RUSHBOY Business Consultant Complete Guidebook

Need Consulting Help for your Home-Based Business? Are you thinking about hiring a Business

Consultant and wondering why you need one? Or wondering what a

Business Consultant does? Or looking for someone to write a good Business Plan for your company or

venture? We will answer these questions and more...

A Complete Guidebook

RUSHBOY@2013

RUSHBOY Business Consultant@2013

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"Verily, the Best of Men for you to Hire is the Strong, the Trustworthy" [Qur'an 28:26]

CONTENTS

Introduction 3

Business Analysis 4

Business Consulting Process 4

Business Plan Guide 6

Marketing Strategies 10

Small Business Strategies 17

Small Business Leadership 21

Successful Family Business 23

Internet Marketing Strategies 28

Franchise Assessment 32

Visionary Company Ideologies 36

Appendix 43


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Introduction


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Business Analysis

Business Consulting Process


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Business Plan Guide


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Marketing Strategies


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Small Business Strategies


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Small Business Leadership


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Succesful Family Business


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Internet Marketing Strategies


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Franchise Assessment


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BUILT TO LAST

1. CORE IDEOLOGY=CORE VALUE + PURPOSE Core Value= General Guiding Principles/ Global Belief Purpose=Reasons for existence

2.

3. VC=Premier institution + Widely admired + Indelible Imprint on the world + Multiple Gen of CEO+ Multiple product/service Life Cycles + 50+ Years Track Record

4. Visionary Company Myth: a. Need a Great Idea? No Need. Slow Start-Win Long Race. b. Need Charismatic Leader? No Need. c. Reason Exist? More than Money. d. Correct Core Value? No Right or Wrong. e. Change? Preserve Core, Stimulate Progress. f. Blue Chip Play Safe? BHAGs. g. Great Places to work for everyone? Only Fit Core Ideology Stays. No

Middle Ground. h. Best Moves by Complex Strategic Planning? By Experimentation,

Trial & Error, Opportunism and…. Literally-ACCIDENT. i. Hire Outside CEO? Home Grown Better. j. Beating Competitor? Beating Themselves using Kaizen. k. Eat the Cake? Tyranny of the OR ≠ Genius of AND. l. Vision Statement? Doesn’t make them a VC.

5. Clock Builder Ultimate Creation=The Company itself.

6. Our CREDO: We Believe…

1st Responsibility Anybody Who Use our Products, Services 2nd Responsibility Those Who Work with Us 3rd Responsibility Our Management 4th Responsibility Communities in which We Live 5th Responsibility Our Stockholders


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7.

BHAGs=Big Hairy Audacious Goals;

a. So Clear > a Goal≠ Statement ≠ Leader > no need explanation b. Must Outside Comfort Zone c. So Bold & exiting in its own right d. Inherent Danger, avoid We’re Arrived syndrome, Need Follow on BHAGs e. Must be Consistent with DA Core Ideology

Cult Like Cultures=Stronger Indoctrination + Greater Tightness of Fit

+Greater Elitism (Sense of superior belonging)

Tangible Mechanisms=Core Ideology Implementations

a. Orientation program > teach values, norms, history and tradition b. Internal Universities > Ongoing Program c. On Job Socialization d. Rigorous Up-Through-The-Rank Policies >Hiring & shape Young Age e. Unique Language & terminology f. Corporate songs, cheers, affirmations, pledge to reinforce psychological

commitment g. Tight Screening Process > During Hiring & 1st 3 years h. Awards, Contests & Public Recognition:

Reward=Those play Great effort consistent with ideology

Tangible/visible Penalties= Those who break ideology

i. Tolerance for Honest Mistakes : Non Sins Breaching the ideology: Sins : Penalties or Termination

j. Celebrations ≥ Reinforce successes, belonging & specialness k. Plant & Office Layout= Reinforce Norms & Ideals l. Constant Verbal & Written ≥ Corporate Values, heritage & sense of being part

of something special

Try A lot of Stuff & Keep What Work=Corporations as Evolving Species = A Mutation Species = Branching & Pruning = Nice Idea; have change to prove its worth, if not Good > Insurance for impractical Survival of The Fittest: “Multiply, vary, let the strongest live and the weakest die” Multiply – Try Enough Experiments Vary – Different Types Let the Strongest Live – Keep the ones that work Let the Weakest Die - Discard the ones that don’t Evolutionary Progress Blueprint;

a. “Give a Try and Quick!” – Vigorous Action b. “Accept that mistakes will be made” – Lots easier to learn for Failure than

Success c. “Take small steps.” – easier to tolerate failed experiments d. “Give people the rooms they need” –


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#15% Rules – Encourage employee to spend 15% their time on their own initiative project

#Own Business Opportunities – Employee get to runs his own project or division

e. Mechanisms that build ticking clock!” - # 25% Rule - 25% annual sales from new product after 5 year launched

