1. Strategic Planning Defining and Creating an Exceptional Company Phillip Rosebrook JR, CR Business Mentors Defining and Creating an Exceptional Company Phillip Rosebrook JR, CR Business Mentors

2. Imagine 1 year 3 years 5 years 10 years 1 year 3 years 5 years 10 years

3. … Planning to Fail What are you doing substantially different this year Are you experiencing the same day –Life is a series of choices - so is your business There is very little that you have to do Your position is the result of your plan or lack of What are you doing substantially different this year Are you experiencing the same day –Life is a series of choices - so is your business There is very little that you have to do Your position is the result of your plan or lack of

4. Proactive Businesses Synergistically working toward shared destination Lack of plan forces subjective & reactive decisions Synergistically working toward shared destination Lack of plan forces subjective & reactive decisions

5. What You Want to be When You Grow up? Benefits Communicated Measured Implemented Coached Celebrated A comprehensive Approach Benefits Communicated Measured Implemented Coached Celebrated A comprehensive Approach

6. Your Business is Not about Jobs or Accounts Big picture framework Details paint the picture Predictable decisions Big picture framework Details paint the picture Predictable decisions

7. Components of an effective plan Destination Partnership alignment Vision Strategic Goals Financial and objective measurements Destination Partnership alignment Vision Strategic Goals Financial and objective measurements

8. Plan Components Cash plan Personnel plan Operating budget Staff development Marketing action plan Plan review and realignment Cash plan Personnel plan Operating budget Staff development Marketing action plan Plan review and realignment

9. Destination Owner motivations What is truly important to you? What does it look and feel like - more detail the better When things are working well… Owner motivations What is truly important to you? What does it look and feel like - more detail the better When things are working well…

10. Partnership Alignment Values What are you working for? Imagine your life in 10 years Are you on the same page Job descriptions Compensation Skills and needs Exit plan and strategy Values What are you working for? Imagine your life in 10 years Are you on the same page Job descriptions Compensation Skills and needs Exit plan and strategy

11. Vision People want to be a part of something bigger More clearly defines destination Easily communicated to your staff Potentially more subjective than goals How are you perceived People want to be a part of something bigger More clearly defines destination Easily communicated to your staff Potentially more subjective than goals How are you perceived

12. Strategic Goals Core goals about 5 total Goal definition Longer term big picture with short term component Focus on core business activities and needs. Core goals about 5 total Goal definition Longer term big picture with short term component Focus on core business activities and needs.

13. Modeling your Organization Production capabilities Gross and net margins Key operational expenses Capital requirements Production capabilities Gross and net margins Key operational expenses Capital requirements

14. Financial and Objective Measurements “In order to effectively manage you need to have effective measurements.” Financial understanding required Dynamic measurements needed Objective measurements prevent subjective decisions Roadmap to your destination Individual, team, departmental expectations Enables easy performance management Allows you to model your company Core of effective management “In order to effectively manage you need to have effective measurements.” Financial understanding required Dynamic measurements needed Objective measurements prevent subjective decisions Roadmap to your destination Individual, team, departmental expectations Enables easy performance management Allows you to model your company Core of effective management

15. Cash Planning Understand the turn on receivables and how to turn revenue to cash Funding Options –Internally funded –Bank or other funding Understand the turn on receivables and how to turn revenue to cash Funding Options –Internally funded –Bank or other funding

16. Personnel Plan Hire to your weaknesses Look to your business model Financially justify each position Explore profiling to manage “fit” Hire to your weaknesses Look to your business model Financially justify each position Explore profiling to manage “fit”

17. Operational Budget Start with goals and build backwards Expectations –Marketing - 2%-5% of revenue –Sales and production - less than 10% –Total overhead - 25%-40% Equipment, vehicles, facilities need to be justified financially Rent, lease, own? Start with goals and build backwards Expectations –Marketing - 2%-5% of revenue –Sales and production - less than 10% –Total overhead - 25%-40% Equipment, vehicles, facilities need to be justified financially Rent, lease, own?

18. Staff Development Formal training - plan training activities and opportunities - strategic not reactive Ongoing internal training program Scholarships and outside oportunities Upward mobility & develop a deep bench Formal training - plan training activities and opportunities - strategic not reactive Ongoing internal training program Scholarships and outside oportunities Upward mobility & develop a deep bench

19. Marketing Action Plan First step is goal setting Match actions to goal acheivement Set budget based on expectations - 1.5% -5% or revenue Team approach not department Sales-based culture Measure and reinforce Create a strong online presence First step is goal setting Match actions to goal acheivement Set budget based on expectations - 1.5% -5% or revenue Team approach not department Sales-based culture Measure and reinforce Create a strong online presence

20. Plan Review and Realignment Bump into - review often Market conditions Quarterly review Annual planning Bump into - review often Market conditions Quarterly review Annual planning

21. Implementation Action Plan Planning is good - Execution is essential Unwrap and plan and prioritize Strong communications Short term victories with long term focus Expectations, modeling and coaching Enjoy the journey Plan and personnel assessments –Don’t be afraid to make adjustments Planning is good - Execution is essential Unwrap and plan and prioritize Strong communications Short term victories with long term focus Expectations, modeling and coaching Enjoy the journey Plan and personnel assessments –Don’t be afraid to make adjustments

22. Constraints of Growth Organizations are limited not by strengths but greatest weaknesses Plan needs to address and shore weaknesses Avoid hiring to strengths Make your plan realistic Cash considerations Organizations are limited not by strengths but greatest weaknesses Plan needs to address and shore weaknesses Avoid hiring to strengths Make your plan realistic Cash considerations

23. Effective organizations Proactive Strong leadership Balanced approach Clear communications Coaching and celebration Proactive Strong leadership Balanced approach Clear communications Coaching and celebration

24. Adaptation Maintain focus Things change Market conditions Cash flow Goal when things slow Maintain focus Things change Market conditions Cash flow Goal when things slow

25. Managing Changes COMMUNICATION What stays the same Strategically plan the changes Create contingencies Know when to walk away from your plan LEADERSHIP COMMUNICATION What stays the same Strategically plan the changes Create contingencies Know when to walk away from your plan LEADERSHIP

26. Strategic Plan Summary Begin with the end in mind If you are not in control of your company - someone else is Proactive planning creates synergy A company or a job? Make your time count Begin with the end in mind If you are not in control of your company - someone else is Proactive planning creates synergy A company or a job? Make your time count

27. Thank You Phillip Rosebrook JR, CR Phillip@businessmentors.net Phillip Rosebrook JR, CR Phillip@businessmentors.net