5 Pillars of a Profitable Business · 2016-05-04 · individual’s success will be determined by his or her desire, dedication, effort and motivation. There are no guarantees you

5 Pillars of a Profitable Business


2 Copyright © Wild Empowerment Ltd 2013


The 5 key areas that must be rock solid for your business to develop, survive and grow

Contents:

Introduction

Why read any further?

The 5 Pillars of a Profitable Business:

1) Products and Services

2) Purchasers

C.L.E.A.R. customer strategy

3) People

4) Plan

5) Processes

A bit about us

Next steps



The legal bit Copyright © Wild Empowerment Ltd 2013 We, Wild Empowerment Ltd, are the owner of (or licensee) of all intellectual property rights in all materials provided to you or information shared with you in “5 Pillars of a Profitable Business” (“materials”). The materials are protected by copyright laws and treaties around the world. Where we are legally able to do so, we grant you a worldwide, non-exclusive, royalty-free, revocable license to use the materials for your own purposes only. You may not reproduce in any format or share or disclose to any person any part (or all of) the materials without our prior written consent. Other than the above, we do not grant you any other rights in relation to the materials and all other rights are reserved. For the avoidance of doubt, you must not adapt, edit, change, transform, publish, republish, distribute, redistribute, broadcast, rebroadcast, or show or play in public any or all of the materials (in any form or media) without our/my prior written permission. You may not without our prior written consent make any audio or visual recordings of any part of “5 Pillars of a Profitable Business”. You may request permission to use the copyright materials in this eBook or website by writing to Nikki Wild by email at: [email protected].

We take the protection of our copyright very seriously. If we discover that you have breached the terms of the above license, we may bring legal proceedings against you and seek monetary damages and/or an injunction to stop you using the materials. You could also be ordered to pay our legal costs. Disclaimer: Any income or profit statements and examples are not intended to represent or guarantee that everyone will achieve the same results. Each individual’s success will be determined by his or her desire, dedication, effort and motivation. There are no guarantees you will duplicate the results stated here, recognising that any business endeavour has inherent risk for loss of capital. You agree that you are using the “5 Pillars of a Profitable Business” at your own risk and that we shall not be liable under any circumstances for any matter arising out of your use (other than for matters for which we are not legally able to exclude or limit liability). Due to the nature of coaching, we do not guarantee any particular result. We will endeavour to ensure that all information that we provide is accurate and up-to-date but we shall not be liable for any claims arising from such information being inaccurate or not up-to-date or otherwise.



Introduction Since 2009, I’ve worked with hundreds of executives and business owners, from start ups to established businesses and corporate teams. Whatever their circumstances, they all have one thing in common... … The people I work with already know how to be successful but want something more. Perhaps they would like to increase their profits, have a team that plays nicely together or claim back their weekends... or sometimes all three! I help busy owners of service focused businesses to get really clear about what to do next, how to go about it and why. So that they…

make great decisions,

are confident about the future,

have ideal clients who love what they do. In the pages that follow, I’m going to share with you my observations and thoughts about what makes a profitable business successful. These ideas are the result of nearly two decades working in, and managing, finance departments in the NHS and private sector, from my years as a company director and my recent years as a professional executive and business coach. I invite you to read and discover which points you identify with, agree with and, yes, maybe disagree with. It is entirely your choice as to what you do with the information – whether you consign it to the bin, write to me with your comments or maybe apply an idea or two for yourself. As the owner of the business, you know the importance of taking time to review what is happening and not spend all your time stuck in the day-to-day activity. I want you to get great value out of this report, now that you have it. So, give yourself permission now to step away from your email, to switch your phone to silent and to allow yourself a distraction-free 20 minutes to read through this paper and decide what you’re going to do with what it contains.

Nikki Wild Wild Empowerment Ltd



Why read any further? This is a chance for you to check the 5 Pillars of your business – to see how solid they are and whether they are fully supporting what you do. It may also reveal whether any of your Pillars are perhaps a little wobbly or becoming crumbly in places so that you can make some decisions about what to do about it. It can sometimes be overwhelming to think of the whole business in one go. But my 5 Pillars model helps owners to do that in a way that shows how everything fits together as well as being able to look more closely at individual areas. Every aspect of a profitable business fits into one of the 5 Pillars. The next few pages give you an overview of the whole model to get you thinking about the next steps for the profitable future of your business. To get an idea of what I mean,

I’d like to invite you to use your imagination... Think for a moment about Stonehenge – that ancient monument in Wiltshire. There are huge stone platforms, supported on great big, solid pillars For thousands of years, they have remained standing because of the strength of those pillars. Now imagine that your business is the platform supported by its own 5 pillars. What would result if one of those pillars was crumbly or wobbly? And now remember that all the Pillars are equally important and that they’re all inter-related.