#Golden Step Award – Successful new business ventures (branching) #Genesis Grant – Venture Capital Fund for researcher to develop prototype and

market test #New Product or Technical Forum – all divisions share their latest products & ideas #Problem Saving Missions -Sent small team to customer site #Autonomous Small Divisions & Units – spread across diff small town or states, to

stimulate a “small company within a big company” feel. #Customer Service All Star- Employer of the month>New Business card> 33% discount #Sales Per Hour (SPH)- Set High Sales Goal per day> Exceed SPH> Get 10% commission on net sales ≠ only get basic hourly wages – Can track on Computer #Q1 Standard- Screen supplier base on quality rating #Dual Ladder = Technical + Management = Entrepreneur

Home Grown Management = Next Successor

Strong Internal Leadership Candidates

Good Enough Never is = Greater Long Term Investment - New Property, plant & equipment - Pay out less cash dividends to shareholder - R&D - Human Capital via 3R – Recruit, Retrain & Retain - Technical Knowhow, New Tech, New Management Methods and innovative

industry practices # Beat Yesterday Comfort Program

8. CEO Guideposts: a. Paint the whole picture - Great Work of Art = Need Overall Effect b. Sweat the Small Stuff - Emphasize on Details, each division operates

with the psychology of autonomous, entrepreneurial business units. c. Cluster, Don’t Shotgun – Synergy & powerful combined punch

between management & technical d. Swim in Your own Current, Even if swim against the Tide e. Correcting Misalignments f. Keep The Universal Requirements while Inventing New Method


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1. Level 5 Leadership ≠ High profile leaders, big personalities or celebrities = Self effacing, quiet, reserved, even shy, blend of personal humility & professional will eg. Lincoln & Socrates than Patton or Caesar.

2. First Who… Then What ≠ Begin with new vision & strategy ≠ “People are your most important asset” =First, Right People on the bus, Wrong People off the bus, Then they figure out where to drive it not you! = “People are not your most important asset, the right people are”

3. Confront the Brutal Facts (Yet Never Lose Faith) ≠ Most book on corporate strategy = Stockdale Paradox-maintain unwavering faith tills the end AND same time, have discipline to confront most brutal fact of current reality.

4. Hedgehog Concept (Simplicity within 3 Circles) ≠ Years of core business-not necessarily be best at it = Must replaced with simple concept understanding 3 Circles

5. Culture of Discipline ≠ Only few company have ≠ Hierarchy + Bureaucracy + Excessive Controls = Culture of Discipline (People + Thought + Action) + Entrepreneurship = Magical Alchemy

6. Technology Accelerators ≠ Primary need to ignite transformation = Pioneers in application of carefully selected technologies

7. The Flywheel & Doom Loop Doom Loop = Single action, grand program, one killer innovation, lucky break Flywheel = Pushing in one direction-turn upon turn-momentum-breakthrough point-beyond

Established/Start-up Company + G2G Concepts Sustained Great Results + B2L Concepts Enduring Great Company (Timeless)

LEVEL 5 LEADEARSHIP

FIRST WHO… THEN WHAT

CONFRONT THE BRUTAL FACTS

HEDGEHOG CONCEPT

CULTURE OF DISCIPLINE

TECHNOLOGY ACCELERATORS

DISCIPLINED PEOPLE DISCIPLINED THOUGHT DISCIPLINED ACTION

BUILDUP… BREAKTHROUGH

GOOD 2 GREAT FLYWHEEL


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G2G Leaders

Builds greatness-Paradoxical Blend= Personal Humility + Professional Will

Effective Leader

Commitment pursuit clear vision-higher performance standards-(more selfegoistic )

Competent Manager

Organize people & resources-effective & efficent- pursuit predetermined objectives

Contributing Team Member

Contributes individual capabilities-to achieve group objectives-works effective with others

Highly Capable Individual

Productive contributions-through talent, knowledge, skills & good work habits

Professional

Will

Superb results, Clear catalyst transition from G2G

Unwavering faith, Best long term results, No matter how diff

Set standard enduring great company, will settle nothing less

Looks in the mirror when poor results-not blame people, internal factors

Personal

Humility

Compelling modesty, shunning public adulation, never boastful

Acts with quiet, calm determination, rely on inspired standard not inspiring

charisma to motivate

Channel ambition to company not self, set up successors for next gen

Look out the window when credit for success- to other people, external

factor, good luck

LEVEL 5

LEVEL 4

LEVEL 3

LEVEL 2

LEVEL 1

HUMILITY + WILL = LEVEL 5 LEADERSHIP


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“Be Rigorous, not Ruthless”

- Discipline #1: When in doubt, don’t hire…keep looking. A company should limit its growth base on its ability attract enough right people on the bus..

