Showing posts with label Business plan. Show all posts
Showing posts with label Business plan. Show all posts

Thursday, March 03, 2011

Top Five Tech Tools You're Probably Not Using - but SHOULD BE: part four

CRM

As is the recurring theme of these series, business is about relationships. Some time ago major corporations and the software companies that serve them realized it was time to bundle that concept into application form.

So, just as Outlook bundled email, contact management, scheduling and task management (even though few of us use it to its full potential), the many aspects of managing the efforts of acquiring leads, tracking communication with them, converting them into paying customers and figuring out how much money they've made (or cost) your business was bundled into a class of software.

This type of application is called "CRM" -- which stands for, simply enough, "Customer Relationship Management". There are many different CRM applications, both free and commercial of various levels of complexity, but the basic elements of CRM are:
Now many of you, especially you solopreneurs out there, may consider CRM to be overkill -- "I have a list of my customers, I call or email them often, and I have a spreadsheet (or maybe Quickbooks) to track what I earn and what I owe. Why", you might ask, "do I need to introduce yet another program into the mix?"

Well... ask yourself a few questions:
  • Have you ever met a prospect at an event, or had one referred... and then somehow, failed to follow up and convert them to a paying customer?
  • Have you ever taken things to the next level - an actual phone call or meeting - but never closed the deal, despite a positive feeling at the end of the initial encounter?
  • Have you ever hesitated to follow up with a lead you had contacted in the past because you couldn't remember where you had left things during you last encounter -- or couldn't remember exactly when that last encounter was?
  • Do you find yourself staring at a stack of business cards, without a clue as to who most of those people are, where you met them, or whether they are prospects, vendors, or potential referral partners...?
If you answered yes to any of these questions, you can see a bit of the value of the CRM approach. More that just a particular program, CRM is the approach of tracking the entire flow of the relationship, from initial encounter throughout the lifetime of the business relationship:
  • When and how did we meet?
  • Does this individual prefer phone calls, emails or face-to-face meetings
  • How interested are they in doing business? How hard can I "push"?
  • When was our last encounter?
  • What was the mode (call/email/meeting) and result of our last meeting?
  • When should I follow up... and how?
  • How much business am I doing with my existing customers?
  • Which customers are costing me more than I make doing business with them? (this question is almost never asked, regardless of business size or type)
You could attempt to manage all of this, and more, with a manual process consisting of various unassociated emails, word processor documents, spreadsheets, untracked phone calls and quickly forgotten physical encounters, but that's what you're doing now. How's that working for you?

We're in the 21st Century - already in progress, as I like to say - and isn't it time to get past the excuse that technology is too complicated or time consuming to learn.

In this "Great Recession" economy, every business, small and large, needs every competitive advantage at their disposal. If you fail to convert a potential customer, or exploit business opportunities with your existing clients, you're leaving money on the table.

Is your business doing that well? Can you afford to do that? You don't have to jump head first into the CRM mix, and it need not cost you anything but the time to learn how to integrate CRM into your current work flow. There are many choices of CRM software, both free and commercial.

Most CRM software is designed for larger businesses, and might overwhelm the solopreneur or SOHO organization just getting started with this type of application. But this doesn't leave you without options.

Here's the short list Your Open Source CIO recommends:

Free:
Commercial:
The free programs install on a PC within Your Small Business, with varying degrees of difficulty; the commercial applications all offer options which are hosted on the respective companies' server farms, making it much easier to set up and get going, but putting ownership of your customer data in the hands of strangers.

The top choice in each list integrates well with Microsoft Outlook, which I assume most of you readers are using as your email/contact/calendar application right now. I recommend these as the fastest way to get on board with CRM, whether you have a marginal software budget or no budget at all. Going down each list, the applications have more features, but also a steeper learning curve.

Whatever you do, pick one, and start using it. There's gold to be mined in the business cards and email addresses you already possess: don't leave money on the table that belongs in Your Small Business bank account.

Related articles

Enhanced by Zemanta

Friday, February 18, 2011

Top Ten Reasons Small Businesses Fail - part ten

Planning

We find ourselves ending at the start: the Plan.

While many are aware of the need for a well-crafted business plan, few businesses of any size actually have completed one. There are several valid reasons: a thorough business plan is a complex document, requiring much more than expertise in tradecraft and knowledge of the potential market segment.

One- and five-year financial projections, competitor analysis, growth plans, best- and worst-case scenarios, - even an exit plan - are all part of a comprehensive business plan. Many Small Business entrepreneurs, especially in the current economy, have entered into their business ventures more from necessity than desire. Down-sizing and layoffs, it seems, create more Small Business than a burning desire to "go it alone" and brave the rigors of competition.

Yet as the saying goes, "failure to plan is planning to fail". You may never have the time to draft a complete business plan - but then you're probably not seeking a commercial loan or investors at this point. Still, there are steps you can take to give yourself a guide, to ensure that you're operating on more than just "a wing and a prayer".

SWOT analysis

This is a simple document - usually a page or two - though it may take some time to prepare. It is an acronym that stands for "Strengths, Weaknesses, Opportunities and Threats". If you prepare no other document or plan, I urge you to prepare a SWOT analysis. Take a serious look at the business you're in or are planning to start or enter into.

