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Category - Financial Performance

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1
7 Financial Measures To Help You Manage Better
2
6 Key Must-Haves In Your Business
3
From Vision To Strategy
4
How To Increase The Value Of Your Business
5
Business Performance Measures

7 Financial Measures To Help You Manage Better

If your small business is in the growth phase, that means you have survived your startup phase and are on your way, so well done!

The growth phase of a business is characterised by a rapid increase in sales. Customers have become aware of your business and know how your product or service meets their needs. So, they buy more and more, and more of them come to you, at least to try you out further.

However, I have to rain on your parade slightly to tell you that the growth phase of a business can be stressful times.

This is because the characteristics of the growth phase poses a number of challenges.

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6 Key Must-Haves In Your Business

When you are starting a business, or even as you grow it from the start and enter into a steady period of consolidation and wish to review your performance, it is useful to take a step back from the nuts and bolts of starting or running your business and consider what makes up a business.

Sure, you must have (hopefully) a great product or service and you must have customers.

But what makes up a successful business? What are the key ingredients you must have?

I created Teik Oh Dot Com in order to help small business owners implement these key ingredients that together make up a successful business, to be the small business owner’s one place to go to in order to find the practical processes to improve their business and become successful. You can subscribe to get these free tools and resources delivered directly to you by clicking on this link and signing up.

Importantly, I believe that when you start your business, you need to focus on six key must-haves in your business to set you up for success.

So let’s dive into the 6 key must-haves in your business.

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From Vision To Strategy

Last week I gave you a system to make your vision statement come alive and become a day-to-day measure of what you do, what decisions you make, and where you go from the now to the future.

If you haven’t seen that lesson on how to make your vision real, then go back to teikoh.com and search for the article and video lesson published on 29th January 2019. Go now, then come back here!

In that lesson, I talked about the four perspectives by which you should define your vision, making it real by describing exactly what your business will be like from these four perspectives, and therefore using them as measures on achieving your vision as well as guides on your day to day behaviours and decisions. Now, let’s dive deep into those four perspectives to see how you should use them to define where you want to go and how to get there.

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How To Increase The Value Of Your Business

The value of your business is not just based on the tangible assets – the equipment, the buildings, the accounts receivable – but is also based on intangible assets or “goodwill”.

Goodwill is the “extra” value of your business that is caused by all the intangible things that you do in your business to make it a profitable business that can continue beyond your ownership or stewardship. These include things like your customer relationships, your reputation, the efficiency of the business processes, marketing quality and resources, staff behaviours and culture, and your systems that create a great product and service.

Imagine two similar businesses.

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Business Performance Measures

Businesses need measurements. People need measurements.

Without appropriate measurements, how do you know if your business, or your employees, are effective, successful and doing what is supposed to be done?

Determining what to measure can take a lot of consideration, and yet it will probably be only a fraction of the time required to implement the measurement system. However, this investment in time, energy and money will reward you when you can actually see if improvements in sales are caused by new strategies or changes to operations; when you receive early warning about problems from warnings in measurement reports; from understanding what drives the business and what levers to pull to get desired results.

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