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Transcript of Strategic Business Leadership. Learning Objectives Know how to write the personal and company vision...
![Page 1: Strategic Business Leadership. Learning Objectives Know how to write the personal and company vision Know how to write SWOT statements Know how to analyze.](https://reader035.fdocuments.net/reader035/viewer/2022062801/56649e315503460f94b22b9e/html5/thumbnails/1.jpg)
Strategic Business Leadership
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Learning Objectives
Know how to write the personal and company vision
Know how to write SWOT statementsKnow how to analyze data in tool to develop
vision and SWOT statementsUnderstand how to engage members in the
SBL process
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Working with SBL
Ideal situationsReal world experiences
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Introduction to SBL
Exercises Exercises may be worked on
with the Coach during coaching sessions.
Owner may work on exercises without the Coach between sessions, if desired.
The Coach can edit members’ responses to statements during or after coaching sessions.
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Review of the Front Wheel
The Front Wheel: Provides direction, which is powered by
the Rear Wheel. Looks at the personal drives of the
business owner to set the best course. Provides everything to achieve goals
set for the owner within the business.
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Front Wheel: Personal Vision
Work role and time involvement Personal passion for what you do best Clear definition of what you need and want from
company Material desires and lifestyle Non-material values—psychic rewards Family desires Retirement Business exit strategy Any pocket visions
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• Personal Vision Statement Maintain controlling interest in my business while
reducing my work efforts to no more than 25 hours a week
Take mid-six figure annual income from business to maintain current lifestyle
Spend minimum of six weeks each year with wife on our sailboat
Only perform activities in business I enjoy including selling major clients and handling media relations
Develop son-in-law as COO to run the business day-to-day
Feel sense of accomplishment in my painting Write and publish (self publish if necessary) a fiction
novel
Frank’s Personal Vision Statement
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Rear Wheel Objective
To move the leadership style of business owners from “Idea of the Week” to a style based upon Strategic Thinking.
Idea of the Week
Idea of the Week
Idea of the Week
Idea of the Week
Idea of the Week
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Step 1: Company Vision
Components of a Company Vision What is your market position? What will your company do? What geographical markets do you want to
be in? What particular market segment will you
focus on? How do you treat your stakeholders
(customers, employees, vendors, etc)?
What is your cultural statement?
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Frank’s Business Vision Statement
Frank’s Business Vision Statement To be a high-quality, custom solutions provider with state-
of the art metal fabrication technology for the metal fabrications industry.
To manufacture our products in the USA. To sell solution metal fabrication products throughout
North America through a sophisticated selling system. To have an enlightened, skilled, dynamic, forward-thinking
management team supporting and directing a motivated, loyal and flexible workforce.
To develop non-customized products/commodity products that could be bought in bulk by distributors.
To stay with, although not necessarily be on, the leading edge of new state-of-the-art materials.
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Step 2: A Look in the Mirror
Company SWOT
Company Strengths
CompanyOpportunities
CompanyWeaknesses
CompanyThreats
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Step 2: A Look in the Mirror
Company StrengthsThose strengths possessed to a greater
extent by your company than by the competition.
Examples:ProductsGeographic MarketsCustomer, Client or User SegmentsSales and Marketing
Must look at the owner’s strength
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Frank’s Strength Statement
Frank’s Strength Statement Our company strengths are our reputation for quality
workmanship in our products and a talented, experienced engineering team.
Our firm is renowned for the unusual level of customization we offer at reasonable pricing levels.
Our product line in our niche market—namely specialized framing brackets, custom bar-joists and angled girder plates—has been exceptionally successful.
We have loyal customers who count on our precision components to “fit first time, every time.” Consistently meeting—and even exceeding—our customers’ expectations results in a high rate of repeat business from shopping center and commercial building contractors.
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Step 2: A Look in the Mirror
Company Weaknesses Identify the major weaknesses of your company.
Focus on weaknesses possessed to a greater extent by your organization than by your primary competition.
Look for characteristics responsible for product failure.
Most owners want to focus on strengths and ignore weaknesses.
Must look at the owner’s weakness
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Frank’s Weakness Statement
Lack of focus by the CEO on Big Picture items. Quality-control problems due to way managers and
employees are compensated. Company sales are more dependent on one salesperson
than other, causing her to be overburdened. We have no formally designed sales structure or
systems for prospecting for new business. Our inventory turn rate is low and ties up capital. 75 percent of receivables are over 30 days, even
though the sales terms of the company are net 30 days. Shipping costs are high which limits our ability to ship
outside a certain radius.
