There’s that natural sense of trepidation that comes with taking the plunge into business.

Unlike a cold dip, it can take quite some time before you come up for air. And, sometimes, longer still to feel like you’re not just treading water.

But as LA-based investor and entrepreneur Lauris Liberts says, “Don’t wait for the right moment to start the business. It never arrives. Start whenever. Now.”

While there’s a lot you can only learn through experiencing the inherent highs and lows of business firsthand, there are also many tips and resources you can draw upon throughout your business journey.

At Kiikstart I work with businesses ranging from start-ups to large corporations, supporting the development of their business strategy, tactics, skills, and capacity building functions.

Here, I’ve offered a few of my top tips for getting started. If you’re not a business novice, chances are these tips are a good refresher anyway!

Be Genuine
Of all of the tips I can offer, perhaps the most important is to genuinely believe in your product or service. Entrepreneur and philanthropist Maria Forleo advises, “Never start a business just to ‘make money’. Start a business to make a difference.” This comes down to knowing your why. Ask: how will my product or service enrich people’s lives? Your business is much more likely to succeed if you know your ‘why’ and have the passion to keep at it through tough times. Only a genuine belief in your offering will allow this.

Know Your Worth
Do your homework before starting out. How is your business of real value to people? Does it fulfil a gap in the market? Or are you doing things a little differently? Never start a business because someone else told you that you would be good at something. This is a disaster. To be able to make any business work you need to be able to quickly articulate why someone should spend money with you. This is not for the faint hearted or overtly humble! Know your worth, and be ready to spruik it!

Mind the Gap(s)
We all have personal strengths, as well as weaknesses and skill gaps. Get real about your skill gaps – and find solutions to these. Play to your strengths, and assess whether further learning is needed, or whether you’re better off having an employee or contractor do some of this work for you. It’s all about weighing up risks and opportunities. Over the past 12 years I’ve mentored 1700 people to lifelong change, including career change. When people say they want to undertake further study, I always ask how it will benefit them and their business. What changes will it make? And if they don’t do it, what is the outcome?

Choose Your Partners Wisely
Choose your partners carefully in business – and in life! There will be times when you need to lean heavily on your partner, so make sure you have someone who can be there for you when times get tough. Also be careful about who you partner with in business. Ensure this is a person you can trust completely, and that you have complementary skills to bring to the table. As Emma Jones, founder of Enterprise Nation, says, “Choose a business partner as carefully as you would choose a spouse.”

Master Your Time
A business isn’t a 9-5 job, so being disciplined with your time – and how you let other people use it – is essential. Starting a new business requires the ability to consistently set and meet deadlines, even if that means saying “no” to the demands and expectations of other people. Remember that for every client-facing hour, there will be just as many hours of work required behind the scenes looking at your business’ strategy, communications, financial management, administration and more.

Take Care
Self-care is a crucial element to long-term business success. So get your physical and mental well-being in order, and make a commitment to yourself. If this means working with a personal trainer and psychologist, then do it. Starting a business and pushing the limits will be the most enjoyable and stressful venture you can undertake. If you are not well in every sense of the word you, will not give yourself the best possible chance of success.

Stay Accountable
Ensure you are accountable to someone outside of your family and friends. Whether this person takes the form of a mentor, business coach, or comes via a formal business program, it’s vital you verbalise your plans and ideas to this trusted source. Choose someone with great business instincts and vision who will also call it as they see it.

Need an accountability partner? Kiikstart offers a Virtual Scholar mentoring program suited to both start-ups and established businesses throughout Australia. During the program, I’ll work with you either in-person or via technology to develop your business – and yourself. Working in partnership with you, we co-create your learning experience so our focus is on what’s most useful to you. Sessions are an hour at a time, and designed to fit in with your life, including over the weekends if need be. If you’re looking for an accountability partner in business, Kiikstart could be it!

Contact 0428 593 400 or email enquiries@kiikstart.com.

