ¬nancial model.Ā
35. 34
Find ways to speed up & move cash more
quickly through the business. Eg. Specify a
due date on the invoice rather than include
the standard due in 30 days.Ā
36. 35
10% (proļ¬t) is the new breakeven. Once you
add new labor and proļ¬tability drops, hold
labor costs steady and grow back to 15%
proļ¬t. Keep repeating the cycle.Ā
42. Thanks & Keep In Touch!
Creator: Kanchan Lad | @Socialpaparazzi
Any questions?
You can ļ¬nd us at: @hmarketer | hello@happymarketer.com
43. Credits
Special thanks to all the people who made and
released these awesome resources for free:
ā§āÆPresentation template by SlidesCarnival
ā§āÆPhotographs by Unsplash
ā§āÆBackgrounds by Pixeden