If one Pillar becomes weak, the whole business is placed at risk. So, what are the 5 Pillars?



The 5 Pillars of a Profitable Business are:

1) Products and Services 2) Purchasers 3) People 4) Plan 5) Processes

... and I’ll cover each one in more detail in the following pages. If you want to be more profitable in your business, at the simplest level you only need do one of two things:

Increase income or

Reduce costs.

Each of the 5 Pillars contributes to a business’s profitability.


Products & Services

Purchasers People PlanProcesses & Systems



1: PRODUCTS AND SERVICES For the purposes of this Pillar, I will use the word “Product” to refer to any product or service that your customers or clients buy from you, whether tangible or intangible. Before you can have a business, you need something that people will buy. But having an idea for a product isn’t enough. The Products and Services Pillar includes:

What you sell. o Products and services; Packages o Positioning your product in the market place o Pricing o Delivery

What your customer is buying... hint – that’s rarely the same thing as what you sell!

Package By packages, I mean the ways in which you bundle up what you sell into different combinations that can be bought. Having a single product means that a potential customer has a decision simply to buy or not to buy. But if you package up different versions of that product, your potential customer now has options available to them. Why do businesses create different packages of their Product? Consider a potential customer with a particular budget in mind. If you have a single product to offer, then it is either within or outside your prospect’s budget. A price-based decision might dictate whether they buy or not, regardless of how good your product is or how strongly they want it.

Pillar #1

PRODUCTS and SERVICES



Now consider the same customer, presented with a few packages or bundles of your Product at different price points. Now the prospective customer can see that there are options available to them within their budget. It removes price as an objection.

“Value is not determined by those who set the price. Value is determined by those who choose to pay it.” ― Simon Sinek,

Start with Why

Pricing

Over the years, I’ve observed businesses setting prices using a variety of methods. The three most frequent being: 1. Market based.

They look at what others are charging and choose something comparable. There is an element of guess work involved because they’re not always comparing like with like when it comes to Product.

2. Revenue based.

They decide a required level of revenue, consider the capacity in the business for the number of customers and divide one by the other. The price may be higher or lower than others in their market but correctly positioning the Product enables a business to differentiate themselves from competitors. This method is sometimes used when there are no comparable providers in their market.

3. Results based.

Returning to the point about what the customer is actually buying, the price is set based on what the result is worth to them. e.g. If a business hires a sales consultant to generate £500,000 in sales, they may be happy to pay that consultant 10% (£50,000) to achieve those sales – regardless of how much time or involvement the consultant has in the process. This approach sometimes arises as a result of supply and demand. You are the only business supplying what you do the way that you do it so supply is limited to your capacity. When supply is limited relative to demand, prices increase. So, if a customer wants to work with you, they accept a premium rate to obtain that Product.



What your customer buys...

... and why having a product or service to sell is not enough Here’s the hard truth...

Your customers don’t want your product! Sorry to break this to you but it’s true. But don’t worry, it doesn’t end there. Most businesses started with an idea of something to sell. For every successful idea, there are hundreds, if not thousands, of discarded notions, dreams and prototypes because simply coming up with something to sell wasn’t enough. Your customers don’t want your product...

... What they do want is what your product will do for them. Think about it for a minute:

The couple that hires a photographer for their wedding doesn’t want an extra person at the wedding – they don’t want a photographer. What they do want is a pictorial record of their wedding day so that they can look back at the photographs in the years to come and be reminded of their happy occasion.

The person who goes into a hardware store to buy a 5mm drill bit doesn’t want a 5mm drill bit. What they do want is a 5mm hole.

The person who engages an accountant doesn’t want an accountant. They want peace of mind from knowing that their financial records are in order and the tax man isn’t going to suddenly come knocking on the door.

The business owner who hires a business coach doesn’t want a business coach. They do want the confidence and focus to achieve their goals and ambitions faster and more easily than if they were trying to do it alone – without the frustration of procrastination and distractions getting in the way.