Courage. Look at most of the world’s successful business leaders and courage is a fitting word to describe their approach to business.

From Sir Richard Branson, to Warren Buffett, Elon Musk and Anita Roddick, entrepreneurs take calculated risks to achieve results.

They’re dreamers and hustlers who prove that business as usual just won’t do.

In a global marketplace, it’s clear a ‘business as usual’ approach gets you nowhere. Today, business means being brave, challenging your thinking, consistently questioning whether you’re giving the market what it wants, and seeing risks as opportunities.

Here, I’ve outlined five simple tactics for combatting business as usual. So be brave and buckle up, because the life of an entrepreneur is one hell of a ride!

1. Continuous improvement

Undoubtedly a buzz term, when continuous improvement is done right, it’s a sure-fire antidote to business as usual. In a nutshell, continuous improvement is ongoing effort to improve all aspects of your business, from its productivity to its processes and people. Self-reflection is an important part of this. Seek input from your team, and think about what you’ve delivered to the market in the past 12 months, and how.

Why? Remaining relevant, responding to customers’ needs and leveraging new opportunities ensures you’ll continue to provide what your customers want.

2. Dispose of waste

Yes, minimising waste is key to business success, but I’m also referring to missed opportunities, under or over-servicing, duplication of services, errors in service transactions, and delays when working with external providers. One of the greatest sources of waste? How people use their time, and wasting energy pursuing “opportunities” that don’t eventuate. All of these scenarios impact your business’ efficiency. Consider the greatest area of waste in your business and its impact on your customer’s experience. Start small – address how you can minimise waste in this area of your business, and build from there.

Why? Waste not only impacts your business’ bottom line, but can also be a source of frustration to your team. Turn this around and show you care to your employees and your customers.

3. Innovate or perish

Innovation is defined as “the implementation of a new or significantly improved product (good or service), process, new marketing method or a new organisational method in business practices, workplace organisation or external relations”. Innovation means doing something significantly different, which could take the form of a small or large change. Kiikstart recently worked with a national financial services firm to re-invent how they presented figures to clients so this information was more creative, interactive and led to more regular contact and increased revenue. The purpose behind this new visitor servicing model was to meet the challenges and opportunities of the ”new world”, where the next generation of leaders and business decision makers wanted a more exciting approach to facts and figures. Not only is the new model more visually stimulating, but it also creates opportunities to take financial figures and build real business capability that improves all aspects of business – not just the bottom line. It is user-friendly and creative, but most importantly, simplified and practical.

Why? Businesses that fail to innovate perish. Luxury handbag retailer Oroton went into voluntary administration late last year. The brands failure to innovate is one of the major reasons for falling sales. The brand failed to respond to the rise of “accessible luxury” brands, such as The Daily Edited and Mimco. The brand was sitting in no man’s land in terms of brand and offering, lacking the edginess to attract a younger market – and with nothing to drive back the customers who were already familiar with the brand.

4. Broaden your definition of innovation

Yes, innovation might look like sending a Tesla Roadster into space if you’re Elon Musk, but we should extend beyond technological innovation. It might relate to your style of communication and the way your messaging evolves over time. It could be about giving customers greater choice in how your product or service can be accessed. It might relate to price points, your hours of operating and how the product or service is packaged. Or it could relate to a partnership or a product offering or event that your customers would value as a special value add. Some brands, for example, offer cinema screenings of films they think their VIP customers will like as a ‘thank you’ for their loyalty.’

Why? While technological innovation is important, creating added value for customers and meeting their evolving needs over time takes a much broader approach. Brands that also innovate in other ways will reap the rewards.

5. Measuring performance

Finally, if the thought of business as usual is weighing you down, having the appropriate measures in place so you can identify the areas where your business is excelling – and the areas where you could do more – is key. All businesses have certain measures that are essential to their success. Focus on what is important to your business, and ensure these measures extend beyond financial measures. Carefully select your KPIs to ensure your business’ long-term success.