Strengths: What qualifies you? Seriously; it must be more than just "I got laid off", or "I've always wanted to do XXX". Are you REALLY qualified to pursue this line of work right now? If not, how quickly can you get yourself up to speed, and what would it take.??. I don't ask this to discourage you, but ask you to consider the training, advice, mentoring and networking opportunites available that can enable you to answer this question positively.

But whatever you do, don't operate blindly with a false sense of optimism: entering into a business venture without proper qualification can cost you more than you're prepared to pay -- in time, money and  reputation -- and even expose you to litigation.

Weaknesses: This is the inverse of your qualifications. I'd actually focus on this first. You're probably more aware of why you should enter into your chosen business than why you shouldn't - after all, noone starts a business expecting to fail. Still, an accurate assessment of your deficiencies and shortcomings automatically maps out a course of action to enhance your skills, increase your knowledge and make up for whatever you determine you lack.

Opportunities: This may seem clear, but think beyond the obvious. If you're creating custom clothing, might you have an opportunity to repair antique items as a side business? What partnership opportunites are there? Could you conduct a free course at a local college or community center, that would allow you to establish a reputation as a valuable local resource, demonstrate your skill... and discover potential clients in the process? Here is where thinking "outside the box" is most important. Look beyond the surface, and think creatively -- try to see things you wouldn't ordinarily consider when dealing with just your core competencies.

Threats: Competitors. Lawsuits from upset customers. Negative online reviews. Disgruntled employees or partners damaging your reputation. Noone wants to dwell on these unpleasant things, but better to consider them in advance and prepare a strategy, than to be blind-sided and have an otherwise profitable business fail because of unanticipated threats to its existence.

There is also the Strategic Business Plan which, as its name implies, is a more focused document than a full-blown business plan. Where a comprehensive business plan is usually drafted when starting a business with, among other things, appealing to a bank or series of investors in mind, the strategic plan is devised for the business owner, and possible partners or employees, to map out the course of action for a few years.

It is everything from a mission statement to a declaration of intent -- it says "this is who we are, why we're here and what we're doing". It's a good exercise to prepare it, and review every six months or so, to either revise it or simply to make sure you're still on track with your original... plan of action.

Plan the work, and work the plan. That's the fundamental key to success... or at least, a good way to avoid outright failure. And that's been the purpose of this series - not to discourage you, but to point out some of the roadblocks, and help you chart a path over, around or through them.

Good luck to you all. And keep reading - there's more good stuff to come, from Your Open Source CIO.

Series inspired by "Top Ten Reasons Why Small Businesses Fail" by: Connie Holt, E.A. cholt@henssler.com
The Henssler Financial Group Position Paper
© 2004 The Henssler Financial Group | www.henssler.com

Enhanced by Zemanta

Thursday, February 17, 2011

Top Ten Reasons Small Businesses Fail - part nine

Closed Mind

It takes a lot of hard work, focus and persistence to launch a Small Business. Starting with an idea, and (perhaps) some skills, a plan is prepared, financing secured, details dealt with... and a business is born.

The problem is, in the time required to travel from concept to reality, too often Small Business enterpreneurs get stuck in the attitudes and assumptions adopted at the beginning of the journey.

Business plans and financial projections are usually developed long before the business is created. But during that time, demographics change, markets shift and economies worsen or improve. Since business plans and financial projections are rarely revisited (or consulted) during this period, Small Business entrepreneurs may find themselves operating based on inaccurate or outdated assumptions.

In addition... there are the basic human traits of pride and stubborness. Being confronted by the need to re-examine a business plan, or recalculate financial projections, there may be a tendency become defensive, resisting these suggestions, rejecting this well-intended advice as unwanted and unwarranted criticism.

It has often been said that success has a thousand parents, and failure is... umm, an orphan. While the expression implies that many people will take credit for a successful venture after the fact, in this case let us take it to mean that a successful Small Business entrepreneur will not hesitate to consult mentors, advisors and other experienced individuals to seek advice and guidance as they develop their venture from concept to reality.

Nearly every one you know may consider themselves experts on all manner of business-related topics, and even the few of them who actually are may be too familiar to you (or with you) for you to feel comfortable seeking their advice... or heeding their (many) unsolicited words of wisdom.

This doesn't mean that you need to, or ought to, go it alone. There are many excellent sources of guidance and counsel - a few good places to start are listed below:

Small Business owners and operators, especially the "solopreneurs" and self-styled mavericks, will have a tendency to "Do it My Way", in the words of the classic tune. While this may seem like a good idea intuitively, if you find yourself struggling to break even after more than a few years, the facts clearly indicate otherwise.

Don't be afraid to seek advice. It doesn't mean you're wrong, or that you've failed. If we each knew all the answers, the economy wouldn't have crashed in '08, and I wouldn't be writing this blog post. The fact is, half of all Small Business startups will fail within their first two years.

You obviously don't want Your Small Business to fall within that statistic. So, as much as it may bruise your pride, remember to keep an open mind... or you may soon be faced with closing shop for the last time...

Series inspired by "Top Ten Reasons Why Small Businesses Fail" by: Connie Holt, E.A. cholt@henssler.com
The Henssler Financial Group Position Paper
© 2004 The Henssler Financial Group | www.henssler.com

Related articles
Enhanced by Zemanta