You get the idea. If you haven’t done so already, now might be the time to get really clear on what people are actually buying from you.



2: PURCAHSERS Purchasers are your customers or clients - anyone who acquires your Product. Pillar 2 includes all aspects of your customer relationships.

From first encounters via your marketing strategies

Through the experience of doing business with you while they buy and receive your Product

To how you maintain the relationship over time. The most common aim that I hear from business owners I meet is that they want “more customers”. What interests me though is that whilst that’s what I hear most frequently, it’s also true that it’s the area where they are the most vague. When I ask who their target customers are, most answer with “anyone who wants...” Now, whilst it may well be true that you could potentially help anyone who walks up to you with the funds to buy what you sell, in reality that doesn’t help you to connect with who that next customer might be. If you’re asking for introductions and referrals, it’s hard for someone to introduce you to “anybody”. They’re far more likely to be able to identify someone in their network to connect you with if you’re specific. To help clients to get really clear about who their ideal customer might be, I use my “C.L.E.A.R. Customer Strategy”.

Pillar #2

PURCHASERS



“C.L.E.A.R. Customer Strategy” CLEAR stands for:

Customer or Client

Love it

Evidence

Active

Relevant Applying each of the five steps means that the customers you attract and engage are most closely matched to whom you would ideally like to do business with.

CLIENT or CUSTOMER How clear are you about who an ideal customer would be? Returning to the above point about who your target customer is, stating “anyone” and presumably refining that to “anyone who can pay for the Product” means that some clients will ultimately be far more enjoyable to do business with than others. So, when it comes to an ideal client, I suggest that: Pulse + Cash DOES NOT = Ideal Customer/Client You need to define who your ideal customer is if you want to have an effective strategy for meeting them. How can you connect with your ideal customer if you don’t know who they are?

LOVE IT I’m sure that, like me, you’ve heard statistics stating that it is easier, cheaper and more time efficient to secure repeat business from existing customers than it is to source a new customer. A quick surf of the internet brings up pages of evidence. Here are a few particularly relevant examples:

A customer is 4 times more likely to defect to a competitor if the

problem is service-related compared with price- or product-

related – Bain & Company.



The probability of selling to an existing customer is 60-70%. The

probability of selling to a new prospect is 5-20% – Marketing

Metrics.

70% of buying experiences are based on how the customer feels

they are being treated – McKinsey.

55% of customers would pay extra to guarantee a better service

– Defaqto research.

It costs 6–7 times more to acquire a new customer than it does

to retain an existing one – Bain & Company.

You can see the benefits of creating an experience that customers love. Customers who love what you do are loyal. Loyalty leads not only to repeat business, as these statistics tell us, but also loyalty leads to more referrals and recommendations for new business.

EVIDENCE One of the questions in the mind of a prospective customer is “will this work for me?” This is where your Evidence comes in. If you have Evidence of how you have helped your customers in the past, your prospects can see how you might be able to help them out too. Your evidence helps answer questions they might have. For example, what results they might expect to achieve or how reliable your delivery is. For example, a sports trainer might provide a case study of somebody who improved their fitness within a certain length of time. How you gather your Evidence and share it might vary. The most common approach is written testimonials but I also have audio recorded testimonials that are available to listen to on my website and I know people who are now recording video testimonials. Having a variety of case studies, stories, testimonials and anecdotes keeps the Evidence interesting and helps to build trust in your Product.



ACTIVE When I’m thinking about my ideal clients, they all have something in common. That is, they’re all “Active”. By Active, I mean that they’re looking for the solution to their problem now. They know that they have a problem and they’re ready to engage the business that will be able to help them right away. This means that people who are vaguely aware that they might need help in the future are prospects to keep in touch with for a later date rather than an Active client to start working with right now. The most Active prospects are those who are looking for providers, for example via internet searches. For example:

Consider the couple who own a 2-seater sports car and are expecting their first baby. They’ve decided that they want a more family-friendly vehicle and they’re investigating alternative cars. If their baby is due to arrive very soon then they may be more “Active”, by my definition, than the couple who know that they have several months before their child is due. So you’d keep in touch with the couple who are looking at car options for later in the year and you’ll sell to the couple who are “Active” and ready to buy today.