Why? As the saying goes, “what gets measured gets managed”. Setting KPIs will not only encourage your team to continuously improve, but also put in place useful measures for assessing your success and failings.

Need support combatting ‘business as usual’? Contact 0428 593 400 or email enquiries@kiikstart.com.

Are you considering attending or exhibiting at an expo next year? Last week, we explored why most people don’t fully utilise their expo experiences. And, how human connections are the secret ingredient to a successful expo.

Let’s go through how to develop a cohesive experience.

Outline a theme & know who you’re targeting. 

You need to be able to define a key theme and angle to focus on and communicate. Make sure you know the story you want to tell about the business and how it operates, as well as the brand personality.

Know your target, too. Have a criteria for determining the best market fit. What does this look like? Are you targeting by industry, business purpose, businesses of a certain size or certain customer types?

Define how you want to interact with key target markets. What experience and takeaway information do you want to give them? For the expo offer make sure it conveys your vision and what they can expect from the expo.

Follow up is key. 

This is the part of the expo experience that people don’t consider. That is, what happens post-expo. The way you communicate with your guests after the expo is critical. Remember, it’s not about quantity but quality. Get yourself in the mindset of generating relationships, not numbers. Judge the success of your expo appearance on the deepness of the relationships you start and foster.

Have a clear, step-by-step process for getting in touch well before attending. Be clear about your intentions not just for the expo, but after it. Do the things that other exhibitors don’t.

Send a personalised letter that genuinely thanks the people you meet that you identify as the ideal connections. Recap on what you discussed and key points relating to their ‘pain’, plus reiterate what was of core interest. Tell them what you’d like to do for them. Be clear on the next steps and have a key action to call them in a week to put plans into action. Get their feedback and opinion on what you’ve discussed. Most businesses stop once the expo is over. Don’t let this be you.

At Kiikstart, we’re dedicated to helping people create more choice, influence and control about how they do business in modern times. If you’d like to hear more about what we do and the benefits for our clients, contact us today on 0428 593 400 or email enquiries@kiikstart.com.

When was the last time you attended an expo? Maybe you even had a site at one. Whether you were a visitor or exhibitor, did you maximise the opportunity? If you didn’t, this article is for you.

First, it’s important to get clear on why you’re part of the expo. Know what outcomes you’d like to achieve and the response you’d like to give people interacting with you. Outline the content and messages that need to be created to generate these connections. In the greater scheme of your branding, how will the expo help achieve your business vision?

See, preparation is the key of any successful expo. Most businesses forget this part.

What do people want? 

Times are changing. This, we know. But what does this mean for businesses presenting at expos? Let’s look at a few of the key factors that determine engagement with you and your site.

  • The quality of your people, branding, marketing and products or services
  • How interesting but authentic your story is
  • Offering choice in product or service (two or three options)
  • Whether you can inspire and surprise people
  • The manner in which you express value – without being ‘cheap’
  • The level of co-creation and buy in people have with you while interacting
  • Storytelling of your brand, verbally & visually
  • Hands-on interactivity with the product or service
  • Your ability to educate and challenge perceptions with confidence and conviction.

It all comes back to that human connection we always talk about. Expos are a rare opportunity to connect face-to-face with your current and potential customers. How do you want them to feel as a result of interacting with you? What will it require from your business to be able to create this response?

Next week, we’re going to focus on developing a cohesive expo experience. The most important factor to consider is who you’re targeting. Sit with this for a week or two, until the next article. We’ll also cover the importance of following up, post-expo.

And don’t forget to check out our recent four-part series on how to modernise your mainstreet. Even if you don’t operate a business on a mainstreet, you can still learn and benefit from the concepts we explore.

At Kiikstart, we’re dedicated to helping people create more choice, influence and control about how they live, work and learn. If you’d like to hear more about what we do and the benefits for our clients, contact us today on 0428 593 400 or email enquiries@kiikstart.com.

In the last two articles, we’ve explored how modern mainstreets need to innovate and go beyond the expected. But exactly how can towns do this?