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Step 2: A Look in the Mirror
Company OpportunitiesWhat internal or external opportunities
exist that: If eliminated, changed or improved could
have major positive impact. If capitalized on by the company could
have major positive impact. Owner may have an opportunity that can
aid the organization.
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Step 2: A Look in the Mirror
Opportunities may exist because of:
Raw Materials
Competition
CapitalLegislation
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Step 2: A Look in the Mirror
Economic Trends
Changes Taking Place withYour Customers or Clients
New Product/Service
Environmental Changes
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Frank’s Opportunity Statement
Frank’s Opportunity Statement Create a Planning Team that will meet weekly to discuss
company challenges and opportunities. Possibly produce a new aluminum line as an adjunct to
our current products. Get ISO certification and form strategic alliances to
improve our cost structure and open new markets in other countries.
Modernize the fabrication plant to lower the number of production personnel hours.
We may be able to enter a larger market in a city within our current market range.
We can develop a distribution strategy to attract new distributors around the country.
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Step 2: A Look in the Mirror
Company Threats What has real possibility to happen in
the future to hurt your company, but over which you have no real control.
You can prepare for threats, but you can’t stop them from happening, only react to them.
Add owners threats (illness, incapacitated)
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Frank’s Threat Statement
Frank’s Threat Statement Threat of new competition from composite
materials replacing steel in our type of products in the future.
New competitor from 200 miles away who may secure our customers with lower pricing.
May lose our good sales representatives due to the lack of sales plan.
Growing unionization of welders locally is a threat to our hiring capable welders within our current wage range.
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Question and session take a way
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SBL (Part 3): Company Plans
Learning Objectives: Setting a Goal for a Critical Success Factor Conceptual vs. specific Strategies Building S.M.A.R.T. Action Plans Understanding the use of Tactics
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SBL (Part 4): Making it Happen
Learning Objectives: Dealing with obstacles to Strategic Focus Changing course when necessary Reviewing and modifying plans Value of Operations Team (Planning Team)
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Getting Your Member to Use SBL
Learning Objectives: Dealing with common objections Embracing SBL as part of personal and
company culture Reinforcing SBL benefits through use of
Personal Vision
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Your SBL Statements
Learning Objectives: Personal & Company Vision review Individual facilitator approaches Importance of proper format and sequence of
your SBL plan Assuring your SBL alignment for success
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• Personal Vision Statement Maintain controlling interest in my business while
reducing my work efforts to no more than 25 hours a week
Take mid-six figure annual income from business to maintain current lifestyle
Spend minimum of six weeks each year with wife on our sailboat
Only perform activities in business I enjoy including selling major clients and handling media relations
Develop son-in-law as COO to run the business day-to-day
Feel sense of accomplishment in my painting Write and publish (self publish if necessary) a fiction
novel
Frank’s Personal Vision Statement
![Page 28: Strategic Business Leadership. Learning Objectives Know how to write the personal and company vision Know how to write SWOT statements Know how to analyze.](https://reader035.fdocuments.net/reader035/viewer/2022062801/56649e315503460f94b22b9e/html5/thumbnails/28.jpg)
Frank’s Business Vision Statement
Frank’s Business Vision Statement To be a high-quality, custom solutions provider with state-
of the art metal fabrication technology for the metal fabrications industry.
To manufacture our products in the USA. To sell solution metal fabrication products throughout
North America through a sophisticated selling system. To have an enlightened, skilled, dynamic, forward-thinking
management team supporting and directing a motivated, loyal and flexible workforce.
To develop non-customized products/commodity products that could be bought in bulk by distributors.
To stay with, although not necessarily be on, the leading edge of new state-of-the-art materials.
![Page 29: Strategic Business Leadership. Learning Objectives Know how to write the personal and company vision Know how to write SWOT statements Know how to analyze.](https://reader035.fdocuments.net/reader035/viewer/2022062801/56649e315503460f94b22b9e/html5/thumbnails/29.jpg)
Best Training Take-Aways
Aha moments Commitments to your prospects Commitments to your members Commitments to yourself
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This is not…
T H E E N DThis is…
The B E G I N N I N G !