If you profile your ideal customer (at the Client step) then at any given time, a small proportion of them will be Actively looking for your services. Being Active applies to you as provider as well as them as Client/Customer. How Active are you being in your marketing so that you are visible to those who are looking for you? You don’t know when your potential clients are going to be most Active so by regularly promoting your Product, they’re more likely to come across you (not a competitor) when they’re looking for the solution to their need.



RELEVANT Relevant applies to two areas of how you get your message to your ideal customers and clients.

Firstly, your message. How relevant your message is to your audience will determine whether they receive it.

Secondly, the medium you choose. How you get your message out into the world will determine whether you’re likely to connect with the people you’d like to hear it.

For example:

I had a client who wanted to review her social media marketing strategy. She said she’d been told to “do Facebook” but wasn’t generating any leads. When we analysed her ideal clients it transpired that they were mainly using LinkedIn as their social media tool of choice but she was promoting her business using Facebook. So although her message was relevant, the medium she chose for delivering it was not.

If you don’t know who your ideal client or customer is, then choosing the most relevant message and medium is pure guess work which can cost you time and money in wasted attempts to generate interest. Once you’re CLEAR on your ideal customers and clients, then the process of meeting them and engaging them becomes much simpler.



3: PEOPLE Every aspect of the profitability of a business comes down to the activity of the people involved. The People in the business include both the immediate team and also the extended team outside the business. Sometimes it’s surprising who is in the extended team. It isn’t always obvious who is involved with decision making, meeting goals and day-to-day activity. For example:

The business owner who discusses her business decisions with her husband over dinner may well be influenced by his opinion and therefore he has an indirect influence on her business – possibly without her realising it.

Culture and Values The Culture in a business can make the difference between being somewhere that people love to work and somewhere that people merely go through the motions.

“If you hire people just because they can do a job, they’ll work for

your money. But if you hire people who believe what you believe,

they’ll work for you with their blood and sweat and tears.” ―

Simon Sinek, Start with Why

The Values by which the business operates help to create the Culture and the experience of being part of that business. The Culture extends into the experience of customers, suppliers and beyond.

Play nicely together One of my early clients said that she just wanted her team to “play nicely together”. How that’s achieved is by defining the Culture of the team or business, including the Values and associated behaviour that’s expected. Sometime there is a need to support that with personal development so that the skills are in place to make it possible.

Pillar #3

PEOPLE



Having a clearly defined set of Values to operate by, which are documented and understood by all involved, means that behaviour is consistent with and contributes to the Culture. Unhelpful behaviour (that goes against the Values) can be highlighted and corrected. But having clearly defined Values that everyone subscribes to means that unhelpful behaviour is far less likely to arise.

Roles and responsibilities If the roles and responsibilities are clearly defined and documented, then it is clear what is expected of each person and they know the ways in which they contribute to the business’s success. In a small business, several roles will often be carried out by one person. It’s still valuable to document what the roles entail because there will come a time when one or more of those roles needs to be passed to another person, either temporarily for a particular project or permanently because the business has expanded.

“A boss wants to pay for results, an employee wants recognition

for effort. If a boss recognizes effort, they will get even better

results.” ― Simon Sinek, Start with Why

Skills Ensuring that there are sufficient skills in the business to be able to deliver the plan first requires that you know where the existing skills are. It may be that somebody has hidden talents that could contribute to the business, given the opportunity. If there is a skills gap, it may mean that there is a learning requirement within the business or that somebody with the necessary skills is employed to fill that gap. As a business evolves and grows, so the skills within it need to develop. Having a personal development plan balances the needs of each individual with the needs of the whole business. In most businesses that I’ve worked with, they’ve initially had personal development plans that focus on the technical skills necessary to fulfil a particular role. Often requests for training that aren’t directly linked to the person’s role have been refused. However, including personal development that contributes to the culture of the business is a benefit to both the internal team and your external contacts, customers and suppliers. Seen as “soft skills”, development in this area can result in benefits such as increased customer loyalty and excellent supplier relationships that support the business.



Profitability is all in the mind! You can have the best product, the most highly skilled people and the most efficient processes but none of that will make a difference unless you address what is going on in the minds of your people. What you and your team are thinking about the business, your customers and each other determines how they feel which in turn influences the decisions and choices that are made. Those choices are what drive the behaviour and actions of each person and ultimately the results that are achieved. Get the attitude right so that the Plan for the business (see Pillar #4) is implemented successfully.