Your mainstreet needs to become a destination of experiences, not just a place for visitors to consume ‘stuff.’ Offerings will be developed faster, with ongoing change among traders. Think of it like a constant start-up phase that celebrates newness. 

Consumers care where they spend their money so, regional uniqueness will be the point of difference – with hands on interactions.

Innovation in action. 

When we talk about innovation, we don’t necessarily mean a new, industry-shaking invention. It can be as simple as offering more choice in terms of the hours you open and products you offer. Like 24/7 ‘swipe-in’ gyms! Innovation and creativity can relate to processes, too. Explore different ways to deliver the service experience.

Consider how your staff connects with your guests. Do you offer samples to create a sense of involvement? Is it possible for guests to make their own product?

Think about product ingredients or equipment to keep ahead of the crowd. Strike a balance between connecting online and in person via traditional means.

What’s your level of follow up like? How can you keep people up to date with your product or service delivery? Can you make them excited to visit before even arriving? And, how can you give them a guarantee so they feel comfortable buying from you?

Innovation can be responding to skills gaps in a way that others have not. What are those little extra bits of love that other brands don’t offer? This is innovation.

The leaders of main streets in the future will challenge the commonly held perceptions of what it means to be part of this space. While this will not be necessarily comfortable for the status quo, it will be vital for the ongoing relevance of the main street space and attracting the next generation of thinkers.

An entrepreneurial mindset will create great places to be. Not just great places to shop. There is a key difference between the two. The businesses and brains that excel in a competitive environment will work with purpose and create a distinctly different environment in which to be part of.

At Kiikstart, we’re dedicated to helping people create more choice, influence and control about how they live, work and learn. If you’d like to hear more about what we do and the benefits for our clients contact us today on 0428 593 400 or email enquiries@kiikstart.com.

Modern mainstreets need to go beyond what’s a ‘normal’ retail strip, becoming destinations of experience. They need to offer more than just selling ‘things’, with offerings that constantly change. A ‘constant start-up’ strategy is required.

It’s more about the experience and less about the shops. Where place and people are just as important as quality and communities benefit more than just individual businesses. These areas celebrate the authentic, bespoke and personalised experiences.

Storytelling connects visitors with local identities and creatives working side-by-side. That’s when mainstreet ‘legends’ come to life. Everything is hands-on and nothing is observed or experienced from a distance.

Let’s talk emotions. 

For businesses and traders, it’s important to consider how you want your visitors to react, think or feel. They want to feel important and valued, part of a unique group, remembered, accepted, educated and inspired, and part of something bigger – a community.

Once you know the answers to these questions, you can help create these emotions. This helps consumers care more about where and how they spend their money, as there’s greater soul and personality in the brand offerings.

Experiences become intimate and there’s a sense of rarity and scarcity among traders. Artisan products will take over mass-produced.

Tactical partnerships. 

Modern mainstreets unify traders. And tactical partnerships allow two parties to create product and service offerings that don’t currently exist. Businesses work together to identify key gaps and continue to de-construct and re-build experiences on an ongoing basis. It never stops.

People visit more regularly because they experience something they can’t find anywhere else. As a result, partners access new markets that may not be possible if working alone.

As you start thinking about evolving your own mainstreet, first consider these potential roadblocks:

  • Attitude of unhealthy competition amongst traders and unwillingness to explore partnerships
  • Unwillingness to invest in infrastructure, product and people capability
  • Believing your own hype and resting on what has worked even last year or the year before for your business or mainstreet
  • Not understanding the real desires and hot buttons for your most ideal customers
  • Not knowing who your ideal customers are
  • Inability to define brand personality and how this can be leveraged to shape modern environments, people and product offerings
  • Inability to showcase new and emerging offerings. Sticking with tried and true.

Next up, we’ll be covering what a dynamic, ever-evolving mainstreet looks like.

The modern mainstreet is more than just shopping, now. It’s about creating a mini destination.