- Discipline #2: When you know you need to make a people change-ACT! Bipolar pattern in Top Management-People either Stay Long /

Got Off Hurry. No Result=Give time-move them Max 3X Different Seat on the bus where they might blossom. Wrong People= Must Fired quickly off the bus-letting them hang around not fair for all right people. Waiting too Long to Fired them=Not fair to them coz you know they will not make it to the end! How to know to Fired? If off bus-would you hire again for 2nd time? (ask yourself before firing)

- Discipline #3: Put your Best People on your Biggest Opportunities not Biggest Problems…If you sell off your problems,

don’t sell off your best people!

“It’s Who You Pay, Not How you Pay Them” - Purpose of Compensation System is not to “motivate” the Right Behaviors from

the Wrong people, but to get & keep the right people on the bus in the first place

“Weak Generals, Strong Lieutenants” –Breaking the Bank - Weak general=Wait direction from above-Strong Lieutenants likely stick around - Strong General=Competitor will leave

“No company can grow revenues consistently faster than its ability to get enough of the right people to implement that growth & still become a great company. If your growth rate in revenues consistently outpaces your growth rate in people, you simple will not-indeed cannot- build a great company” - Packard’s Law

LEVEL 5+

MANAGEMENT TEAM

LEVEL 5 LEADER

FIRST WHO

Get right people on the bus. Build a superior executive team

THEN WHAT

They will drive it to greatness!

GREAT LIFE & COMPANIES(LOVEAFFAIR)

Right people=People who loved you-Dont need to be there all hours

A GENIUS WITH A THOUSAND HELPERS

LEVEL 4 LEADER

FIRST WHAT

Set vision where to drive. Develop road map.

THEN WHO

Enlist crew of highly capable "helpers" to make the vision happen

GREAT COMPANIES, NO LIFE! No great life coz cant balance. Wrong

people-make you spend more time motivate them-Simply waste of time!


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CONFRONT THE BRUTAL FACTS

(Yet Never Lose Faith)

Either #1 or #2 in each market, or

Exit!

“Create Climate Where the Truth is Heard”

1. Lead with Question, not answer 2. Engage in dialogue & scientific debate, not

coercion. Play role of Socratic Moderator 3. Conduct Autopsies, w/o Blame 4. Build “Red Flag” Mechanisms- information

that cant be ignore

The Stockdale Paradox

Retain faith that you will prevail in the end, regardless of

difficulties

AND at the same

time

Confront the most brutal facts of your current reality, whatever they might be

Charisma can be Liability- can deter people from bringing you the Brutal Facts. If ignore will De-Motivate the Right People


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Step One: Learning About

Tour the Company Facilities

Read all the Company Materials

Meet with Founders & All Key Employees

Understand the Product or Service

History of the Business & Track Record

How the Business is Run

How the Decisions are Made

The Business

Company's Competitive Advantages

Financial Track Record

Banking & Finance Connections

Company Organized Quality Control

Employee Incentives, Benefits & Wages

Meeting the Company's Advisors

Company Process & Trade Marks

Step Two: Indentifying

Problems seen by Ownership

Issues identified by the Business Consultant

Unrestricted Access to the Company so that problems can be identified

Problems seen by Management

Problems

Identify Revenue Points for all products

Identify Expense Ratios for all products

Understand Tax Implications

Clear Communications: Trust is Vital

Learn about the business

Identify problems

Identify future opportunities

Perform analysis

Provide solutions through a concrete plan

Listen to feedback and adjust plan

Implement and track the plan


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Step Three: Indentifying

Hidden Opportunity for every issues

Opportunities seen by Ownership

Opportunities seen by Key Employees

Opportunities Discovered through Business Consultant's Process

Opportunities

Undertanding Margins

Undertanding Sales History

Undertanding Sales Growth

Identifying New Products & Services

Step Four: Analysis

Analyzes the Identified Problems

Analyzes the Identified Opportunities

Decides which Problems are Important and which Are Not

Opportunities Discovered through Business Consultant's Process

Identify Future Problems

Identify Symptoms of Problems

Decides which Opportunities are Important and which Are Not

Provide certain Conclusions & Facts

Step Five: Solutions

Business Consultant provides a Plan which provides Solutions

Business Consultant provides a Plan which Identifies Opportunities

Business Consultant Illustrates how certain Expenses can be Reduced

Business Consultant Illustrates how certain Profit can be Maximized

Step Six: Feedback &

Business Consultant receives Feedback on the Proposed Business Plan

Business Consultant Oversees Implementation of the Business Plan

Business Consultant Tracks Progress of The Plan

Adjust Plan

Plan is Re-Adjusted as Necessary Moving Forward

Business Consultant ensures Plan is Integral to the Company Mission & Vision

Business Consultant ensures Plan is Intertwined into the Company's Culture


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http://www.rushboyenterprise.wix.com/consultant


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Documents

RUSHBOY Business Consultant Complete Guidebook