Change the thinking Choose the actions that yield the results you want

Design your ideal outcome



4: PLAN I regularly meet business owners who think of the business plan as a complicated

document they put together when they started the business, usually as part of an

application for funding of some sort.

They worked hard to put all the information together but since then it’s been gathering

dust in the bottom of a drawer or the back of a shelf, never to see the light of day.

The Plan pillar is far more than the business plan – it is all aspects of the plan for your

business.

Why plan?

A plan means that not only do you know where you’re starting from and where you’re

headed to but how you’ll get there and the purpose for getting there.

Taking time to plan is an investment in the success of your business. You’re working

on the business, rather than in the business.

It’s very easy to become busy with the day-to-day activity in the business. But without

a plan to work to, that activity may simply be wasted time, energy and money.

The plan is like the map for your journey. Without a Plan you can easily feel busy but

end up with little to show for your efforts.

For example: Planning a day trip. Compare the following two scenarios:

Person A: The Unplanned option:

They get up early, excited about their day, wondering what it has in store for

them.

They leave their house, get in their car and drive off.

They haven’t planned their journey so just head off in a random direction to see

where it leads.

Pillar #4

PLAN



Eventually they see a brown tourism sign so they follow its direction and end up

at a museum.

The subject of the museum doesn’t really interest them but it’s something to do

and it’s small so they’re soon finished.

They remembered passing a café on their way and are feeling hungry so they

decide to have some lunch there and then drive home.

It wouldn’t have been their first choice, but it was convenient.

Person B: The Planned option:

When they decided on a day trip, they knew they’d like to visit somewhere of

interest so they researched options of places to visit.

They found somewhere that grabbed their attention and was within an hour’s

drive.

They get up, knowing they’re in good time to arrive at opening time.

They check the map to make sure they know the best route (avoiding busy traffic)

and set off.

The place they’re visiting is fascinating and they take their time, enjoying all that

it has to offer.

After a couple of hours, they find the on-site picnic area (having prepared a snack

to bring with them) and plan the rest of their visit. They decide which of the

remaining attractions to look at in the afternoon.

They finish their visit and leave in time to visit their favourite café for afternoon

tea on the way home – a perfect end to an excellent day out.

Person A in our Unplanned example, just responded to what was happening at the time.

E.g. They saw a signpost and followed it; they happened to pass a café.

Person B in our Planned example knew they wanted to enjoy their day and do something

that interested them. They researched their options and chose those which ensured

the day delivered what they wanted.

Something simple like a one day event can be relatively easy to plan but how do you

approach planning for the whole future of your business?

When considering the Plan, clients find it helpful to think in different time scales:

Vision for the long term

Medium term goals

Short term steps



Vision

At some point in the future, there is an overall Vision for the business. This is like a

horizon to work towards.

Sometimes it’s a very detailed Vision, sometimes it’s a broader outcome. Either way, if

it is recorded and communicated to everyone involved it can:

simplify decision making,

boost co-operation and

increase motivation.

The Vision may be the reason that the business was set up in the first place.

Goals

In the medium term, there are specific goals that, when reached, move a business

towards its overall Vision.

The Goals need to be compelling and something that you really want so that when the

going gets tough, the pull of the goal is stronger than the deterrent of the effort required

or the hurdles that might crop up along the way.

Steps

For every Goal, there will be sub-goals, actions and tasks that need to happen. These

short term Steps are what get measured to keep the Plan on track.

By breaking a large Goal down into manageable Steps it can turn a daunting task into

an easy one. It’s also easier to see progress being made towards the Goal because

you can tick off each Step along the way.



5: PROCESSES AND SYSTEMS The fifth Pillar is often the most overlooked or neglected. The Processes and Systems in the business are like the engine room. When they’re operating smoothly, the business works seamlessly. Without them, the business would grind to a halt. When the Process Pillar is strong, all the activities in the business are clearly defined, documented and are being fully implemented. Having clearly defined and documented Processes means that

Tasks can be repeated easily and efficiently,

Small scale operations can be scaled up as the business grows,

Tasks can be handed over to a new person with the minimum of disruption. For example:

Let’s imagine that, like many business owners I meet, you say that you‘d like “more customers”. How would you handle 5 or 50 or 500 new customers today? Do you have a system or Process in place that you repeat for each new Customer, that could handle that volume of extra sales, or do you start from scratch with each one?