At Kiikstart, we’re dedicated to helping people have more choice, influence and control about how they live, work and learn. If you’d like to hear more about what we do and the benefits for our clients contact us today on 0428 593 400 or email enquiries@kiikstart.com.

We talk about the value of applying an entrepreneurial mindset, no matter what stage (or type) of business you’re in. The same goes for the modern mainstreet.

Mainstreets are an interesting place. Often, they’re located in regional areas, featuring a collective mix of businesses. Kiikstart is launching a series to help mainstreets modernise their offerings and remain thriving hubs for towns, attracting both locals and tourists.

In this article, we’ll introduce you to a few of the important takeaways to warm you up.

Mainstreets need to innovate, too. 

Innovation in a modern mainstreet environment is about becoming a distinctive place that’s a destination in itself. Diversity is the key, especially beyond just food and wine. You need to listen to what your visitors are telling you.

This is what Barossa Visitor Information Centre did. They’ve created experiences relevant to the region, giving thought to what’s curated within the space. People get to choose their own adventure, a rarity in tourism offerings. There’s greater choice in events and retail, using both verbal and non-verbal storytelling to connect with guests.

The region celebrates co-location and co-creation within the VIC – through the cycle hub (that allows people to secure their bikes, pump up their tyres and buy accessories), the library, outdoor meeting space with games and chill-out areas, and a dedicated spot for events, markets & licensed bars. This multi-purpose approach with a commercial spin is what’s leading to its success as a region.

The product mix has evolved. There’s a product shift to hand-making modern, contemporary experiences with residents, visiting family and friends and guests.

Bring local producers together in a way that doesn’t currently happen, so new experiences are created. What are other businesses doing? Avoid overlapping offerings. Don’t be afraid to think about how you can generate revenue. The regional brand values should always be in the back of your mind, as the bigger picture.

Final takeaways. 

Modern mainstreets are real destinations, not just another retail precinct. Work to become authentic and grounded in the regions uniqueness. Get hands-on in your product and service interactions, instead of having people observe from a distance.

Before our next article, think about these points:

  • Continuously challenge and review what you do, how and why
  • Always adopt a client-centric approach
  • Be brave and courageous in your business decisions
  • Ensure internal and external environments are user friendly and accessible
  • Never rest on your laurels – work hard to create an incentive to return repeatedly.

At Kiikstart, we’re dedicated to helping people have more choice, influence and control about how they live, work and learn. If you’d like to hear more about what we do and the benefits for our clients contact us today on 0428 593 400 or email enquiries@kiikstart.com.

We’ve all done this. Stood in an aisle, with hundreds of choices staring at us, only to make a choice based on packaging alone. For wine, it’s the label that we see first. For producers, this is why the branding is so important. It has to tell your wine’s story, in a matter of seconds.

At Kiikstart, we talk a lot about the story. The verbal and non-verbal cues. The way your customers (and potential customers) perceive you.

Think of your label as an advertisement for what’s inside the bottle. You’ve got to spend time finding out what your current label really says to your customers. And more importantly, what do you want it to say? This will guide your design choices.

Wine packaging gives cues to buyers about what to expect inside. The bottle shape, colour, how it’s sealed and the label all serve as ‘chapters’ in the story. Does your label illustrate homemade wine or a corporation? Will it be for millennials or baby boomers? Is it fruity or heavy? For a special occasion or an afternoon BBQ?

Know what you want to say about the wine in the bottle. Once you’ve got your main message, you’ll have a basis for designing the personality of your bottle. By focusing on a deliberate visual message, you’ll be amazed at what the right label can do for your wine.

Have fun with it and push the envelope. Put yourself in your customers’ shoes – someone who knows nothing about your wine. How can you use imagery to get them to purchase it? What would stop you in the aisle?

Consider how your label fits in with the rest of your brand experiences. Will they get the same feeling walking into your winery for tastings? What about your website or social media – does it have a similar vibe? While your label might only seem like a small part of your overall communications, it plays an important role. It’s the first thing people will see.

