He even gave instructions and handed out scripts on how to ask their bank to increase their limits. The hidden cameras showed footage of the trainer, Marc Mousseau, advising participants to request that their credit card limits be raised to $100K in order to purchase their complete long courses that cost $12K-45K. The Canadian Broadcasting Center (CBC) sent an investigator to join and document Kiyosaki's free 1-day seminar and $500 3-day course held in Kitchener, Ontario. If you have questions or want to discuss, sign-up here for a complementary strategy consult with one of our partners.In 2010, Kiyosaki and company traveled to Ontario, Canada, to hold Rich Dad seminars. Go back to your scenario planning for the balance of 2020 and apply these considerations, incorporating your recent experience as well as your best assumptions on how your industry and market will continue to be affected. What training and team development should you be doing to enable your team to work effectively in the new work environment? If you have to make reductions in staff, are you making decisions based on where you think the future of your business will be? If your business model is changing, does your staffing align with the future model? Perhaps you need to redeploy part of your staff to new areas. Do you need to shift your product offering or messaging? What new tactics are needed to replace trade shows, events or in-person sales? Are there different ways to package your services to make your value proposition more compelling? Will you need to invest more in sales and marketing to fuel your business? How can you best deploy sales resources? TEAM ALIGNMENTĭo you have the right people in the right seats for the business needs you have today and are likely to have in the future? Revisit your sales and marketing strategy. Have opportunities rebounded or do you need to adjust expectations? Where will your future sales come from? Adjust your benchmarks to reflect changes in your metrics on cost per lead/sales, time to close, etc. Some companies cut marketing to conserve cash and in response to the elimination of large events and in-person business development. Many businesses saw a quick decline in sales opportunities or experienced delays in getting new contracts signed. Are the short-term changes you made sufficient for scaling over the long-haul? SUSTAINABLE GROWTH DRIVERS Is your current infrastructure aligned with the way your model has or is likely to change? Perhaps you need new technologies, an updated organizational structure, new processes or workflow. Are you selling different products or services? What areas are most likely to continue to grow in the balance of the year? Perhaps your average price per project or sale is lower than before? Take a moment to reflect on the following:Įvaluate how your business model has shifted over the past several weeks. One lesson from this pandemic is the benefit of flexibility and that’s especially applicable to business models and go-to-market strategy. Those early shifts may have been hastily implemented – implementing a bare-bones e-commerce platform or redeploying teams on short-term projects, for example. Unless you are one of those fortunate businesses that’s in higher demand (videoconferencing technology, PPE manufacturers, home office furniture, and yes, toilet paper) odds are you’re having to adapt your business in some way to generate sales. Where is additional follow-up needed? You may see slower payments and should potentially take that into consideration for your cash flow projections. AGILE BUSINESS MODEL How does your cash position compare to pre-COVID-19? What changes do you need to make to ensure your business has the cash to operate? Update both your revenue and cash flow projections.
0 Comments
Leave a Reply. |