Now imagine you’ve decided to ask someone to help with an aspect of your administration.

Could a stranger walk into your business and pick up one of the roles or tasks without you having to spend a lot of time explaining it all to them?

In some businesses, the Processes are “just the way we do things around here”. As creatures of habit, we set up repeatable tasks without knowing that we’ve created a Process. In small businesses, the Processes may be implemented but they’re all communicated by word of mouth so that if somebody left, the Process would leave with them and the business would be vulnerable while a new Process was set in place.

Pillar #5

PROCESSES and SYSTEMS



I find that Processes and Systems fall into two areas:

Customer facing

Back room essentials

Customer facing Processes that are customer-facing are critical to creating the “Love it” experience that I talked about in Pillar #2. Examples include:

Marketing processes to keep in touch with your prospects

Sales processes such as creating customer proposals

Back room essentials Processes that are back room essentials are critical to the business operations but are only seen by those in the business. Often the back room essentials Processes are about maintaining good practice. Examples include

Book keeping Processes and systems

IT Processes for digital marketing

Ensuring compliance requirements are met

Renewing insurance

Keeping the administration organised

Training to keep skills relevant

Monitoring and Review A key part of the Process Pillar is choosing how to keep track of what is going on in the business. Deciding the critical activity that ensures that the business continues to thrive is the first step and then the choice is how to monitor, report on and review progress. Business owners may have a sense that things are going O.K. but don’t necessarily know why that is or whether there are any potential threats to their success that they haven’t noticed. Having a well organised monitoring and review Process means that the business owner and their team are in control of the business and are best placed to respond to unforeseen problems when they arise.

© Wild Empowerment Ltd 2013 – updated 2016

A bit about Nikki Wild and Wild Empowerment Ltd

Hi, I’m Nikki Wild and

I established Wild Empowerment Ltd in

2009.

The mission of the business is twofold:

1. To assist small business owners to build profitable businesses that are fun to be part of and give them back time to enjoy life.

2. To get busy, professional teams to

play nicely together. With 39% of FTSE100 CEOs having used a professional coach and businesses anticipating increased spend (Ridler Report

2008) Wild Empowerment coaching is designed to be accessible and valuable to local SMEs. I am the creator and author of the “5 Pillars of a Profitable Business”, “Raising the Game in corporate teams”, “Done In a Day” and “Get Paid to Coach” coaching programmes. I combine commercial acumen gained from my years as a Finance Director with a drive to help people to enjoy business and life. I am a qualified and professionally accredited coach as well as maintaining my accountancy qualification. That means I can support both the commercial and cultural aspects of business.

Wild Empowerment operates under three business values: Collaboration: We work together as a partnership. Nobody can do it all alone. Service: How can I help you? Learning: Honing skills and knowledge keeps us sharp and gets the best outcome. It is my privilege to work with some extremely talented individuals and groups and I can honestly say that I love what I do. But… it hasn’t always been that way. In my previous role as a highly pressured, corporate executive, I used to dread Mondays. I reached the point where something had to give. I could have been signed off with stress but that wouldn’t have changed anything. I decided there must be another way to make things better. So… I completed a management diploma which included learning about aspects of personal development and I was fascinated by how what’s going on in our heads influences our decisions and how we perceive and experience life. I applied what I learned into my own team and found that they became happier, more motivated and more productive in their roles as a result. What’s more, I looked forward to Monday mornings again! Since then, I’ve continued to build my knowledge, qualifications and expertise to help people, in teams and individually, to achieve their goals faster, more easily and with greater enjoyment than if they’d carried on as they were.

Nikki Wild

Wild Empowerment Ltd

© Wild Empowerment Ltd 2013 – updated 2016

Your Next Steps You now know what the 5 Pillars of a Profitable Business are. The question is, what are you going to do next? As a thank you for taking time to read this paper, we would like to offer you a complimentary Business Health Check. This comprehensive review of the 5 Pillars of your business will give you a score for each one and highlight where to focus your attention in the next 30 days to ensure your Pillars are rock solid. To reserve your complimentary Business Health Check, simply email:

[email protected]

mailto:[email protected]

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5 Pillars of a Profitable Business · 2016-05-04 · individual’s success will be determined by his or her desire, dedication, effort and motivation. There are no guarantees you