Aim to appeal to a problem you’re trying to solve. There are five basic stages which a customer usually goes through when buying a product.

They are:

  1. Need recognition
  2. Information search
  3. Evaluation of alternatives
  4. Purchase
  5. Post-purchase evaluation

Your label will help you standout when they’re evaluating alternatives, but the rest of the steps can’t be forgotten either.

At Kiikstart, we’re dedicated to helping people have more choice, influence and control about how they live, work and learn. If you’d like to hear more about what we do and the benefits for our clients contact us today on 0428 593 400 or email enquiries@kiikstart.com.

What’s the best customer service you’ve experienced? What made it a standout? Now, flip that and think about the worst scenario. Why was it so bad?

If you run a winery, you’re not just producing beautiful wine. You’ll have customers coming to you to enjoy the full experience – tasting wines and food as well as seeing where the grapes are grown. Today, the winery business is more dynamic than ever before, especially in prominent regions like South Australia.

It takes smart strategy, unique branding and creativity to make your ‘drop’ stand apart from the rest. So, how can you do this? As we’ve been realising across the tourism industry, involved experiences are the future.

For example, you could offer smart, complimentary tours and services that encourages people to stay longer, and spend more. Be diverse in the type of tours, shows, and food offerings to provide choice and multiple income streams. Use content to make recommendations and suggestions, so it educates and makes it easy. Use local ingredients linking history and cultural elements back into the present day.

Don’t be afraid to ask for feedback to build on these experiences. Ask questions such as:

  • Why have you chosen our business or region? What is of interest to you?
  • Describe what the perfect offering/experience looks like?
  • What experience don’t you want to miss out on – must do’s?
  • Is there anything in particular that you do not have an interest in?

It’s all about the personal connection. How do you want people to feel as a result of the end-to-end interactions with you? This is referred to as the UEP (unique emotional proposition).

Be specific to your market, focused on being interesting while still authentic, and providing real value for money (this doesn’t mean being cheap). Allow for greater personalisation of experience by allowing staff and guest to co-create what is delivered.

Think about how you can make every interaction unique. Tell your story, both verbally and physically. Entertain, educate and challenge, all at the same time.

BETTER BUY IN THROUGH HANDS ON INTERACTION AND THE SHARING OF OPINION  

The Adelaide Botanical Gardens Restaurant give their customers a compelling experience that keeps them coming back.

Key takeaways from a recent dining experience:

  • The Sommelier provides exceptionally good product knowledge, backed by passion but told in a way that was accessible and interesting.
  • Offers unexplored wines that were not easily found or were undiscovered and allows you to try a range of brand new, seasonal offerings (not just one) at the table and left the bottles with you to read more.
  • Checked in and asked your opinion – was gaining valuable research organically in real time.

Think about your own approach in the early stages of contact. What ways are you currently personalising your approach to interacting with guests in creating meaningful experiences? How could you improve this so it encourages more visits with more purchases?

The majority of businesses spend all the time focusing on the face to face delivery and not enough commitment of resources to the before stages of the customer interaction and certainly not afterwards in the post service delivery.

Use your imagination. Experiment… and don’t be afraid to think outside of the box. Ask your customers what they like and don’t like by asking insightful and brave questions that delve deeper into your clients opinions and perceptions. Engage with them and show them that you care about more than just dollars.

Business is like life; there’s both good and bad times. The difference is, a lot of the time with business, those lulls can be avoided.

A national survey of accounting firms revealed some of the reasons why businesses suffer. Here’s what they found:

  • 55% had poorly designed business models & inexperienced management
  • 46% insufficient capital or inadequate access to borrowings, preventing growth
  • 37% failed to seek professional advice
  • 35% expanded too quickly
  • 32% didn’t plan for volatile costs
  • 27% wouldn’t adapt to changing markets
  • 26% had inadequate financial management
  • 25% didn’t market themselves (sufficiently or at all)

And we would like to add one more from our own observations over the last 11 years – owners and decision makers are suffering from the busy disease. No time is actually allocated each week to thinking, reflecting, planning and most of all DOING!

At Kiikstart, we talk about the importance of having a continuous start-up mindset, no matter what stage you’re at in business. The importance of giving yourself the time to develop your business and work on it, not just in it.

Entrepreneurs are different beings. We like to continually create, challenge the norm and have courage to leave behind the old and tired. Entrepreneurs have the ability to improvise and respond in real time. There is self-belief, focus and absolute grit when times get tough – and they do get tough. Entrepreneurs are willing to take opportunities (not “risks”) that others are not. 

The three keys to success 

Business can be done in millions of ways.

Managing these details can be boiled down to three key things which make business successful: Lead, leverage and lift.

1. The Lead Key

This is all about leadership and development rather than just management 101. By the way define what leadership is for you, your brand, your staff and most importantly your client.

Leadership is such an overused word we rarely stop to ask what is it and how do I show it through my business?

Some factors that underpin the lead key include:

  • ‘Vision’ (the ‘why’) for your business
  • ‘Mission’ (the ‘how’) of your business.
  • Your business values and organisational cultures – there’s not just one culture.
  • Your business model and time spent on developing it with changing times and trends.
  • Setting boundaries and standards for yourself and your team.
  • Building relationships and how you do this – both internal and external customers
  • Willingness to seek help from others outside of your own network.
  • Choosing the right team and deferring on expertise where needed.
  • Adding value to others and adopting a client centric attitude.

Improving your skills in these areas will help you better manage the next two keys.

2. The Leverage Key

This is all about productivity and efficiency which will focus on maximising outputs while minimising inputs. Leveraging is all about maximising what you already have within your people, place and product without going into major debt and gaining a head full of grey hairs in the process.

It does however often requires a change in how you do business and re-invention as part of the process. Some of the details you need to get across before you plan the leveraging process include:

  • The level of efficiency and effectiveness in regards to current business processes.
  • Productivity of both humans, processes and systems.
  • Profitability of the business – not just the revenue.
  • The current talent and skill level of staff – where are the strengths but key skill gaps in performance?
  • Processes for utilising your human resources to their full potential.
  • Current distribution channels.
  • The quality and value of current strategic partnerships.
  • Methods on maintaining health cash flow including cost management and control.
  • Control of inventory (or current client work in progress).
  • Commitment to innovation and continual creativity.
  • Processes and systems in place to measure and review quality control.

3. The Lift Key

This is all about the sales and marketing activity which will lift the turnover of the business.

Details to get across include:

  • Your value propositions and Unique Selling Proposition (USP).
  • Your UEP this is the unique emotional proposition and how you want people to feel as a result of their interaction with your business.
  • Products and services – current mix.
  • Your brand and the style and manner in which it’s expressed
  • Customer segments and the level of focus and detail.
  • Profitability by customer segments.
  • Customer relationships and end to end experience – not just service 101.
  • Customer channels – how accessible is your business? This relates to how you deliver the end to end client experience and relates to staff attitude and level of responsiveness across all channels.

Leveraging the time and resources you have 

We can’t forget the 80/20 rule. Put your time into those 20% of activities that’ll garner 80% of your results. Make sure you’ve got the resources and processes in place to review where you’re getting the most results. This will require you take time out, review and reflect on the current clients you have and how you actually service them.

Manage your commitments, prioritise and plan your daily tasks, and leverage the time you have. You can achieve this by structuring your business, making your processes more efficient, deploying technology and outsourcing. Value your time.

Remember you cannot “manage” time, it will move on regardless of you, but you can certainly have more respect in terms of how you use it.

At Kiikstart, we’re dedicated to helping people have more choice, influence and control about how they live, work and learn. If you’d like to hear more about what we do and the benefits for our clients contact us today on 0428 593 400 or email enquiries@kiikstart.com.